0000313216phg:Long-termBorrowingsIncludingCurrentPortionLong-termBorrowingsMember2018-12-31CommunicationAndItCostsMember2020-12-31
As filed with the Securities and Exchange Commission on February 23, 202122, 2022
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
Form 20-F
(Mark one)
☐ REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934
OR
☒ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the fiscal year ended December 31, 20202021
OR
☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
OR
☐ SHELL COMPANY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
Date of event requiring this shell company report . . . . . . . . . . . . . . . . . . .
For the transition period from ___________________________ to ___________________________
Commission file number 001-05146-01
KONINKLIJKE PHILIPS NV
(Exact name of Registrant as specified in its charter)
ROYAL PHILIPS
(Translation of Registrant's name into English)
The Netherlands
(Jurisdiction of incorporation or organization)
Philips Center, Amstelplein 2, 1096 BCAmsterdam,BC Amsterdam, The Netherlands
(Address of principal executive offices)
Marnix van Ginneken, Chief Legal Officer
+31 2059 77232, marnix.van.ginneken@philips.com, Philips Center, Amstelplein 2, 1096 BCAmsterdam,BC Amsterdam, The Netherlands
(Name, Telephone, E-mail and/or Facsimile number and Address of Company Contact Person)
Securities registered or to be registered pursuant to Section 12(b) of the Act.
| Title of each class | | Trading Symbol(s) | | Name of each exchange on which registered |
| Common Shares - par value | | PHG | | New York Stock Exchange |
| Euro (EUR) 0.20 per share | | | | |
Securities registered or to be registered pursuant to Section 12(g) of the Act.
None
(Title of class)
Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act.
None
(Title of class)
Indicate the number of outstanding shares of each of the issuer's classes of capital or common stock as of the close of the period covered by the annual report.
| Class | | Outstanding at December 31, 20202021 |
| KONINKLIJKE PHILIPS NV | | 905,128,293870,182,445 shares |
| Common Shares par value EUR 0.20 per share | | |
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. ☒Yes ☐ No
If this report is an annual or transition report, indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934. ☐ Yes ☒ No
Note - Checking the box above will not relieve any registrant required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 from their obligations under those Sections.
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. ☒Yes ☐ No
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). ☒ Yes ☐ No
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or an emerging growth company. See definition of “large accelerated filer,"accelerated filer,” and "emerging growth company" in Rule 12b-2 of the Exchange Act.
Large Accelerated Filer ☒ Accelerated filer ☐ Non-accelerated filer ☐ Emerging growth company ☐
If an emerging growth company that prepares its financial statements in accordance with U.S. GAAP, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards† provided pursuant to Section 13(a) of the Exchange Act. ☐
† The term “new or revised financial accounting standard” refers to any update issued by the Financial Accounting Standards Board to its Accounting Standards Codification after April 5, 2012.
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the
effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C.
7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☒
Indicate by check mark which basis of accounting the registrant has used to prepare the financial statements included in this filing:
| U.S. GAAP ☐ | | International Financial Reporting Standards as issued by the International Accounting Standards Board ☒ | | Other ☐ |
If “Other” has been checked in response to the previous question, indicate by check mark which financial statement item the registrant has elected to follow. ☐ Item 17 ☐ Item 18
If this is an annual report, indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). ☐ Yes ☒ No
1Introduction
This document contains information required for the Annual Report on Form 20-F for the year ended December 31, 20202021 of Koninklijke Philips N.V. (the 20202021 Form 20-F). Reference is made to the Form 20-F cross reference table herein. Only (i) the information in this document that is referenced in the Form 20-F cross reference table, (ii) this introduction and the cautionary statement “forward-looking statements” on the next two pages and (iii) the Exhibits shall be deemed to be filed with the Securities and Exchange Commission for any purpose. Any additional information in this document which is not referenced in the Form 20-F cross reference table, or the Exhibits themselves, shall not be deemed to be so incorporated by reference, shall not be part of the 20202021 Form 20-F and is furnished to the Securities and Exchange Commission for information only.
References to Philips
References to the Company or company, to Philips or the (Philips) Group or group, relate to Koninklijke Philips N.V. and its subsidiaries, as the context requires. Royal Philips refers to Koninklijke Philips N.V.
IFRS based information
The audited consolidated financial statements as of December 31, 20202021 and 2019,2020, and for each of the years in the three-year period ended December 31, 2020,2021, included in the 20202021 Form 20-F have been prepared in accordance with International Financial Reporting Standards (IFRS) as endorsed by the European Union (EU). All standards and interpretations issued by the International Accounting Standards Board (IASB) and the IFRS Interpretations Committee effective 20202021 have been endorsed by the EU; consequently, the accounting policies applied by Philips also comply with IFRS as issued by the IASB. These accounting policies have been applied by group entities. Comparative results have been restated to reflect the treatment of the Domestic Appliances business as a discontinued operation (for more information, please refer to Discontinued operations and assets classified as held for sale).
Use of non-IFRS information
In presenting and discussing the Philips financial position, operating results and cash flows, management uses certain financial measures that are not measures of financial performance or liquidity under IFRS (‘non-IFRS’). These non-IFRS measures should not be viewed in isolation as alternatives to the equivalent IFRS measure and should be used in conjunction with the most directly comparable IFRS measures. Non-IFRS measures do not have standardized meaning under IFRS and therefore may not be comparable to similar measures presented by other issuers. A reconciliation of these non-IFRS measures to the most directly comparable IFRS measures is contained in this document. Reference is made in Reconciliation of non-IFRS information.
Third-party market share data
Statements regarding market share, contained in this document, including those regarding Philips’ competitive position, are based on outside sources such as specialized research institutes, industry and dealer panels in combination with management estimates. Where full year information regarding 20202021 is not yet available to Philips, market share statements may also be based on estimates and projections prepared by management and/or based on outside sources of information. Management's estimates of rankings are based on order intake or sales, depending on the business.
Documents on display
Philips’ SEC filings are publicly available through the SEC’s website at www.sec.gov. The SEC website contains reports, proxy and information statements, and other information regarding issuers that file electronically with the SEC. Philips’ internet address is www.philips.com/investor. The contents of any websites referred to herein shall not be considered a part of or incorporated by reference into this document.
For definitions and abbreviations reference is made in Definitions and abbreviations
2Forward-looking statements
Pursuant to provisions of the United States Private Securities Litigation Reform Act of 1995, Philips is providing the following cautionary statement.
This document, including the information referred to in the Form 20-F cross reference table, contains certain forward-looking statements with respect to the financial condition, results of operations and business of Philips and certain of the plans and objectives of Philips with respect to these items, in particular, among other statements, certain statements in Item 4 “Information on the Company” with regard to management objectives, market trends, market standing, product volumes, business risks, the statements in Item 5 “Operating and financial review and prospects” with regards to trends in results of operations, margins overall market trends, risk management, exchange rates, the statements in Item 8 “Financial Information” relating to legal proceedings and goodwill and statements in Item 11 “Quantitative and qualitative disclosure about market risks” relating to risk caused by derivative positions, interest rate fluctuations and other financial exposure are forward-looking in nature. Forward-looking statements can be identified generally as those containing words such as “anticipates”, “assumes”, “believes”, “estimates”, “expects”, “should”, “will”, “will likely result”, “forecast”, “outlook”, “projects”, “may” or similar expressions. By their nature, these statements involve risk and uncertainty because they relate to future events and circumstances and there are many factors that could cause actual results and developments to differ materially from those expressed or implied by these statements.
These factors include but are not limited to: changesPhilips’ ability to gain leadership in industry or market circumstances; economic, political and societal changes; Philips’ increasing focus onhealth informatics in response to developments in the health technology industry; Philips’ ability to transform its business model to health technology solutions and solutions; the successful completionservices; macroeconomic and geopolitical changes; integration of divestments such as the disentanglementacquisitions and divestment of our Domestic Appliances businesses; the realization of Philips’ objectives in growth geographies;their delivery on business plans and integration of acquisitions;value creation expectations; securing and maintaining Philips’ intellectual property rights, and unauthorized use of third-party intellectual property rights; COVID-19ability to meet expectations with respect to ESG-related matters; failure of products and other pandemics;services to meet quality or security standards, adversely affecting patient safety and customer operations; breach of cybersecurity; ability to execute and deliver on programs on business transformation and IT system changes or failures;and continuity; the effectiveness of our supply chain; attracting and retaining personnel; COVID-19 and other pandemics; challenges to drive operational excellence productivity and speed in bringing innovations to market; attracting and retaining personnel; future trade arrangements following Brexit; compliance with regulations and standards including quality, product safety and data privacy;(cyber) security; compliance with business conduct rules and regulations; treasury risks and other financialfinancing risks; tax risks; costs of defined-benefit pension plans and other post- retirement plans; reliability of internal controls, financial reporting and management process.
As a result, Philips’ actual future results may differ materially from the plans, goals and expectations set forth in such forward-looking statements. For a discussion of factors that could cause future results to differ from such forward-looking statements, reference is made to the information in Risk factors.
4Message from the CEO
"Faced with the COVID-19 pandemic, Philips demonstrated strength and agility, working intensely together with healthcare providers to cope with the challenges for both acute and regular healthcare. At the same time we continued to support people with their personal health. More than ever, we have the potential to accelerate the transformation of healthcare with our innovative solutions."
Frans van Houten
CEO Royal Philips
Dear Stakeholder,
Amidst the ongoing impact of COVID-19 on society, 2021 was an eventful and challenging year. Our continued strategic progress and strong growth in the first half of the year were overshadowed by the unprecedented scale of the global supply chain disruptions in the second half of the year, as well as the Philips Respironics voluntary field action to remediate the component quality issue in certain of its products.
The intensified global supply chain headwinds and postponement of customer equipment installations due to COVID-19 presented challenges to fully convert our opportunities to revenue in the second half of the year. These factors, combined with the sales consequences of the recall, resulted in full-year sales of EUR 17.2 billion, down 1% year-on-year.
As we work to overcome these headwinds and look to the future, I am very encouraged by the underlying performance of our businesses. Our Diagnosis & Treatment businesses and Personal Health businesses performed well in 2021, recording 8% and 9% comparable sales growth*) respectively. Following in the wake of 2020’s high COVID-19-related demand for hospital ventilation and monitoring & analytics solutions, our Connected Care businesses posted a 23% decline in comparable sales in 2021, which also reflects the effect of the Philips Respironics recall.
We have strengthened our portfolio through our R&D programs, partnerships, and acquisitions. The relevance of our innovative products and solutions and customer interest in partnering with Philips, is underscored by the 4% growth in comparable order intake, resulting in an order book that is 18% higher year-on-year.
Nevertheless, I would like to emphasize that I very much regret the impact of the Philips Respironics recall on patients, care providers and shareholders. We identified – through our post-market surveillance processes – that the sound abatement foam used since 2008 in certain of our sleep and respiratory care products may degrade under certain circumstances. Subsequently, we issued a voluntary recall notification for affected devices to address potential health risks. We have ramped up production, service and repair capacity to ensure patients receive a repaired or replacement device as fast as possible.
As of January 2022, Philips Respironics has shipped a total of approximately 750,000 repair kits and replacement devices to customers and aims to complete the repair and replacement program in the fourth quarter of 2022. In 2020, Philips again demonstrated its relevance in bringing meaningful innovationclose dialogue with regulators across the world, we are conducting a comprehensive test and research program to better characterize health risks. In parallel, we have captured and applied learnings from this recall across the entire company, as patient safety, quality and integrity are of the utmost importance to us.
Continued progress on strategic roadmap
In 2021, we saw sustained traction for our strategy to help transform the delivery of care across the health continuum, and our innovative portfolio resonates very strongly with customers.
Inspired by our purpose to improve people’s health and well-being, as we respondedinnovate solutions that deliver meaningful impact. In the consumer domain, for instance, our new Sonicare 9900 Prestige electric toothbrush leverages AI to optimize the COVID-19 pandemic. As a company, we continue to focus on delivering against our triple dutyuser’s brushing technique, ensuring full coverage of care – meeting critical customer needs, safeguarding the healththeir teeth, and safety of our employees, and ensuring business continuity.instills brushing habits that improve oral health.
Our employees displayed flexibility and resourcefulness as we more than quadrupled output of acute care equipment and solutions to help frontline healthcare workers diagnose, treat, monitor and manage COVID-19 patients. We significantly increased production of critical care ventilators, provided ICU monitoring & analytics solutions, and rolled out telehealth solutions to relieve the pressure on scarce resources. And our field service engineers worked round the clock to supportFor healthcare providers, in their hour of need.
In parallel, we continued to support health systems with the delivery of regular care, entering into multiple long-term strategic partnerships – all featuring result-oriented business models – to transform healthcare by enhancing patient care and improving productivity. We also found new ways to serve consumers seeking to live a healthy life, prevent disease and proactively manage their own health. In total, our products and solutions improved the lives of 1.75 billion people in 2020, including 207 million people in underserved communities.
Overall, our company performance proved resilient. While some of our businesses were affected by lower demand, others were able to significantly increase deliveries. I would like to express my admiration and gratitude for the way in which the extended Philips family – our employees, our suppliers and partners, the Philips Foundation – pulled together with our customers to address the impact of the pandemic.
Affirmation of our strategy
The developments of the past year validate our strategy to innovate the provision of care along the health continuum – putting the patient at the center, improving diagnosis and treatment pathways, enabling the integration of care across care settings, and increasing care provider productivity. At the same time, we help consumers to live healthier lifestyles and to cope with chronic disease. Increasingly, we are able to connect home and hospital care through telehealth platforms. This approach is resonating more strongly than ever.
Customers appreciate the comprehensive and strategic view we take of the future of health and healthcare. They want innovative solutions – smart combinations of systems, devices, informatics, datasoftware and services – that can help them deliver on the Quadruple Aim of better health outcomes, improved patient experience, improvedand staff experience, and lower cost of care. Givencare:
- Giving clinicians smart connected imaging tools like our new Spectral CT 7500 system, which deliver high-quality spectral images for every patient on every scan, helping them make precision diagnoses without the
learnings from COVID-19, they are especially keen to discover how we can support care outside the hospital.In recent years, we have invested significantly in data science, informaticsneed for multiple re-scans. Or our new MR 5300 1.5T ‘helium-free for life’ system, which combines operational and cloud technology to enable the delivery of integrated solutions across the health continuum, and across care settings. These investments are now paying off,clinical excellence with a rapid increase in adoption of, for example, e-ICU and telehealth solutions that facilitatereduced environmental impact.
- Enabling real-time, remote collaboration between
healthtechnologists, radiologists and imaging operations teams across multiple sites with our vendor-neutral, multimodality Radiology Operations Command Center.
- Helping surgeons in the interventional lab perform personalized, minimally invasive procedures with solutions like our Azurion next-generation image-guided therapy platform, which was further expanded with breakthrough applications in 2021.
- Enabling healthcare professionals
and patient engagement.Designed to address customer needs, our health technology innovations – supporting personal health, precision diagnosis, image-guided therapies andorchestrate care delivery, also for patients recovering at home, with connected care solutions like our Patient Flow Capacity Suite, which helps hospitals manage the complete patient journey, and leveragingAcute Care Telehealth, which builds on our successful Tele-ICU solutions.
We signed 80 long-term strategic partnerships with hospitals and health systems around the powerworld in 2021, underlining customers’ appreciation of dataour holistic approach to healthcare. Solutions-based sales and informatics –recurring revenues continue to generate a growing proportion of solutions-basedtotal sales, and recurring revenues, whichwith the figure now standstanding at around 37%45%. In order to maintain the strong flow of total sales.health technology innovations going forward, we invested EUR 1.8 billion in R&D in 2021.
InnovatingMajor divestment completed, acquisitions to address global health challengesdrive future growth
In healthcareSeptember, we completed the world over, we are seeing an increasedsale of the Domestic Appliances business to Hillhouse Investment, concluding our line of major divestments. We believe this will allow us to focus on productivity and outcome-based models, as well as care outside the hospital. COVID-19 has accelerated the digitalization of careextending our leadership in health technology solutions.
To support future growth and the adoption of telehealth. This shift is being reinforced by global trends such as aging populations, the rise of chronic diseases, and resource constraints.
Innovative health technology can help health systems address these challenges, as well as extend access to care to those in need. The HealthTech market is a very attractive and sizable one, with considerable growth and margin potential, and Philips already holds strong leadership positions in over 65% of our portfolio.
Inspired by our purpose to improve people’s health and well-being, we invest almost 10% of revenue in Research & Development to innovate solutions that make a difference to our customers and society at large. Helping people to stay healthy and prevent disease, for instance through our expanding teledentistry services. Giving clinicians AI-assisted tools like our new Radiology Workflow Suite that help them make precision diagnoses and select the best care pathway. Helping surgeons deliver personalized, minimally invasive treatment with solutions like our constantly evolving Azurion image-guided therapy platform. And outside the hospital – orchestrating and delivering care in lower-cost care settings, helping people to recover, or live with chronic disease, at home.
All of these require a seamless flow of data, which is enabled by our highly secure connected care solutions, such as our IntelliVue MX750/MX850 patient monitors for the ICU. To unlock the full benefitsdelivery of data-enabled care across care settings, we continue to expandagain invested significantly in our data science, informatics and cloud technology capabilities in informatics2021. The acquisitions of BioTelemetry, Capsule Technologies and data science,Cardiologs (the latter completed in January 2022) strengthen our position in patient care management in the hospital and the home. In January 2022, we also closed the acquisition of Vesper Medical, further expanding our image-guided therapy devices portfolio with around half ofvenous stents.
Delivering on our R&D professionals workingESG commitments
We reached 1.67 billion people with our products and services in these areas.
Doing business responsibly and sustainably
In 2020, we underscored2021, including 167 million in underserved communities – taking us a step closer to our determination to lead by example by renewing our purpose – to improve people’s health and well-being through meaningful innovation, with the aimgoal of improving 2 billion lives per year by 2025, including 300 million in underserved communities, risingcommunities.
We continued to 2.5 billion and 400 million respectively by 2030.
This is part of an enhanced, fully integrated approach to doing business responsibly and sustainably. Buildingdeliver on our strong heritage in environmental and social responsibility, this new framework comprises a comprehensive set ofthe other key commitments across the Environmental, Social and Governance (ESG) dimensions that guide our endeavors. I am convinced this is the best way for Philips to create superior, long-term value for our many stakeholders.
I am pleased that we have delivered on all the targets set out in our Healthy people, Sustainable planet 2016-2020 program. As a purpose-driven company, weEnvironmental, Social & Governance (ESG) framework. We are conscious of our responsibility towards society and of the need to continue to embed sustainability ever deeper in the way we do business. Having becomealready carbon-neutral in our own operations in 2020, weand are now extending our ambitionsengaging with suppliers and working with our partnerscustomers to ensure thatreduce emissions across our entire value chain, are in lineas well as driving the transition to limit global warming to the 1.5 °C scenario.a circular economy.
We again received further recognition for our sustainability efforts in this area in 20202021 – achieving a CDP ‘A List’ rating for the eighthninth consecutive year for our action on climate change,action, and securing the second-highest place in both the global Dow Jones Sustainability Indices (DJSI) list and The Wall Street Journal’s new ranking, 100 Most Sustainably Managed Companies in the World.list.
Our performance in 2020Looking ahead
COVID-19 impacted every part of our business in 2020. Nevertheless, despite the challenging circumstances, we were able to execute our plans and return to growth in the second half of the year. For the full year we delivered 3% comparable sales growth*) and a strong free cash flow*) of EUR 1.9 billion. Comparable order intake**) increased 9% and we made market share gains in a number of our health systems businesses.
Our Diagnosis & Treatment businesses were impacted by the ongoing postponement of capital equipment installations and routine care, including elective procedures, yet continued to deliver a steady flow of innovations designed to help clinicians deliver a precision diagnosis leading to targeted therapies.
Our Connected Care businesses posted exceptional growth, fueled by COVID-19-related demand for our hospital ventilation and monitoring & analytics solutions.
Our Personal Health businesses had to contend with a steep decrease in consumer demand brought about by the onset of COVID-19, yet rebounded strongly by accelerating online growth, increasing digital engagement, entering into partnerships with leading retailers, and scaling direct-to-consumer business models.
We initiated the process to create a separate legal structure for our Domestic Appliances business within the Philips Group, and we expect to complete this process by Q3 2021.
We made several acquisitions in 2020. For instance, we expanded our image-guided therapy devices portfolio, acquiring Intact Vascular to add an industry-first implantable device to treat peripheral artery disease. We also agreed to acquire BioTelemetry (completed on February 9, 2021) and Capsule Technologies to strengthen our Connected Care segment. These acquisitions will further broaden and scale our patient care management solutions for the hospital and the home, enhance patient outcomes, streamline clinical workflows and increase productivity.
Looking ahead, we continue to see uncertainty related to the impact of COVID-19 across the world. For 2021, Philips plans to deliver low-single-digit comparable sales growth*), driven by solid growth in Diagnosis & Treatment and Personal Health, partly offset by lower Connected Care sales, and an Adjusted EBITA margin*) improvement of 60-80 basis points.
Reflecting our confidenceinvest in the future, course of the companyfurther improving operational excellence and growing our core business, while driving our transformation into a digital, customer-first solutions company. I am very confident in our ability to overcome our current challenges. Against this background, and reflecting the importance we attach to dividend stability, we propose to maintain the dividend at EUR 0.85 per share.
TransformingBased on good customer demand and our growing order book, we expect to create greater value
Asresume our growth and margin expansion trajectory in the course of 2022. In the short term, however, we continue to see significant volatility and headwinds related to COVID-19 and supply chain challenges, despite our transformation into a customer-first solutions company, we are guided by our strategic roadmap, with its three key imperatives:
Further improvingongoing mitigation efforts. Due to this, the customer experienceRespironics field action and operational excellenceBoostingthe strong growth in Q1 2021, we expect to start the coreyear with a comparable sales decline, followed by innovating to extend category leadership, geographic expansion,a recovery and deeper customer partnershipsWinning with solutions to support consumers with their personal health,strong second half of the year. For the full year, we target 3-5% comparable sales growth*) and to help professional healthcare customers achieve the Quadruple Aim.
We aim to drive customer preference by getting even closer to our customers and consumers, making Philips easier to do business with, and further improving our quality, operational excellence and productivity. To do this, we are driving the digital transformationa 40-90 basis-points improvement in every area of our business, leveraging our integrated IT landscape – from the way we connect and engage with our customers and consumers to seamlessly connecting our solutions, e.g. to enable remote servicing and upgrades.
In our core business we aim to drive growth through innovation by capturing geographic growth opportunities and by continuing the pivot to consultative customer partnerships and business models, which offer a deeper relationship, with recurring revenue streams.
We will also continue the shift towards integrated solutions with demonstrable clinical evidence and health economic benefits that help our customers achieve the Quadruple Aim. In doing so, we will leverage data science and AI at scale. Where appropriate, we will continue to make acquisitions and enter into partnerships to support our organic growth.
By working in accordance with the Philips Business System and executing on these imperatives with urgency and discipline, we will be able to create more value for our stakeholders – driving customer preference, sustained growth, margin expansion, increased cash flow and improved return on invested capital, while delivering on our ESG commitments.Adjusted EBITA*) margin.
In conclusionclosing
Once again, I would like to thank our customers, suppliers and partners for working together with Philips intheir continued support over the fight against coronavirus. I also want to express my gratitudepast 12 months. And a special word of thanks to our employees for their commitment, resourcefulness and hard work infantastic contribution through another year of often difficult circumstances. And working circumstances due to the pandemic.
I wishwould also like to thankexpress my appreciation to our shareholders for the confidence they continue to show in Philips.
Our strategicPhilips’ long-term future. This is a future founded on purpose and the robust, growing demand for health technology, which Philips will serve with a relentless focus on customer needs, its strong portfolio of innovations, and an unwavering commitment to improvement remain undiminished. Energized by our purpose and buoyed by the resilience and agility I have seen over the past year, I am confident in Philips’ ability to maintain our transformation momentum, truly impact global health challenges through innovation, and deliver sustained value for our many, diverse stakeholders.continuous improvement.
Frans van Houten
Chief Executive Officer
5Board of Management and Executive Committee
Royal Philips has a two-tier board structure consisting of a Board of Management and a Supervisory Board, each of which is accountable to the General Meeting of Shareholders for the fulfillment of its respective duties. The Board of Management is entrusted with the management of the company. The other members of the Executive Committee have been appointed to support the Board of Management in the fulfilment of its managerial duties. Please also refer to Board of Management and Executive Committee within the chapter Corporate governance.
Members of the Board of Management
Frans van Houten
Born 1960, Dutch
Chief Executive Officer (CEO)
Chairman of the Board of Management and the Executive Committee since April 2011
Frans van Houten first joined Philips in 1986 and has held multiple global leadership positions across the company on three continents, including the role of co-CEO of the Consumer Electronics division. After temporarily leaving the company to become CEO of NXP/Philips Semiconductors, he rejoined Philips as its CEO. Frans served as Co-Chairco-chair at the World Economic Forum in Davos in 2017. He was one of the initiators and currentlyis current co-chair of the WEF Platform to Accelerate the Circular Economy. Frans is also a member of the European Round Table of Industrialists,for Industry, an advocacy organization comprising the 50 largest European multinationals. He is co-founder and advocate of NL2025, a platform of Dutch influencers who support initiatives to create a better future for the Netherlands in the areas of education, vitality and sustainable growth and a vital society.growth. He is co-founder of the Graduate Entrepreneur start-up ecosystem in the Netherlands. Frans was appointed a member of the Board of Directors of Novartis in February 2017.2017 and is a member of its Audit Committee since 2021.
Abhijit Bhattacharya
Born 1961, Indian
Executive Vice President
Member of the Board of Management since December 2015
Chief Financial Officer
Abhijit Bhattacharya first joined Philips in 1987 and has held multiple senior leadership positions across various businesses and functions in Europe, Asia Pacific and the U.S. Through 2010 – 2014, he was the Head of Investor Relations of Philips, and subsequently, CFO of Philips Healthcare, Philips’ largest sector at the time. Prior to 2010, Abhijit was Head of Operations & Quality at ST-Ericsson, the joint venture of ST Microelectronics and Ericsson, and he was CFO of NXP’s largest business group.
Marnix van Ginneken
Born 1973, Dutch/AmericanDutch
Executive Vice President
Member of the Board of Management since November 2017
Chief Legal Officer
Marnix van Ginneken joined Philips in 2007 and became Head of Group Legal in 2010. In this role he was responsible for the various Group Legal departments, including Corporate & Financial Law, Legal Compliance and Legal M&A. In 2014, Marnix became Chief Legal Officer of Royal Philips and Member of the Executive Committee. Before joining Philips, Marnix worked for Akzo Nobel and before that as an attorney in a private practice. Since 2011, he is also Professor of International Corporate Governance at the Erasmus School of Law in Rotterdam.
Other members of the Executive Committee
Sophie Bechu
Born 1960, French/American
Executive Vice President
Chief Operations Officer
Rob Cascella
Born 1954, American
Executive Vice President
Strategic Business Development Leader
Andy Ho
Born 1961, Chinese/Canadian
Executive Vice President
Chief Market Leader of Philips Greater China
Roy Jakobs
Born 1974, Dutch/German
Executive Vice President
Chief Business Leader Connected Care
Henk Siebren de Jong
Born 1964, Dutch
Executive Vice President
CEO Philips Domestic Appliances
Deeptha Khanna
Born 1976, Singaporean
Executive Vice President
Chief Business Leader Personal Health
Bert van Meurs
Born 1961, Dutch
Executive Vice President
Chief Business Leader Image Guided Therapy and jointly responsible for Diagnosis & Treatment
Edwin Paalvast
Born 1963, Dutch
Executive Vice President
Chief of International Markets
Shez Partovi
Born 1967, Canadian
Executive Vice President
Chief Innovation & Strategy Officer
Vitor Rocha
Born 1969, Brazilian/American
Executive Vice President
Chief Market Leader of Philips North America
Daniela Seabrook
Born 1973, Swiss
Executive Vice President
Chief Human Resources Officer
Jeroen Tas
Born 1959, Dutch
Executive Vice President
Chief Innovation and Strategy Officer
Kees Wesdorp
Born 1976, Dutch
Executive Vice President
Chief Business Leader Precision Diagnosis and jointly responsible for Diagnosis & Treatment
For a current overview of the Executive Committee members, see also https://www.philips.com/a-w/about/executive-committee.html
6Strategy and Businesses
6.1Driven by purpose
At Philips, our purpose to improve people’s health and well-being through meaningful innovation is at the heartcenter of everything we do. NeverThis core principle has this central tenetnever been more important than it is now, in these challenging times.
As a leading health technology company, we believe that – viewed through the lens of customer needs – innovation can improve people's health and healthcare outcomes, as well as making care more accessible, personal, connected and affordable.sustainable. In concrete terms, we aim to improve the lives of 2 billion people a year by 2025, including 300 million in underserved communities, rising to 2.5 billion and 400 million respectively by 2030.
Guided by this purpose, it is our strategy to lead with innovative solutions that combine products, systems, smart devices, informaticssoftware and services and leverage bigclinical and operational data, – helpingto help our customers deliver on the Quadruple Aim (better(better health outcomes, improved patient experience, improved staff experience, lower cost of care)care) and helpinghelp people to take better care of their health at every stage of life.
We strive to deliver superior, long-term value to our customers and shareholders, while acting responsibly towards our planet and society, in partnership with our stakeholders.
We aim to grow Philips responsibly and sustainably. To this end, we have deployed a comprehensive set of commitments across all the Environmental, Social and Governance (ESG) dimensions that guide the execution of our strategy and support our contribution to UN Sustainable Development Goals 3 (Ensure healthy lives and promote well-being for all at all ages), 12 (Ensure sustainable consumption and production patterns) and 13 (Take urgent action to combat climate change and its impacts).
Our view on healthcare
Health technology is a large market, which is expected to grow by around 4% each year*). Besides the healthcare sector's natural drivers of growth – aging populations, the rise of chronic diseases, increased spending on healthcare in emerging markets – we believe that health technology will be a major growth driver in the years to come.
At Philips, we see healthcare as a continuum since it– this puts people’s health journeys front and center and builds upon the idea ofenables integrated care pathways. Believing that healthcare should and can, be safe, seamless, efficient and effective, we strive to ‘connect the dots’ for our customers and consumers, supporting the flow of real-time data needed to provide precision diagnoses, treatment and chronic care for people in real time, wherever they are.patients.
Going forward, we believe the digitalizationdigital transformation of healthcare and – accelerated by COVID-19 – the more widespreadincreasing adoption of telehealthvirtual care, or ‘telehealth’ will play an increasinga major role in helping people to live healthily and cope with disease, and in enabling care providers to meet people’s health needs, deliver better outcomes and improve productivity.
Helping our customers address their healthcare challenges
In the consumer domain, we develop innovative solutions that support healthier lifestyles, prevent disease, and help people to live well with chronic illness, also in the home and community settings.
In addition to leveraging retail trade partnerships and new business models, we are focused on accelerating growth through online channels, delivering products and services direct to consumers, and supporting longer-term relationships to maximize the benefit consumers can derive from our solutions.
In clinics and hospitals, we are teaming up with healthcare providers to innovate and transform the way care is delivered. We listen closely to our customers’ needs and together we co-create solutions that help our customers improve outcomes, patient and staff experience and productivity, and so deliver on the Quadruple Aim of value-based care.
Increasingly, we are working together with our health systems customers in novel business models, including outcome-oriented payment models, that align their interests and ours in long-term partnerships. The combination of compelling solutions and consultative partnership contracts, including a broad range of professional services, drives growth rates above the group average, as well as a higher proportion of recurring revenues.
We are embedding AI and data science in our propositions – for instance, applying the power of predictive data analytics and artificial intelligence at the point of care – to leverage the value of data in the clinical and operational domains, aiding clinical decision making and improving the quality and efficiency of healthcare services.
With our global reach, market leadership positions, deep clinical and technological insights, and customer-centric innovation capability, we are strongly placed to create further value in a changing healthcare world through our propositions in:
Personal health
Delivering solutions that enable healthier lifestyles, personal hygiene and living with chronic disease.
Diagnosis & Treatment
- Precision Diagnosis – providing smart, connected systems, optimized workflows, and integrated diagnostic insights, leading to clear care pathways and predictable outcomes
- Image Guided Therapy – innovating minimally invasive procedures in a growing number of therapeutic areas, with significantly better outcomes and productivity, while patients have a much better experience and can return home faster
Connected Care
Driving better care management by providing a wealth of actionable data about patients' condition and hospital operations, and seamlessly connecting patients and caregivers in any care setting from the hospital to the home.home
Personal Health
Delivering propositions that help people enjoy healthier lifestyles and enhance personal hygiene
Our key strategic imperatives and value creation objectives
Our roadmap – with its three strategic imperatives – is our guide as we continue our transformation journey to attain HealthTech industry leadership and drive value creation.
Underpinned by these strategic imperatives,Based on good customer demand and assumingour growing order book, we expect to resume our growth and margin expansion trajectory in the world economy will returncourse of 2022. In the short term, however, we continue to see significant volatility and headwinds related to COVID-19 and supply chain challenges, despite our ongoing mitigation efforts. Due to this, the Respironics field action and the strong growth in Q1 2021, Philips’ targets for accelerated growth, higher profitabilitywe expect to start the year with a comparable sales decline, followed by a recovery and improved cash flow for the 2021–2025 period are:
An accelerationstrong second half of the average annual Groupyear. For the full year, we target 3-5% comparable sales growth**) to 5-6%, with all business segments within this range. For 2021, Philips aims to deliver low-single-digit Group comparable sales growth**), driven by solid growthgrowth* and a 40-90 basis-points improvement in Diagnosis & Treatment and Personal Health, partly offset by lower Connected Care sales. An Adjusted EBITA**) margin improvement of 60-80 basis points on average annually from 2021, with a target of the high teens for the Group by 2025; Diagnosis & Treatment is targeted to reach 15-17% Adjusted EBITA**) margin by 2025, Connected Care 17-19%, and Personal Health 19-20%. Free cash flow**) above EUR 2 billion by 2025. Organic Return on Invested Capital (ROIC)**) of mid-to-high teens by 2025.
The new targets exclude the Domestic Appliances business. As announced in January 2020, Philips is reviewing options for future ownership of its Domestic Appliances business. Philips has started the process of creating a separate legal structure for this business within the Philips Group, which is expected to be completed in the third quarter of 2021.margin.
*)Philips-defined 2020-2025 addressable markets, excluding the Domestic Appliances business
6.2How we create value
Based on the International Integrated Reporting Council framework, and with the Philips Business System at the heart of our endeavors, we use various resources to create value for our stakeholders in the short, medium and long term.
As we drive our transformation to become a solutions provider to our customers and consumers, we have adopted a single standard operating model that defines how we work together effectively to achieve our company objectives – the Philips Business System (PBS). The PBS integrates key aspects of how we operate:
Strategy
Our strategy defines our path to sustainable value creation for customers and shareholders.
Governance
Clear governance,, roles and responsibilities empower people to collaborate and act fast.
Standard Processes
Simplified standard processes,, systems and practices enable lean and agile ways of working.
People
We value and develop people and teams, rewarding them for sustainable results.
Culture
We live the Philips culture,, which sets standards on behaviors, such as ensuring patient safety, quality and integrity.
- integrity, and putting the customer first.
Performance
Through disciplined performance management and continuous improvement we achieve our goals.
Having a single business system increases speed and agility, and enhances standardization, quality and productivity, while driving a better, more consistent experience for our customers.
Value outcomes
The result of the application of the various resources to Philips’ business activities and processes as shaped by the Philips Business System
Human
- Employee Engagement Index 79% favorable
- Sales per employee EUR
239,423219,419 - Safety
185213 Total Recordable Cases
Intellectual
- New patent filings
876860 - Royalties EUR
317382.5 million 151182 design awards
Financial
- Comparable sales growth*)
2.5% 71% Green Revenues(1.2)%- Adjusted EBITA*) as a % of sales
13.2%12.0% - Free cash flow*) EUR
1.9 billion900 million
Manufacturing
- EUR
14.712.0 billion revenues from goods sold
Natural
15%70.5% Green/EcoDesigned Revenues- 16% revenues from circular propositions
- Net CO2 emissions from own operations down to zero kilotonnes
265,00073,500 tonnes (estimated) materials used to put products on the market- Waste
35.5 kilotonnes,22,204 tonnes, of which 90% recycled87% repurposed
Social
- Brand value USD
11.712.1 billion (Interbrand) - Partnerships with UNICEF, Red Cross, Amref and Ashoka
Societal impact
The societal impact of Philips through its supply chain, its operations, and its products and solutions
Human
- Employee benefit expenses EUR
6,4906,246 million, all staff paid at least a Living Wage - Appointed
74%72% of our senior positions from internal sources 27%28% of Leadership positions held by women
Intellectual
- Around 60% of revenues from new products and solutions introduced in the last three years
- Over 65% of sales from leadership positions
Financial
- Market capitalization EUR
39.629 billion at year-end - Long-term credit rating A- (Fitch), Baa1 (Moody's), BBB+ (Standard & Poor's)
- Dividend EUR
758773 million
Manufacturing
- 100% electricity from renewable sources
Natural
- Environmental impact of Philips operations down to EUR
135106 million
32 'zero wasteAll 25/25 industrial sites 'Zero Waste to landfill' sitesLandfill' at year-end 2021- First health technology company to have its CO2 reductions assessed and approved by the Science Based Targets initiative
Social
1.751.67 billion Lives Improved, of which 207167 million in underserved communities (including 2.2 million via Philips Foundation)302,000430,000 employees impacted at suppliers participating in the 'Beyond Auditing' program- Total tax contribution EUR
3.38 billion4,090 million (taxes paid/withheld) - Income tax
expensebenefit EUR 284103 million; the effective income tax rate is 19%(20.0)%
6.4Our businesses
Our reporting structure in 20202021
Koninklijke Philips N.V. (Royal Philips) is the parent company of the Philips Group. In 2020,2021, the reportable segments were Diagnosis & Treatment businesses, Connected Care businesses, and Personal Health businesses, each having been responsible for the management of its business worldwide. Additionally, Philips identifies the segment Other.
Since the completion of the sale of the Domestic Appliances business (formerly part of the Personal Health businesses), it is no longer consolidated by Philips as from September 1, 2021 and therefore is not included in the following discussion.
Philips Group
Total sales by reportable segment
| | 20202021 |
|---|
| Diagnosis & Treatment | 42%50% |
| Connected Care | 28%27% |
| Personal Health | 28%20% |
| Other | 2%3% |
6.3.16.4.1Diagnosis & Treatment businesses
Our Diagnosis & Treatment businesses create value through their unique portfolio of innovative diagnostic and minimally invasive procedural solutions – suitesconsisting of systems, smart devices, software and services, powered by AI-enabled informatics.informatics – that support precision diagnoses and minimally invasive procedures in therapeutic areas such as cardiology, peripheral vascular, neurology, surgery, and oncology. With these integrated solutions, we enable our customers to realize the full potential of the Quadruple Aim – better health outcomes, improved patient experience, improved staff experience, and lower cost of care.
In Precision Diagnosis, servingServing diagnostic enterprise imaging markets globally, there iswe see significant opportunity to enable precise diagnoses while at the same time supporting adjacent needs for guidance intoacross care pathways and increasing departmental productivity. We do this through breakthrough innovations in our smart diagnostic systems, through dynamicconnected workflow solutions, that transform departmental operations, through integrated diagnostics insights from different departments, and throughclear care pathway solutions that allow doctorspathways, driving enterprise-wide operational efficiency and supporting clinicians to diagnose with precisionprovide an early and definitive diagnosis, enabling them to select the optimal treatment pathtailored care pathways and predictable outcomes for the individualevery patient. Over the period 2019-2020, 60% of our product portfolio in this area has been renewed through the discontinuance of former products, the roll-out of new-generation versions of our products, and the addition of new products.
In Image Guided Therapy, we have pivoted from a focus on imaging modalities toWe also provide integrated procedural solutions combining imaging systems and diagnostic and therapeutic devices, which can driveoptimize interventional procedures and so deliver more effective treatment, better outcomes and higher productivity. Building upon our leading-edge Image Guided Therapy System – Azurion, platform, we continue to innovate, optimizing clinical and expand our applications for image-guided therapies and improveoperational lab performance through advances in workflow and integration infor routine procedures, and expanding the interventional suite.role of image-guided interventions to treat new groups of patients such as those with complex diseases including stroke, lung cancer and spine disorders. We are also expanding into adjacent therapeutic areas and innovating the way we engage with our customers in new business models across different care settings, including out-of-hospital settings such as office-based labs and ambulatory surgical centers, which offer clear clinical, financial and operational benefits.
In 2020,2021, the Diagnosis & Treatment businesses were impacted by the postponementbenefited from a partial resumption of capital equipment installations and routine care, including elective procedures and exams caused byas the COVID-19 pandemic. Even so, werestrictions eased, and strong order growth for capital equipment, which bodes well for 2022. We continued to make advances in innovation, strengthening our portfolio and providing clinical and economic evidence to support the adoption of our solutions. In oncology care, we deepened our collaboration with leading precision radiation therapy company Elekta, with the aim of advancing comprehensive and personalized cancer care through precision oncology solutions. The launch of the Spectral Computed Tomography 7500 system is a significant step forward in integrating the additional diagnostic benefits of spectral CT into standard workflows, and in strengthening our portfolio. For example, we expanded our remotecombination with Image Guided Therapy System – Azurion – represents the world’s first always-on spectral detector angio-CT solution. Significant new clinical collaboration and virtual training offerings across our portfolio withdata demonstrated the acquisitionvalue of Innovative Imaging Technologies (IIT) and its Reacts collaborative platform. Leveraging innovative technologies, such as augmented reality for remote virtual guidance, supervision and training,intravascular ultrasound, in which Philips is a global leader, in the platform provides unique interactive tools designed to meet the multi-faceted collaborative needstreatment of healthcare professionals and patients. We also launched the vendor-agnostic Radiology Workflow Suitea broad range of end-to-end solutions to drive operational and clinical efficiency through the digitalization, integration, and virtualization of radiology. And we further expanded our Interventional Devices portfolio, acquiring Intact Vascular to add an industry-first implantable device, the Tack Endovascular System, to treat peripheral artery disease.vascular patient populations.
Through our various businesses, Diagnosis & Treatment is focused on growing market share and profitability by leveraging:
our strong position in Enterprise Diagnostic Informatics with the successful integration of Carestream Health’s Healthcare Information Systems business, acquired in 2019intelligent, AI-enabled clinical and operational applications combined with successful innovations in our systems platforms in Diagnostic Imaging and Ultrasoundour suite of innovative procedural solutions to support delivery of the right therapy in real-time in Image-Guided Therapyenhanced offerings in oncology, cardiology, neurology, and radiology service lines, and expanding our solutions offering, which comprises systems, smart devices, informatics, data and services
In 2020,2021, the Diagnosis & Treatment segment consisted of the following areas of business:
- Diagnostic Imaging: Magnetic Resonance Imaging (MRI), with helium-free for life operations, bundled with associated software to streamline workflows, optimize diagnostic quality, and improve patient experience; X-ray systems, together with associated software to streamline workflows and optimize diagnostic quality; advanced and efficient Computed Tomography (CT)
, Advanced Molecular Imaging, Diagnostic X-Ray, Imaging Components, as well as integrated clinical systems and software, including detector-based Spectral CT; molecular and hybrid imaging solutions which include radiation oncology treatment planning, disease-specific oncology solutions and X-Ray dose managementfor nuclear medicine - Ultrasound:
imaging productsechography solutions focused on diagnosis, treatment planning and guidance for cardiology, general imaging, obstetrics/gynecology, and point-of-care applications, as well as proprietary software capabilities to enable advanced diagnostics and interventions - Enterprise Diagnostic Informatics: a suite of integrated products and services that deliver a comprehensive platform designed to connect clinical
capabilitiesdata and optimize workflows around every step in the patient’s journey across a range of diagnostic (radiology, point-of-care, laboratory) and clinical (oncology, cardiology, neurology) service lines - Image Guided Therapy: Systems – integrated interventional systems that combine information from imaging systems, interventional devices, navigation tools and patient health records to provide interventional staff with the control and information they need to perform procedures efficiently; Devices – interventional diagnostic and therapeutic devices to treat coronary artery and peripheral vascular disease, including Intravascular Ultrasound (IVUS), Intracardiac Echo (ICE), fractional flow reserve (FFR) and instantaneous wave-free ratio (iFR)
, physiology measurement, atherectomy catheters, a dissection repair implant, andas well as drug-coated balloons and lead extraction devices
| | 20202021 |
|---|
| Diagnostic Imaging | 41%42% |
| Ultrasound | 20%19% |
| Enterprise Diagnostic Informatics | 8% |
| Image Guided Therapy | 31% |
Revenue is predominantly earned through the sale of products, leasing, customer services fees, recurring per-procedure fees for disposable devices, and software license fees. For certain offerings, per-study fees or outcome-based fees are earned over the contract term.
Sales channels are a mix of a direct sales force, especially in all the larger markets, third-party distributors and an online sales portal. This varies by product, market and price segment. Our sales organizations have an intimate knowledge of technologies and clinical applications, as well as the solutions necessary to solve problems for our customers.
Under normal circumstances, sales at Philips’ Diagnosis & Treatment businesses are generally higher in the second half of the year, largely due to the timing of customer spending patterns.
At year-end 20202021 Diagnosis & Treatment had around 32,000 employees worldwide.
20202021 business highlights
AtPhilips received US FDA clearance for its SmartCT (Cone Beam CT) application for the Radiological Society of North America event RSNA 2020, Philips introduced an industry-first vendor-neutral Radiology Operations Command Center as part of the Radiology Workflow Suite of solutions. This multimodality virtual imaging command center enables real-time, remote collaboration to broaden expertise between technologists, radiologists and imaging operations teams across multiple sites via private, secure telepresence capabilities. Proprietary digital technology developed by Philips helps maintain business continuity, increase enterprise-wide radiology productivity, minimize issues with image quality, and expand access to advanced MR- and CT-based diagnosis.
We introduced the next generation of our leading-edge Azurion image-guided therapy platform. An industry first, the Philips Azurion image-guided therapy platform now fully integrates IntraSight to control imaging, physiology, hemodynamic and informatics applications with one intuitive user control at the tableside. With this next-generation Azurion platform, Philips is also introducing a new 3D imaging solution, called SmartCT, to dramatically simplify the acquisition and use of 3D imaging. Next-generation Azurion comprises a new range of configurations – covering more price segments – to innovate procedures in a broad range of therapeutic areas.
We continue to see strong traction for our Ingenia Ambition 1.5T MR, which combines fully sealed BlueSeal magnet technology and workflow innovations for more productive, helium-free operations. As well as virtually eliminating dependency on a commodity with an unpredictable supply, the fully sealed system does not require a vent pipe, significantly reducing the typical MR installation challenges and lowering construction costs.
Philips signed a seven-year strategic partnership agreement with Mandaya Royal Hospital Puri in Indonesia. The turnkey solution includes the next-generation Azurion image-guided therapy system, which provides interventionalists with CT-like 3D images to enhance procedural outcomes and fits seamlessly into existing workflows. An industry-first, Philips also introduced ClarifEye Augmented Reality Surgical Navigation, advancing minimally invasive spine procedures in the Ingenia Ambition MR,hybrid operating room.
Philips has pioneered spectral CT diagnostics. The company’s new Spectral CT 7500, which enables customers to benefit from a reduction in follow-up scans, increased certainty in lesion characterization, and reduced time to diagnosis, is attracting strong customer demand. For example, the University Medical Center Utrecht in the Netherlands installed two Spectral CT systems, with the aim of providing greater confidence in mainstream clinical diagnosis – for all patients and in all exams.
Building on the success of the IntraSight interventional applications platform, we further reinforced Philips’ leading position in image- guided therapy with the introduction of IntraSight Mobile, which offers users in hospitals and office-based labs the integration, flexibility and affordability of a single mobile system for intravascular imaging, physiology measurements and co-registration for seamless workflows and enhanced patient care.
Philips announced progress on several clinical studies including the positive two-year clinical study results for the Tack Endovascular System for dissection repair, the first patient enrollment in the DEFINE GPS multicenter study to further drive the adoption of iFR for percutaneous coronary interventions based on clinical evidence, and the detector-based IQon Spectral CT, as well as the latest innovations in connected care and informatics.
SimonMed Imaging – onestart of the largest outpatient medical imaging providersWE-TRUST multicenter stroke study to shorten treatment times by identifying, planning and treating ischemic stroke patients in the US – is partnering withinterventional suite. Moreover, Philips to deployannounced the first structural heart repair procedure at Mayo Clinic using its most advanced 3T MRI technology, including software and services, at their outpatient practices to enhance diagnoses, from brain injuries, liver and cardiac disease, to orthopedic injuries. new 3D intracardiac echocardiography catheter VeriSight Pro.
In Germany, Philips signed a 10-year strategic partnership with Marienhospital Stuttgart to deploy our digital healthcare solutions across multiple departments to improve patient care and efficiency. The project will include renewal and ongoing development of the hospital’s diagnostic imaging equipment and associated IT systems, digitization of its pathology department, and enhancement of the hospital’s emergency medicine capabilities.
Philips expanded its dedicated cardiovascular ultrasound offering by launching Affiniti CVx. This system is designed to support cardiology departmentsBuilding on Philips’ leadership in delivering better care to more patients with increased efficiency and throughput.
Philips received an industry-first 510(k) clearance from the FDA to market a wide range of its ultrasound solutions – including our CX50 general imaging system and our Lumify portable ultrasound solution – for the management of COVID-19-related lung and cardiac complications. Portable ultrasoundimage-guided therapy solutions in particular have become valuable tools for clinicians treating COVID-19 patients, due to their imaging capabilities, portabilitycardiology, the company is further strengthening its position in fast- growing adjacencies such as neurology and easeoncology. For example, USA-based Piedmont Health equipped its neurosurgical operating rooms with a specialized version of disinfection.
Philips continued to advance the capabilities of its KODEX-EPD cardiac imaging and mapping systemAzurion for the treatment of heart rhythm disorders, improving image qualitystroke. Philips also announced positive results of a clinical study aimed at setting a new standard of safety and workflow efficiency for Atrial Fibrillation procedures.accuracy in the diagnosis of small peripheral lung lesions using Philips Lung suite.
Philips announcedlaunched next-generation digital pathology solution, Philips Digital Pathology Suite – IntelliSite – which features a partnershipcomprehensive, scalable suite of software tools and capabilities designed to help streamline workflows, enhance diagnostic confidence, facilitate team collaboration, integrate artificial intelligence (AI) and increase the efficiency of pathology labs. Underlining its leading role in digital pathology, the company partnered with InSightecHealius Pathology, one of Australia's leading providers of private medical laboratory and pathology services, to expand access to MR-guided focused ultrasound for incisionless neurosurgery. By developing compatibility between Philips’ advanced MR systems and the Exablate Neuro platform from InSightec, the two companies will support expanded access to MR-guided focused ultrasound for the treatment of Essential Tremor and other neurological disorders.deploy a multi-site digital pathology solution across Healius’ National Pathology Network.
Philips introduced OmniWire,new AI-enabled software and systems in MR, including the world’s first solid core pressure guide wireMR 5300, its second helium-free for physiology measurement in coronary artery interventional procedures; it has been extremelylife MR operations 1.5T system, the MR 7700 3.0T system for neuro applications, and MR Workspace, which simplifies the path from image acquisition to diagnosis.
The company enhanced its EPIQ and Affiniti ultrasound systems with tele-ultrasound capabilities, as well received by our customers.as adding liver fat quantification tools that allow allows non-invasive diagnosis of early-stage fatty liver disease.
In January 2021,A new addition to its Ambient Experience portfolio, Philips launched Pediatric Coaching, a holistic solution designed to be a less stressful experience for parents and their children undergoing MRI scans. The company also announced the final, five-year results of two major randomized controlled trials (RCTs) that show no difference in all-cause mortality between patients treatedan initiative with the Stellarex drug-coated balloon (DCB)Walt Disney Company EMEA to test the effects of custom-made animations, including specially-made Disney stories, within Philips’ Ambient Experience hospital environments.
Philips further expanded its leading image-guided therapy portfolio through the acquisition of Vesper Medical, adding a venous stenting solution to address the root cause of chronic deep venous disease and those treated with percutaneous angioplasty (PTA),enhance patient care. This will complement Philips’ strong IVUS offering in venous imaging and expand the current standard of care. Moreover,company's growth in the studies showed no difference in mortality betweenvascular therapy market.
Philips received FDA clearance for its new MR 5300 system, continuing the Stellarex DCB and PTA at every 12-month endpoint over the courseadvancement of the study.company’s helium-free for life operating portfolio. Powered by AI, the MR 5300 simplifies and automates complex clinical and operational tasks for outpatient clinical use and MR departments to help accelerate workflows and improve access to affordable, quality care.
Further expanding the company’s comprehensive CT portfolio, Philips introduced the new CT 5100 Incisive with CT Smart Workflow, comprising AI-enabled capabilities designed to accelerate workflows, enhance diagnostic confidence, and maximize system up-time.
6.3.26.4.2Connected Care businesses
Spanning the entire health continuum, the Connected Care businesses help broaden the reach and deepen the impact of healthcare – with solutions that leverage and unite devices, informatics, data and people across networks of care to enablenetworks. In this way, Philips connects patients and caregivers across care settings, delivering clinical, operational and therapeutic solutions that help our customers to deliver onaddress the Quadruple Aim –of better health outcomes, improved patient experience, improvedand staff experience, and lower cost of care.
In 2020,2021, Connected Care playedcontinued to play a crucial role in fulfilling patient and customer needs created by the COVID-19 global pandemic from ramping up production and delivery of our– delivering core systems such as ventilators andpatient monitors, to supporting the urgent expansion of telehealth for the ICU, providing ventilators and driving safe,oxygen, and delivering remote patient care.care safely.
Although no one was fully preparedCOVID-19 continues to accelerate the digital transformation of healthcare, enabled by, for this crisis, Philips hadexample, cloud and SaaS offerings. Increasingly, our customers need to support the critical portfolio and the informatics investments in place to rapidly scale up, supportingtransition of care, in the hospital and from the hospital to the home, even asmaking virtual care services an essential part of healthcare delivery models were changing fast.delivery. At the same time, they want to be able to unlock data siloes and translate data into clinical and operational insights to support better outcomes. And they want to leverage automation and remote support in order to improve workflows and alleviate staffing constraints.
Philips increased ventilator production multifoldIn 2021, Connected Care rose to meetthese challenges in large, growing and diverse markets, supported by the high COVID-19-related demand, and shipped ventilators across the world using a fair and ethical approach to allocate supply to acute patient demands based on COVID-19recent acquisitions in clinical data services and the available critical care capacity.
This past year showed the value of strong leadership positions and close ties with our customers. Buildingincreased focus on Philips’ trusted brand, deep clinical insights and large installed base allowed us to drive impact. Philips combined the right monitoring equipment, respiratory devices, consumables and services to innovate solutions to help tackle COVID-19.
Also critical during COVID-19: the expertise and informatics to help scale and manage scarce resources in the health system. The capabilities in Connected Care are built around Philips’ strength in verticals (monitoring & analytics, sleep & respiratory care, and therapeutic care) and horizontals (connected care informatics and population health) to improve clinical and economic outcomes in all care settings, both inside and outside the hospital.informatics.
Philips has a deep understanding of clinical care and the patient experience. When coupled withexperience inside and outside the hospital. The combination of our advanced technological solutions and consultative approach this allows us to be an effective partner forto our customers in their transformation, both across the enterprise and at the level of the individual clinician. Theseclinician, nurse and patient. Our consultation services are designedset up to take the burden off hospital staff with optimizedhelp redesign and optimize patient and data flow,work flows, as well as to provide predictive analytics, improved workflow, customized training and improved accessibility across our application landscape.landscape, thus reducing the burden on hospital staff and improving patient safety.
This requires a secure common digital platformdata platforms that connectsconnect and alignsalign consumers, patients, payers and healthcare providers.providers in an interoperable manner. Philips’ platforms aggregate and leverage information from clinical personaldevices, patient and historical data to support care providers in delivering precision diagnosespatient engagement, diagnostics, (ambulatory) patient monitoring and treatment.(clinical) therapy solutions.
In 2020,June 2021, our subsidiary, Philips Respironics, initiated a voluntary recall notification in the United States and field safety notice outside the United States for certain sleep and respiratory care products to address identified potential health risks related to the polyester-based polyurethane (PE-PUR) sound abatement foam in these devices. Following the substantial ramp-up of its production, service and repair capacity in 2021, the repair and replacement program in the United States and several other markets is under way. As of January 2022, Philips Respironics has shipped a total of approximately 750,000 repair kits and replacement devices to customers and aims to complete the repair and replacement program in the fourth quarter of 2022.
In 2021, the Connected Care segment consisted of the following areas of business:
- Hospital Patient Monitoring
& Analytics: Integrated patient monitoring systems to drive better: This business delivers acute patient management solutions to improve clinical and improvedpatient outcomes fueledand achieve operational and economic efficiencies. Leveraging a strong presence in the ICU, Hospital Patient Monitoring solutions enhance customers’ experience and improve patient outcomes with seamless patient data monitoring from admission to discharge, and by real-timeturning patient data into clinical insights. Assets include wearable biosensors, advanced intelligence platforms for real-time clinical informationinsights that are actionable at the patient’s bedside; patient analytics,right time and specific to targeted care settings. - Emergency Care: Our business propositions play a critical role in connected acute care management, both inside and outside the hospital, including
diagnostic ECG cardiac resuscitation (e.g. AEDs) and emergency care solutions (devices, services, and digital/data management; maintenance, clinical and IT services, as well as consumables. While Philips solutions already monitor over 300 million people per year, demand is growing, also for new business models such as Monitoring as a Service.solutions). - Sleep & Respiratory Care: Philips’ cloud-based sleep and respiratory patient management solutions enable the care of more than 10.5 million connected patients, driving adherence, reimbursement and remote patient management.
From consumer sleepThis extends from ambulatory patient care solutions including those for disease-state sleep such as obstructive sleep apnea, to end-to-end solutions that encompass consumer engagement, diagnostics, people-centric therapy, cloud-based connected propositions and care management services. The COVID-19 crisis has put respiratory care at the top of the listservices for delivering critical and chronic care to patients. Respiratory offerings includepatients with COPD (Chronic Obstructive Pulmonary Disease) care management, with digital and connected solutions;respiratory conditions. Hospital Respiratory Care provides invasive and non-invasive ventilators for acute and sub-acute hospital environments; Home Respiratory Care supports chronic care management in the home. Therapeutic Care: Emergency Care & Resuscitation (ECR) and patient management solutions play a critical role in connected acute care management, both inside and outside the hospital, including cardiac resuscitation and emergency care solutions (devices, services, and digital/data solutions); consumables across the patient monitoring and therapeutic care businesses; customer service, including clinical, IT, technical and remote customer propositions.- Connected Care Informatics
and Population Health Management*): Connected Care Informatics drives cohesive informatics platforms and innovations across the health continuum. Connecting people, technology and processes, Connected Care Informatics’ capabilities includeThis business includes a fully integrated Electronic Medical Record & Care Management business, which enables centralized management of clinical, organizational and operational processes, across the health enterprise,virtual care delivery propositions, including remote patient management, and real-time monitoring in acute care, including telehealth in the ICU. Philips’ Tele-ICU program playedcontinues to play a pivotal role, in 2020, enabling clinicians and nursing staff to remotely monitor a scalable amountnumber of ICU beds from a central monitoring facility with predictive analytics, enabled by Philips’ HealthSuite Platform. In 2021, Philips acquired Capsule Technologies, Inc., which now forms part of Clinical Data Services. Capsule is a leading player in medical device and camera-enabled bedside support. Population Health Management provides data analyticsintegration across the enterprise, integrating with more than 1,000 vendor-agnostic device models. Building on its core integration and interoperability capabilities, along with the Philips HealthSuite Platform, we will fuel our data and healthcare Internet of Things (IoT) capabilities in support of integrated workflow solutions designedfor the hospital. In 2021, Philips also acquired BioTelemetry, Inc. and it now forms part of the Ambulatory Monitoring & Diagnostics business. BioTelemetry holds a leading position in patient care management in ambulatory and home care settings in North America through a suite of cardiac diagnostic and monitoring solutions to improve clinical and financial results and increase patient engagement, satisfaction and compliance. This business has been partially merged into Connected Care Informatics effective 2021.identify heart rhythm disorders supported by Artificial Intelligence algorithms.
| | 20202021 |
|---|
Hospital Patient Monitoring & Analytics | 40%43% |
| Emergency Care | 5% |
| Sleep & Respiratory Care | 49% |
Therapeutic Care | 5%37% |
Connected Care Informatics and Population Health Management | 6%15% |
In most of the Connected Care businesses, revenue is earned through the sale of products and solutions, customer services fees and software license fees. Where bundled offerings result in solutions for our customers, or offerings are based on the number of people being monitored, we see more usage-based earnings models. In the patient care management businesses (Ambulatory Monitoring & Diagnostics and Sleep & Respiratory Care,Care), revenue is generated both through clinical services, product sales and through rental models, whereby revenue is generated over time.
Sales channels include a mix of a direct salesforce, partly paired with an online sales portal and distributors (varying by product, market and price segment). Sales are mostly driven by a direct salesforce with an intimate knowledge of the procedures that use our integrated solutions’ smart devices, systems, software and services. Philips works with customers and partners to co-create solutions, drive commercial innovation and adapt to new models such as monitoring-as-a-service.
Sales at Philips’ Connected Care businesses are generally higher in the second half of the year, largely due to customer spending patterns. In 2020 this pattern shifted due toHowever, in 2021, the outbreakPhilips Respironics voluntary recall notification in the Sleep & Respiratory Care business in June had a negative impact on sales in the second half of the COVID-19 pandemic.year.
At year-end 2020,2021, the Connected Care businesses had around 16,00018,000 employees worldwide.
*)In Q4 2020,Q3 2021, Personal Emergency Response Services and Senior Living, including the Aging and Caregiving portion of the Population Health Management& Care Giving business, was split in anticipation of its future divestment. The remaining Population Health Management business has been combined with the Connected Care Informatics business for presentational purposes, and from January 1, 2021, the Connected Care Informatics business and the remaining portion of the Population Health Management business have been combined for reporting purposes.sold to Connect America.
20202021 business highlights
InPhilips launched two new HealthSuite informatics solutions which are scalable across the faceenterprise, to support its customers in achieving the Quadruple Aim of healthcare: Patient Flow Capacity Suite, a solution that helps hospitals manage the global shortagecomplete patient journey, and Acute Care Telehealth, which builds on Philips’ successful Tele-ICU solutions.
Philips’ recently acquired Capsule business continued to add new device drivers to its Medical Device Information Platform, which will be integrated with HealthSuite. With more than 1,000 unique types of ventilators and patient monitors uponmedical devices capable of integrating with the outbreak of the COVID-19 pandemic, we worked intensively, togetherplatform, customers can connect more devices to advance health systems’ digital transformation with our supply chain partners around the world, to drive a massive ramp-up in production, increasing ventilator manufacturing eightfold and monitor production fivefold.intelligent, vendor-agnostic tools that turn complex data streams into actionable insights.
Philips introduced Rapid Equipment Deployment Kits for ICU ramp-ups, allowing doctors, nurses, techniciansits integrated Interventional Hemodynamic System with the portable Patient Monitor IntelliVue X3, providing advanced vital signs measurements at the tableside in the interventional suite and hospital staff to quickly support criticalcontinuous monitoring across care patients. The kit combines Philips’ advancedsettings. Uninterrupted patient monitoring technology with predictive, patient-centric algorithms for scale-up within hours.can help to improve clinical decision making and timely detection of potential adverse events at every stage.
Expanding its portable patient management offering, Philips introduced the Medical Tablet, a portable monitoring kit designed to help clinicians remotely monitor larger patient populations during emergency situations. This new offering, which is available in North America, Europe and Japan, provides remote access to patient data to improve workflows and better manage increased patient volumes.
Philips launched several new monitoring solutions for the Intensive Care Unit (ICU), the general ward and the home that feature remote monitoring capabilities and advanced analytics. These include Philips’ IntelliVue Patient Monitors MX750/MX850 for the ICU, Philips’ Biosensor BX100 for early patient deterioration detection in the general ward, and in collaborationentered into a partnership agreement with BioIntelliSense, the BioSticker medical device to help monitor at-risk patients from the hospital to the home, to help avoid hospital re-admissions and to support chronic care management.
Philips introduced several dedicated telehealth solutions to help relieve the tremendous pressure placed on scarce resources by the growing number of COVID-19 patients. Based on its proven Patient Reported Outcomes Management solution, which is being used by more than 100 healthcare institutions globally, Philips enabled Dutch hospitals and GPs to remotely screen and monitor patients with COVID-19.
In December 2020, Philips announced the intended acquisition of BioTelemetryOrbita Inc., a provider of conversational artificial intelligence (AI) solutions for healthcare, to co-create next-generation conversational virtual assistants for Philips’ consumer health and patient support applications.
Philips announced a collaboration with USA-based MedChat to integrate MedChat’s live chat and AI-driven chatbot services into Philips Patient Navigation Manager. With the combined offering, Philips enables its customers in North America to create automated communication workflows that function seamlessly alongside patient access and call center operations.
Highlighting the company’s leading remoteposition in high-acuity care settings, Philips received FDA clearance for the IntelliVue MX750 and MX850 patient monitors, which are uniquely designed to support scalability, alarm management, cybersecurity, and enhanced infection prevention within the hospital.
Building on the ambulatory cardiac diagnostics and monitoring company insolutions resulting from the US, with solutions comprised of wearable connected heart monitors, AI-based data analytics and a services platform. The transaction was completed on February 9, 2021. The combination of Philips’ leading patient monitoring position in the hospital with BioTelemetry’s leading cardiac diagnostics and monitoring position outside the hospital is expected to result in a global leader in patient care management solutions for the hospital and the home for cardiac and other patients.
In January 2021,BioTelemetry acquisition, Philips announced that it has signed an agreement to acquire Capsule Technologies, Inc.the acquisition of Cardiologs (closed on January 7, 2022), adding a leading provider of medical device integrationvendor-neutral heart disorder screener and data technologies for hospitalsECG analysis applications based on machine learning algorithms. This technology will accelerate diagnostic reporting and healthcare organizations. The combination of Philips’ industry-leading portfolio with Capsule’s leading Medical Device Information Platform, connected through Philips’ secure vendor-neutral cloud-based HealthSuite digital platform, will enrichstreamline clinician workflow and scale Philips’ patient care management solutions for all care settings in the hospital, as well as remote patient care. The transaction is expected to be completed in the first quarter of 2021.
Highlighting its strength in strategic partnerships to enhance patient care and improve care provider productivity, Philips signed multiple new agreements. For example, Philips and the US Department of Veterans Affairs entered a 10-year agreement to expand their tele-critical care program, creating the world’s largest system to provide veterans with remote access to intensive care expertise, regardless of their location.
University of Kentucky HealthCare teamed up with Philips to implement the company’s tele-ICU technology to enhance patient care and improve utilization and patient flows across 160 ICU beds at the academic medical center’s two hospitals. Leveraging Philips’ acute telehealth platform, eCareManager, UK HealthCare is implementing the state’s first centralized virtual care model to help nurses detect risk of patient deterioration, so they can intervene earlier and help improve care outcomes.
Supporting the increased demand for flexible ICU capacity, Philips introduced its new mobile ICUs in India. The ICUs can be furnished with a range of medical equipment, including ventilators, defibrillators, and patient monitoring.
6.3.36.4.3Personal Health businesses
Our Personal Health businesses play an important role on the health continuum – in the healthy living, prevention and home care stages – delivering integrated and connected solutions.
Leveraging our deep consumer expertise and extensive healthcare know-how, wecompelling value propositions to enable people to live a healthy life in a healthy home environment, and to proactively manage their own health.
We aim to drive profitable growth through a relentless focus on innovation across three key areas:
- Reaching more people through consumer-driven product and solutions innovation
- Accelerating online growth and engaging more people through an end-to-end digital approach
- Expanding our ecosystem through partnerships with leading retailers and scaling new business models
In 2020,September 2021, Philips completed the sale of its Domestic Appliances business to Hillhouse Investment, a global investment firm. The results of this transaction, which Philips announced in March 2021, are reported under Discontinued operations for 2021. As a result, in 2021, the Personal Health segment consisted of the following remaining areas of business:
- Oral Healthcare: power toothbrushes for a range of price segments, from entry-level battery-operated toothbrushes for a young audience, to premium intuitive power toothbrushes connected to the Sonicare app with in-app coaching and teledentistry service; brush heads, which are also available as a subscription service; products for interdental cleaning and for teeth whitening
- Mother & Child Care: products to support parents and babies in the first 1,000 days, including infant feeding (breast pumps, baby bottles, sterilizers), digital parental solutions (Pregnancy+ and Baby+ apps)
- Personal Care: products from entry-level to premium for male grooming (shavers, OneBlade, groomers, trimmers, hair clippers), including premium solutions with SkinIQ technology and in-app coaching for a personalized shave, blade subscriptions; beauty solutions (skin care, hair care, hair removal), including solutions with the latest SenseIQ technology that sense and adapt for personalized care, also available through subscription
models Domestic Appliances*): kitchen appliances from entry-level to premium (juicers, blenders, Airfryer, including with smart sensing technology, food processors), home care products (vacuum cleaners, air purifiers), garment care products (irons, steam generators, hand steamers), coffee machines (appliances and accessories)models.
| | 20202021 |
|---|
| Oral Healthcare | 21%34% |
| Mother & Child Care | 6%10% |
| Personal Care | 32% |
Domestic Appliances | 41%56% |
Through our Personal Health businesses, we offer a broad range of solutions in various consumer price segments, always aiming to offer and realize premium value. We continue to rationalize our portfolio of locally relevant innovations and increase its accessibility, particularly in lower-tier cities in growth geographies. A notable aspect of our commercial strategy is driving increased direct-to-consumer relationships and sales through our consumer communities and online store. We believe we are well positioned to capture further growth in onlineWorldwide about half of our Personal Health sales and continue to build our digital and e-commerce capabilities.now take place online.
We are leveraging connectivity to offer new business models, partnering with other players in the health ecosystem, e.g. insurance companies, with the goal of extending opportunities for people to live healthily, prevent or manage disease. We are engaging consumers in their health journey in new and impactful ways through social media and digital innovation.
For example, we strongly believe in the connection between good oral care and good overall health - a belief underpinned by the World Health Organization (WHO), which adopted a resolution on oral healthcare in May 2021. Good oral care is important for everyone. And since everyone is different, oral healthcare should also be personalized to each user, so they can get the best health outcome. Philips Sonicare app acts asoffers a ‘virtual hub’wide range of solutions for personalcomplete oral healthcare, helpingcare: from intelligent and intuitive power toothbrushes to interdental cleaning solutions and apps that help users to manage their complete oral care on a daily basis and give the option to share brushing data with their dental practitioners, putting personalized guidance and advice at their fingertips. In our drive to innovate oral healthcare, we are partnering with leading insurance companies, which are moving to more preventative models of care. To that end, they need to encourage consumers to brush twice per day, for two minutes at a time, as that leads to better health outcomes and lower cost of care. The first results from the pilot program are extremely promising. Solutions and services like this offer a win-win for consumers and insurers: for consumers, because they get better oral care, and for insurance companies, because they have less cost per patient.
We also offer mobile solutions to support parents and parents-to-be for a more informed, more connected and healthier journey to parenthood. Powered by personalized AI and deep analytics, theThe Pregnancy+ app and Baby+ app offer parents supportive content at every stage of their first 1,000-day journey. Pregnancy+ also offers state-of-the-art, photo-realistic and interactive 3D fetal models to make the experience even more exciting. In 2020, to help expectant mothers navigate pregnancy in timesexciting, with new, personalized content for each day of the pandemic, we introduced an in-app COVID-19 guide.pregnancy. As of year-end 2020,2021, the Pregnancy+ app and Baby+ app combined have more than 56 million downloads, almost 2 million daily active users, and are available in over 50 countries.22 languages.
The company’s wide portfolio of connected consumer health platforms leverages Philips HealthSuite Platform, a cloud-enabled connected health ecosystem of devices, apps and digital tools that enablesupport personalized health and continuous care.
The revenue model is mainly based on product sale at the point in time the products are delivered to retailers and online platforms. We are increasingly diversifying the revenue model with new business models, including direct-to-consumer, subscriptions and services.
The Personal Health businesses experience seasonality, with higher sales around key national and international events and holidays.
At year-end 2020,2021, Personal Health employed around 17,00010,000 people worldwide.
*)As announced2021 business highlights
The global launch of Philips’ most advanced electric toothbrush, the Sonicare 9900 Prestige, was positively received by consumers. The premium electric toothbrush leverages AI to optimize the user’s brushing technique, ensuring full coverage of their teeth, and instills brushing habits that improve oral health.
Toward the end of the year, Philips completed the successful roll-out of the Sonicare 9900 Prestige in January 2020, Philips is reviewing options for future ownership of its Domestic Appliances business. Philips has started the process of creating a separate legal structure for this business within the Philips Group, which is expected to be completedNorth America, China, Europe, Middle East and Asia Pacific. It finished #1 in the third quarter of 2021.
2020 business highlights
BroadeningStiftung Warentest, Europe’s leading consumer organization. Philips further expanded its leadingoral healthcare portfolio of power toothbrushes, the company launched the Philips One by Sonicare. An entry-level proposition to expand into new consumer segments, Philips One is a battery-operated power toothbrush developed as a step up from manual brushing. Users of this toothbrush can opt into a subscription service for brush head and battery replacements.
A new teledentistry platform for dental professionals – announced together with dental technology company Toothpic – provides a tool to build direct patient engagement, acquisition and retention while improving office efficiency, in-chair time and remote care.
To support parents in their breastfeeding journey, Philips Avent launched a new Electric Breast Pump. This unique expression solution uses Natural Motion Technology to mimic a baby’s suckling, while also adapting to the size and shape of a mother’s nipple for a comfortable and quicker milk flow.
Philips has introduced a series of shavers featuring SkinIQ technology, which senses, guides and adapts to men’s skin and facial hair for a close and comfortable shave. The shaver’s inbuilt Motion Control sensor checks for effective circular motions and provides real-time feedback through the Philips GroomTribe app, allowing men to achieve a more effective and comfortable technique, with fewer passes.
The Philips Lumea hair removal device with Intense Pulsed Light technology continued to grow in 2020 thanks to superior product quality and the coaching app – both well-received with high consumer ratings – and through faster access to product via the new Try & Buy business model.
Philips set an environmental milestone with the launch of innovative interdental cleaning devices in North America, China and Asia Pacific.
Underlining Philips’ strategy to deliver locally relevant solutions, the Viva Café Eco coffee machine, our first productcompany launched several oral healthcare innovations targeting multiple price points in China, including two new electric toothbrushes. In addition, Philips launched its professional teeth whitening offering Zoom in China through a local partnership with LinkedCare, one of the largest dental solution providers in the Chinese dental market.
Expanding the company’s leading male grooming portfolio, Philips introduced the Shaver Series 9000 with SkinIQ technology in markets around the world, including China, North America and Europe. The premium shaver leverages AI and sensors to haveoffer a personalized shave tailored to each unique skin and hair type.
Philips produced its 100 millionth OneBlade, just 5 years after its launch in 2016. The Philips OneBlade has disrupted shaving markets worldwide, creating a new category for shaving, trimming, and edging.
Philips introduced the Lumea IPL 9000 series with SenseIQ technology for personalized hair removal, which is now also available through a Try&Buy subscription model in various European countries.
The No. 1 worldwide pregnancy app that’s the most recommended app by midwives and pediatricians, the Philips Pregnancy+ app, debuted in India. The Philips Pregnancy+ app is currently available in 175+ countries worldwide, and offers a fully immersive experience for expecting parents, enabling them to track their baby’s growth, all visible plastic partswith personalized content supported by clinical expertise.
Philips’ newest baby tech launched in North America (with subsequent markets launching throughout 2022): the Philips Avent Natural Baby Bottle with Natural Response nipple, which releases milk only when baby actively drinks, just like breastfeeding, easing the switch between breast and non-food-contact parts made from recycled materials.bottle.
6.3.46.4.4Other
In our external reporting on Other we report on the items Innovation & Strategy, IP Royalties, Central costs, and other small items. At year-end 2020,2021, around 17,00018,000 people worldwide were working in these areas.
About Other
Innovation & Strategy
The role of Innovation & Strategy organization includesis to listen to the voice of the customer and, in collaboration with the operating businesses and the markets, direct the company strategy and innovation roadmap to achieve our growth and profitability ambitions. The various components of Innovation & Strategy include: the Chief Technology Office (CTO), Research, HealthSuite Platforms,Platform, the Chief Medical Office, Product Engineering Solutions, Experience Design, Healthcare Transformation Services, Strategy, and Sustainability.Partnerships. Our four largest Innovation Hubs are in Eindhoven (Netherlands), Cambridge (USA), Bangalore (India) and Shanghai (China).
Innovation & Strategy, in collaboration with the operating businesses and the markets, is responsible for directing the company strategy, in line with our growth and profitability ambitions.
The Innovation & Strategy function facilitatestunes into industry trends and customer signals to develop innovations that solve real-world problems for healthcare customers and consumers. Innovation & Strategy advances innovation from ‘idea’ to ‘market’ (I2M) as co-creator and strategic partner for the Philipstogether with Philips' businesses, markets and partners. It does so throughThis entails cooperation between research, design, medical affairs, professional services, marketing, strategy and businesses in interdisciplinary teams along the innovation chain,a multi-disciplinary fashion, from early exploration and advanced development to first-of-a-kind proposition development. In addition, it opens up new value spaces beyond the direct scope of current businesses, manages the R&D portfolio, and creates synergies for cross-segment initiatives and integrated solutions.offerings.
Innovation & Strategy actively participates in Open Innovation through relationships with academic, clinical, industrial partners and start-ups, as well as via public-private partnerships. It does so in order to improve innovation speed effectiveness and efficiency,agility, to capture and generate new ideas, and in some cases to leverage third-party capabilities. This may include sharing the related financial exposure and benefits.
Finally, Innovation & Strategy sets the agenda and drivesto drive continuous improvement in the Philips product and solution portfolio,portfolios. Innovation & Strategy improves the efficiency and effectiveness of innovation the creation and adoptionthrough Centers of (digital) platforms, and the uptake of high-impact technologiesExcellence, such as Platform Modularity & Re-use, Data Science, Artificial Intelligence (AI) and the Internet of Things (IoT). Centers of Excellence – knowledge hubs built around critical capabilities and technology – play a key role in maximizing the impact of innovations for Philips.Things.
Chief Technology Office (CTO) and Philips Research
The Chief Technology Office orchestrates customer-centric innovation strategy and portfolio management, and drives adoption of digital architecture and platforms, Data Science and AI, as well as excellence in software, Data Science and AI, across Philips’ businesses and markets. Philips Research initiates game-changing innovations – based on deep customer insights and technology advancements – that disrupt and cross boundaries in health technology and care delivery. It does so to address opportunities for betterincrease the availability and accuracy of healthcare and improve clinical and economic outcomes, and supportas well as supporting the associated transformation of Philips into a digital solutions company. CTO and Research encompass the following organizations:
Philips Research, the co-creator and strategic partner of the Philips businesses, markets and complementary Open Innovation ecosystem participants, driving front-end innovation and clinical research at sites across the globe. The role of Research increasingly goes beyond early-stage proof-of-concept, including advanced development on the target product and digital platforms, and market-driven innovation with lead customers.- Innovation Management, responsible for end-to-end innovation strategy and portfolio management, integrated roadmaps linking products, systems and software to solutions, New Business Creation Excellence, R&D competency management, Clinical Research Board, Innovation Transformation and Performance Management and public funding programs.
- The Chief Architect Office defines
and drivesthe reference architecture for the HealthSuite System of Engagement, the Philips HealthSuite Reference ArchitecturePlatform, domain-specific digital application platforms, and Modular Systems, Architecture, applicable forcovering all systems, products, services, solutions and digital IT in Philips. - The Software
and System Engineering CentersCenter of Excellence, driving drives adoption of industry best practices in creating and maintaining application-level software, modular and configurable system design and model-based system engineering. - The Data Science and AI Center of Excellence
, defining defines and deployingdeploys strategies and best practices for dealing responsibly and in a compliant way with Data Science and AI developingin a responsible and compliant way, and develops common tools to facilitate the development process and co-creation of innovative propositions with clinical and business partners.
Product Engineering
Philips Research, as co-creator and strategic partner of the Philips businesses, markets and complementary Open Innovation ecosystem partners, drives customer needs-focused front-end innovation and clinical research at sites across the globe. The Product Engineering organization is accountable for building world-class Idea to Market (I2M) capabilitiesrole of Research increasingly goes beyond early-stage proof-of-concept, including advanced development of smart connected devices and for driving excellence in product engineering across Philips worldwide.systems, and integrated solutions and services, fitting regionally relevant digital ecosystems.Philips HealthSuite Platform
Philips HealthSuite is atPlatform helps unlock the corepower of Philips’ digital transformation. It consists of a highly secured,data to enable healthcare professionals, patients and consumers to engage in connected care. Its modular set of re-usable digital capabilities that can liberate, integrate and integrateenable actionable insights on data from disparate systems andwithin a secure environment. HealthSuite Platform helps accelerate the development and deployment of digital propositions across the health continuum, in a secure cloud environment, connecting supporting better health outcomes, improved patient/consumer and staff experience, and lower cost of care.
Chief Medical Office
The Chief Medical Office is responsible for clinical innovation and strategy, healthcare economics, clinical evidence generation, medical IoT devices safelyaffairs and reliably,market access, clinical education, as well as medical thought leadership, with a focus on healthcare governance and organization, the Quadruple Aim and value-based care. This includes engaging with stakeholders across the health continuum to extend Philips’ leadership in health technology and acting on new value-based reimbursement models that benefit the patient, health professional, care provider and payer.
Leveraging the knowledge and expertise of the medical professional community across Philips, the Chief Medical Office includes many healthcare professionals who practice(d) in the world’s leading health systems. Its activities include strategic guidance built on clinical and scientific knowledge, building and nurturing customer partnerships and growth opportunities, fostering peer-to-peer relationships in relevant medical communities, driving co-innovation with customers, liaising with medical regulatory bodies, and supporting clinical and economic evidence development.
Engineering Solutions
Engineering Solutions is accountable for bringing engineering capabilities in Philips to world-class level to realize innovations that deliver on our customers’ needs, advancing the Quadruple Aim. Taking a customer-first approach, Engineering Solutions turns ideas into working innovations by providing sophisticated care management applications to support care teamsdeep engineering expertise, cross-business product platforms, and patients alike.innovation processes and tools. Engineering Solutions also works for selected external companies in the healthcare, high-tech and semiconductor industries.
Innovation Hubs
To drive innovation effectiveness and efficiency, and to enable locally relevant solution creation, we have established four Innovation Hubs for the Philips Group: Eindhoven (Netherlands), Cambridge (USA), Bangalore (India) and Shanghai (China). The four hubs form a global network, together with the other smaller innovation and research sites in their respective regions, to provide access to each other’s capabilities to serve businesses, markets and customers globally.
- Philips Innovation Center Eindhoven, with satellites in Hamburg, Paris and Moscow, is Philips’ largest cross-functional Innovation Hub, hosting the global headquarters of most of our central innovation organizations. Many of the company’s core research programs are also run from here, as well as innovation for digital platforms and solution & services delivery.
- Philips Innovation Center Cambridge, MA is located at the heart of medical innovation within the North America market. It has innovation partnerships with top engineering institutions like MIT, with top clinical sites, and with government funding agencies like NIH (National Institutes of Health) and BARDA (Biomedical Advanced Research and Development Authority). The Research lab in Cambridge focuses on the application of Data Science and AI in radiology, ultrasound, and acute care.
- Philips Innovation Center Bangalore is our largest software-focused site, with over 3,400 engineers. In addition, it hosts, among others, R&D teams from most of our operating businesses
as well as Innovation & Strategy and IT. This is our largest software-focused site, with over 3,400 engineers. The Center also functions as the hub for market-driven innovation in surrounding geographies in Asia Pacific, Africa, and Middle East & Turkey, focusing on scalable solutions.Turkey. - Philips Innovation Center Shanghai is
at the center ofa key contributor to the healthcare and healthy living transformation of China. It combines digital innovation, research and solutions development for the China market, participating in local digital ecosystems, while several of its locally relevant innovations are also finding their way globally. Programs focus on personal health, clinical informatics for precision diagnosis, and connected care solutions.
Alongside the hubs, where most of the central Innovation & Strategy organization is concentrated together with selected business R&D and market innovation teams, we continue to have significant, but more focused innovation capabilities integrated into key technology centers at our other global business sites.
Chief Medical Office
The Chief Medical Office is responsible for clinical innovation and strategy, healthcare economics, clinical evidence and market access, clinical education, as well as medical thought leadership, with a focus on healthcare governance and organization, the Quadruple Aim and value-based care. This includes engaging with stakeholders across the health continuum to extend Philips’ leadership in health technology and acting on new value-based reimbursement models that benefit the patient, health professional and care provider.
Leveraging the knowledge and expertise of the medical professional community across Philips, the Chief Medical Office includes many healthcare professionals who practice(d) in the world’s leading health systems. Its activities include strategic guidance built on clinical and scientific knowledge, building customer partnerships and growth opportunities, fostering peer-to-peer relationships in relevant medical communities, liaising with medical regulatory bodies, and supporting clinical and marketing evidence development.
Philips Experience Design and Healthcare Transformation Services
Philips Experience Design is the global design function for the company, ensuring that the user experiences of our innovations are inspiring, meaningful, people-focused, and locally relevant. It isPhilips Experience Design also responsible for ensuring thatensures the Philips brand experience is distinctive, consistently expressed across all customer touchpoints, and drives customer preference. A key enabler for this is a consistentan engaging and differentiating design language system (DLS) that applies tois embedded in software, hardware, and services across our businesses. Philips Experience Design partners with stakeholders across the organization to develop methodologiesenterprise in applying creativity and enablers fordesign thinking, from defining value propositions to co-creating solutions with customers, as well as to implementdeveloping new approaches in areas such as data-enabled design tools and processes tothat help create meaning and capture value from data. Philips Experience Design received 151a record 182 awards for design excellence in 2020.2021.
In partnership with Philips Experience Design, Philips Healthcare Transformation Services (HTS) leverages Co-createis a consulting practice within Philips that helps our customers improve process efficiency and enhance the care experience. Our consultants leverage co-create methodologies with the aim of creating solutions that are tailored specifically to the challenges facing our customers, as local circumstances and workflows are key ingredients in the successful implementation of solutions. HTS is a team of healthcare transformation practitioners with clinical and consulting skills andexpertise delivering a portfolio of methods and tools in operational and clinical excellence, environmentaltransformation, environment and experience design, and technologydigital transformation and performance analytics.
IP Royalties
Philips Intellectual Property & Standards (IP&S) proactively pursues the creation of new Intellectual Property (IP) in close co-operation with Philips’ operating businesses and Innovation & Strategy. IP&S is a leading industrial IP organization providing world-class IP solutions to Philips’ businesses to support their growth, competitiveness and profitability.
Royal Philips’ total IP portfolio currently consists of 62,00057,000 patent rights, 37,00033,000 trademarks, 104,000114,000 design rights and 3,2002,900 domain names. Philips filed 876860 new patents in 2020,2021, with a strong focus on the growth areas in health technology services and solutions.
Philips earns substantial annual income from license fees and royalties. These are mostly earned on the basis of usage or fixed fees, recognized over the term of the contract or at a point in time.
Philips believes its business as a whole is not materially dependent on any particular third-party patent or license, or any particular group of third-party patents and licenses.
Central costs
We recharge the directly attributable part of the centralfunctional costs to the business segments. The remaining part is accounted for as central costs,'central costs', and includes costs related to the Executive Committee and Group functions such as Strategy, Legal and Audit fees.
Real estate
Philips is present in more than 75 countries globally and has its groupcorporate headquarters in Amsterdam, Netherlands. Our real estate sites are spread around the globe, with key manufacturing and R&D sites in Europe, the Americas and Asia.
In 2020,2021, we opened prime locationsrelocated key offices in CambridgeFarnborough (UK), Stockholm (Sweden), Toronto (Canada), Gurgaon (India) and Pittsburgh (USA) and substantiallyIstanbul (Turkey). We invested in, amongst others, our campussites in Eindhoven-NorthPlymouth (USA), Eindhoven (Netherlands), Alajuela (Costa Rica), Pune (India) and Böblingen (Germany) to create an engaging workplace that willcan help attract and retain the best talent. We have drivencontinued to drive productivity by optimizing our footprint globally and reducedreducing the number of sites through post-acquisition integration programs.programs, as well as by implementing our Future of Work concept to support hybrid working in 2022.
We have fully transferred 33 properties and partially transferred 48 properties as part of the sale of our Domestic Appliances business.
In line with our Environmental ESG commitment towards 2025, as well as our commitmentwe continue to the UN Sustainable Development Goals, we are actively optimizingoptimize our real estate portfolio. Since 2018,Having met our goal of bringing our site-related CO2 emissions related to fossil fuel consumption have beenunder 35 kilotons per year in 2020, we further reduced by over 10%, and we have met our goal of bringing those CO2 emissions under 35 kilotonnes per year.by 15% in 2021. In addition, we reached 73.9% renewable energy in 2021, meeting our 2021 target of 72% and on track to achieve our target of 75% by 2025.
The vast majority of our locations consist of leased property, and we manage these closely to keep the overall vacancy rates of our property below 5% and to ensure the right level of space efficiency and flexibility to follow our business dynamic. Occupancy rates in Philips office locations were reduced during 2020continued to decrease in 2021 as a result of COVID-19, and this trend is expected to continue in 2021.2022. The net book value of our land and buildings at December 31, 2020,2021, represented EUR 1,3741,388 million; construction in progress represented EUR 6524 million. Our current facilities are adequate to meet the requirements of our present and foreseeable future operations.
6.46.5Our geographies
6.4.16.5.1Our Markets
We operateaddress North America, Western Europe and other mature geographies, as well as Greater China and other growth geographies, via three market groups – North America, Greater China and International Markets (consisting of seven regions) – which are active in more than 100 countries worldwide.
The Markets’ core objective is to understand local market/customer needs, to create and activate the local marketing plans, to develop and manage the relationship with existing and new customers, to deliver orders, and to deliver orders. As such,manage and service the market organizations are also responsible forinstalled base of equipment and informatics at our customer sites. The Markets manage the market-oriented profit-and-loss account (P&L) and balance sheet.. They translateact as the voice of the customer intoin the innovation process,creation of the suite of solutions strategy, bring relevant products and solutions to market, and ensure local (solution)solution delivery and service execution, as well as managing the (integral)integral go-to-market approaches to our key customers and indirect channels – all with the aim of maximizing long-term customer value and gaining market share.
To take quick decisions that are locally relevant and as close to the customer as possible, our Businesses and Markets work closely together in Business-Market Combinations (BMCs) – Image Guided Therapy Systems-DACH (Germany, Austria & Switzerland),Ultrasound-Japan, for example. TheThrough the BMC makes agreementsprocess it is agreed where to compete and how to win. Businesses and Markets bear joint accountability for managing the operational end-to-end consumer and customer value chain Quality & Regulatory compliance and the collaborative P&L, while leveraging the functional excellence and shared infrastructure of the company.
6.4.26.5.2Macro-economic landscape in 20202021
In 2020,2021, the world economy experienced a sharp recession, owingstrong growth, largely due to the lockdown measures takenbase effect from the recession suffered in 2020 as a result of the COVID-19 pandemic. The economic re-opening seen in 2021 has led to combatsignificant economic recoveries, although the coronavirus outbreaks.COVID-19 pandemic and global supply bottlenecks persist. According to Oxford Economics, global real GDP is estimated to have contractedgrown by 3.9%5.8% in 2020,2021, compared with the 2.5% growth-3.5% estimated for 2021 in 2019 for 2020. Across Philips’ markets, only Greater China isLatin America, Europe and Japan are estimated to have shown growth in 2020, while the rest of the markets all suffered full-year recessions to various degrees. Looking ahead,not yet reached their 2019 real GDP levels. Oxford Economics expects global real GDP growth to reach 5.0%moderate to 4.2% in 2021.2022.
6.4.36.5.320202021 highlights from our Market Groups
North America
In a year shaped by the pandemic, Philips helpedcontinued to focus on helping customers roll out more than 8,000 ICU bedsdrive innovation in areas such as cancer care, cardiovascular care and provider digital transformation, while forging strategic partnerships to advance artificial intelligence (AI) and data analytics. 2021 saw our long-term strategic partnerships continue to expand into these areas, as health systems looked to advance care for COVID-19 patients. We quickly introduced the Rapid Equipment Deployment Kit, a self-service 20-bed ICU that can be deployed in hours thanks to remote clinical training, installation, and set-up. We also developed ultrasound solutions for COVID-19 detection at the point of care.their communities.
Philips increased ventilator production multifold to meet the high COVID-19-related demand, and shipped ventilators across the world using a fair and ethical approach to allocate supply to acute patient demands based on COVID-19 data and the available critical care capacity. Following Philips’ delivery of 12,300 bundled EV300 ventilator configurations to the US Strategic National Stockpile in line with the contract signed in April 2020, the USNew York University Langone Health’s Department of Pathology worked with us to integrate Philips Genomics Workspace into their EMR (electronic medical record) and enable the largest cancer sequencing test in the industry. We signed a long-term strategic partnership specifically focused on integrated cardiovascular solutions with Lankenau Heart Institute, part of Main Line Health, and Human Services cancelled the delivery of the remaining 30,700 ventilators.
Our commitment to improving lives through meaningful innovation continued in ourformed a unique partnership with the U.S. DepartmentUniversity of DefenseCalifornia, San Francisco (UCSF), to develop AI technologies that will enable personalization and Veterans Affairs (VA), where we are workingmake it easier for patients to advance AI technology for early detection of COVID-19select providers, access their health information and tele-criticalreceive virtual care technologies and services. VAat home. Further, Baptist Health signed a 10-year contract, which enables itstrategic partnership to invest uphelp standardize patient monitoring solutions, supporting their digital transformation goals.
Our partnerships in 2021 also highlighted our commitment to USD 100 million with Philips to create the world’s largest tele-ICU systemhealth equity and extend access to intensive care expertise for veterans, regardlesssustainability. The US Chamber of their location.
We expanded our strategic relationships with local health systems, including Steward Health Care, which signed a nine-year, multi-vendor services contract with Philips, making us their strategic partner of choice. The University of Kentucky's UK HealthCare worked with Philips to power the state’s only eICU Clinical Command Center, which will help themCommerce Foundation, in care provisioning for COVID-19 patients. In addition, Tampa General signed a seven-year strategic partnership with Philips and the Platform for Accelerating the Circular Economy (PACE), expanded the Capital Equipment Coalition (CEC) to provideNorth America to accelerate transformation to a circular economy model. We are also working with the hospitalNational Minority Quality Forum (NMQF), as part of a joint mission to raise awareness of and support on key issues such as maternal mortality among Black women, leveraging Philips resources and technology, e.g. the Pregnancy+ app, to help close the healthcare disparities gaps.
In keeping with new patient monitoring solutions, imaging equipment, healthcare informatics, workflow solutions and consulting.
our belief in the added value of AI, we announced the Philips Sonicare is9900 Prestige, an AI-enabled toothbrush with SenseIQ technology. Philips Sonicare continues to be the sonic toothbrush brand most recommended by US dental professionals, and our Professional Teledentistry program has made it easier for consumers towe maintain wellness from home through the pandemic. Philips maintains a No. 1 market share in electric male grooming (electric). We are also one of the leading brands in reusable baby bottles and our Pregnancy+ apps are amongst the fastest-growing for new parents.grooming.
Greater China
In 20202021 we continued our efforts to provide innovative health technology solutions in support of China'sChina’s national health strategy, Healthy China.
Philips provided the Yili Chuanxin Oncology hospital in Xinjiang, a newly established top-tier private hospital, with an Oncology solution to address the hospital’s clinical needs in screening, precision diagnosis, targeted treatment and rehabilitation of cancer patients. The solution includes IntelliSpace Digital Pathology and the Ingenia 3.0T MR, IQon Spectral CT, Incisive CT and CT Big Bore imaging systems, combined with IntelliSpace Portal for advanced visualization and analysis.
Driven by the China 2030Healthcare Reform, PCI (Percutaneous Coronary Intervention) procedures are gradually being transferred from top-tier hospitals to low-tier hospitals, which urgently need medical technology to help doctors provide quality diagnosis and treatment to cardiovascular patients. We provided an integrated solution, including Azurion and IVUS (intravascular ultrasound), to a county-level hospital in Kaifeng, Henan Province, to address the hospital’s needs in the diagnosis and treatment of PCI patients.
Philips provided The First Affiliated Hospital of Zhengzhou University – one of the action program designed to promotebiggest hospitals in the healthworld, with more than 10,000 beds – with a range of China's 1.4 billion people.advanced diagnostic imaging and image-guided therapy systems, including IQon Spectral CT and the Azurion image-guided therapy platform.
We signed a multi-yearsolutions contract with Gansu Provincial Maternity and Child Care Hospital to streamline and advance the First Affiliated Hospitaldelivery of Zhejiang University, one of China's leading hospitals, to support its expansioncritical care across multiple departments. The contract includes patient monitors, an ECG management system, and upgrading. Combining clinical, research and education, this deal includes Ultrasound, Image Guided Therapy and Monitoring Analytics & Therapeutic Care solutions.
Philips helped Beijing Ditan Hospital, a top 3A hospital specially designated for COVID-19 care, to upgrade its ICU facility and capability with IntelliSpaceICCA (IntelliSpace Critical Care and Anaesthesia solutions supporting 41 ICU beds.
Philips provided cardiology solutions, including MR, Digital Subtraction Angiography and customer services, to Hong Kong Asia Heart Center, a private medical group dedicated to the treatment, rehabilitation and prevention of heart disease.Anesthesia) informatics systems.
For consumers, we introducedlaunched an integrated platform, Philips Healthy Living Lab, in which Philips is partnering with other brands, such as Unilever, IHG and Alibaba, to engage consumers with healthy living experiences.
Underlining our strategy to deliver locally relevant solutions, the company launched several oral healthcare innovations targeting multiple price points in China, including two new SkinIQ range shaver, poweredelectric toothbrushes. In addition, Philips launched its professional teeth whitening offering Zoom in China through a local partnership with LinkedCare, one of the largest dental solution providers in the Chinese dental market.
Recognizing the need for local-for-local development and manufacturing in China, we continue to strengthen our innovation centers in China and aim to achieve 90% localization by the breakthrough Philips skin technology SkinIQ, recording record-breaking salesend of 30,000 units sold on launch day on Tmall (S5000) and increasing total Male Grooming sell-out by 39% on JD (S7000). We also collaborated with Tmall Innovation Center to launch Philips’ first C2B (Consumer to Business) shaver, with 160,000 pieces selling out in a month – a new benchmark in the industry.2023.
International Markets
In our international markets,International Markets we strive to execute on a shared global vision whilst meeting the unique local needs and circumstances of our customers. Our goal is to elevate customer relationships and move from being a trusted supplier of equipment, services and software to a transformational partner directly contributing to our customers’ long-term success. To support this vision we have made great progress on leveling up our go-to-market model, developing scalable solutions and software, expanding fit-for-future capabilities, reinvesting revenue to enable new business models, and establishing new partnerships.
In 2021, Philips entered into many new customer partnerships, including the following:
In the United Kingdom, Philips was awardedand Spanish healthcare group Vithas signed a 7-year5-year strategic partnership with South Tees Hospitals NHS Foundation Trust, with a workforce of around 9,000 providing a range of specialist regional servicesagreement, which will allow Vithas Group hospitals and medical centers to 1.5 million people. This collaboration will utilizebenefit from Philips’ innovative Vue PACS (Picture Archivinglatest innovations in diagnostic imaging technology, health informatics and Communication System) technology and VNA (Vendor-Neutral Archiving) capability to support the Trust in connecting and integrating imaging facilities across multiple regional locations to provide seamless image sharing. Following the outbreak of COVID-19, Philips rapidly arrangedequipment for delivery of vital health technology equipment and provided remote simulation-based training sessions that enabled life-saving techniques without putting healthcare professionals at further risk.minimally invasive interventional procedures.
In Germany, Philips entered into an 8-year strategic partnership Paracelsus Clinics, offering solutions that maximize the availability of imaging systems and leverage digitalization and process optimization to realize quality and efficiency improvements. And we signed a 10-year partnership agreement with the Brandenburg University Clinic. The agreement includes a wide range of integrated solutions along the health continuum. Furthermore, Philips will act as the general contractor for an extension to the central operating rooms and cardiology department.
As part of Philips’ 10-year partnership with Rutherford Health to open multiple Community Diagnostic Centers in England, the first center was opened in Taunton, for which Philips provided innovative diagnostic imaging systems, including Ingenia Ambition MR combined with Ambient Experience, which allows patients to control and personalize the imaging environment.
In France, Philips and Rennes University Hospital signed a 5-year technology, research and innovation partnership to advance patient care. The hospital will have access to Philips’ latest technologies and informatics solutions to enhance the diagnosis, treatment, monitoring and management of patients. The multi-year strategic partnership will accelerate clinical research focused on image-guided minimally invasive therapy, neurology, intensive care units and digital pathology.
In the Netherlands, Philips signed a 12-year strategic partnership with Marienhospital Stuttgart to deploy our digital healthcareIJsselland Hospital, focusing on innovation, digitalization and optimization of care delivery, which also includes the delivery of patient monitoring and imaging solutions, across multiple departments to improve patient careincluding CT and efficiency.MRI systems.
In Russia, Philips won several key projects, including one at Moscow City Healthcare Department for ultrasound systems, including lifetime service support for local clinics. The company also concluded a turnkey project for Sakha Republic (Yakutia), equipping the Benelux, Philipsregional hospitals’ cardiology and Flevo Hospital signed a 10-year strategic partnership agreement to support precision diagnosisoncology departments with, among others, our Azurion 7 image-guided therapy solution, MR Ingenia Ambition imaging system, and optimize workflowsIntelliSpace Critical Care and patient pathways, while driving efficiencies and cost optimization. We also renewed our long-term partnership with Alrijne Hospital in Leiderdorp and agreed a 5-year partnership with the Franciscus Gasthuis and Vlietland hospital in Rotterdam. We worked together with Erasmus University Medical Centre, Jeroen Bosch Hospital and the Ministry of Health, Welfare and Sport to launch the COVID-19 portal – a solution to enable hospitals to digitally exchange patient data and images, when COVID-19 patients are relocated between hospitals. Some 95% of Dutch hospitals are connected to the portal. Anesthesia informatics system.
In France,Poland, Philips delivered 15 systems from across the strategic partnership signedtotal Azurion portfolio to empower doctors serving patients’ needs in 2015 with Hospices Civils de Lyon (HCL) has once again proven to be productivethe area of interventional cardiology, electrophysiology (EP), neuroradiology and fruitful. During the first wave of the COVID-19 pandemic, we teamed up to develop an AI-based CT lung assessment tool, the full version of which was launched at the Radiological Society of North America event RSNA 2020.hybrid solutions.
In Spain, Philips and the Hospital San Joan de Déu in Barcelona signed an agreement to renew the pediatric surgical block, incorporating the most advanced technology for minimally invasive procedures. In this way, surgeons at the Hospital will have high-resolution images, and even augmented reality in real time, of the area on which they are operating.
In Italy, Philips successfully participated in public tenders to supply hospitals fighting the COVID-19 emergency with ICU equipment – including over 3.000 monitors in the first half of the year alone – as well as Ultrasound and Therapeutic Care devices.
In Denmark, Philips’ Clinical Collaboration Platform supports telehealth and other connectivity initiatives to increase collaboration across hospitals, empowering medical image access for over 5,000 clinicians in the Region of Southern Denmark. The Region now has a single system for storing, retrieving, and viewing clinical images across all the locations and specialties in its extensive healthcare system, serving approximately 300 radiologists and nuclear medicine specialists performing 1.5 million exams yearly.
Supporting the Swedish National Board of Health and Welfare, we sped up delivery of IntelliVue X3 monitors to meet the increased care capacity needs of Swedish hospitals in the face of COVID-19.
In Indonesia,Latin America, Philips signed a seven-year strategic partnership agreement with Mandaya Royal Hospital Puri, providingUnitedHealth Group, comprising a comprehensive portfolio of Diagnostic Imaging, Image Guided Therapy and Customer Services solutions and a turnkey solution combining the latest innovations in enterprise diagnostic imaging, connected care and informatics, as well as service, maintenance and financing.
In South Korea, Philips secured a deal with Sejong Chungnam National University Hospital (CNUH) to provide an extensive range of Diagnostic Imaging and Image Guided Therapy solutions.
In Japan, we launched our Philips Lumify with Reacts handheld tele-ultrasound solution – with a novel subscription model – to enable powerful diagnostics at the bedside.
In Colombia, we signed our first deal for the implementationrenovation of EMR (Electronic Medical Record)12 sites in Brazil. Under this agreement, the customer will have access to leading-edge technology, enabling them to dedicate more time to their patients. In Mexico, Philips worked with Digipath to establish the first digital pathology laboratory in the country, with Philips IntelliSite Pathology Solution enhancing productivity and interoperability solutionssupporting precision medicine and diagnostics.
Philips, together with Santa Fe de Bogota Foundation. The agreement covers the replacementSaudi Data and Artificial Intelligence Authority (SDAIA), opened the first AI lab in the Kingdom of its central information system with a comprehensive healthcare informatics solution with interoperable digital technology that improves its operational and administrative infrastructure, and overall patient experience.
In Turkey, Philips is a solutions partner of Basaksehir City Hospital. To help fight the pandemic, we installed more than 2,200 clinical and imaging devices across all modalities within three weeks, two months earlier than planned. We also signed a partnership agreement with one of the country's largest dental hospital chains, Dent Group.
In Saudi Arabia Philips won a strategic dealin October 2021. The Riyadh-based center will spearhead research and development of AI programs and standards to supply almost 3,000 patient monitors to helpboost the use of AI in the fight against COVID-19.
Supporting the increased demand for flexible ICU capacity, Philips introduced its new mobile ICUshealthcare technology sector, and build an ecosystem of highly skilled AI experts in India. The ICUs can be furnished with a range of medical equipment, including ventilators, defibrillators, and patient monitoring.Saudi Arabia.
6.56.6Supply chain and procurement
6.5.16.6.1Supply chain
Philips runs an Integrated Supply Chain, which encompasses supplier selection and management through procurement, manufacturing across all the industrial sites, logistics and warehousing operations, as well as demand/supply orchestration.
Striving for a balanced ‘regional vs global’ approach, the Integrated Supply Chain supports our business expansion, ensuring adequate capacity and speed while leveraging our global processes, standards and capabilities aligned with our industrial footprint strategy to become more efficient and effective.
In order to improve demand forecasting accuracy and manage inventories more efficiently, we piloted the application of artificial intelligence and machine learning in our North American operations in the Personal Health business. We achieved an improved forecast accuracy of more than 20% and better fill rates, leading to increased customer satisfaction. We are now in the process of rolling this out to the rest of the world.
When selecting and evaluating partners, we consider not only business metrics such as cost, quality and on-time delivery performance, but also environmental, social and governance factors. We use supplier classification models to identify critical suppliers, including those supplying materials, components and services that could influence the safety and performance of our products and solutions.
Since 2017,The COVID-19 pandemic has continued to test the resilience of supply chains globally. Philips has not been consolidatingimmune to the increasing impact of issues, such as the shortage of electronic components and logistical constraints. On the logistics front, we have established long-term contracts with suppliers, ensuring increased reliability – still not at pre-COVID-19 levels due to ports congestion – as well as secured costs and availability on contracted lanes. We have also expanded our rail and road transportation options to diversify our routes. For semiconductors, we have placed non-cancellable orders for an 18-month horizon to ensure our place in the queues. At the same time, we have intensified spot buys and alternate parts qualifications in partnership with Research & Development. In parallel, we continue our advocacy towards the industry and governments on prioritizing supplies for life-saving equipment. Much like the rest of the industry, however, we remain exposed to sudden breakouts of COVID-19 in various countries and among suppliers, which will continue to make it difficult to predict developments through at least the first half of 2022. All of these challenges have reinforced our strategy for a more ‘regional vs global’ approach to our end-to-end network design.
Philips has continued to progress the consolidation of its manufacturing footprint into versatile ‘multi-modality’ manufacturing sites that produce multiple product categories and are located within or near the regions they serve,serve. We do this for enhanced scale, efficiency, and customer proximity. AsWhile our site count has continued to decrease, the number of the end of 2020, 25 sites have been closed or divested. Duringlocations equipped to make the same period,product is increasing. Philips has acquired 10 sites. is using its multi-modality sites, in combination with contract manufacturing partners, to regionally ‘multi-source’ many of its products. This will increase the resilience of our supply chain to manage future, unplanned disruptions and ensure access to public healthcare investment where ‘local’ requirements exist in our largest markets.
We have also started to transformmade good progress on transforming our warehousing and distribution operations into a more customer-centric and agile network that is more responsive to market volatility. In the last twothree years, we have reduced our warehousing footprint by 28%35%, essentially through among other things, consolidation and servicing of multiple businesses from a single location.
In 2021 we finalized the implementation of artificial intelligence and machine learning in our baseline demand forecasting operations for all our businesses in order to improve demand forecasting accuracy and manage inventories more efficiently. We achieved an improved forecast accuracy for our Personal Health products of more than 20% in the markets Europe, North America and Greater China. The COVID-19 pandemic has testedother markets are in the resilienceearly operating phase. We have insourced the AI forecasting activities for our health systems and ingenuity ofmedical devices portfolio from a third-party supplier and increased the baseline demand forecasting accuracy by 8%.
In June 2021, our peoplesubsidiary, Philips Respironics, initiated a voluntary recall notification in the United States and partners in every part of our integrated supply chain, as we adjusted production capacityfield safety notice outside the United States for certain sleep and respiratory care products to address identified potential health risks related to the fluctuationspolyester-based polyurethane (PE-PUR) sound abatement foam in market demand. We teamed up with partners such as KLM to establish air corridors to enable us to supply essential healthcare equipmentthese devices. Following the substantial ramp-up of its production, service and solutionsrepair capacity in 2021, the repair and replacement program in the United States and several other markets is under way. Production was doubled during the lockdown periods. We worked closely with our manufacturing sites as well our supplierssecond half of 2021. Philips Respironics plans to deal with local (partial) lockdownstreble production volumes during the first half of 2022, subject to availability of inputs and safeguard a reliable supply of components and parts, prioritizing delivery of critical equipment to those in need.taking into account global semiconductor shortages.
Philips Group
Supplier spend analysis per region
in %
| | 20202021 |
|---|
| Western Europe | 28%31% |
| North America | 36%33% |
| Other mature geographies | 6% |
| Total mature geographies | 70% |
| Growth geographies | 30% |
| Philips Group | 100% |
6.5.26.6.2Procurement
In 2020, the COVID-19 pandemic2021, strong economic recovery led to sustained high demand. Combined with low levels of inventories and long lead times, this resulted in significant disruption to demandtightness and international trade flows.scarcity in many markets, as well as volatile spot-market price environments. Under these circumstances, the Procurement functionfunction’s priority was focused on managing uninterrupted supplies to enableendeavor to safeguard continuity of supply, with dedicated teams by modalities and types of commodities, so that Philips could continue to provide critical life-saving healthcare equipment and solutions to our customers all over the world. For example, we
Global manufacturing remained in catch-up mode throughout the year. In addition, supply chain bottlenecks and other incidents had to make a steep ramp-updirect significant impacts on the already tight markets. Many market risks were in play at the productionsame time – COVID-related delays in supply ramp-ups, the US chemical industry hit by weather storms, the blockage of ventilators from 1,000 per week to 4,000 per week within a short period of 5 months. This necessitated significant investmentsthe Suez Canal, the global shipping container shortage, the energy crisis in our own plants,China, as well as close cooperation with our contract manufacturers and parts suppliers, to ensureproblems on the availability of the significantly increased capacity. In certain cases, we needed to shift the supplier locations to countries where the impact of the pandemic was low.
For many components, lead times increased significantly, leading to shortages. Market prices for raw materials showed extreme volatility, fallinggas market in Europe. Especially in the first half of the year and recovering from their lows from June onwards, led bycomponents area, capacity remained a return to manufacturing growth in China. In general, in the second half of the year the economy continued its path to recovery, with manufacturing output and new orders both rising.major issue, causing shortages across all end-markets.
6.5.36.6.3Supplier sustainability
Philips’ purpose to improve people’s lives applies throughout our value chain. An important area of focus for the Integrated Supply Chain is sustainability, and we are actively working on this together with our partners, whether these be theycomponent suppliers or energy or logistics providers. Close cooperation with our suppliers not only helps us deliver health technology innovations, it also supports new approaches that help us minimize our environmental impact and maximize the social and economic value we create.
Since 2003, we haveour sustainability strategy has included dedicated supplier sustainability programs as part of our sustainability strategy.programs. We have a direct (tier 1) business relationship with approximately 3,3005,800 product and component suppliers and 16,00018,000 service providers. In many cases, social issues deeper in our supply chain require us to intervene beyond tier 1 of the chain.
We want to make a difference through sustainable supply management and responsible sourcing. This is more than simply managing compliance – it is about working together with our supply partners to have a positive and lasting impact. Therefore, the sustainability performance of our suppliers is fully embedded in our procurement organization and strategy.
In 2020, our focus was2021, we focused on further maximizing our positive impact on the supply chain.chain, strengthening our maturity-based approach to drive continuous improvement. Through the Supplier Sustainability Performance program, we improved the lives of 302,000430,000 workers in our supply chain.chain (2020: 302,000). We also exploredlaunched new ways to leverage the power of data inengage our sustainability engagements. Through new use-cases, we are utilizing insights from machine learningsuppliers, performing deep-dives on human rights impacts and dedicated energy scans to strengthen the efficacy and effectiveness of sustainability performance at our suppliers.identify cost-effective ways to decarbonize suppliers’ manufacturing environments.
Managing our large and complexdiverse supply chain in a socially and environmentally responsible way requires a structured and innovative approach, while being transparent and engaging with a wide variety of stakeholders. In 2020,2021, our programs focused specifically on improving suppliers’ sustainability performance, responsible sourcing of minerals, and reducing the environmental footprint of our supply base.base by driving the adoption of science-based targets.
7Financial performance
7.1.1Results of operations
Sales
The composition of sales growth in percentage terms in 2020,2021, compared to 20192020 and 2018,2019, is presented in the following table.
Philips Group
Sales
in millions of EUR unless otherwise stated
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Diagnosis & Treatment businesses | 7,726 | 8,485 | 8,175 | 8,485 | 8,175 | 8,635 |
| Nominal sales growth | 4.9% | 9.8% | (3.7)% | 9.8% | (3.7)% | 5.6% |
| Comparable sales growth1) | 6.6% | 5.5% | (2.3)% | 5.5% | (2.3)% | 8.1% |
| | | | | |
| Connected Care businesses | 4,341 | 4,674 | 5,564 | 4,674 | 5,568 | 4,593 |
| Nominal sales growth | 0.2% | 7.7% | 19.1% | 7.7% | 19.1% | (17.5)% |
| Comparable sales growth1) | 2.7% | 3.1% | 22.0% | 3.0% | 22.1% | (22.6)% |
| | | | | |
| Personal Health businesses | 5,524 | 5,854 | 5,407 | 3,516 | 3,173 | 3,410 |
| Nominal sales growth | (2.8)% | 6.0% | (7.6)% | 7.2% | (9.8)% | 7.4% |
| Comparable sales growth1) | 2.3% | 5.0% | (4.2)% | 5.4% | (6.9)% | 9.0% |
| | | | | |
| Other | 530 | 469 | 389 | 472 | 396 | 519 |
| | | | |
| Philips Group | 18,121 | 19,482 | 19,535 | 17,147 | 17,313 | 17,156 |
| Nominal sales growth | 1.9% | 7.5% | 0.3% | 8.0% | 1.0% | (0.9)% |
| Comparable sales growth1) | 4.7% | 4.5% | 2.5% | 4.5% | 2.9% | (1.2)% |
Group sales amounted to EUR 19,53517,156 million in 2021, 0.9% lower than in 2020 on a nominal basis. Considering a 0.3% positive effect from currency and consolidation, comparable sales*) decreased by 1.2%. While the currency effect was negative, mainly due to depreciation of currencies against the euro, and affected all business segments, this was more than offset by a positive consolidation impact from new acquisitions.
Group sales amounted to EUR 17,313 million in 2020, in line with1.0% higher than 2019 on a nominal basis. Adjusted forConsidering a 2.2%1.9% negative currency effect and consolidation impact, comparable sales*)sales* increased by 3%2.9%. The negative currency effect was mainly due to depreciation of currencies against the euro and affected all business segments.
Group sales amounted to EUR 19,482 million in 2019, 8% higher on a nominal basis. Adjusted for a 3.0% positive currency effect and consolidation impact, comparable sales*) were 4.5% above 2018. The positive currency effect is mainly driven by the appreciation of the US dollar against the euro.
Diagnosis & Treatment businesses
In 2020,2021, sales amounted to EUR 8,1758,635 million, 4% lower5.6% higher than in 20192020 on a nominal basis. ExcludingConsidering a 1.4%2.5% negative currency effect and consolidation impact, comparable sales*) increased by 8.1%. This was driven by double-digit growth in Image-Guided Therapy and mid-single-digit growth in Diagnostic Imaging and Ultrasound, reflecting demand for Philips' portfolio and positive market conditions.
In 2020, sales amounted to EUR 8,175 million, 3.7% lower than in 2019 on a nominal basis. Considering a 1.4% negative currency effect and consolidation impact, comparable sales* decreased by 2%2.3%, as low-single-digit growth in Diagnostic Imaging was more than offset by a high-single-digit decline in Image-Guided Therapy and Ultrasound due to the postponement of installations and elective procedures resulting from the impact of COVID-19.
Connected Care businesses
In 2019,2021, sales amounted to EUR 8,4854,593 million, 10% higher17.5% lower than in 20182020 on a nominal basis. ExcludingConsidering a 4.3%5.1% positive currency effect and consolidation impact, comparable sales*) increaseddecreased by 5%22.6%, with double-digit growthfollowing the high COVID-19-generated demand in Image-Guided Therapy, high-single-digit growth in Ultrasound2020 and low-single-digit growth in Diagnostic Imaging. The positive currency effect is mainly driven by the appreciationimpact of the US dollar against the euro.Respironics recall in 2021.
Connected Care businesses
In 2020, sales amounted to EUR 5,5645,568 million, 19%19.1% higher than in 2019 on a nominal basis. ExcludingConsidering a 2.9%3.0% negative currency effect and consolidation impact, comparable sales*)sales* increased by 22%22.1%, with double-digit growth in both Monitoring & Analytics and Sleep & Respiratory Care, as our innovations in these therapeutic areas were able to help our customers combat the pandemic.
Personal Health businesses
In 2019,2021, sales amounted to EUR 4,6743,410 million, 8%7.4% higher than in 2020 on a nominal basis compared to 2018. Excludingbasis. Considering a 4.6% positive1.6% negative currency effect and consolidation impact, comparable sales*) increased by 3%, with low-single-digit growth in Sleep & Respiratory Care and Monitoring & Analytics. The positive currency effect is mainly9.0%. This was driven by robust customer demand for new product introductions across the appreciation of the US dollar against the euro.world.
Personal Health businesses
In 2020, sales amounted to EUR 5,4073,173 million, 8%9.8% lower than in 2019 on a nominal basis. ExcludingConsidering a 3.4%2.9% negative currency effect and consolidation impact, comparable sales*)sales* decreased by 4%6.9%, driven by a mid-single-digit decline in Personal Care and a high-single-digit decline in Oral Healthcare, mainly caused by lockdowns in several countries.
Other
In 2019,2021, sales amounted to EUR 5,854519 million, 6% higher on a nominal basis compared to 2018. Excluding a 0.9% positive currency effect and consolidation impact, comparable sales*) were 5% higher year-on-year,EUR 396 million in 2020. The increase was mainly driven by double-digit growth in Oral Healthcare.supplies to a divested business and higher royalty income.
Other
In 2020, sales amounted to EUR 389396 million, compared to EUR 469472 million in 2019. The decrease was mainly due to lower royalty income.
In 2019, sales amounted to EUR 469 million, compared to EUR 530 million in 2018. The decrease was mainly due to lower royalty income and the divestment of the Photonics business in Q1 2019.
Performance per geographic cluster
Philips Group
Sales by geographic area
in millions of EUR unless otherwise stated
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Western Europe | 3,990 | 4,134 | 4,613 | 3,328 | 3,702 | 3,645 |
| North America | 6,338 | 6,951 | 6,949 | 6,904 | 6,884 | 6,781 |
| Other mature geographies | 1,892 | 1,905 | 1,860 | 1,804 | 1,750 | 1,694 |
| Total mature geographies | 12,221 | 12,990 | 13,422 | 12,036 | 12,336 | 12,120 |
| Nominal sales growth | 2.5% | 6.3% | 3.3% | 6% | 2% | (2)% |
| Comparable sales growth1) | 3.3% | 2.1% | 3.9% | 2% | 3% | (3)% |
| Growth geographies | 5,901 | 6,492 | 6,113 | 5,112 | 4,977 | 5,036 |
| Nominal sales growth | 0.7% | 10.0% | (5.8)% | 12% | (3)% | 1% |
| Comparable sales growth1) | 7.6% | 9.6% | (0.3)% | 11% | 3% | 3% |
| Philips Group | 18,121 | 19,482 | 19,535 | 17,147 | 17,313 | 17,156 |
Sales in mature geographies in 20202021 were 3% higher2% lower than in 20192020 on a nominal basis and 4% higher3% lower on a comparable basis*). Sales in Western Europe were 12%2% lower year-on-year on a nominal basis and 3% lower on a comparable basis*), with a double-digit decline in the Connected Care businesses, partly offset by high-single-digit growth in the Diagnosis & Treatment businesses and mid-single-digit growth in the Personal Health businesses. Sales in North America were 1% lower year-on-year on a nominal basis and decreased 3% on a comparable basis*), as double-digit growth in the Diagnosis & Treatment businesses and mid-single-digit growth in the Personal Health businesses were largely offset by a double-digit decline in the Connected Care businesses. Sales in other mature geographies decreased by 3% on a nominal basis and were in line with 2020 on a comparable basis*). Mid-single-digit comparable sales growth*) in the Personal Health businesses and Diagnosis & Treatment businesses was partly offset by a double-digit decline in the Connected Care businesses.
Sales in mature geographies in 2020 were 2% higher than in 2019 on a nominal basis and 3% higher on a comparable basis*. Sales in Western Europe were 11% higher year-on-year on a nominal basis and 11%10% higher on a comparable basis*)basis*, with double-digit growth in the Connected Care businesses and mid-single-digit growth in the Personal Health businesses, partly offset by a low-single-digit decline in the Diagnosis & Treatment businesses. Sales in North America were in line with 2019 on a nominal basis, and increased 2%1% on a comparable basis*)basis*, as double-digit growth in the Connected Care businesses and low-single-digit growth in the Personal Health businesses werewas largely offset by a high-single-digit decline in the Diagnosis & Treatment businesses. Sales in other mature geographies decreased by 2%3% on both a nominal and comparable basis*)basis*. Double-digit comparable sales growth*)growth* in the Connected Care businesses was more than offset by a double-digit decline in the Personal Health businesses and a low-single-digitmid-single-digit decline in the Diagnosis & Treatment businesses.
Sales in maturegrowth geographies in 2019 were EUR 769 million higher than in 2018, or 6% higher2021 increased by 1% on a nominal basis and 2% higher on comparable basis*). Sales in Western Europe were 4% higher year-on-year on a nominal basis and 2% higher3% on a comparable basis*), with mid-single-digitdouble-digit growth in the Personal Health businesses and low-single-digit growth in the Connected Care businesses, while the Diagnosis & Treatment businesses were in line with 2018. Sales in North America increased by EUR 613 million, or 10% on a nominal basis, and increased 4% on a comparable basis*), with mid-single-digithigh-single-digit growth in the Diagnosis & Treatment businesses, and low-single-digit growth in the Personal Health businesses and Connected Care businesses. Sales in other mature geographies increasedpartly offset by 1% on a nominal basis and declined by 3% on a comparable basis*), as lower IP royalty income offset high-single-digit growth in the Personal Health businesses, mid-single-digit growthdouble-digit decline in the Connected Care businesses and low-single-digitbusinesses. The mid-single-digit comparable sales growth*) was driven by double-digit growth in the DiagnosisIndia, high-single-digit growth in Russia & Treatment businesses.Central Asia, and mid-single-digit growth in Central & Eastern Europe and Latin America.
Sales in growth geographies in 2020 decreased by 6%3% on a nominal basis, mainly due to depreciation of their currencies against the euro, but were in line with 2019increased 3% on a comparable basis*)basis*, with double-digit growth in the Connected Care businesses and mid-single-digit growth in the Diagnosis & Treatment businesses, partly offset by a double-digit decline in the Personal Health businesses. The flat year-on-yearmid-single-digit comparable sales growth*)growth* was driven by double-digit growth in Central & Eastern Europe and Russia & Central Asia and high-single-digit growth in Latin America, partly offset by a high-single-digitmid-single-digit decline in China.
Sales in growth geographies in 2019 were EUR 591 million higher than in 2018, increased by 10% on both a nominal and a comparable basis*) with double-digit growth in the Diagnosis & Treatment businesses, high-single-digit growth in the Connected Care businesses and mid-single-digit growth in the Personal Health businesses. The increase was driven by double-digit growth in China.
Diagnosis & Treatment businesses
Philips Group
Diagnosis & Treatment businesses sales
in millions of EUR unless otherwise stated
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Western Europe | 1,557 | 1,586 | 1,589 | 1,586 | 1,589 | 1,743 |
| North America | 2,879 | 3,214 | 2,931 | 3,214 | 2,931 | 3,088 |
| Other mature geographies | 797 | 851 | 835 | 851 | 835 | 849 |
| Total mature geographies | 5,232 | 5,651 | 5,355 | 5,651 | 5,355 | 5,681 |
| Growth geographies | 2,494 | 2,834 | 2,820 | 2,834 | 2,820 | 2,954 |
| Sales | 7,726 | 8,485 | 8,175 | 8,485 | 8,175 | 8,635 |
| Nominal sales growth | 5% | 10% | (4)% | 10% | (4)% | 6% |
| Comparable sales growth1) | 7% | 5% | (2)% | 5% | (2)% | 8% |
FromSales in growth geographies increased by 5% on a geographic perspective,nominal basis in 2021, and on a comparable basis*) showed high-single-digit growth, driven by double-digit growth in Latin America, India and Central & Eastern Europe and mid-single-digit growth in China. Sales in mature geographies increased by 6% on a nominal basis and showed high-single-digit growth on a comparable basis*). Comparable sales*) increased, with double-digit growth in North America and high-single-digit growth in Western Europe.
In 2020, nominal sales in growth geographies were in line with 2019, while comparable sales*)sales* showed mid-single-digit growth, driven by double-digit growth in China, Russia & Central Asia and Central & Eastern Europe, partly offset by India and Middle East & Turkey. Sales in mature geographies showed a mid-single-digit decrease on a nominal and comparable basis*)basis*. Comparable sales*)sales* declined, with a low-single-digit decline in Western Europe and a high-single-digit decline in North America.
From a geographic perspective, nominal sales in growth geographies increased by 14% in 2019, while comparable sales*) showed double-digit growth, driven by double-digit growth in China and Latin America. Sales in mature geographies increased by 8% on a nominal basis, while comparable sales*) showed low-single-digit growth, with mid-single-digit growth in North America and low-single-digit growth in other mature geographies, while Western Europe remained flat year-on-year.
Connected Care businesses
Philips Group
Connected careCare businesses sales
in millions of EUR unless otherwise stated
| | 2018 | 2019 | 2020 |
|---|
| Western Europe | 751 | 782 | 1,118 |
| North America | 2,448 | 2,624 | 2,882 |
| Other mature geographies | 580 | 646 | 723 |
| Total mature geographies | 3,779 | 4,052 | 4,724 |
| Growth geographies | 562 | 622 | 840 |
| Sales | 4,341 | 4,674 | 5,564 |
| Nominal sales growth | 0% | 8% | 19% |
| Comparable sales growth1) | 3% | 3% | 22% |
From a geographic perspective, sales on a nominal basis increased by 35% in growth geographies in 2020 and on a comparable basis*) showed double-digit growth, with double-digit growth across all regions. Sales in mature geographies increased by 17% on a nominal basis and showed double-digit growth on a comparable basis*), with double-digit growth across all regions.
From a geographic perspective, sales on a nominal basis increased by 11% in growth geographies in 2019, and on a comparable basis*) showed high-single-digit growth, with double-digit growth in China and mid-single-digit growth in Latin America. Sales in mature geographies decreased by 7% on a nominal basis and showed low-single-digit growth on a comparable basis*), with mid-single-digit growth in other mature geographies and low-single-digit growth in Western Europe and North America.
Personal Health businesses
Philips Group
Personal Health businesses sales
in millions of EUR unless otherwise stated
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Western Europe | 1,516 | 1,604 | 1,758 | 782 | 1,118 | 771 |
| North America | 945 | 1,003 | 996 | 2,624 | 2,882 | 2,606 |
| Other mature geographies | 334 | 367 | 299 | 646 | 723 | 606 |
| Total mature geographies | 2,795 | 2,974 | 3,052 | 4,052 | 4,724 | 3,983 |
| Growth geographies | 2,730 | 2,880 | 2,355 | 622 | 845 | 609 |
| Sales | 5,524 | 5,854 | 5,407 | 4,674 | 5,568 | 4,593 |
| Nominal sales growth | (3)% | 6% | (8)% | 8% | 19% | (18)% |
| Comparable sales growth1) | 2% | 5% | (4)% | 3% | 22% | (23)% |
Sales in growth geographies decreased 18%by 28% on a nominal basis in 2020,2021, and on a comparable basis*) showed a double-digit decline, with a double-digit decline across most regions. Sales in mature geographies decreased by 16% on a nominal basis and showed a double-digit decline on a comparable basis*), with a double-digit decline in Western Europe and North America and a mid-single-digit decline in Japan.
From a geographic perspective, sales on a nominal basis increased by 36% in growth geographies in 2020 and on a comparable basis* showed double-digit growth, with double-digit growth across all regions. Sales in mature geographies increased by 17% on a nominal basis and showed double-digit growth on a comparable basis*, with double-digit growth across all regions.
Personal Health businesses
Philips Group
Personal Health businesses sales
in millions of EUR unless otherwise stated
| | 2019 | 2020 | 2021 |
|---|
| Western Europe | 798 | 847 | 887 |
| North America | 956 | 931 | 935 |
| Other mature geographies | 266 | 189 | 197 |
| Total mature geographies | 2,020 | 1,966 | 2,019 |
| Growth geographies | 1,496 | 1,207 | 1,391 |
| Sales | 3,516 | 3,173 | 3,410 |
| Nominal sales growth | 7% | (10)% | 7% |
| Comparable sales growth1) | 5% | (7)% | 9% |
Sales in growth geographies increased by 15% on a nominal basis in 2021, and on a comparable basis*) showed double-digit growth, which was attributable to double-digit growth in Central & Eastern Europe, Russia & Central Asia and Latin America and mid-single-digit growth in China. Sales in mature geographies increased by 3% on a nominal basis, and on a comparable basis*) showed mid-single-digit growth, driven by double-digitmid-single-digit growth in Western Europe partly offset by other mature geographies.and North America.
Sales in growth geographies increased 6%decreased 19% on a nominal basis in 20192020, and on a comparable basis*)basis* showed mid-single-digit growth, witha double-digit growth in Central & Eastern Europe and mid-single-digit growth indecline, which was attributable to China. Sales in mature geographies increased 6%decreased 3% on a nominal basis, and on a comparable basis*)basis* showed mid-single-digit growth, with high-single-digit growth in other mature geographies,a low-single-digit decline, due to mid-single-digit growth in Western Europe, and low-single-digit growthwhich was more than offset by a decline in North America.other mature geographies.
Cost of sales
Philips Group
Cost of sales components
in millions of EUR unless otherwise stated
| | 2018 | as a % of sales | 2019 | as a % of sales | 2020 | as a % of sales | 2019 | as a % of sales | 2020 | as a % of sales | 2021 | as a % of sales |
|---|
| Costs of materials used | 4,826 | 26.6% | 5,321 | 27.3% | 5,240 | 26.8% | 4,197 | 24.5% | 4,221 | 24.4% | 4,142 | 24.1% |
| Salaries and wages | 2,132 | 11.8% | 2,311 | 11.9% | 2,362 | 12.1% | 2,261 | 13.2% | 2,316 | 13.4% | 2,245 | 13.1% |
| Depreciation and amortization | 447 | 2.5% | 572 | 2.9% | 622 | 3.2% | 541 | 3.2% | 591 | 3.4% | 479 | 2.8% |
| Other manufacturing costs | 2,162 | 11.9% | 2,403 | 12.3% | 2,530 | 12.9% | 2,249 | 13.1% | 2,364 | 13.7% | 3,123 | 18.2% |
| Cost of sales | 9,568 | 52.8% | 10,607 | 54.4% | 10,754 | 55.0% | 9,249 | 53.9% | 9,493 | 54.8% | 9,988 | 58.2% |
Cost of sales includes only expenses directly or indirectly attributable to the production process, such as cost of materials used, salaries and wages, depreciation and amortization of assets used in manufacturing, and other manufacturing costs (such as repair and maintenance costs related to production, expenses incurred for shipping and handling of internal movements of goods, and other expenses related to manufacturing).
Philips’ cost of sales increased by EUR 147495 million to EUR 10,7549,988 million in 2021, compared to EUR 9,493 million in 2020, mainly due to the field action provision of EUR 719 million in connection with the Philips Respironics voluntary recall notification in the Sleep & Respiratory Care business reflected in other manufacturing costs. Other key factors influencing cost of sales were as follows:
- Costs of materials used decreased by EUR 79 million in 2021, mainly driven by productivity savings and a positive foreign currency impact, partly offset by the impact of increases in procurement and supply chain costs.
- Salaries and wages decreased by EUR 71 million in 2021, driven by productivity and restructuring savings, partly offset by acquisitions.
- Depreciation and amortization decreased by EUR 112 million in 2021, mainly due to lower impairments of technology assets of EUR 55 million compared to EUR 92 million in 2020.
Philips’ cost of sales increased by EUR 244 million to EUR 9,493 million in 2020, compared to EUR 10,6079,249 million in 2019. Expressed as a percentage of sales, this represented an increase to 55.0%54.8% of sales in 2020, from 54.4%53.9% of sales in 2019.
Costs of materials used decreasedincreased by EUR 8124 million mainlyin 2020, due to higher volume, partly offset by procurement savings of EUR 222 million and a positive foreign currency impact. This was partly offset by higher volume.
Salaries and wages in 2020 increased by EUR 5155 million, driven by acquisitions and higher volume, partly offset by productivity measures.
Depreciation and amortization in 2020 increased by EUR 50 million, mainly due to an impairment of a technology asset of EUR 92 million in 2020, compared to an impairment of EUR 50 million in 2019.
Other manufacturing costs increased by EUR 127115 million in 2020, mainly due to a provision of EUR 38 million related to legal matters and charges of EUR 34 million due to changes in ventilator demand.
Gross margin
In 2021, Philips’ gross margin was EUR 7,168 million, or 41.8% of sales, compared to EUR 7,820 million, or 45.2% of sales, in 2020. The year-on-year decrease in gross margin was mainly driven by the field action provision of EUR 719 million (representing 4.2% of sales) in connection with the Philips Respironics voluntary recall notification in the Sleep & Respiratory Care business.
In 2020, Philips’ gross margin was EUR 8,7817,820 million, or 45.0%45.2% of sales, compared to EUR 8,8757,899 million, or 45.6%46.1% of sales, in 2019. The year-on-year decrease in gross margin was mainly driven by a EUR 70 million decrease in IP royalty income, as well as lower coverage of fixed costs in our industrial base, mainly due to the impact of COVID-19.
In 2019, Philips’ gross margin increased to EUR 8,875 million compared to EUR 8,554 million in 2018, while the margin decreased to 45.6% of sales from 47.2% of sales in 2018. The year-on-year decrease in the margin was mainly driven by lower IP royalty income and tariffs. Gross margin in 2019 included EUR 191 million of restructuring, acquisition-related and other charges, whereas 2018 included EUR 107 million of restructuring, acquisition-related and other charges. 2019 also includes charges related to the Consent Decree focused on defibrillator manufacturing in the US of EUR 29 million and a provision of EUR 12 million related to legal matters. 2018 also included EUR 28 million of charges related to the Consent Decree.
Selling expenses
Selling expenses amounted to EUR 4,6064,258 million, or 23.6%24.8% of sales, in 2021, compared to EUR 4,054 million, or 23.4% of sales, in 2020. The year-on-year increase in selling expenses of EUR 204 million was driven by the acquisitions of BioTelemetry and Capsule Technologies and higher investments in advertising and promotion, partly offset by a positive foreign currency impact and lower restructuring costs. Selling expenses include restructuring, acquisition-related and other charges of EUR 140 million in 2021, compared to EUR 133 million in 2020.
Selling expenses amounted to EUR 4,054 million, or 23.4% of sales, in 2020, compared to EUR 4,6824,125 million, or 24.0%24.1% of sales, in 2019. The year-on-year decrease in selling expenses of EUR 7671 million was driven by savings from productivity improvements, a positive foreign currency impact and lower restructuring costs, partly offset by costs from new acquisitions. Selling expenses in 2020 includeincluded EUR 141133 million of restructuring, acquisition-related and other charges, compared to EUR 158151 million in 2019.
Selling expenses amounted to EUR 4,682 million in 2019, or 24.0% of sales, compared to EUR 4,500 million, or 24.8% of sales, in 2018. Selling expenses in 2019 included EUR 158 million of restructuring, acquisition-related and other charges, compared to EUR 121 million in 2018. 2019 includes charges related to the Consent Decree of EUR 10 million and a provision of EUR 10 million related to legal matters. 2018 also included a EUR 18 million charge related to the conclusion of the European Commission investigation into retail price maintenance, and EUR 16 million related to the Consent Decree.
General and administrative expenses
General and administrative expenses amounted to EUR 668599 million, or 3.4%3.5% of sales, in 2021, compared to EUR 630 million, or 3.6% of sales, in 2020. The year-on-year decrease of EUR 31 million in general and administrative expenses was mainly driven by lower restructuring, acquisition-related and other charges.
General and administrative expenses amounted to EUR 630 million, or 3.6% of sales, in 2020, compared to EUR 631586 million, or 3.2%3.4% of sales, in 2019. The year-on-year increase of EUR 3744 million in general and administrative expenses was mainly driven by charges related to the separation of the Domestic Appliances business of EUR 37 million. Higher restructuring, acquisition-related and other charges were largely offset by savings from productivity programs.
General and administrative expenses amounted to EUR 631 million, or 3.2% of sales, in 2019, compared to EUR 631 million, or 3.5% of sales, in 2018. 2019 included EUR 24 million of restructuring, acquisition-related and other charges, compared to EUR 30 million in 2018.
Research and development expenses
Research and development costs were EUR 1,9151,806 million, or 9,8%10.5% of sales, in 2021, compared to EUR 1,822 million, or 10.5% of sales, in 2020. The year-on-year decrease of EUR 16 million was mainly driven by lower restructuring, acquisition-related and other charges. 2021 includes EUR 101 million of restructuring, acquisition-related and other charges, compared to EUR 131 million in 2020.
Research and development costs were EUR 1,822 million, or 10.5% of sales, in 2020, compared to EUR 1,8841,790 million, or 9.7%10.4% of sales, in 2019. The year-on-year increase of EUR 3132 million was mainly driven by impairments of technology assets in the Connected Care businesses and Diagnosis & Treatment businesses totaling EUR 54 million, offset by lower restructuring and acquisition-related costs and other charges. 2020 includesincluded EUR 132131 million of restructuring, acquisition-related and other charges, compared to EUR 151 million in 2019.
Research and development costs were EUR 1,884 million, or 9,7% of sales, in 2019, compared to EUR 1,759 million, or 9.7% of sales, in 2018. Research and development costs in 2019 included EUR 151 million of restructuring, acquisition-related and other charges, compared to EUR 76 million in 2018. 2019 includes EUR 92 million related to an impairment of development costs. 2018 also included EUR 12 million of charges related to the Consent Decree.
Philips Group
Research and development expenses
in millions of EUR unless otherwise stated
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Diagnosis & Treatment | 801 | 928 | 891 | 928 | 891 | 910 |
| Connected Care | 424 | 465 | 550 | 463 | 549 | 548 |
| Personal Health | 300 | 302 | 293 | 195 | 189 | 185 |
| Other | 235 | 189 | 181 | 204 | 194 | 163 |
| Philips Group | 1,759 | 1,884 | 1,915 | 1,790 | 1,822 | 1,806 |
| As a % of sales | 9.7% | 9.8% | 10.4% | 10.5% | 10.5% |
Net income, Income from operations (EBIT) and Adjusted EBITA*)
Net income is not allocated to segments, as certain income and expense line items are monitored on a centralized basis, resulting in them being shown on a Philips Group level only.
The following overview below shows Income from operations and Adjusted EBITA*) according to the 2020 segment classifications.by segment.
Philips Group
Income from operations and Adjusted EBITA1)1)
in millions of EUR unless otherwise stated
| | Income from operations | as a % of sales | Adjusted EBITA1) | as a % of sales | Income from operations | as a % of sales | Adjusted EBITA1) | as a % of sales |
|---|
| 2021 | | | | | |
| Diagnosis & Treatment | | 941 | 10.9% | 1,071 | 12.4% |
| Connected Care | | (732) | (15.9)% | 488 | 10.6% |
| Personal Health | | 585 | 17.2% | 599 | 17.6% |
| Other | | (242) | | (105) | |
| Philips Group | | 553 | 3.2% | 2,054 | 12.0% |
| 2020 | | | | | | | | |
| Diagnosis & Treatment | 495 | 6.1% | 816 | 10.0% | 497 | 6.1% | 818 | 10.0% |
| Connected Care | 708 | 12.7% | 1,195 | 21.5% | 711 | 12.8% | 1,198 | 21.5% |
| Personal Health | 619 | 11.4% | 704 | 13.0% | 356 | 11.2% | 426 | 13.4% |
| Other | (280) | | (145) | | (300) | | (165) | |
| Philips Group | 1,542 | 7.9% | 2,570 | 13.2% | 1,264 | 7.3% | 2,277 | 13.2% |
| 2019 | | | | | | | | |
| Diagnosis & Treatment | 660 | 7.8% | 1,078 | 12.7% | 660 | 7.8% | 1,078 | 12.7% |
| Connected Care | 267 | 5.7% | 618 | 13.2% | 269 | 5.8% | 620 | 13.3% |
| Personal Health | 844 | 14.4% | 943 | 16.1% | 589 | 16.8% | 672 | 19.1% |
| Other | (127) | | (76) | | (152) | | (100) | |
| Philips Group | 1,644 | 8.4% | 2,563 | 13.2% | 1,366 | 8.0% | 2,270 | 13.2% |
| 2018 | | | | | |
| Diagnosis & Treatment | 629 | 8.1% | 872 | 11.3% | |
| Connected Care | 399 | 9.2% | 662 | 15.2% | |
| Personal Health | 796 | 14.4% | 860 | 15.6% | |
| Other | (105) | | (28) | | |
| Philips Group | 1,719 | 9.5% | 2,366 | 13.1% | |
Net income in 2021 increased by EUR 2.1 billion compared to 2020, mainly driven by the gain on the sale of the Domestic Appliances business, partly offset by the EUR 719 million field action provision.
Income from operations in 2021 amounted to EUR 553 million, or 3.2% of sales, compared to EUR 1,264 million, or 7.3% of sales, in 2020, mainly impacted by the EUR 719 million field action provision. Adjusted EBITA*) in 2021 was EUR 2,054 million and the margin amounted to 12.0%, compared to EUR 2,277 million and a margin of 13.1%, due to a decline in sales and the impact of supply chain headwinds, partly offset by productivity measures.
Amortization and goodwill impairment charges in 2021 were EUR 337 million. This includes a charge of EUR 13 million related to an impairment of goodwill and amortization charges of EUR 55 million related to an impairment of a technology asset. In 2020, amortization and goodwill impairment charges were EUR 521 million and included a charge of EUR 144 million related to an impairment of goodwill in the Connected Care segment, as well as amortization charges of EUR 92 million related to an impairment of a technology asset.
Restructuring, acquisition-related and other charges in 2021 were EUR 1,164 million. This includes a field action provision of EUR 719 million in connection with the Philips Respironics voluntary recall notification, provisions for quality actions of EUR 94 million and other matters of EUR 53 million in the Connected Care businesses, restructuring charges of EUR 80 million, acquisition-related charges of EUR 102 million partly offset by a EUR 87 million gain related to the re-measurement of contingent consideration liabilities, a loss of EUR 76 million related to a divestment, and separation costs of EUR 64 million related to the Domestic Appliances business. 2021 also includes a release of a legal provision of EUR 38 million, a gain of EUR 33 million related to a minority participation, and a benefit from the re-measurement of environmental liabilities of EUR 22 million. 2020 charges were EUR 494 million and included EUR 200 million of restructuring charges, EUR 95 million of acquisition-related charges offset by a EUR 101 million gain related to the re-measurement of a contingent consideration liability, EUR 31 million related to impairments of capitalized development costs, EUR 43 million of charges due to changes in ventilator demand, EUR 42 million of separation costs related to the Domestic Appliances business, a EUR 38 million provision related to legal matters, and EUR 21 million related to pension liability de-risking in the US.
Income from continuing operations attributable to shareholders per common share (in EUR) - diluted, was EUR 0.67 in 2021, compared to EUR 1.08 in 2020. Adjusted income from continuing operations attributable to shareholders per common share (in EUR) - diluted*) was EUR 1.65 in 2021, compared to EUR 1.74 in 2020.
Net income in 2020 increased by EUR 22 million in 2020 compared to 2019, mainly due to lower net financial expenses and lower income tax expenses, partly offset by higher amortization charges ofmainly due to a EUR 144 million related to impairment of goodwill.
Income from operations in 2020 amounted to EUR 1,5421,264 million, or 7.9%7.3% of sales, compared to EUR 1,6441,366 million, or 8.4%8.0% of sales, in 2019.
Adjusted EBITA* in 2020 was EUR 2,277 million and the margin amounted to 13.2%, mainly due to sales growth and productivity programs.
Amortization and goodwill impairment charges in 2020 were EUR 525521 million and include a charge of EUR 144 million related to an impairment of goodwill in the Connected Care segment and amortization charges of EUR 92 million related to an impairment of a technology asset. 2019 amortization and goodwill impairment charges were EUR 447441 million and included a EUR 147 million impairment of acquired intangible assets.
Restructuring, acquisition-related and other charges in 2020 were EUR 504494 million and include EUR 209200 million of restructuring charges, EUR 95 million of acquisition-related charges offset by a EUR 101 million gain related to the release of a contingent consideration liability, EUR 31 million related to impairments of capitalized development costs, EUR 43 million of charges due to changes in ventilator demand, EUR 42 million of separation costs related to the Domestic Appliances business, a EUR 38 million provision related to legal matters, and EUR 21 million related to pension liability de-risking in the US. 2019 charges were EUR 471463 million and included EUR 249240 million of restructuring charges (of which EUR 39 million related to impairments of capitalized development costs), EUR 69 million of acquisition-related charges, EUR 22 million of charges related to legal matters, EUR 60 million related to an impairment of capitalized development costs, and EUR 44 million of charges related to the Consent Decree, partly offset by a gain of EUR 64 million related to a divestment.
Adjusted EBITA*) in 2020 increased by EUR 7 million to EUR 2,570 million, or 13.2% of sales.
The 2020 performance resulted in an increase in Income from continuing operations attributable to shareholders per common share (in EUR) - diluted of 3%2%, from EUR 1.271.06 in 2019 to EUR 1.311.08 in 2020. Adjusted income from continuing operations attributable to shareholders per common share (in EUR) - diluted*)diluted* amounted to EUR 1.981.74 and was in line with 2019.
Net income increased by EUR 76 million compared to 2018, mainly due to improvements in operational performance, lower net financial expenses and lower charges related to discontinued operations, partly offset by higher income tax expense and charges of EUR 97 million related to impairment of goodwill.
In 2019, Income from operations amounted to EUR 1,644 million, or 8.4% of sales, a decrease of EUR 75 million year-on-year. Restructuring, acquisition-related and other charges amounted to EUR 471 million, compared to EUR 299 million in 2018. 2019 includes a gain of EUR 64 million related to a divestment, charges of EUR 99 million related to an impairment of capitalized development costs, a charge related to a litigation provision, charges related to the Consent Decree of EUR 44 million and a provision of EUR 22 million related to legal matters. 2018 included a gain of EUR 43 million related to a divestment. 2018 also included: EUR 56 million of charges related to the Consent Decree; EUR 18 million of the total EUR 30 million provision related to the conclusion of the European Commission investigation into retail pricing, of which the other EUR 12 million was recognized in Discontinued operations.
Adjusted EBITA*) in 2019 amounted to EUR 2,563 million, or 13.2% of sales, and improved by EUR 197 million, or 10 basis points as a percentage of sales, compared to 2018, mainly due to sales growth and productivity, partly offset by lower IP royalty income, tariffs and investments.
The 2019 performance resulted in a decrease in Income from continuing operations attributable to shareholders per common share (in EUR) - diluted of 7% from EUR 1.39 in 2018 to EUR 1.30 in 2019. Adjusted income from continuing operations attributable to shareholders per common share (in EUR) - diluted*) increased by 15% from EUR 1.76 in 2018 to EUR 2.02 in 2019.
Diagnosis & Treatment businesses
Income from operations in 2021 increased to EUR 941 million, compared to EUR 497 million in 2020. This was primarily due to sales growth and productivity measures. These factors also resulted in an increased Adjusted EBITA*), which was 12.4% of sales in 2021.
Amortization and goodwill impairment charges in 2021 were EUR 155 million and include EUR 55 million of charges related to an impairment of a technology asset in Image-Guided Therapy. 2020 charges were EUR 209 million and included EUR 92 million of charges related to an impairment of a technology asset in Image-Guided Therapy.
Restructuring, acquisition-related and other charges in 2021 amounted to a gain of EUR 25 million and include restructuring charges of EUR 44 million, acquisition-related charges of EUR 48 million offset by a EUR 85 million gain related to the re-measurement of contingent consideration liabilities, and a release of a legal provision of EUR 38 million. 2020 charges were EUR 112 million and included EUR 57 million of restructuring charges, EUR 73 million of acquisition-related charges offset by a EUR 101 million gain related to the re-measurement of a contingent consideration liability, EUR 38 million related to legal matters, and a EUR 31 million impairment of capitalized development costs.
Income from operations in 2020 decreased to EUR 495497 million, compared to EUR 660 million in 2019. This was primarily due to lower volumes resulting in lower factory fixed costfixed-cost coverage, and an adverse mix impact as a result of lower sales in the higher-margin businesses of Ultrasound and Image-Guided Therapy due to the impact of COVID-19. These factors also impacted Adjusted EBITA*)EBITA*, which was 10.0% of sales in 2020.
Amortization and goodwill impairment charges in 2020 were EUR 209 million and includeincluded EUR 92 million of charges related to an impairment of a technology asset in Image-Guided Therapy. 2019 charges were EUR 196 million and included a EUR 69 million impairment of acquired intangible assets.
Restructuring, acquisition-related and other charges in 2020 were EUR 112 million and includeincluded EUR 57 million restructuring charges, EUR 73 million of acquisition-related charges offset by a EUR 101 million gain related to the release of a contingent consideration liability, EUR 38 million related to legal matters, and a EUR 31 million impairment of capitalized development costs. 2019 charges were EUR 222 million and included EUR 107 million of restructuring charges (of which EUR 39 million related to impairments of capitalized development costs), EUR 42 million of acquisition-related charges and EUR 60 million related to an impairment of capitalized development costs.
Income from operations in 2019 increased to EUR 660 million compared to EUR 629 million in 2018. The year 2019 included EUR 196 million of charges related to amortization and a goodwill impairment, compared to EUR 98 million of amortization charges in 2018. 2019 includes a charge of EUR 19 million related to an impairment of goodwill; the amortization charges mainly relate to intangible assets in Image-Guided Therapy. Restructuring, acquisition-related and other charges to improve productivity were EUR 222 million, compared to EUR 146 million in 2018. 2019 includes charges of EUR 99 million related to impairments of capitalized development costs.
Adjusted EBITA*) in 2019 amounted to EUR 816 million, or 12.7% of sales, and improved mainly due to sales growth and productivity, partly offset by investments and tariffs.
Connected Care businesses
Income from operations in 2020 increased2021 decreased to EUR 708(732) million, compared to EUR 267711 million in 2020. This was mainly due to the decline in sales and the impact of the Respironics recall on the Sleep & Respiratory Care business. These factors also impacted Adjusted EBITA*), which was 10.6% of sales in 2021.
Amortization and goodwill impairment charges in 2021 were EUR 161 million and include EUR 13 million impairment of goodwill related to the divested Personal Emergency Response Services (PERS) and Senior Living business. 2020 charges were EUR 278 million and included a EUR 144 million impairment of goodwill related to the Population Health Management business.
Restructuring, acquisition-related and other charges in 2021 were EUR 1,058 million and include a field action provision of EUR 719 million in connection with the Philips Respironics voluntary recall notification, EUR 93 million of restructuring and acquisition-related charges, provisions for quality actions of EUR 94 million and other matters of EUR 53 million, and a gain of EUR 33 million related to a minority participation. 2020 charges were EUR 209 million and included restructuring charges of EUR 76 million, acquisition-related charges of EUR 22 million, and charges of EUR 43 million due to changes in ventilator demand.
Income from operations in 2020 amounted to EUR 711 million, compared to EUR 269 million in 2019. This was mainly due to operating leverage and productivity programs, which more than offset investments to ramp up production. These factors also impacted Adjusted EBITA*)EBITA*, which was 21.5% of sales in 2020.
Amortization and goodwill impairment charges in 2020 were EUR 278 million and include EUR 144 million impairment of goodwill related to the Population Health Management business. 2019 charges were EUR 219 million and included a charge of EUR 78 million impairment of goodwill related to the Population Health Management business.
Restructuring, acquisition-related and other charges in 2020 were EUR 209 million and include restructuring charges of EUR 76 million, acquisition-related charges of EUR 22 million, and charges of EUR 43 million due to changes in ventilator demand. 2019 charges were EUR 131 million and included restructuring charges of EUR 38 million, acquisition-related charges of EUR 26 million, and EUR 44 million of charges related to the Consent Decree.
Income from operations in 2019 amounted to EUR 267 million compared to EUR 399 million in 2018. The year 2019 includes2020 included EUR 219278 million of charges related to amortization and a goodwill impairment, compared to EUR 140219 million of amortization charges in 2018.2019. 2019 includesincluded a charge of EUR 78 million related to an impairment of goodwill; the amortization charges mainly relaterelated to acquired intangible assets in Sleep & Respiratory Care and Population Health Management. the divested Personal Emergency Response Services business.
Restructuring, acquisition-related and other charges amounted to EUR 209 million in 2020, compared to EUR 131 million in 2019, compared to EUR 122 million in 2018.2019. 2019 included EUR 44 million of charges related to the Consent Decree.
Personal Health businesses
Income from operations in 2021 increased to EUR 585 million, compared to EUR 356 million in 2020. This was mainly driven by sales growth and productivity measures, partly offset by higher investments in advertising & promotion. These factors also resulted in an increased Adjusted EBITA*), which was 17.6% of sales.
Amortization charges in 2019 amounted2021 were EUR 15 million and include amortization charges related to intangible assets in Mother & Child Care. 2020 charges were EUR 61816 million or 13.2%and included amortization charges related to intangible assets in Mother & Child Care.
Restructuring, acquisition-related and other charges in 2021 were not material. 2020 charges were EUR 55 million and included restructuring charges of sales, and decreased mainly due to tariffs, an adverse currency impact, mix and higher material costs..EUR 31 million.
Personal Health businesses
Income from operations in 2020 decreased to EUR 619356 million, compared to EUR 844589 million in 2019. This was mainly due to a decline in sales, partly offset by cost savings. These factors also impacted Adjusted EBITA*)EBITA*, which was 13.0%13.4% of sales.
Amortization and goodwill impairment charges in 2020 were EUR 20 million and include amortization charges related to intangible assets in Mother & Child Care and Domestic Appliances. 2019 charges were EUR 2516 million and included amortization charges related to intangible assets in the Mother & Child Care business. 2019 charges were EUR 18 million and Domestic Appliances.
included amortization charges related to intangible assets in the Mother & Child Care business.
Restructuring, acquisition-related and other charges in 2020 were EUR 65 million and include restructuring charges of EUR 40 million. 2019 charges were EUR 7355 million and included restructuring charges of EUR 5031 million. 2019 charges were EUR 65 million and included restructuring charges of EUR 41 million and a provision of EUR 22 million related to legal matters.
Income from operations in 2019 increased to EUR 844 million compared to EUR 796 million in 2018. The year 2019 included EUR 25 million of amortization charges, compared to EUR 31 million in 2018. These charges mainly relate to intangible assets in Mother & Child Care and Domestic Appliances . Restructuring, acquisition-related and other charges were EUR 73 million, compared to EUR 33 million in 2018. 2019 includes a provision of EUR 22 million related to legal matters.
Adjusted EBITA*) in 2019 amounted to EUR 943 million, or 16.1% of sales, and improved mainly due to sales growth, a positive mix impact and productivity, partly offset by tariffs.
Other
In Other we report on the items Innovation, IP Royalties, Central costs and Other.
Income from operations in 20202021 was EUR (280)(242) million, compared to EUR (127)(300) million in 2019. The2020. Adjusted EBITA*) in 20202021 was EUR (145)(105) million, compared to EUR (76)(165) million in 2019. The income2020. Income from operations and the Adjusted EBITA*) increased, mainly due to higher royalty income and lower charges related to environmental provisions, partly offset by investments, mainly in IT and Quality & Regulatory affairs.
Restructuring, acquisition-related and other charges in 2021 were EUR 131 million and include a loss of EUR 76 million related to a divestment and EUR 64 million of separation costs related to the Domestic Appliances business, partly offset by a benefit from the re-measurement of environmental liabilities of EUR 22 million. 2020 charges were EUR 118 million and included restructuring charges of EUR 37 million, EUR 42 million of separation costs related to the Domestic Appliances business, and EUR 21 million related to pension liability de-risking in the US.
Income from operations in 2020 was EUR (300) million, compared to EUR (152) million in 2019. Adjusted EBITA* in 2020 was EUR (165) million, compared to EUR (100) million in 2019. Income from operations and Adjusted EBITA* were impacted mainly by lower royalty income and charges related to movements in environmental provisions.
Restructuring, acquisition-related and other charges in 2020 were EUR 118 million and includeincluded restructuring charges of EUR 37 million, EUR 42 million of separation costs related to the Domestic Appliances business, and EUR 21 million related to pension liability de-risking in the US. 2019 charges were EUR 43 million and included restructuring charges of EUR 54 million and a gain of EUR 64 million related to a divestment.
In 2019, Income from operations totaled EUR (127) million, compared to EUR (105) million in 2018. Restructuring, acquisition-related and other charges amounted to EUR 43 million, compared to EUR 2 million in 2018. 2019 includes a gain of EUR 64 million related to a divestment and a charge related to a litigation provision, while 2018 included a gain of EUR 43 million related to a divestment.
Adjusted EBITA*) in 2019 decreased by EUR 48 million, mainly due to charges related to movements in environmental provisions and other non-recurring items.
Financial income and expenses
A breakdown of Financial income and expenses is presented in the following table.
Philips Group
Financial income and expenses
in millions of EUR
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Interest expense (net) | (157) | (169) | (159) | |
| Interest expense, net | | (171) | (160) | (141) |
| Sale of securities | 6 | 2 | 2 | 2 | - |
| Impairments | - | - | |
| Net change in fair value of financial assets at fair value through profit or loss | | 17 | 129 | 95 |
| Other | (62) | 50 | 113 | 34 | (15) | 6 |
| Financial income and expenses | (213) | (117) | (44) | (119) | (44) | (39) |
Net financialFinancial income and expenses resulted in an expense of EUR 39 million in 2021, compared to an expense of EUR 44 million in 2020. 2021 includes gains on the value of Philips' minority participations and higher net interest income. For further information, refer to Financial income and expenses.
Financial income and expenses decreased by EUR 7375 million year-on-year, mainly due to a gain from the increase in value of our investments in limited lifelimited-life funds, while 2019 included dividend income and fair value gains of EUR 67 million. For further information, refer to Financial income and expenses.
Net financial expenses decreased by EUR 96 million year-on-year, mainly due to dividend income from investments, while 2018 included financial charges of EUR 46 million related to bond redemptions. For further information, refer to Financial income and expenses.Financial income and expenses
Income taxes
Income taxes amounted to a benefit of EUR 284103 million. The effective income tax rate in 2021 was (20.0)%, compared to 17.6% in 2020, mainly due to the impact from the recognition of tax assets and other tax benefits as a result of a business transfer during the year.
Income taxes amounted to EUR 212 million in 2020. The effective income tax rate in 2020 was 19.0%17.6%, compared to 22.1%20.8% in 2019, mainly due to one-off non-cash benefits from a decrease in tax rate, and higher non-taxable results from participations, partlypartially offset by lower non-cash benefits from business integration, compared to 2019. For 2021, we expect our effective tax rate to be within the 24%-26% range, depending on the geographical mix of taxable income.
Income taxes amounted to EUR 337 million. The effective income tax rate in 2019 was 22.1%, compared to 12.8% in 2018, mainly due to lower non-cash benefits from tax audit resolutions and business integration compared to 2018, partly offset by lower provisions for tax risks. For 2020, we expect our effective tax rate to be within the 24%-26% range, depending on the geographical mix of taxable income.
Investment in associates
Results related to investments in associates improved from a loss of EUR 9 million in 2020 to a loss of EUR 4 million in 2021. The number of associates increased compared to 2020. Although gains were recorded in a number of investments in associates, these were more than offset by losses in the remainder.
Results related to investments in associates decreased from a gain of EUR 1 million in 2019 to a loss of EUR 9 million in 2020, as the majority of associates recorded a loss in 2020.
Results related to investments in associates improved from a loss of EUR 2 million in 2018 to EUR 1 million in 2019.
Discontinued operations
Philips Group
Discontinued operations, net of income taxes
in millions of EUR
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Signify, formerly Philips Lighting | (198) | | | |
| The combined Lumileds and Automotive businesses | 12 | | (1) | |
| Domestic Appliances | | 202 | 206 | 2,698 |
| Other | (27) | (19) | (9) | (19) | (10) | 13 |
| Net income of Discontinued operations | (213) | (19) | (10) | 183 | 196 | 2,711 |
In 2020 and 2019, Discontinued operations consistsconsist primarily of the Domestic Appliances business and certain other divestments that were reported as discontinued operations.
Discontinued operationsIn 2021 the sale of the Domestic Appliance business resulted in 2018 mainly included dividends receivedan after-tax gain of EUR 32 million and a EUR 218 million loss related to a value adjustment of the remaining interest in Signify.2.5 billion.
For further information, refer to Discontinued operations and assets classified as held for sale.
Non-controlling interests
Net income attributable to non-controlling interests decreased from EUR 8 million in 2020 to EUR 4 million in 2021.
Net income attributable to non-controlling interests increased from EUR 5 million in 2019 to EUR 8 million in 2020.
Net income attributable to non-controlling interests decreased from EUR 7 million in 2018 to EUR 5 million in 2019.
7.1.2Restructuring and acquisition-related charges and goodwill impairment charges
Philips Group
Restructuring and related charges
in millions of EUR
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Restructuring and related charges per segment: | | | | |
| Diagnosis & Treatment | 74 | 107 | 57 | 107 | 57 | 44 |
| Connected Care | 40 | 38 | 76 | 38 | 76 | 42 |
| Personal Health | 14 | 50 | 40 | 41 | 31 | (1) |
| Other | 31 | 54 | 37 | 54 | 37 | (5) |
| Philips Group | 159 | 249 | 209 | 240 | 200 | 80 |
| | | | | |
| Cost breakdown of restructuring and related charges: | | | | |
| Provision for Personnel lay-off costs | 99 | 140 | 86 | |
| Provision for personnel lay-off costs | | 133 | 78 | 17 |
| Restructuring-related asset impairment | 21 | 44 | 58 | 44 | 58 | 30 |
| Other restructuring-related costs | 39 | 65 | 65 | 63 | 64 | 33 |
| Philips Group | 159 | 249 | 209 | 240 | 200 | 80 |
In 2021, the most significant restructuring projects impacted the Diagnosis & Treatment and Connected Care segments and mainly took place in the US and Netherlands. The restructuring mainly comprised product portfolio rationalization and the reorganization of global support functions.
In 2020, the most significant restructuring projects impacted the Connected Care and Diagnosis & Treatment segments and mainly took place in the Netherlands, US and Germany. The restructuring mainly comprised product portfolio rationalization and the reorganization of global support functions.
In 2019, the most significant restructuring projects impacted Other and Diagnosis & Treatment and mainly took place in the Netherlands, US and Germany. The restructuring mainly comprised product portfolio rationalization and the reorganization of global support functions.
In 2018, the most significant restructuring projects impacted Diagnosis & Treatment, Connected Care and Other businesses and mainly took place in the Netherlands, Germany and the US. The restructuring mainly comprised product portfolio rationalization and the reorganization of global support functions.
For further information on restructuring, refer to Provisions.
Philips Group
Acquisition-related charges
in millions of EUR
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Diagnosis & Treatment | 72 | 42 | (28) | 42 | (28) | (37) |
| Connected Care | 26 | 22 | 26 | 22 | 51 |
| Personal Health | 1 | - | 1 | - | - |
| Other | | - | - | - | - | - |
| Philips Group | 99 | 69 | (6) | 69 | (6) | 14 |
In 2021, acquisition-related charges amounted to EUR 14 million. The Connected Care segment recorded charges of EUR 51 million related to the acquisitions of BioTelemetry and Capsule Technologies. The Diagnosis & Treatment businesses recorded a gain of EUR 37 million, mainly related to a gain of EUR 85 million from the re-measurement of contingent consideration liabilities, partly offset by charges related to the acquisitions of Spectranetics and the Healthcare Information Systems business of Carestream Health.
In 2020, acquisition-related charges amounted to a gain of EUR 6 million. The Diagnosis & Treatment businesses recorded a gain of EUR 28 million, mainly related to a gain of EUR 101 million onfrom the releasere-measurement of a contingent consideration liability, partly offset by charges related to the acquisitions of Spectranetics and the Healthcare Information Systems business of Carestream Health and Spectranetics.Health.
In 2019, acquisition-related charges amounted to EUR 69 million. The Diagnosis & Treatment businesses recorded EUR 42 million of acquisition-related charges, mainly related to the acquisition of Spectranetics, a US-based global leader in vascular intervention and lead management solutions
In 2018, acquisition-related charges amounted to EUR 99 million. The Diagnosis & Treatment businesses recorded EUR 72 million of acquisition-related charges, mainly related to the acquisition of Spectranetics.solutions.
In addition to the annual goodwill-impairment tests for Philips, trigger-based impairment tests were performed during the years 2021, 2020 2019 and 2018, resulting2019. As a result of the tests, goodwill impairments were recorded of EUR 15 million in 2021, EUR 144 million goodwill impairment in 2020, and EUR 97 million goodwill impairment in 2019 and no impairment for 2018.2019. The goodwill impairment recorded in 2020 relates to an impairment of goodwill,2021 was mainly due to revisionsEUR 13 million of impairment losses related to the financial forecast of ourdivested Personal Emergency Response System business as a resultCGU.
During 2021, EUR 15 million of lower demand in the Connected Care businesses.
Goodwill impairment charges
Annual goodwill-impairment tests were performed, which resulted in a EUR 144 million goodwill impairment charge,charges were recorded, mainly due to revisionsEUR 13 million of impairment losses related to the financial forecast of ourdivested Personal Emergency Response System business as a result of lower demand.Services (PERS) and Senior Living business.
For further information on the goodwill sensitivity analysis, please refer to Goodwill.
7.1.3Acquisitions and divestments
Acquisitions
In 2020,2021, Philips completed three acquisitions, with Intact Vascular, Inc. (Intact Vascular) being the most notable. It also announced the planned acquisitions oftwo acquisitions: BioTelemetry, which was completed on February 9, 2021, and Capsule Technologies.Technologies, which was completed on March 4, 2021. The acquisitions of Vesper Medical and Cardiologs were closed at the beginning of 2022. Acquisitions in 2021 and prior years led to acquisition and post-merger integration charges of EUR 51 million in the Connected Care businesses.
In 2020, Philips completed three acquisitions, with Intact Vascular being the most notable. Acquisitions in 2020 and prior years led to acquisition and post-merger integration charges ofresulting in a gain of EUR 28 million in the Diagnosis & Treatment businesses and charges of EUR 22 million in the Connected Care businesses.
In 2019, Philips completed three acquisitions, with the Healthcare Information Systems business of Carestream Health being the most notable. Acquisitions in 2019 and prior years led to acquisition and post-merger integration charges of EUR 42 million in the Diagnosis & Treatment businesses and EUR 26 million in the Connected Care businesses.
Divestments
In 2018,2021, Philips completed nine acquisitions,three divestments. On September 1, 2021, Philips sold its Domestic Appliances business to a global investment firm Hillhouse Investment, resulting in a EUR 2.5 billion gain after tax and transaction-related costs; reported in Discontinued Operations.
In addition, Philips completed the divestment of the Personal Emergency Response Services (PERS) and Senior Living business on June 30, 2021, and on September 17, 2021, completed the divestment of a small business in segment Other. As part of the PERS divestment, Philips acquired shares in the buyer, Connect America Investment Holdings, LLC, with EPD Solutions Ltd. (EPD) being the most notable. Acquisitions in 2018 and prior years led to acquisition and post-merger integration chargesa value of EUR 7240 million. The investment is classified as a financial asset measured at Fair Value through Other Comprehensive Income (FVTOCI) and is reported as part of Other non-current financial assets. The divestment resulted in a loss of EUR 75 million, which is included in the Diagnosis & Treatment businesses and EUR 26 millionOther business expenses in the Connected Care businesses.our Statement of Income.
Divestments
Philips did not complete any divestments in 2020.
Philips completed two divestments in 2019, which resulted in an aggregated cash consideration of EUR 122 million and a gain of EUR 62 million. The most notable divestment was the Photonics business in Germany.
Philips completed one divestment in 2018. The divestment involved an aggregated consideration of EUR 58 million and resulted in a gain of EUR 44 million.
In 2014, Philips announced its plan to sharpen its strategic focus by establishing two standalone companies focused on the HealthTech and Lighting opportunities respectively. After establishing a standalone structure for the lighting activities within the Philips Group, Philips Lighting (renamed Signify in 2018) was listed and started trading on Euronext in Amsterdam under the symbol ‘LIGHT’ on May 27, 2016. Through a series of Accelerated bookbuild offerings (in total five) and open market sales in the course of 2017, 2018 and 2019, Philips’ shareholding was reduced to nil in September 2019.
For details, please refer to Acquisitions and divestments.
7.1.4Changes in cash and cash equivalents, including cash flows
The movements in cash and cash equivalents for the years ended December 31, 2018, 2019, 2020 and 20202021 are presented and explained below:in the following table and text.
Philips Group
Condensed consolidated cash flows statements
in millions of EUR
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Beginning cash and cash equivalents balance | 1,939 | 1,688 | 1,425 | 1,688 | 1,425 | 3,226 |
| Net cash flows from operating activities | 1,780 | 2,031 | 2,777 | 1,813 | 2,511 | 1,629 |
| Net cash flows from investing activities | | | |
| Net capital expenditures | (796) | (978) | (924) | (891) | (876) | (729) |
| Free cash flow1) | 984 | 1,053 | 1,852 | |
| Other cash flows from investing activities | (690) | 376 | (391) | 378 | (391) | (2,943) |
| Net cash flows from financing activities | | | |
| Treasury shares transactions | (948) | (1,318) | (298) | (1,318) | (297) | (1,613) |
| Changes in debt | 160 | 109 | 783 | 114 | 783 | (251) |
| Dividend paid to shareholders of the Company | (401) | (453) | (1) | (453) | (1) | (482) |
| Other cash flow items | (3) | (4) | (57) | (4) | (57) | 62 |
| Net cash flows discontinued operations | 647 | (25) | (88) | 98 | 129 | 3,403 |
| Ending cash and cash equivalents balance | 1,688 | 1,425 | 3,226 | 1,425 | 3,226 | 2,303 |
Net cash flows from operating activities
Net cash flows from operating activities amounted to EUR 2,7771,629 million in 2020,2021, compared to EUR 2,0312,511 million in 2019.2020. This increasedecrease is mainly due to increased working capital improvements, in particular better managementand consumption of receivables.provisions, partly offset by lower income tax paid. Free cash flow*) amounted to EUR 1,852900 million in 2020,2021, compared to EUR 1,0531,635 million in 2019.2020.
NetIn 2020, net cash flows from operating activities amounted to EUR 2,0312,511 million, in 2019, compared to EUR 1,7801,813 million in 2018.2019. Free cash flow*) amounted to EUR 1,0531,635 million in 2019,2020, compared to EUR 984923 million in 2018.2019.
In 2019, net cash flows from operating activities amounted to EUR 1,813 million, and Free cash flow*) amounted to EUR 923 million.
Net cash flows from investing activities
Net cash flows from investing activities consist of net capital expenditures and other cash flows from investing activities.
In 2021, other cash flows from investing activities amounted to a cash outflow of EUR 2,943 million, mainly due to the acquisitions of BioTelemetry and Capsule Technologies amounting to EUR 2.8 billion.
In 2020, other cash flows from investing activities amounted to a cash outflow of EUR 391 million, mainly due to the acquisition of Intact Vascular for EUR 241 million and investments in other non-current financial assets.
In 2019, other cash flows from investing activities amounted to a cash inflow of EUR 376378 million, mainly due to proceeds from the sale of the remaining Signify shares of EUR 549 million and net cash proceeds from divestment of businesses amounting to EUR 146 million, received mainly from divested businesses held for sale. Other investing activities mainly included acquisition of businesses (including acquisition of investments in associates) ofamounting to EUR 255 million and EUR 166 million net cash used for foreign exchange derivative contracts related to activities for Group liquidity management.
In 2018, other cash flows from investing activities amounted to a cash outflow of EUR 690 million, mainly due to acquisition of businesses (including acquisition of investments in associates) amounting to EUR 628 million. EPD was the biggest acquisition in 2018, resulting in a cash outflow of EUR 273 million, including the subsequent payments. Net cash proceeds from divestment of businesses amounted to EUR 70 million and were received mainly from divested businesses held for sale. Other investing activities mainly included EUR 177 million net cash used for foreign exchange derivative contracts related to activities for Group liquidity management.
Net cash flows from financing activities
Net cash flows from financing activities consist of treasury shares transactions, changes in debt, dividend paid and other cash flow items.
In 2021, treasury shares transactions mainly included the share buyback activities, which resulted in EUR 1,613 million net cash outflow. Changes in debt mainly relates to short-term debt and lease repayments. Philips’ shareholders received a total dividend of EUR 773 million, including costs, of which the cash portion amounted to EUR 482 million.
In 2020, treasury shares transactions mainly included the share buyback activities, which resulted in EUR 298297 million net cash outflow. The 2019 dividend was distributed in July 2020 fully in shares. Changes in debt included EUR 991 million cash inflow from the issuance of two new bonds under the EMTN program, partly offset by outflows related to lease payments. The 2019 dividend was distributed fully in shares in July 2020.
In 2019, treasury shares transactions mainly included the share buyback activities, which resulted in EUR 1,318 million net cash outflow. Philips' shareholders were given EUR 775 million including costs in the form of a dividend; the cash portion of the dividend amounted to EUR 453 million. Changes in debt mainly included the net proceeds from the Green Innovation Bond issued of EUR 744 million, partly offset by outflows related to bond maturity of EUR 500 million and lease payments.
In 2018, treasury shares transactions mainly included the share buy-back activities, which resulted in EUR 948 million net cash outflow. Philips’ Philips' shareholders were given EUR 738775 million including costs in the form of a dividend, of whichdividend; the cash portion of the dividend amounted to EUR 401453 million. Changes in debt mainly included EUR 866 million cash outflow related to the bond redemption and EUR 990 million cash inflow from bonds issued.
Net cash provided by (used for) discontinued operations
Philips Group
Net cash provided by (used for) discontinued operations
in millions of EUR
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Net cash provided by (used for) operating activities | (15) | (11) | (88) | 111 | 129 | 85 |
| Net cash provided by (used for) investing activities | 662 | (14) | | (14) | | 3,319 |
| Net cash provided by (used for) discontinued operations | 647 | (25) | (88) | 98 | 129 | 3,403 |
In 2021, net cash provided by discontinued operations was EUR 3,403 million and consisted primarily of the net cash inflow of EUR 3,319 million from the sale of the Domestic Appliances business on September 1, 2021.
In 2020, net cash used forprovided by discontinued operations mainly related to the Domestic Appliances business, partly offset by advance income tax payments amounting to EUR 78 million for which Philips expects to get a refund.million.
In 2019, net cash used forprovided by discontinued operations consisted primarily ofmainly related to the Domestic Appliances business, partly offset by a payment related to a divestment formerly reported as discontinued operations.
In 2018, net cash provided by (used for) discontinued operations amounted to EUR 647 million and mainly included a total of EUR 642 million in relation to the sale of Signify shares and the dividend received from Signify reported in investing activities.
7.1.5Financing
Condensed consolidated balance sheets for the years 2018, 2019, 2020 and 20202021 are presented below:in the following table:
Philips Group
Condensed consolidated balance sheets
in millions of EUR
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Intangible assets | 12,093 | 12,120 | 11,012 | 12,120 | 11,012 | 14,287 |
| Property, plant and equipment | 1,712 | 2,866 | 2,682 | 2,866 | 2,682 | 2,699 |
| Inventories | 2,674 | 2,773 | 2,993 | 2,773 | 2,993 | 3,450 |
| Receivables | 4,344 | 4,909 | 4,537 | 4,909 | 4,537 | 4,191 |
| Assets classified as held for sale | 87 | 13 | 173 | 13 | 173 | 71 |
| Other assets | 3,421 | 2,910 | 3,091 | 2,910 | 3,091 | 3,959 |
| Payables | (3,957) | (3,820) | (3,854) | (3,820) | (3,854) | (3,784) |
| Provisions | (2,151) | (2,159) | (1,980) | (2,159) | (1,980) | (2,313) |
| Liabilities directly associated with assets held for sale | (12) | - | (30) | - | (30) | (1) |
| Other liabilities | (2,962) | (2,965) | (3,015) | (2,965) | (3,015) | (3,408) |
| Net asset employed | 15,249 | 16,647 | 15,609 | 16,647 | 15,609 | 19,151 |
| | | | | |
| Cash and cash equivalents | 1,688 | 1,425 | 3,226 | 1,425 | 3,226 | 2,303 |
| Debt | (4,821) | (5,447) | (6,934) | (5,447) | (6,934) | (6,980) |
| Net debt1) | (3,132) | (4,022) | (3,708) | (4,022) | (3,708) | (4,676) |
| Non-controlling interests | (29) | (28) | (31) | (28) | (31) | (36) |
| Shareholders' equity | (12,088) | (12,597) | (11,870) | (12,597) | (11,870) | (14,438) |
| Financing | (15,249) | (16,647) | (15,609) | (16,647) | (15,609) | (19,151) |
7.1.6Debt position
Total debt outstanding at the end of 20202021 was EUR 6,9346,980 million, compared with EUR 5,4476,934 million at the end of 2019.2020.
Philips Group
Balance sheet changes in debt
in millions of EUR
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Additional leases under IFRS16 | | (1,059) | (132) | 1,059 | 132 | 172 |
| New borrowings/repayments short-term debt | (34) | (23) | (16) | 23 | 16 | (25) |
| New borrowings long-term debt | (1,287) | (847) | (1,065) | 847 | 1,065 | 76 |
| Repayments long-term debt | 1,161 | 761 | 298 | (761) | (298) | (302) |
| Forward contracts | 124 | 706 | (793) | (706) | 793 | (48) |
| Currency effects, consolidation changes and other | (70) | (170) | 221 | 170 | (221) | 175 |
| Transfer to liabilities classified as held for sale | | 6 | | (6) | | (3) |
| Changes in debt | (105) | (626) | (1,487) | 626 | 1,487 | 46 |
In 2021, total debt increased by EUR 46 million compared to 2020. The increase mainly comes from currency effects and consolidation changes, partly offset by net lease repayments and forward settlements. Repayments of long-term debt amounted to EUR 302 million. In February 2021, Philips entered into two bilateral loans amounting to a total of EUR 500 million that were repaid in September 2021. In addition, Philips issued commercial paper of EUR 300 million in May 2021 and EUR 150 million in July 2021 that was repaid in September 2021. Changes in payment obligations from forward contracts are mainly related to the forward contracts entered into of EUR 731 million relating to the EUR 1.5 billion share buyback program announced on July 26, 2021, and EUR 90 million relating to the long-term incentive and employee stock purchase plans announced on May 19,2021. In addition, a total amount of EUR 745 million of forward contracts matured in 2021, which completed the settlement of the EUR 1.5 billion share buyback program announced on January 29, 2019, and a total amount of EUR 123 million of forward contracts matured in 2021 relating to the long-term incentive and employee stock purchase plans announced on October 22, 2018 and January 29, 2020. These payment obligations are recorded as financial liabilities under long-term debt. Other changes, mainly resulting from currency effects, led to an increase of EUR 175 million.
In 2020, total debt increased by EUR 1,487 million compared to 2019. New borrowings of long-term debt includeincluded the net proceeds of EUR 991 million from the issuance of two new bonds under the EMTN program in 2020. Repayments of long-term debt amounted to EUR 298 million, mainly due to the repayment of leases. Changes in payment obligations from forward contracts are mainly related to the forward contracts entered into of EUR 745 million to complete the remainder of the EUR 1.5 billion share buyback program announced on January 29, 2019. In addition, Philips entered into forward contracts offor a total amount of EUR 174 million in 2020 related to the long-term incentive and employee stock purchase plans announced on January 29, 2020, and a total amount of EUR 126 million of forward contracts matured relating to the company's long-term incentive and employee stock purchase plans announced on October 22, 2018. These payment obligations are recorded as financial liabilities under long-term debt. Other changes, mainly resulting from currency effects, led to a decrease of EUR 221 million.
In 2019, total debt increased by EUR 626 million compared to 2018. Total debt at December 31, 2019 included additional lease liabilities of EUR 1,059 million which were recorded following the adoption of IFRS 16 lease accounting in 2019; this did not have a cash impact. New borrowings of long-term debt included the net proceeds from the issuance of the Green Innovation Bond of EUR 744 million. Repayments of long-term debt amounted to EUR 761 million, mainly due to the repayment of a EUR 500 million bond at its scheduled maturity. Changes in payment obligations from forward contracts were mainly related to maturing forward contracts for the completed 2017 share buyback program and the share repurchase program announced in November 2018. These payment obligations were recorded as financial liabilities under long-term and short-term debt. Other changes, mainly resulting from currency effects, led to an increase of EUR 170 million.
In 2018,At the end of 2021, long-term debt as a proportion of the total debt increased by EUR 105 millionstood at 92.7% with an average remaining term (including current portion) of 6.0 years, compared to 2017. New borrowings82.3% and 6.3 years respectively at the end of long-term debt of EUR 1,287 million were mainly due to the issuance of fixed-rate bonds, EUR 500 million due 2024 and EUR 500 million due 2028, and a new long-term loan of EUR 200 million. Repayments of long-term debt amounted to EUR 1,161 million, mainly due to the early redemption of all the 3.750% USD bonds due 2022 with an aggregate principal amount of USD 1.0 billion, the redemption of 6.875% USD bonds due 2038 with an aggregate principal amount of USD 72 million, and the repayment of a loan of EUR 178 million. Changes in payment obligations from forward contracts are mainly related to maturing forward contracts for the 2017 share buyback program and new forward contracts entered into for the extended share repurchase program for LTI and stock purchase plans announced in November 2018. Other changes, mainly resulting from new leases recognized and currency effects, led to an increase of EUR 70 million.2020.
At the end of 2020, long-term debt as a proportion of the total debt stood at 82.3% with an average remaining term (including current portion) of 6.3 years, compared to 91% and 8.0 years respectively at the end of 2019.
At the end of 2019, long-term debt as a proportion of the total debt stood at 91% with an average remaining term (including current portion) of 8.0 years, compared to 71% and 7.9 years respectively at the end of 2018.
At the end of 2018, long-term debt as a proportion of the total debt stood at 71% with an average remaining term (including current portion) of 7.9 years, compared to 86% and 7.6 years respectively at the end of 2017.
For further information, please refer to Debt.
7.1.7Liquidity position
As of December 31, 2021, including the cash position (cash and cash equivalents), as well as its EUR 1 billion committed revolving credit facility, the Philips Group had access to available liquidity of EUR 3,303 million, versus gross debt (including short and long-term) of EUR 6,980 million.
As of December 31, 2020, including the cash position (cash and cash equivalents), as well as its EUR 1 billion committed revolving credit facility, the Philips Group had access to available liquidity of EUR 4,226 million, versus gross debt (including short and long-term) of EUR 6,934 million.
As of December 31, 2019, including the cash position (cash and cash equivalents), as well as its EUR 1 billion committed revolving credit facility, the Philips Group had access to available liquidity of EUR 2,425 million, versus gross debt (including short and long-term) of EUR 5,447 million.
As of December 31, 2018, including the cash position (cash and cash equivalents), as well as its EUR 1 billion committed revolving credit facility, the Philips Group had access to available liquidity of EUR 2,688 million, versus gross debt (including short and long-term) of EUR 4,821 million.
Philips Group
Liquidity position
in millions of EUR
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Cash and cash equivalents | 1,688 | 1,425 | 3,226 | 1,425 | 3,226 | 2,303 |
| Committed revolving credit facilities/CP program | 1,000 | 1,000 | 1,000 | 1,000 |
| Liquidity | 2,688 | 2,425 | 4,226 | 2,425 | 4,226 | 3,303 |
| Listed equity investments at fair value | 476 | 15 | 17 | 15 | 17 | 67 |
| Short-term debt | (1,394) | (508) | (1,229) | (508) | (1,229) | (506) |
| Long-term debt | (3,427) | (4,939) | (5,705) | (4,939) | (5,705) | (6,473) |
| Net available liquidity resources | (1,656) | (3,007) | (2,691) | (3,007) | (2,691) | (3,609) |
Philips has a EUR 1 billion committed revolving credit facility which was signed in April 2017 and will expire in April 2024. The facility can be used for general group purposes, such as a backstop of its Commercial Paper Program.
The Commercial Paper Program amounts to USD 2.5 billion, under which Philips can issue commercial paper up to 364 days in tenor, both in the US and in Europe, in any major freely convertible currency. As of December 31, 2020,2021, Philips did not have any loans outstanding under these facilities.
During the year 2020, Philips established a Euro Medium – Term Note (EMTN) program which facilitates the issuance of notes for a total amount of up to EUR 10.0 billion. As of December 31, 2020,In 2021, Philips had issued bonds amounting to EUR 1 billiondid not issue any new notes under the program.
Additionally, atas of December 31, 20202021 Philips held EUR 1767 million of listed (level 1) equity investments at fair value in common shares of companies in various industries. Refer to Other financial assets and Fair value of financial assets and liabilities.
Philips is exposed to several types of financial risks. In terms of liquidity risk, the company has taken a number of different measures to manage this risk, specifically with relation to the COVID-19 pandemic. In addition to the successful placement of EUR 1,000 million fixed-rate notes in March (of which EUR 500 million Sustainability Innovation notes), the company also completed the remainder of the EUR 1.5 billion share buyback program that was announced on January 29, 2019 through individual forward contracts, with settlement dates extending into the second half of 2021. Furthermore, the 2019 Annual incentive of the Board of Management and the final dividend declared against the net income of 2019 were settled in shares instead of cash. Overall, the company has a solid liquidity position and the company's liquidity risk management procedures have not changed significantly during 2021 because of COVID-19. No significant concentration risks have been identified as a result of COVID-19 and the company continues to have access to its existing lines of credit.credit remains intact. These lines of credits,credit, along with other financial risks to which Philips is exposed, are disclosed in Details of treasury and other financial risks. Further, with respect to Respironics field action, please refer Contingent assets and liabilities. The management continues to monitor the risks associated with such potential claims and its impact on liquidity position, if any.
Philips’ existing long-term debt is rated A- (with stable outlook) by Fitch, Baa1 (with stable outlook) by Moody’s, and BBB+ (with stable outlook) by Standard & Poor’s. As part of our capital allocation policy, our net debt*) position is managed with the intention of retaining our current investment grade credit rating. Ratings are subject to change at any time and there is no assurance that Philips will be able to achieve this goal. PhilipsPhilips' aim when managing the net debt*) position is dividend stability and a pay-out ratio of 40% to 50% of adjusted income from continuing operations attributable to shareholders*). Philips’ outstanding long-term debt and credit facilities do not contain financial covenants. Adverse changes in the company’s ratings will not trigger automatic withdrawal of committed credit facilities or any acceleration in the outstanding long-term debt (provided that the USD-denominated bonds issued by Philips in March 2008 and 2012 contain a ‘Change of Control Triggering Event’ and the EUR-denominated bonds contain a ‘Change of Control Put Event’). A description of Philips’ credit facilities can be found in Debt.
| | long-term | short-term | outlook |
| Fitch | A- | | Stable |
| Moody's | Baa1 | P-2 | Stable |
| Standard & Poor's | BBB+ | A-2 | Stable |
Philips pools cash from subsidiaries to the extent legally and economically feasible. Cash not pooled remains available for local operational needs or general purposes. The company faces cross-border foreign exchange controls and/or other legal restrictions in a few countries, which could limit its ability to make these balances available on short notice for general use by the group.
Philips believes its current liquidity and direct access to capital markets is sufficient to meet its present financing needs.
7.1.8Shareholders’ equity
In 2021, shareholders’ equity increased by EUR 2,568 million to EUR 14,438 million at year-end. The increase was mainly due to net income of EUR 3,323 million and currency translation gains of EUR 1,117 million, primarily due to the appreciation of the US dollar against the euro in 2021. This was partly offset by the dividend distributed (EUR 482 million), settlements of earlier concluded forward contracts (EUR 869 million) and the share repurchases made in the open market (EUR 758 million).
In 2020, shareholders’ equity decreased by EUR 727 million to EUR 11,870 million at year-end. The increase in the net income of EUR 1,195 million, as well as the impact of the accounting for share-based compensation plans, including the effect of related hedging transactions through share call options (in aggregate EUR 112 million), increased shareholders’ equity. This was largely offset by currency translation losses of EUR 1,037 million, primarily due to the depreciation of the US dollar against the Euroeuro in 2020, the purchase of forward contracts for the completion of the share buyback program (EUR 793 million), settlements of earlier concluded forward contracts (EUR 126 million) and the share repurchases made in the open market (EUR 130 million).
Shareholders’ equity increased by EUR 509 million in 2019 to EUR 12,597 million at December 31, 2019. The increase was mainly due to net results of EUR 1,173 million, the positive impact of currency translation differences of EUR 239 million, net fair value increases of financial assets of EUR 82 million and the impact of the accounting for share-based compensation plans, including the effect of related hedging transactions through forward contracts and share call options (in aggregate EUR 112 million). This was mainly offset by acquired shares because of settlements of earlier concluded forward transactions of EUR 706 million, share repurchases made in the open market of EUR 621 million and dividend payments to shareholders of RoyalKoninklijke Philips N.V. of EUR 453 million (including tax and service charges).
Share capital structure
Shareholders’ equity increased by EUR 89 million in 2018 to EUR 12,088 millionThe number of issued common shares of Royal Philips at December 31, 2018. The increase2021 was mainly due883,898,696. At year-end 2021, the company held 13.7 million shares in treasury. Of these shares, 5.7 million shares were held to net results of EUR 1,097cover obligations under long-term incentive plans, and 8.0 million shares were held for share capital reduction purposes. In 2016, Philips purchased call options on its own shares to hedge options granted to employees up to 2013, and on December 31, 2021, Philips’ outstanding options related to 0.4 million shares. In 2021 (and earlier years), the positive impact of currency translation differences of EUR 347 million. This was mainly offset by share repurchases madecompany entered into several forward contracts to acquire its own shares, and on December 31, 2021, the outstanding forward contracts related to 25,071,218 shares. See below for more information on the shares that were acquired in the open marketcourse of EUR 5142021. Philips issued 6,345,968 shares in June 2021 (in order to distribute the 2020 dividend). The company cancelled 33.5 million dividend payments to shareholders of Koninklijke Philips N.V. of EUR 400 million (including tax and service charges), net fair value declines of financial assets of EUR 147 million, and the impact of the accounting for share-based compensation plans, including the effect of related hedging transactions through forward contracts and share call options (in aggregate EUR 191 million).shares in December 2021.
Share capital structure
The number of issued common shares of Royal Philips at December 31, 2020 was 911,053,001. At year-end 2020, the company held 5.9 million shares in treasury. All of these shares were held in treasury to cover obligations under long-term incentive plans. In 2016, Philips purchased call options on its own shares to hedge options granted to employees up to 2013, and on December 31, 2020, Philips' outstanding options related to 0.9 million shares. In 2020 (and earlier years), the company entered into several forward contracts to acquire its own shares, and on December 31, 2020, the outstanding forward contracts related to 27 million shares. See below for more information on the shares that were acquired in the course of 2020. Philips issued 48,757 shares in May 2020 (in order to pay out the gross Annual Incentive over 2019 to the members of the Board of Management) and issued 18 million shares in July 2020 (in order to distribute the 2019 dividend). The company cancelled 3.8 million shares in June 2020.
The number of issued common shares of Royal Philips at December 31, 2019 was 896,733,721. At year-end 2019, the companyCompany held 5.8 million shares in treasury. Of these shares, 5.3 million shares were held in treasury to cover obligations under long-term incentive plans, and 0.5 million shares were held for share capital reduction purposes. Philips repurchased and acquired shares in the course of the year, and cancelled 30 million shares in June 2019 and 8.5 million shares in December 2019. In 2016, Philips purchased call options on its ownPhilips shares to hedge options granted to employees up to 2013. As of December 31, 2019, the companyPhilips held 2.3 million of such options. In 2017 and 2018, Philips entered into several forward contracts in order to cover obligations under its long-term incentive plans, as well as to reduce its share capital. As of December 31, 2019, the outstanding forward contracts related to 6 million shares.
The number of issued common shares of Royal Philips at December 31, 2018 was 926,195,539. At year-end 2018, the Company held 12.0 million shares in treasury. Of these shares, 7.9 million shares were held in treasury to cover obligations under long-term incentive plans, and 4.1 million shares were held for share capital reduction purposes. Philips repurchased and acquired shares in the course of the year, and cancelled 24.2 million shares in November 2018. As of December 31, 2018, Philips held 3.8 million call options to hedge obligations under its long-term incentive plans. As of December 31, 2018, the outstanding forward contracts to cover obligations under its long-term incentive plans, as well as to reduce its share capital were 28.6 million shares.
Share repurchase methods for long-term incentive plans and capital reduction purposes
Historically, Philips uses different methods to repurchase shares in its own capital: (i) share buyback repurchases in the open market via an intermediary; (ii) repurchase of shares via forward contracts for future delivery of shares; and (iii) the unwinding of call options on own shares. During 2020,2021, Philips used methods (i) and (ii) to repurchase shares for capital reduction purposes and methods (ii) and (iii) to repurchase shares for share-based compensation plans.
The open market transactions via an intermediary allow for buybacks during both open and closed periods.
Philips Group
Impact of share repurchase on share count
in thousands of shares as of December 31
| | 2016 | 2017 | 2018 | 2019 | 2020 | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|
| Shares issued | 929,645 | 940,909 | 926,196 | 896,734 | 911,053 | 940,909 | 926,196 | 896,734 | 911,053 | 883,899 |
| Shares in treasury | 7,208 | 14,717 | 12,011 | 5,760 | 5,925 | 14,717 | 12,011 | 5,760 | 5,925 | 13,717 |
| Shares outstanding | 922,437 | 926,192 | 914,184 | 890,974 | 905,128 | 926,192 | 914,184 | 890,974 | 905,128 | 870,182 |
| Shares repurchased | 25,193 | 19,842 | 31,994 | 40,390 | 8,670 | 19,842 | 31,994 | 40,390 | 8,670 | 45,486 |
| Shares cancelled | 18,830 | | 24,247 | 38,541 | 3,810 | | 24,247 | 38,541 | 3,810 | 33,500 |
Philips Group
Total number of shares repurchased
in thousands of shares unless otherwise stated
| | share repurchases related to shares acquired for capital reduction | average price paid per share in EUR | shares acquired for LTI's | average price paid per share in EUR | total number of shares purchased as part of publicly announced plans or programs1)2)3) | approximate value of shares that may yet be purchased under the plans or programs in thousands of EUR |
|---|
| January 2020 | 1,499 | 43.24 | 135 | 43.29 | 1,499 | 1,173,332 |
| February 2020 | 585 | 39.90 | | | 585 | 1,149,992 |
| March 2020 | 1,235 | 33.98 | 502 | 37.39 | 1,235 | 1,108,039 |
| April 2020 | | | 77 | 36.20 | | 1,108,039 |
| May 2020 | | | | | | 1,108,039 |
| June 2020 | | | | | | 1,108,039 |
| July 2020 | | | 179 | 42.79 | | 1,108,039 |
| August 2020 | | | | | | 1,108,039 |
| September 2020 | | | | | | 1,108,039 |
| October 2020 | | | 1,504 | 32.14 | 1,400 | 1,063,869 |
| November 2020 | | | 1,457 | 32.99 | 1,300 | 1,022,841 |
| December 2020 | | | 1,497 | 33.05 | 1,300 | 981,793 |
| Total | 3,318 | | 5,351 | | 7,318 | |
| of which4) | | | | | | |
| purchased in the open market | 3,318 | | | | 3,318 | |
| acquired through exercise of call options/settlement of forward contracts | | | 5,351 | | 4,000 | |
| To be acquired through settlement of forward contracts | | | | | | 981,793 |
| | share repurchases related to shares acquired for capital reduction | average price paid per share in EUR | shares acquired for LTI's | average price paid per share in EUR | total number of shares purchased1) | average price paid per share in EUR | total number of shares purchased as part of publicly announced plans or programs2)3)4) | approximate value of shares that may yet be purchased under the plans or programs in thousands of EUR |
|---|
| January 2021 | | | | | | | | 981,793 |
| February 2021 | | | | | | | | 981,793 |
| March 2021 | | | 248 | 45.41 | 248 | 45.41 | | 981,793 |
| April 2021 | | | - | | | | | 981,793 |
| May 2021 | | | - | | | | | 1,071,497 |
| June 2021 | 2,500 | 33.64 | - | | 2,500 | 33.64 | 2,500 | 987,405 |
| July 2021 | - | | | | | | | 1,218,544 |
| August 2021 | - | | | | | | | 1,468,544 |
| September 2021 | 2,500 | 33.63 | | | 2,500 | 33.63 | 2,500 | 1,634,479 |
| October 2021 | 9,410 | 37.63 | 1,750 | 35.28 | 11,160 | 37.26 | 11,160 | 1,324,257 |
| November 2021 | 14,541 | 37.59 | 1,999 | 35.76 | 16,540 | 37.37 | 16,291 | 1,098,155 |
| December 2021 | 12,539 | 34.61 | | | 12,539 | 34.61 | 12,539 | 933,871 |
| Total | 41,490 | | 3,997 | | 45,486 | 36.21 | 44,990 | |
| of which5) | | | | | | | | |
| purchased in the open market | 21,014 | | | | 21,014 | | 21,014 | |
| acquired through exercise of call options/settlement of forward contracts | 20,476 | | 3,997 | | 24,473 | | 23,976 | |
| To be acquired through settlement of forward contracts after December 31, 2021 | | | | | | | | 933,871 |
1)OnAll shares were purchased through publicly announced plans or programs, other than approximately 497,000 shares repurchased through the unwinding of call options on own shares.2)First, on October 22, 2018, Philips announced a share repurchase program for an amount of up to EUR 174 million to cover its long-term incentive and employee stock purchase plans. On November 12, 2018, Philips announced to extend this program and entered into three forward contracts for an amount of EUR 319 million to repurchase further 10 million shares with settlement dates varying between October 2019 and November 2021. Furthermore,Second, on January 29, 2019, Philips announced a share buyback program for share cancellation purposes for an amount of up to EUR 1.5 billion. Philips started the program in the first quarter of 2019. On March 23, 2020, Philips announced that 50.3% of the program had been completed through repurchases by an intermediary to allow for purchases in the open market during both open and closed periods, and that the remainder of the program would be executed through one or more individual forward transactions. Consequently, in the first half of 2020 Philips entered into four forward contracts for an amount of EUR 745 million to acquire 20 million shares with settlement dates varying between June 2021 and December 2021. Moreover,Third, on January 29, 2020, Philips announced that it willwould repurchase up to 6 million shares to cover certain of its obligations arising from its long-term incentive and employee stock purchase plans. Under this program, Philips entered into three forward contracts for an amount of EUR 174 million to acquire 5 million shares with settlement dates varying between October 2021 and November 2022. Fourth, on May 19, 2021, Philips announced that it will repurchase up to 2 million shares to cover certain of its obligations arising from its long-term incentive and employee stock purchase plans. Under this program, Philips entered into one forward contract for an amount of EUR 90 million to acquire 2 million shares with settlement dates in October and November 2023. Fifth, on July 26, 2021, Philips announced an additional share buyback program for share cancellation purposes for an amount of up to EUR 1.5 billion. Consequently, in the third quarter of 2021 Philips entered into three forward contracts for an amount of EUR 731 million to acquire 19.6 million shares with settlement dates in 2022, 2023 and 2024. Philips executed the remainder of the program through open market purchases by an intermediary in the fourth quarter of 2021 (acquiring 21 million shares) and January 2022 (acquiring 0.8 million shares). For further details on these publicly announced plans or programs refer to Equity2)Philips cancelled 3.8 million shares on June 25, 2020..3)Philips cancelled 33.5 million shares on December 28, 2021.4)In 2020,2021, Philips did not determine to terminate any publicly announced plans or programs prior to expiration, or determine that it intends not to make any further purchases under any publicly announced plans or programs. 4)5)As described above, Philips acquired shares via three different methods: (i) share buyback repurchases in the open market via an intermediary, (ii) repurchase of shares via forward contracts for future delivery of shares, (iii) the unwinding of call options on own shares. 7.1.9Cash obligations
Contractual cash obligations
The following table presents a summary of the Group’s fixed contractual cash obligations and commitments atas of December 31, 2020.2021. These amounts are an estimate of future payments, which could change as a result of various factors such as a change in interest rates, foreign exchange, contractual provisions, as well as changes in our business strategy and needs. Therefore, the actual payments made in future periods may differ from those presented in the following table:
Philips Group
Contractual cash obligations1)2)
in millions of EUR
| | | Payments due by period | | Payments due by period |
|---|
| | total | less than 1 year | 1-3 years | 3-5 years | after 5 years | total | less than 1 year | 1-3 years | 3-5 years | after 5 years |
|---|
| Long-term debt3) | 7,430 | 1,015 | 876 | 1,365 | 4,174 | |
| Long-term debt1) | | 7,233 | 246 | 1,995 | 1,924 | 3,068 |
| Lease obligations | 1,325 | 290 | 412 | 239 | 384 | 1,333 | 280 | 397 | 238 | 417 |
| Short-term debt | 76 | | 47 | |
| Derivative liabilities | 161 | 75 | 86 | | | 208 | 87 | 121 | | |
| Purchase obligations4) | 539 | 273 | 223 | 43 | | |
| Purchase obligations2) | | 654 | 237 | 305 | 99 | 12 |
| Trade and other payables | 2,119 | | 1,872 | |
| Contractual cash obligations | 11,650 | 3,848 | 1,597 | 1,647 | 4,558 | 11,347 | 2,768 | 2,819 | 2,261 | 3,498 |
1)Amounts in this table are undiscounted2)This table excludes post-employment benefit plan contribution commitments and income tax liabilities in respect of tax risks because it is not possible to make a reasonably reliable estimate of the actual period of cash settlement.3)Long-term debt includes interest and the current portion of long-term debt and excludes lease obligations.4)2)Purchase obligations are agreements to purchase goods or services that are enforceable and legally binding for the Group. They specify all significant terms, including fixed or minimum quantities to be purchased, fixed, minimum or variable price provisions and the approximate timing of the transaction. They do not include open purchase orders or other commitments which do not specify all significant terms.
Philips has contracts with investment funds where it committed itself to make, under certain conditions, capital contributions to these funds of an aggregated remaining amount of EUR 132104 million (2019:(2020: EUR 61132 million). As atof December 31, 20202021, capital contributions already made to these investment funds are recorded as non-current financial assets.
Philips offers voluntary supply chain finance programs with third parties, which provide participating suppliers with the opportunity to factor their trade receivables at the sole discretion of both the suppliers and the third parties. Philips continues to recognize these liabilities as trade payables and settles them accordingly on the invoice maturity date based on the terms and conditions of these arrangements . Atarrangements. As of December 31, 20202021, approximately EUR 139 million (2020: EUR 227 millionmillion) of the Philips accounts payable were transferred under these arrangements.
Other cash commitments
The company and its subsidiaries sponsor post-employment benefit plans in many countries in accordance with legal requirements, customs and the local situation in the countries involved. For a discussion of the plans and expected cash outflows, please refer to Post-employment benefits.
The company had EUR 11766 million restructuring-related provisions by the end of 2020,2021, of which EUR 10058 million is expected to result in cash outflows in 2021.2022. Refer to Provisions for details of restructuring provisions.
Please refer to Dividend for information on the proposed dividend distribution.
AsIn 2021, Philips entered into a total amount of December 31, 2020, Philips had completedEUR 731 million of forward contracts relating to the remainder of its EUR 1.5 billion share buyback program through individualannounced on July 26, 2021, with maturity dates in 2022, 2023 and 2024. A total amount of EUR 745 million of forward contracts withmatured in 2021, which completed the settlement dates extending intoof the second half of 2021.EUR 1.5 billion share buyback program announced on January 29, 2019. As the program was initiated for capital reduction purposes, Philips intends to cancel all of the shares acquired under the program.
Please refer to DebtEquity for information on other Long termLong-term incentive and employee stock purchase plans.
Guarantees
Philips’ policy is to provide guarantees and other letters of support only in writing. Philips does not provide other forms of support. The total fair value of guarantees recognized on the balance sheet amounts to EUR nil million for both 20192020 and 2020.2021. Remaining off-balance-sheet business-related guarantees on behalf of third parties and associates decreased by EUR 514 million during 20202021 to EUR 162 million (December 31, 2019:2020: EUR 2116 million).
7.1.10Dividend
Dividend policy
Philips’ dividend policy is aimed at dividend stability and a pay-out ratio of 40% to 50% of adjusted income from continuing operations attributable to shareholders*). This non-IFRS measure is described in further detail in Reconciliation of non-IFRS information.
Proposed distribution
A proposal will be submitted to the Annual General Meeting of Shareholders, to be held on May 6, 2021,10, 2022, to declare a distribution of EUR 0.85 per common share, in cash or shares at the option of the shareholder, against the net income of 2020.2021.
If the above dividend proposal is adopted, the shares will be traded ex-dividend as of May 10, 202112, 2022 at the New York Stock Exchange and Euronext Amsterdam. In compliance with the listing requirements of the New York Stock Exchange and Euronext Amsterdam, the dividend record date will be May 11, 2021.13, 2022.
Shareholders will be given the opportunity to make their choice between cash and shares between May 1216 and June 4, 2021.3, 2022. If no choice is made during this election period, the dividend will be paid in cash. The number of share dividend rights entitled to one new common share will be determined based on the volume-weighted average price of all traded common shares Koninklijke Philips N.V. at Euronext Amsterdam on June 1, 2 and 3, and 4, 2021.2022. The company will calculate the number of share dividend rights entitled to one new common share (the ratio), such that the gross dividend in shares will be approximately equal to the gross dividend in cash. The ratio and the number of shares to be issued will be announced on June 8, 2021.7, 2022. Payment of the dividend (up to EUR 775744 million) and delivery of new common shares, with settlement of fractions in cash, if required, will take place from June 9, 2021.8, 2022. The distribution of dividend in cash to holders of New York Registry shares will be made in USD at the USD/EUR rate as per WM/ Reuters FX Benchmark 2 PM CET fixing of June 7, 2021.6, 2022.
| | ex-dividend date | record date | payment date |
| Euronext Amsterdam | May 10, 202112, 2022 | May 11, 202113, 2022 | June 9, 20218, 2022 |
| New York Stock Exchange | May 10, 202112, 2022 | May 11, 202113, 2022 | June 9, 20218, 2022 |
Further details will be given in the agenda for the 20212022 Annual General Meeting of Shareholders. The proposed distribution and all dates mentioned remain provisional until then.
Dividend in cash is in principle subject to 15% Dutch dividend withholding tax, which will be deducted from the dividend in cash paid to the shareholders. Dividend in shares paid out of net income and retained earnings is subject to 15% dividend withholding tax, but only in respect of the par value of the shares (EUR 0.20 per share). Shareholders are advised to consult their tax advisor on the applicable situation with respect to taxes on the dividend received.
In 2020,June 2021, Philips settled a dividend of EUR 0.85 per common share, representing a total value of EUR 758773 million including costs. Shareholders receivedcould elect for a cash dividend or a share dividend. Approximately 38% of the shareholders elected for a share dividend, in shares only, resulting in the issuance of 18,080,1986,345,968 new common shares, leading to a 2.0%0.7% dilution. The dilution caused by the newly issued dividend shares was partiallymore than offset by the cancellation of 3,809,67533.5 million shares in June 2020. NoDecember 2021. For more information refer to Shareholders’ equity. The settlement of the cash dividend settlement took place in 2020. On March 23, 2020 Philips announced that the remainderinvolved an amount of the EUR 1.5 billion share buyback program would be executed through forward purchases. The delivery of 20,476,023 shares purchased through forward contracts will take place from June 23, 2021 to December 20, 2021. These shares are marked for cancellation.482 million (including costs).
Dividends and distributions per common share
The following table sets forth in euros the gross dividends on the common shares in the fiscal years indicated (from prior-year profit distribution) and such amounts as converted into US dollars and paid to holders of shares of the New York Registry:
Philips Group
Gross dividends on the common shares
| | 2016 | 2017 | 2018 | 2019 | 2020 | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|
| in EUR | 0.80 | 0.85 | 0.85 | 0.80 | 0.85 | 0.85 |
| in USD | 0.90 | 0.94 | 0.96 | 0.95 | 0.90 | 0.94 | 0.96 | 0.95 | 1.03 |
7.1.11Future ownership of the Domestic Appliances business
In January 2020, Philips announced that it would review options for future ownership of its Domestic Appliances business, part of the Personal Health segment.
Following the announcement, Philips started the process of creating a separate legal structure for this business within the Philips Group, which is expected to be completed in the third quarter of 2021.
As of December 31, 2020, Philips still needs to take some important steps in its internal separation process, especially in the area of Human Resources (establishing a dedicated workforce for the Domestic Appliances business), Information Technology (creation of a dedicated IT environment to support the core processes of the Domestic Appliances business) and Finance (completion of the allocation of assets and liabilities to the Domestic Appliances business asset). Based on the progress we have made so far, we concluded that the Domestic Appliances business as per December 31, 2020 is not available for immediate sale in its present condition to a third party.
The Domestic Appliances business had EUR 2.2 billion sales in 2020 (2019: EUR 2.3 billion). Following the divestment of the Domestic Appliances business, the retained Personal Health businesses will continue to play an important role in the company’s integrated health continuum approach through connected products and solutions to support the health and well-being of people.
7.2Critical accounting policies
The preparation of Philips’ financial statements requires management to make estimates and judgments that affect the reported amounts of assets, liabilities, income and expenses at the date of our financial statements. The policies that management considers both to be most important to the presentation of Philips’ financial condition and results of operations and to make the most significant demands on management’s judgments and estimates about matters that are inherently uncertain, are discussed below. Management cautions that future events often vary from forecasts and that estimates routinely require adjustment. A more detailed description of Philips’ accounting policies appears in Significant accounting policies
Income taxes
As part of the process of preparing consolidated financial statements, the Company is required to estimate income taxes in each of the jurisdictions in which it conducts business. This process involves estimating actual current tax expense and deferred tax. Temporary differences result in deferred tax assets and liabilities, which are included in the consolidated balance sheet. The Company regularly reviews the deferred tax assets for recoverability and will only recognize these if it is believed that sufficient future taxable profit is available, including income from forecasted operating earnings, the reversal of existing taxable temporary differences and established tax planning relating to the same taxation authority and the same taxable entity. For a discussion of the tax uncertainties, please refer to the information under the heading “Tax risks” in Income taxes.
Revenue recognition
From time to time the Company is engaged in complex sales transactions relating to multi-element deliveries (for example a single sales transaction that combines the delivery of goods and rendering of services). The process of revenue recognition of such multi-element sales transactions involves the identification of the different performance obligations, the allocation of revenue to these performance obligations and the timing of revenue recognition as or when the performance obligation is satisfied. Each of these process steps can be complex and requires judgment. In order to identify whether the performance obligation in a single sales contract are distinct, the Company verifies if the customer can benefit from the good or service, either on its own, or with other readily available resources, and whether the promise to transfer a good or service separate from the other promised goods or services in the contract. Allocation of revenue to the different components is performed based on stand-alone selling prices of each performance obligation. The best evidence of a standalone selling price is the observable price of a good or service sold in similar circumstances and to similar customers. When a standalone selling price is not directly observable, it is estimated, based on either adjusted market assessment approach, expected cost plus margin approach or residual approach. Eventually, revenue for each performance obligation is recognized as or when the performance obligation is satisfied in accordance with IFRS 15.
Provisions
The Company and certain of its group companies and former group companies are involved as a party in legal proceedings, including regulatory and other governmental proceedings, and discussions on potential remedial actions, relating to such matters as antitrust laws, competition issues, commercial transactions, product liabilities, participations and environmental pollution. Since the ultimate disposition of asserted claims and proceedings and investigations cannot be predicted with certainty, an adverse outcome could have a material adverse effect on the Company’s consolidated financial statements.
The Company recognizes a liability when it is probable that an outflow of resources embodying economic benefits will result from the settlement of a present obligation and the amount at which the outflow will take place can be measured reliably. If the likelihood of the outcome is less than probable and more than remote or a reliable estimate is not determinable, the matter is disclosed as a contingent liability if management concludes that it is material.
In determining the provision for the environmental remediation obligations, significant judgments are necessary. The Company utilizes experts in the estimation process. The Company provides for cost associated with environmental obligations when they are probable and can be estimated reliably. The provisions are adjusted as new information becomes available and they are remeasured at the end of each period using the current discount rate.
Provisions on restructuring represents estimated costs of initiated reorganizations, the most significant of which have been approved by the Executive Committee, and which generally involve the realignment of certain parts of the industrial and commercial organization. When such restructurings require discontinuance and/or closure of lines of activities, the anticipated costs of closure or discontinuance are included in restructuring provisions. A liability is recognized for those costs only when the Company has a detailed formal plan for the restructuring and has raised a valid expectation with those affected that it will carry out the restructuring by starting to implement that plan or announcing its main features to those affected by it. Before a provision is established, the Company recognized any impairment loss on the assets associated with the restructuring.
The Company provides for warranty costs based on historical trends in product return rates and the expected material and labor costs to provide warranty services. The provision is based on historical warranty data and a weighing of possible outcomes against their associated probabilities.
Impairment of non-financial assets
Goodwill and intangible assets not yet ready for use are not amortized, but tested for impairment annually and whenever impairment indicators require so. The Company reviews non-financial assets (other than goodwill and intangibles not yet ready for use) for impairment, when events or circumstances indicate that carrying amounts may not be recoverable.
In determining impairments for these assets, management must make significant judgments and estimates to determine whether the recoverable amount is lower than the carrying value. Changes in assumptions and estimates included within the impairment reviews and tests could result in significantly different results than those recorded in the Consolidated financial statements.
In 2020 the Company performed and completed goodwill annual impairment tests in the fourth quarter, in line with 2019 and 2018.
Goodwill is allocated to cash-generating units (CGUs). The basis of the recoverable amount used in the impairment tests is the value in use, unless the fair value less cost of disposal exceeds the value in use. Value in use is measured as the present value of future cash flows expected to be generated by the asset. Fair value less cost of disposal is measured as the amount obtained from the sale of an asset in an arm’s length transaction, less costs of disposal. Key assumptions used in the impairment tests were sales growth rates, EBITA*) and the rates used for discounting the projected cash flows. These cash flow projections were determined using the Royal Philips management’s internal forecasts. Please refer to Goodwill and Intangible assets excluding goodwill.
Impairment of financial assets
The Company recognizes an allowance for expected credit losses (ECLs) for trade receivables, contract assets, lease receivables debt investments carried at fair value through Other comprehensive income (FVTOCI) and amortized cost. ECLs are based on the difference between the contractual cash flows due in accordance with the contract and all the cash flows that the Company expects to receive, discounted when needed. In determining impairments for these assets, management must make significant judgments and estimates to determine the cash flows it expects to receive, and changes in underlying assumptions could result in significantly different results than those recorded in the Consolidated financial statements.
Discontinued operations and non-current assets held for sale
Non-current assets and disposal groups comprising assets and liabilities that are expected to be recovered primarily through sale rather than through continuing use are classified as held for sale. A discontinued operation is a component of an entity that either has been disposed of, or that is classified as held for sale, and (a) represents a separate major line of business or geographical area of operations; (b) is a part of a single coordinated plan to dispose of a separate major line of business or geographical area of operations; or (c) is a subsidiary acquired exclusively with a view to sell. Non-current assets held for sale and discontinued operations are carried at the lower of carrying amount or fair value less costs to sell.
Determining whether a non-current asset will be primarily recovered through sale rather than through continuing use requires judgment. The Company assesses whether such asset is available for immediate sale in its present condition subject only to terms that are usual and customary for sales of such assets or disposal groups, and its sale is assessed to be highly probable. Furthermore, in order to determine if that component qualifies as a discontinued operation, judgment is required when the Company assesses whether a component of an entity represents a major line of business or geographical area compared to the whole of the Company and whether the sale is part of a single coordinated plan. A change in circumstances could result in significantly different results than those recorded in the Consolidated financial statements.
New Accounting Standards
For a description of the new pronouncements, please refer to the information under the heading “IFRS accounting standards adopted as from 2020” in Significant accounting policies.
Off-balance sheet arrangements
Please refer to the information under the heading “Guarantees” in Cash obligations and Contingent assets and liabilities.
7.3Taxation
Dutch taxation
The statements below are only a general summary of certain material Dutch tax consequences for holders of common shares that are non-residents of the Netherlands based on present Dutch tax laws and the Tax Convention of December 18, 1992, as amended by the protocol that entered into force on December 28, 2004, between the United States of America and the Kingdom of the Netherlands (the US Tax Treaty) and are not to be read as extending by implication to matters not specifically referred to herein. As to individual tax consequences, investors in common shares should consult their own professional tax advisor.
With respect to a holder of common shares that is an individual who receives income or derives capital gains from common shares and this income received or capital gains derived are attributable to past, present or future employment activities of such holder, the income of which is taxable in the Netherlands, the Dutch tax position is not discussed in this summary.
Dividend withholding tax
In general, a distribution to shareholders by a company resident in the Netherlands (such as the Company) is subject to a withholding tax imposed by the Netherlands at a rate of 15%. Share dividends paid out of the Company’s paid-in share premium recognized for Dutch tax purposes are not subject to the abovementioned withholding tax. Share dividends paid out of the Company’s retained earnings are subject to dividend withholding tax on the nominal value of the shares issued.
Relief at source is available to certain qualifying corporate holders of common shares if such common shares are attributable to a business carried out in the Netherlands. Relief at source is available for dividend distributions to certain qualifying corporate holders of common shares resident in EU/EEA member states, and to certain qualifying corporate holders of common shares resident in non-EU/EEA states with which the Netherlands has concluded a tax treaty that includes a dividend article, unless such holder holds the common shares of the Company with the primary aim or one of the primary aims to avoid the levy of Dutch dividend withholding tax from another person and the shareholding is put in place without valid commercial reasons that reflect economic reality.
Upon request and under certain conditions, certain qualifying non-resident individual and corporate holders of common shares resident in EU/EEA member states or in a qualifying non-EU/EEA state may be eligible for a refund of Dutch dividend withholding tax to the extent that the withholding tax levied is higher than the personal and corporate income tax which would have been due if they were resident in the Netherlands.
Pursuant to the provisions of the US Tax Treaty, a reduced rate may be applicable in respect of dividends paid by the Company to a beneficial owner holding directly 10% or more of the voting power of the Company, if such owner is a company resident in the United States (as defined in the US Tax Treaty) and entitled to the benefits of the US Tax Treaty.
Pursuant to Dutch anti-dividend stripping legislation, a holder of common shares who is the recipient of dividends will generally not be considered the beneficial owner of the dividends if (i) as a consequence of a combination of transactions, a person other than the recipient benefits, in full or in part, directly or indirectly, from the dividends; (ii) whereby such other person retains, directly or indirectly, an interest similar to that in the common shares on which the dividends were paid; and (iii) that other person is entitled to a credit, reduction or refund of dividend withholding tax that is less than that of the recipient.
Dividends paid to qualifying exempt US pension trusts and qualifying exempt US organizations are, under certain conditions, exempt from Dutch withholding tax under the US Tax Treaty. Qualifying exempt US pension trusts normally remain subject to withholding at the rate of 15% and are required to file for a refund of the tax withheld. Only if certain conditions are fulfilled, such pension trusts may be eligible for relief at source upon payment of the dividend. However, for qualifying exempt US organizations no relief at source upon payment of the dividend is currently available; such exempt US organizations should apply for a refund of the 15% withholding tax withheld. Further, under certain circumstances, certain exempt organizations (e.g. pension funds) may be eligible for a refund of Dutch withholding tax upon their request pursuant to Dutch tax law. Under Dutch tax law (not yet entered into force), provided certain conditions are met, such (US) organizations may be eligible for relief at source upon request.
The Company may, with respect to certain dividends received from qualifying non-Dutch subsidiaries, credit taxes withheld from those dividends against the Dutch withholding tax imposed on certain qualifying dividends that are redistributed by the Company, up to a maximum of the lesser of:
- 3% of the amount of qualifying dividends redistributed by the Company; and
- 3% of the gross amount of certain qualifying dividends received by the Company.
The reduction is applied to the Dutch dividend withholding tax that the Company must pay to the Dutch tax authorities and not to the Dutch dividend withholding tax that the Company must withhold.
Income and capital gains
Income and capital gains derived from the common shares by a non-resident individual or non-resident corporate shareholder are generally not subject to Dutch income or corporation tax, unless (i) such income and gains are attributable to a (deemed) permanent establishment or (deemed) permanent representative of the shareholder in the Netherlands; or (ii) the shareholder is entitled to a share in the profits of an enterprise or (in the case of a non-resident corporate shareholder only) a co-entitlement to the net worth of an enterprise that is effectively managed in the Netherlands (other than by way of securities) and to which enterprise the common shares are attributable; or (iii) such income and capital gains are derived from a direct, indirect or deemed substantial participation in the share capital of the company (such substantial participation not being a business asset), and, in the case of a non-resident corporate shareholder only, it is being held with the primary aim or one of the primary aims to avoid the levy of income tax from another person and is put in place without valid commercial reasons that reflect economic reality; or (iv) in the case of a non-resident corporate shareholder, such shareholder is a resident of Aruba, Curacao or Saint Martin with a permanent establishment or permanent representative in Bonaire, Eustatius or Saba to which the common shares are attributable and certain conditions are met; or (v) in the case of a non-resident individual, such individual derives income or capital gains from the common shares that are taxable as benefits from ‘miscellaneous activities’ in the Netherlands (resultaat uit overige werkzaamheden, as defined in the Dutch Income Tax Act 2001), which includes the performance of activities with respect to the common shares that exceed regular portfolio management.
In general, a holder of common shares has a substantial participation if he holds either directly or indirectly and either independently or jointly with his partner (as defined in the Dutch Income Tax Act 2001), the ownership of, or certain other rights over, at least 5% of the total issued share capital or total issued particular class of shares of the Company or rights to acquire direct or indirect shares, whether or not already issued, that represent at any time 5% or more of the total issued capital (or the total issued particular class of shares) or the ownership of certain profit participating certificates that relate to 5% or more of the annual profit or to 5% or more of the liquidation proceeds. A shareholder will also have a substantial participation in the Company if one or more of certain relatives of the shareholder hold a substantial participation in the Company. A deemed substantial participation amongst others exists if (part of) a substantial participation has been disposed of, or is deemed to have been disposed of, on a nonrecognition basis.
Estate and gift taxes
No estate, inheritance or gift taxes are imposed by the Netherlands on the transfer or deemed transfer of common shares by way of gift by or on the death of a shareholder if, at the time of the death of the shareholder or the gift of the common shares (as the case may be), such shareholder is not a (deemed) resident of the Netherlands.
Inheritance or gift taxes (as the case may be) are due, however, if such shareholder:
- has Dutch nationality and has been a resident of the Netherlands at any time during the ten years preceding the time of their death or gift; or
- does not have Dutch nationality but has been a resident of the Netherlands at any time during the twelve months preceding the time of the gift (for Netherlands gift taxes only).
United States Federal Taxation
This section describes the material United States federal income tax consequences to a US holder (as defined below) of owning common shares. It applies only if the common shares are held as capital assets for United States federal income tax purposes. This discussion addresses only United States federal income taxation and does not discuss all of the tax consequences that may be relevant to a US holder in light of its individual circumstances, including foreign, state or local tax consequences, estate and gift tax consequences, and tax consequences arising under the Medicare contribution tax on net investment income or the alternative minimum tax. This section does not apply to a member of a special class of holders subject to special rules, including:
- a dealer in securities,
- a trader in securities that elects to use a mark-to-market method of accounting for securities holdings,
- a tax-exempt organization,
- a life insurance company,
- a person that actually or constructively owns 10% or more of the combined voting power of our voting stock or of the total value of our stock,
- a person
whothat holds common shares as part of a straddle or a hedging or conversion transaction, - a person
whothat purchases or sells common shares as part of a wash sale for tax purposes, or - a person whose functional currency is not the US dollar.
This section is based on the Internal Revenue Code of 1986, as amended, its legislative history, existing and proposed regulations, published rulings and court decisions, all as currently in effect, as well as on the US Tax Treaty. These laws and regulationsauthorities are subject to change, possibly on a retroactive basis.
If an entity or arrangement that is treated as a partnership for United States federal income tax purposes holds the common shares, the United States federal income tax treatment of a partner will generally depend on the status of the partner and the tax treatment of the partnership. A partner in a partnership holding the common shares should consult its tax advisor with regard to the United States federal income tax treatment of an investment in the common shares.
A US holder is defined as a beneficial owner of common shares that is, for United States federal income tax purposes::
- a citizen or resident of the United States,
- a domestic corporation,
- an estate whose income is subject to United States federal income tax regardless of its source, or
- a trust if a United States court can exercise primary supervision over the trust’s administration and one or more United States persons are authorized to control all substantial decisions of the trust.
A US holder should consult its own tax advisor regarding the United States federal, state and local tax consequences of owning and disposing of common shares in its particular circumstances.
The tax treatment of common shares will depend in part on whether or not we are classified as a passive foreign investment company, or PFIC, for United States federal income tax purposes. Except as discussed below under “—PFIC Rules”, this discussion assumes that we are not classified as a PFIC for United States federal income tax purposes.
Taxation of Distributions
Under the United States federal income tax laws, the gross amount of any distribution paid in stock or cash out of our current or accumulated earnings and profits (as determined for United States federal income tax purposes), other than certain pro-rata distributions of our common shares, will be treated as a dividend that is subject to United States federal income taxation. For a non-corporate US holder, dividends paid that constitute qualified dividend income will be taxable at the preferential rates applicable to long-term capital gains, provided that the non-corporate US holder holds the common shares for more than 60 days during the 121-day period beginning 60 days before the ex-dividend date and provided it meets other holding period requirements. Dividends paid with respect to the common shares generally will be qualified dividend income provided that, in the year in which the dividend is received, the common shares are readily tradable on an established securities market in the United States. Our common shares are listed on the New York Stock Exchange and we therefore expect that dividends will be qualified dividend income. A US holder must include any Dutch tax withheld from the dividend payment in this gross amount even though it does not in fact receive it. The dividend is taxable to a US holder when it receives the dividend, actually or constructively. The dividend will not be eligible for the dividends-received deduction generally allowed to United States corporations in respect of dividends received from other United States corporations. For dividend payments made in euro, the amount of the dividend distribution that a US holder must include in its income will be the US dollar value of the euro payments made, determined at the spot euro/US dollar rate on the date the dividend distribution can be included in its income,is distributed, regardless of whether the payment is in fact converted into US dollars. Generally, any gain or loss resulting from currency exchange fluctuations during the period from the date a US holder includes the dividend payment in incomeis distributed to the date a US holder converts the payment into US dollars will be treated as ordinary income or loss and will not be eligible for the special tax rate applicable to qualified dividend income. The gain or loss generally will be income or loss from sources within the United States for foreign tax credit limitation purposes. Distributions in excess of current and accumulated earnings and profits, as determined for United States federal income tax purposes, will be treated as a non-taxable return of capital to the extent of a US holder’s basis in the common shares and thereafter as capital gain. However, we do not expect to calculate earnings and profits in accordance with United States federal income tax principles. Accordingly, US holders should expect to generally treat distributions we make as dividends.
Subject to certain limitations, the Dutch tax withheld in accordance with the US Tax Treaty and paid over to the Netherlands will be creditable or deductible against a US holder’s United States federal income tax liability. However, Dutch withholding tax may not be creditable or deductible to the extent that we reduce (as described above under “Dutch taxation - Dividend withholding tax”) the amount of withholding tax paid over to the Netherlands by crediting taxes withheld from certain dividends received by us. Special rules apply in determining the foreign tax credit limitation with respect to dividends that are subject to the preferential tax rates. To the extent reduction or refund of the tax withheld is available under Dutch law, or under the US Tax Treaty, the amount of tax withheld that could have been reduced or that is refundable will not be eligible for credit against United States federal income tax liability. Dividends will generally be income from sources outside the United States, and will generally be “passive” income for purposes of computing the foreign tax credit allowable to the holder.
Taxation of Capital Gains
A US holder that sells or otherwise disposes of its common shares will recognize capital gain or loss for United States federal income tax purposes equal to the difference between the US dollar value of the amount that it realizes and its tax basis, determined in US dollars, in its common shares. Capital gain of a non-corporate US holder is generally taxed at preferential tax rates where the holder has a holding period greaterproperty is held more than one year. The gain or loss will generally be income or loss from sources within the United States for foreign tax credit limitation purposes.
Passive Foreign Investment Company Rules
We believe that the common shares should currently not be treated as stock of a PFIC for United States federal income tax purposes, and we do not expect to become a PFIC in the foreseeable future. However, this conclusion is a factual determination that is made annually and thus may be subject to change. It is therefore possible that we could become a PFIC in a future taxable year. If we are treated as a PFIC, gain realized on the sale or other disposition of the common shares would in general not be treated as capital gain. Instead, unless a US holder elects to be taxed annually on a mark-to-market basis with respect to the common shares, a US holder would generally be treated as if it had realized such gain and certain “excess distributions” ratably over the holding period for the common shares and would be taxed at the highest tax rate in effect for each such year to which the gain was allocated, in addition to which an interest charge in respect of the tax attributable to each such year would apply. Any dividends received by a US holder will not be eligible for the special tax rates applicable to qualified dividend income if we are treated as a PFIC with respect to such US holder either in the taxable year of the distribution or the preceding taxable year, but instead will be taxable at rates applicable to ordinary income and subject to the excess distribution regime described above.
8Environmental, Social and Governance
Environmental, Social & Governance (ESG) are the three key dimensions within which a company’s approach to doing business responsibly and sustainably, and its overall societal impact, are defined. They give expression to an increasingly widely held view – that companies that hold themselves accountable to their stakeholders and increase transparency will be more viable, and valuable, in the long term.
Philips is a purpose-driven company aiming to improve the health and well-being of 2.5 billion people annually by 2030. We believe that private-sector companies like ours have a vital role to play in collaborating with other partners across our supply chain, and with private and public organizations in society, to address the major challenges the world is facing.
Taking a multi-stakeholder approach, we draw inspiration from the societal impact we can have through our products and solutions, and through how we operate in the world. Our company is very conscious of our responsibility and our contribution to society and the environment.
AsWe aim to be a front-runner in the area of this Annual Report 2020, weESG and have chosen to align ourbeen recognized as leading the way in, for example, sustainability, corporate governance practices and tax transparency.
Our reporting is aligned with the comprehensive and integrated Environmental, Social & Governance (ESG) commitments we introducedhave adopted for the period 2020-2025, with2020-2025.
We have excluded the aimdata from Domestic Appliances from the ESG information wherever possible. In a limited number of better integratingcases, for example for road logistics emissions, we have used proxies. If Domestic Appliances information was not available for past years, and further raising performance oncould therefore not be excluded, we have indicated this in the three dimensions of ESG.respective section. The EEI and GBP results have not been restated.
8.1ESG reporting framework
There is not yet a single objective standard for measurement of ESG performance. Building on our long history andextensive experience of environmental and social impact measurement and of providing transparency on governance, Philips has taken an active role – in collaboration with, various organizationsin particular, the International Financial Reporting Standards (IFRS) Foundation, the World Economic Forum (WEF) and the European Union – to help drive the evolution towards a standard ESG reporting framework.
In 2007, Philips signed up to the United Nations Global Compact, to advance ten universal principles in the areas of human rights, labor, the environment and anticorruption.anti-corruption. In 2017, at the World Economic Forum’sWEF Annual Meeting in Davos, we signed the Compact for Responsive and Responsible Leadership – an initiative (initiated by WEF and Philips) to promote and align the long-term sustainability of corporations and the long-term goals of society, with an inclusive approach for all stakeholders. The WEF secured a commitment from over 140 CEOs to align their corporate values and strategies with the United Nations’ Sustainable Development Goals (SDGs).
At the Annual Meeting of the World Economic Forum in JanuaryIn 2020, the WEF'sWEF’s International Business Council (IBC) launched a project to define common metrics for sustainable value creation, the aim being to improve the ways that companies measure and report on their contributions towards more prosperous, fulfilled societies and a more sustainable relationship with the planet.
In September 2020, the IBC published its core set of Stakeholder Capitalism Metrics and disclosures. These can be used by companies to align their mainstream reporting on performance against environmental, social and governance (ESG) indicators and track their contributions towards the SDGs on a consistent basis. Thus far, 54 companies reported in line with this framework. Based where possible on existing standards, the full set is comprised as follows:
• Core metrics: A set of 21 more‑established or critically important metrics and disclosures that focus primarily on activities within an organization’s own boundaries.
• Expanded metrics: A set of 34 metrics and disclosures that tend to be less well‑established in existing practice and have a wider value chain scope or convey impact in a more sophisticated or tangible way, e.g. in monetary terms.
The recommended metrics are organized under four pillars that are aligned with the SDGs and principal ESG domains: Principles of Governance, Planet, People and Prosperity. There is no intention to replace industry- or company-specific metrics (like our Lives Improved metric). Companies are encouraged to report against as many of the core and expanded metrics as they find material and appropriate, on the basis of ‘disclose or explain’.
Philips is also contributing to the IFRS Foundation’s endeavors to drive standardization of non-financial reporting.
In section 5.6 of this Annual Report, 2020, we show how Philips performed in 20202021 on the above-mentioned 21 Core metrics, mapped to the three dimensions of our ESG commitments, as well as a number of additional Philips-specific metrics that we consider fundamental to the strategy and operation of our business.
Philips is also contributing to the IFRS Foundation’s endeavors to drive standardization of non-financial reporting as well as the development of sustainability standards by the European Union.
EU taxonomy framework
The aim of the European Taxonomy Regulation (EU 2020/852), including the delegated acts adopted thereunder, is to provide companies, investors and policymakers with appropriate criteria for determining which economic activities can be considered environmentally sustainable, and it requires companies to report on how and to what extent their activities are associated with such ‘taxonomy-eligible activities’. The Taxonomy Regulation is relatively new and there are still significant uncertainties around its phased implementation. It is expected, however, that it will be developed into a comprehensive and detailed framework over the coming years.
The Taxonomy Regulation provides certain conditions for taxonomy alignment. Among others, the relevant activity must substantially contribute to one or more of the following six environmental objectives (while not significantly harming any of the others):
- Climate change mitigation
- Climate change adaptation
- The sustainable use and protection of water and marine resources
- The transition to a circular economy
- Pollution prevention and control
- The protection and restoration of biodiversity and ecosystems
The delegated acts adopted under the Taxonomy Regulation will provide technical screening criteria which must also be met to constitute taxonomy alignment. On the date of this Annual Report 2021, only one relevant delegated act has been adopted, concerning activities significantly contributing to climate change mitigation and adaptation.
The taxonomy framework provisions effective on the date of this Annual Report 2021 require Philips to disclose the proportion of its taxonomy-eligible activities (described in any delegated act adopted to date) and non-eligible economic activities in its total turnover, capital and operational expenditure, as well as certain qualitative information. We used the delegated act ((EU) 2021/2139) to identify activities that are eligible. However, none of our revenue-generating activities were included as this delegated act only applies to sectors with very high CO2 emissions. In conclusion, Philips’ core activities are not within the scope of this delegated act and consequently none of Philips' revenues were eligible under this delegated act during 2021 (0%). All revenues were non-eligible (100%). We used delegated act (EU) 2021/2178 for the definition and calculation of the taxonomy-eligible percentages. Revenue is calculated based on ’Sales’ as per Consolidated statements of income. Philips expects to be eligible and report its taxonomy-eligible revenues under additional environmental objectives as further delegated acts with applicable technical screening criteria are adopted.
Some other (enabling) Philips activities are included in the delegated act ((EU) 2021/2139) and are eligible for capital expenditures for the objective of climate change mitigation. We therefore screened (EU) 2021/2139, assessed our capital expenditure and identified relevant activities mainly related to our real estate portfolio. For these activities, capital expenditures are determined based on the 2021 additions to property, plant and equipment, intangible assets, and additions to right-of-use assets, excluding any re-assessments (refer to Property, plant and equipment and Intangible assets excluding goodwill).
Reportable taxonomy-eligible capital expenditures in 2021 amounted to EUR 10 million, or 1% of total capital expenditure (non-eligible capital expenditures 99%), and mainly related to energy efficiency improvement measures in our buildings (installation, maintenance and repair of energy efficiency equipment), as well as onsite renewable electricity generation (installation, maintenance and repair of renewable energy technologies).
Similar to capital expenditures, we screened (EU) 2021/2139, assessed for relevant operational expenditures activities and have not identified any eligible operational expenditure. Total operational expenditures are determined based on the 2021 non-capitalized costs that relate to research and development, building renovation, short-term lease, maintenance and repair, and any other direct expenditures relating to day-to day servicing of property, plant and equipment.
In 2021, we did not record reportable taxonomy-eligible operational expenditures (0%), as, for example, the sourcing of renewable energy was not included in the Taxonomy. Non-eligible operational expenditures were 100%.
We followed the same accounting principles as in our financial statements.
Since the EU taxonomy is new, we will continue to monitor legislative developments and adapt our disclosures where needed.
8.3Environmental performance
In 2016, we launched our five-year sustainability program, Healthy people, Sustainable planet, which ended in December 2020. The program addressed both social and environmental challenges and included associated targets. On September 14, 2020 weWe launched our ESG commitments, with ambitious targets to be achieved by the end of 2025.
2025, in September 2020. Besides our social impact, focusing on SDG 3, described in the next section, we have an environmental impact through our global operations (including our supply chain), but even more so through our products and solutions. This is where we contribute to SDG 12 (Ensure sustainable consumption and production patterns) and SDG 13 (Take urgent action to combat climate change and its impacts).
Environmental impact
Since 1990, Philips has been performing Life-Cycle Assessments (LCAs). These since 1990. LCAs provide insight into the lifetime environmental impact of our products andproducts. They are used to steer our EcoDesign efforts by reducing the environmental impact during the lifetime of our products and to grow our GreenGreen/EcoDesigned and Circular Solutions portfolio. As a logical next step, for the fifth year, we have measured our environmental impact on society at large via a so-called Environmental Profit & Loss (EP&L) account, which includes the hidden environmental costs associated with our activities and products. It provides insights into the main environmental hotspots and innovation areas to reduce the environmental impact of our products and solutions.
The EP&L account is based on LCA methodology, in which the environmental impacts are expressed in monetary terms using conversion factors developed by CE Delft. These conversion factors are subject to further refinement and are expected to change over time. We used expert opinions and estimates for some parts of the calculations. The figures reported are Philips’ best possible estimates. As we gain new insights and retrieve more and better data, we will enhance the methodology, use-cases and accuracy of results in the future. For more information we refer to our methodology document.
An important learning that we derived from the 2017-2019 EP&L is that, in addition to the conversion factors, theThe definition of the use-case scenarios also has a significant impact on the result. This isresult, especially true offor consumer products, which have large sales volumes, long lifetimes and frequently high energy consumption (e.g. haircare products). With the disentanglement of Domestic Appliances business, which manufactures energy consuming products like steam irons and steam irons). Based on new consumer insights, we have changed use-case scenarios, andAirFryers, the environmental impact of Philips reduced for example,significantly.
The following table shows the maximum wattage used and/orimpact of the daily duration of use. This resulted in a material reduction of EUR 1.16 billionDomestic Appliances business disentanglement on the EP&L in 2020 (and 1.74 billion on the EP&L in 2019).
Other changes we made to improve the accuracy of our environmental impact are the inclusion of our full Sleep & Respiratory Care portfolio (resulting in 13% additional impact compared to the 2019 result) and the differentiation of the energy mix of the use-phase of our products based on the region of sales. The 2020 impact would have been EUR 150 million higher if we had still used the global average energy mix for all products regardless of where the products are used.
For comparability reasons, we have also applied the new use-cases and additional Sleep & Respiratory Care products to the 2019 EP&L. The table below shows this refined EP&L impact based on 2019 sales volumes.
Philips Group
EP&L refinement
in billions of EUR unless otherwise stated(after exclusion of Domestic Appliances business)
Original EP&L 20192020 | 7.254.91 |
| Changes | New use case scenarios for reference productsExclusion of Domestic Appliances business | -1.74 |
Addition of full Sleep & Respiratory Care portfolio | +0.57(2.59) |
Refined EP&L 20192020 excluding Domestic Appliances
| 6.082.32 |
The current EP&L account only includes the hidden environmental costs. It does not yet include the benefits to society that Philips generates by improving people’s health and well-being through our products and solutions. We have a well-established methodology to calculate the number of lives we positively touch with our products and solutions. We aim to look into valuing these societal benefits in monetary terms as well and include them in our future EP&L account.the future.
Results 20202021
In 2020,2021, Philips' environmental impact amounted to EUR 4.912.16 billion, compared to EUR 6.082.32 billion in 2019 (refined from EUR 7.25 billion due to the updated use-case scenarios and addition of the full Sleep & Respiratory Care portfolio)2020 (excluding Domestic Appliances business). This significant reduction was mainly driven by lower unit salesa change in Personal Health and by our EcoDesign efforts resulting in more energy-efficient products.product mix. The mainmost significant environmental impact, 83%81% of the total, is related to the usage of our products, which is due to electricity consumption. Particulate matter formation, climate change, and acidification are the main environmental impacts, accounting for 43%, 27% and 18% respectively of the total impact.impact respectively. The environmental costs include the environmental impact of the full lifetime of the products that we put on the market in 2020,2021, e.g. 10 years in the case of a medical system or 74 years of usage in the case of a domestic appliance.Sonicare toothbrush. As we growexpand our portfolio of Green Products and Solutions,EcoDesign activities, with a target to have all our products EcoDesigned by 2025, we expect the environmental impact to reduce.decrease.
Of the total 20202021 impact, just EUR 135106 million (3%(5%) is directly caused by Philips’ own operations, mainly driven by outbound logistics.logistics, followed by business travel. Compared to EUR 154115 million in 2019,2020, this is an 12%8% reduction, mainly due to reduced business travel (COVID-19) as well as an increased sharelower emissions from logistics and the phasing-out of green electricity in our non-industrial sites.fossil fuels.
Our supply chain currently has an environmental impact of some EUR 693289 million, which is 14%13% of our total environmental impact. The main contributors are the electronic components, cables and steel used in our products. Through our Circular Economy and Supplier Sustainability programs we will continue to focus on reducing the environmental impact caused by the materials we source and apply in our products.
In order to deliver on our carbon neutrality commitment, we have set ambitious reduction targets. In 2018, we were the first health technology company to have its 2020-2040 targets (including the use-phase of our products) approved by the Science Based Targets initiative – a collaboration between CDP (formerly Carbon Disclosure Project), the United Nations Global Compact (UNGC), the World Resources Institute (WRI) and the World Wide Fund for Nature (WWF) aimed at driving ambitious corporate climate action. Approval confirms that Philips’ long-term targets are in line with the level of decarbonization required to keep the global temperature increase below 2 °C. As a next step in our journey to reduce our environmental impact, and part of our ESG commitments launched in September 2020, we have committed to reduce our full value chain emissions in line with a 1.5 °C global warming scenario,scenario.
For more information on our efforts to reduce emissions in the supply chain, please refer to Supplier indicators.
For more information on our efforts to reduce emissions in the customer use-phase, please refer to Green/EcoDesigned Innovation and Green/EcoDesigned Revenues.
8.3.1GreenGreen/EcoDesigned Innovation
According to researchResearch from the Potsdam Institute for Climate Impact research shows that over 4% of global CO2 emissions are caused by the Healthcare sector. We see a growing demand from our customers to reduce their environmental impact. Our GreenGreen/EcoDesigned Innovation – the Research & Development spend related to the development of new generations of Green ProductsGreen/EcoDesigned products and Solutionssolutions and Green Technologies,technologies, addressing SDG 12 (Ensure sustainable consumption and production patterns) – is focused on addressing that impact.
Sustainable Innovation is the Research & Development spend related to the development of new generations of products and solutions that address the United Nations’ Sustainable Development Goals 3 (Ensure healthy lives and promote well-being for all at all ages) or 12. With regard to Sustainable Innovation spend, Philips set a target of EUR 7.5 billion (cumulative) for the period 2016-2020 as part of the Healthy people, Sustainable planet program.
In 2020,2021, Philips invested EUR 280197 million in GreenGreen/EcoDesigned Innovation, and somea significant reduction compared to 2020 due to the completion of a number of sizeable innovation projects in the course of 2021. We expect this spend to increase again in the years to come. In 2021, over EUR 1.71.5 billion was invested in Sustainable Innovation. Total Sustainable Innovation spend over
As the past five years amountedcurrent EU Taxonomy delegated act only applies to EUR 7.4 billion, about 1% belowsectors with highest CO2 emissions, Philips’ activities are not within the target.scope of this delegated act and consequently none of Philips' R&D investments were eligible under this taxonomy during 2021.
Philips Group
Green Innovation per segment
in millions of EUR
Diagnosis & Treatment businesses
Philips develops innovative diagnosis and treatment solutions that support precision diagnosis and effective, minimally invasive interventions and therapy, while respecting the limits of natural resources. Investments in Green Innovation in 20202021 amounted to EUR 96 million, compared to EUR 122 million a significant increase compared to 2019.in 2020.
All Philips EcoDesign/Green Focal Areas are taken into account as we aim to reduce environmental impact over the total lifecycle. Energy efficiency is an area of focus, especially for our large imaging systems such as MRI. Through circular-ready design, Philips also pays particular attention to enabling the upgrading ofand reuse pathways, so our customers can benefit from enhancements in workflow, dose management and imaging quality and availability of re-used service parts with the equipment they already own. Our Diagnosis & Treatment businesses actively support a voluntary industry initiative with European trade association COCIR to improve the energy efficiency and material efficiency of medical imaging equipment, as well as lowering its hazardous substances content. Moreover, we arecontinued to actively partneringpartner with multiple leading care providers to investigate innovative ways to reduce the environmental impact of healthcare, for example by maximizing energy-efficient use of medical equipment and optimizing lifecycle value. Additionally, Philips aimedaims to close the loop on all large medical equipment that becamebecomes available to us by the end of 2020, and to extend circular practices to all medical equipment by 2025. To achieve this target, we actively drive trade-ins in markets where de-install, trade-in and reverse logistics capabilities are in place, and build these capabilities in countries that do not yet have them.
Connected Care businesses
Philips’ connected health IT solutions integrate, collect, combine and deliver quality data for actionable insights to help improve access to quality care, while respecting the limits of natural resources. It is our belief that well-designed e-health solutions can reduce the travel-related carbon footprint of healthcare, increase efficiency in hospitals, and improve access to care and outcomes. This has also become apparent during the COVID-19 crisis. GreenGreen/EcoDesigned Innovation investments in 20202021 amounted to EUR 32 million, compared to EUR 51 million a sizeable increase compared to 2019, andin 2020. Green Innovation projects in 2020 delivered,2021 will deliver the coming years, among other things, new greenEcoDesigned patient monitors with lower environmental footprints, reflecting all the Philips EcoDesign/Green Focal Areas. Energy efficiency, and material reduction and closing the loop activities are the main areas of focus.
Personal Health businesses
The continued high level of R&D investments at our Personal Health businesses is also reflected in the GreenGreen/EcoDesigned Innovation spend, which amounted to EUR 10565 million in 2020,2021, compared with EUR 9980 million in 2019.2020. The Personal Health businesses continued their work on improving the energy efficiency of their products, closing the materials loop (e.g. by using recycled materials in products and packaging), and the voluntary phase-out of polyvinyl chloride (PVC), brominated flame retardants (BFR), Bisphenol A (BPA) and phthalates from, among others, food contact products. Mother & Child Care introduced a reusable sterilization boxMore specifically, as part of our Fit for soothers and breastfeeding accessories, eliminatingFuture Packaging program, we launched the need for separate packaging. Infirst plastic free packaging solution in our Oral Healthcare portfolio, we have been able to achieve a 40% average packaging reduction for the Protective Clean products for US retail. In our GarmentPersonal Care portfolio we launched our first green optimal-temperature pressurized steam generator; this energy-efficient product contains recycled plastic and is free of PVC and BFR.for an online One Blade shaver.
Other
The segment Other invested EUR 24 million in GreenGreen/EcoDesigned Innovation, spread over projects focused on global challenges relating to water, air, energy, food, circular economy, and access to affordable healthcare.
Circular economy
For a sustainable world, the transition from a linear to a circular economy is essential. A circular economy aims to decouple economic growth from the use of natural resources and ecosystems by using these resources more effectively. It is a driver of innovation in the areas of material, component and product re-use, as well as new business models such as system solutions and services. At Philips, we have set ambitious targets to guide this journey. In 2016,2020, as we launchedannounced our Healthy people, Sustainable planet program,ESG commitments, we aimed, among other things, to generate 15%25% of our revenues from circular products and services, to extend our ‘closing the loop’ practices across all our medical products, and to further embed circular practices at our sites and send zero waste to landfill in our own operations, by 2020. At the beginning of 2018, we added a pledge to take back and repurpose all the large medical systems equipment (e.g. MRI and CT scanners) that our customers are prepared to return to us, and to extend those practices across our professional portfolio by 2025. At the end of 2020, we had achieved these ambitious circular economy goals.operations.
8.3.2GreenGreen/EcoDesigned Revenues
GreenGreen/EcoDesigned Revenues are generated through products and solutions that offer a significant environmental improvement in one or more Green Focal Areas -– Energy efficiency, Packaging, Hazardous substances, Weight, Circularity, and Lifetime reliability -– and thereby deliver a contribution to SDG 12 (Ensure sustainable consumption and production patterns). GreenGreen/EcoDesigned Revenues increasedamounted to EUR 13.912.1 billion in 2020,2021, or 71.0 %70.5% of sales (67.2%(73.2% in 2019), reaching a record level for Philips2020). This decrease is mainly attributable to lower Green/EcoDesigned revenues in the Connected Care businesses, in particular in Sleep & Respiratory Care.
As the current EU Taxonomy delegated act only applies to sectors with highest CO2 emissions, Philips’ activities are not within the scope of this delegated act and exceeding the 2020 targetconsequently none of 70%.Philips' revenues were eligible under this taxonomy during 2021.
Philips Group
Green Revenues per segment
in millions of EUR unless otherwise stated
Through our EcoDesign process we aim to create products and solutions that have significantly less impact on the environment over their whole lifecycle. Overall, the most significant improvements have been in energy efficiency and lower weight (thus less resources), although increased attention was also given to hazardous substances, packaging and recyclability in all segments in 2020,2021, the latter driven by our Circular Economy initiatives.
Diagnosis & Treatment businesses
In 2020,2021, no new main platforms were launched in our Diagnosis & Treatment businesses, expanded their Green Products and Solutions portfolioafter a significant expansion in 2020 with new GreenGreen/EcoDesigned Products - the– CT Incisive, Mobile X-Ray system Zenition 50 and 70 -– and with redesigns of various GreenGreen/EcoDesigned Products offering further environmental improvements, such as the MR Ambition and Elition systems. These products improve patient outcomes, provide better value, and enable accessSpecific attention was paid to high-quality care, while reducing environmental impact. A good example is BlueSeal magnet technology, which is designed to reduce lengthy and costly disruptions in MRI practice formaintaining the MR Ambition, and help healthcare facilities transition to more productive and sustainable, almost helium-free operations. The new Green Products offer an improvement of over 10% in at least oneGreen/EcoDesigned status of the Green Focal Areas compared to their predecessor products, e.g. 12-13% lowersystems and on preparing for future EcoDesigned product weight for the Zenition compared to Veradius/Pulsera and 30% lower packaging weight for the CT Incisive compared to Ingenuity CT.launches.
Connected Care businesses
OurAfter several launches of new Green/EcoDesigned products in 2020, no new launches took place in 2021. Last year, our Connected Care businesses continued to develop their Greenlaunched the following Green/EcoDesigned Products and Solutions portfolio in 2020. Recently launched– VS30 and MX850 patient monitors, EV300 and EVO ventilators and the Intrepid HeartStart monitor & defibrillator came onto the marketdefibrillator. New EcoDesigned Products are expected in 2022 with over 10% lower energy usage and/or product weight compared to their predecessor products. For example, energy savings for the EVO and EV300 ventilators were around 25% compared to their predecessor Trilogy 100 and 202 products. improvements on all EcoDesign focal areas.
Personal Health businesses
In our Personal Health businesses, the focus is on GreenGreen/EcoDesigned Products and Solutions that meet or exceed our minimum requirements in the areas of energy consumption, packaging, substances of concern, and application of recycled plastics. GreenGreen/EcoDesigned Revenues in 2020 advanced2021 amounted to 72%84% of total sales, comparedcomparable to 63% in 2019.2020. We continue to make progress in developing PVC/BFR-free products. More than 84%90% of our consumer product sales consist of PVC/BFR-free products, with the exception of power cords, for which there are not yet economically viable alternatives available. In our coffeehaircare portfolio we launched the Senseo Viva Café Eco, with over 75% recycled content in non-food-contact plastic parts. in our Kitchen Appliances portfolio, we stepped up the applicationa new energy-efficient hairdryer saving 15% of recycled plastic for our Eole and Viva/Bond Airfryers, switching over from virgin plasticenergy consumption compared to recycled plastic for the internal housing parts.its predecessor.
8.3.3Sustainable Operations
Philips’ Sustainable Operations programs focus on the main contributors to climate change, recycling of waste, reduction of water consumption, and reduction of emissions.
Carbon footprint and energy efficiency
At Philips, we see climate change as a serious threat. Therefore, we are taking action to rethink our business models and decouple economic growth from the impact we have on the environment. We believe large corporates should lead the transition to a low-carbon economy. This will not only benefit the environment, but will also positively impact social and economic aspects.
During the COP 21 United Nations Climate Conference in Paris in 2015, we committed to become carbon-neutral in our operations, pursue all efforts to reduce our operational emissions, source all our electricity from 100% renewable sources, and to offset all unavoidable emissions by year-end 2020. We are proud to confirm that, as of 2020, Philips is carbon-neutral in its operations. We delivered on this commitment as a result of a comprehensive program that included energy-efficiency improvements, on-site renewables, Power Purchase Agreements, but also business travel reduction and transport mode shifts to low-carbon emitting alternatives, and finally a carbon offset program.
We are proud that our efforts are acknowledged by the CDP (formerly known as the Carbon Disclosure Project), a global NGO that assesses the greenhouse gas (GHG) emission performance and management of reporting companies. In 2020,2021, we were ranked on the CDP Climate Change 'A' List for our continued climate performance and transparency for the eighth year in a row.ninth consecutive year.
Having achieved our 2020 carbon neutrality target, we have raised the bar and set ambitious emission reduction targets to ensure we help limit the impact of global warming, not only in our operations, but throughout our value chain – collaborating with suppliers and customers to amplify our impact. That is why Philips has set new long-term emission reduction targets, which have been assessed and approved by the Science Based Targets initiative (SBTi) – locking down our commitment to drive climate action across the value chain and ensuring that we contribute to the decarbonization required to keep the global temperature increase well below 1.5 °C. At COP 26, we announced our plan to step up our acclaimed supplier sustainability program with the goal of having at least 50% of our suppliers (based on spend) committing to science-based targets (SBTs) for CO₂ emissions reduction by 2025.
In 2020,2021, our net operational carbon footprint resulted in zero kilotonnes carbon dioxide-equivalent (CO2-e), mainly driven by increasedcontinued use of 100% electricity from renewable sources and a significantcontinuing reduction in air travel due to COVID-19, andas well as a reduction in air freight, notwithstanding emergency flights with respiratory and other equipment for hospitals during the COVID-19 crisis.freight. A total of 535519 kilotonnes carbon dioxide-equivalent (CO2-e) were compensated via carbon offsets.
Philips reports all its emissions in line with the Greenhouse Gas Protocol (GHGP).
Philips Group
Net operational carbon footprint
in kilotonnes CO2 -equivalent
In 2020,2021, our operational carbon intensity (in tonnes CO2e/EUR million sales) improved by 24%, evenincreased slightly compared to 2020, as our company recorded 2.5% comparable sales growth*).we recovered from COVID-19 restrictions. This excludesdoes not include the acquired carbon offsets.
In our sites, we achieved significant reductions inmanaged to reduce our scope 21 (indirect) emissions by 12% compared to 2020, mainly driven by an increase in globalenergy efficiency measures, our program to phase out fossil fuels, working from home, and mild winters. We continue to source 100% renewable electricity share from 95%for all our sites globally. We have multiple Power Purchase Agreements in 2019place to 100% in 2020. All our US operations were already powered bysecure long-term delivery of renewable electricity fromelectricity. For instance, the Los Mirasoles wind farm. Then,farm in 2019,the US and the Krammer and Bouwdokken wind farms in the Dutch province of Zeeland,Zeeland. We closed the latter agreements with which we closed long-term contracts through our renewable electricity purchasing consortium with Nouryon, DSM and Google, poweredpowering all our operations in the Netherlands. Combined with the Los Mirasoles wind farm, this covers some 50% of our total electricity demand. Moving forward, we aim to phase out fossil fuels from our sites. We already managed to increase our renewable energy share to 74% in 2021, from 72% in 2020. Combined with the achieved energy reductions, this led to a 28%10% reduction in emissions from our energy consumption (scope 1 and scope 2 market-based) in 20202021 compared to 2019.2020.
In December 2020, Philips announced its next Power Purchase Agreement that will become operational in 2023, again in a purchasing consortium with Heineken, Nouryon and Signify, to power most of the remaining European sites with renewable electricity.electricity for the long term.
Our business travel emissions, covering emissions from air travel, lease cars and rental cars, decreasedincreased by 54%3% compared to 2019. We recorded a 78% reduction in our air travel emissions, mainly as a result of COVID-19 and our 'Travel less, travel smarter' campaign.2020. This campaign was initiated to further reduce our business travel emissions by installing more online collaboration rooms as an alternative to travel, stimulating behavioral change via our Global Connect Challenge, and promoting alternative modes of transport. In addition to the emission reduction in air travel, emissions from our lease car fleet decreased by 11%,is mainly due to the fact that more of our employees are using their lease cars again post-COVID-19. The remaining effects of COVID-19 and the working-from-home protocol, partially mitigated by an increase in fleet size. Emissions resulting from rental cars decreased by 54%also continued to keep these emissions low compared to 2019.pre-COVID-19 levels. We continue to electrify our lease fleet and to promote online collaboration post-COVID-19 in order to limit air travel, as well as moving to rail transport for shorter distances.
In 2020,2021, we recorded a 15% decrease1% increase in emissions in our overall logistics operations compared to 2019.2020. We reduced overall emissions from air freight by 6%4%. Emissions from ocean freight reduced by 47%decreased with 9%. We implemented new carrier-trade-lane specific emission factors from the Clean Cargo Working Group (CCWG), mainly as a result of improved data insights, allowing us to more accurately quantify our ocean freight emissions.emissions more accurately. This has been applied for 2020 and 2021. Emissions from parcel shipments decreasedincreased by 1%54%, as we shipped more parcels but over a shorter distance comparedand moved specific carrier shipments from road to previous years. Emissionsparcel in 2021. That resulted in the emissions from road transport decreased by 12%14%, mainly driven by a decreased demand for Personal Health productsthe before mentioned move from road to parcel and reduced use of road freight in the first half year ofAsia Pacific in 2021 compared to 2020. We also continued to make transport mode shifts to low-carbon alternatives, but departed from this while addressingmainly reducing the significant and urgent increase in demandneed for respiratory and other healthcare equipment during the COVID-19 crisis. air freight.
Although reduction is key to achieving carbon neutrality, unavoidable carbon emissions required offsetting in order to gradually drive down our emissions to zero by year-end 2020.2021. We did this by financing projects in emerging regions that have a strong link with UN Sustainable Development Goals 3 (Ensure healthy lives and promote well-being for all at all ages) and 12 (Ensure sustainable consumption and production patterns). In 2020,2021, we increaseddecreased offsets to 535516 kilotonnes, equivalent to the annual uptake of approximately 1615 million medium-sized oak trees. This covers the total emissions of our entire operations, covering all sites, all business travel and all logistics flows. We do this by financing carbon reduction projects through long-term carbon offsets in emerging regions that drive social, economic and additional environmental progress for the local communities, such as:
Providing access to safe drinking water while reducing wood consumption
TheseThis carbon-emission reduction projectsproject will provide millions of liters of safe drinking water in Uganda and Ethiopia and will reduce the mortality risk from water-borne diseases. Additionally, less wood will be required for boiling water, leading to less indoor air pollution and slowing down the deforestation rate. To ensure quality, all offsets are verified under the Gold Standard.
Fighting againstReplanting degraded land while providing education on health matters
Planting trees will improve livelihoods and address issues such as deforestation, biodiversity loss, and adaptation to climate change and provide support and education including on HIV and malaria. To ensure quality, all offsets are verified under the VCS standard.
Protecting forests through sustainable production
Deforestation is reduced through promotion of sustainable businesses to protect the forest. Unsustainable harvest of fuelwood is reduced. The forest supports the supply of water to other parts of Ethiopia and neighbouring countries. It is also the habitat of diverse and, in some cases, rare species. To ensure quality, all offsets are verified under the VCS standard.
Increasing employment through provision of sustainable energy
The energy supply gap is reduced through providing access to clean energy and related employment through wind generation in India. This enables an improvement in livelihoods. To ensure quality, all offsets are verified under the VCS standard.
Improving respiratory diseaseshealth and reducing deforestation by meansthrough provision of clean cookstoves
By financing highly efficient cookstoves inThrough supporting a range of cookstove technologies across Ghana and Kenya, the projects improve respiratory health, reduce fuel costs and Uganda, less wood will be requiredreduce deforestation for cooking, leading to lower carbon emissions, a reduction in diseases caused by indoor air pollution, and a lower deforestation rate in these regions.fuel. This also enables more time for paid work thus improving prospects. To ensure quality, all offsets are verified under the Gold Standard.
Providing access to clean energy while improving health and educationOperational carbon footprint
This project will reduce the demand-supply gap in the Dewas region of India and will provide renewable energy to more than 50,000 households. The project will also provide a mobile medical unit in 24 villages, giving diagnosis and medicines free of charge twice a month. Additional funding will be provided for educational programs and improved sanitation facilities in five local schools in order to maximize the social impact. To ensure quality, all offsets are verified under the Gold Standard.
Philips Group
Operational carbon footprint by scope
in kilotonnes CO2-equivalent unless otherwise stated
| | 2016 | 2017 | 2018 | 2019 | 2020 | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|
| Scope 1 | 42 | 38 | 40 | 35 | 32 | 32 | 36 | 32 | 30 | 27 |
| Scope 2 (market-based) | 121 | 58 | 25 | 14 | 3 | 66 | 26 | 14 | 3 | 3 |
| Scope 2 (location-based) | 252 | 225 | 227 | 203 | 182 | 213 | 200 | 196 | 173 | 177 |
| Scope 3 | 649 | 785 | 721 | 657 | 500 | 757 | 687 | 622 | 485 | 489 |
| Total (scope 1, 2 (market-based), and 3) | 812 | 881 | 786 | 706 | 535 | |
| Scope 3 - Transportation & Distribution | | 614 | 540 | 470 | 415 | 417 |
| Scope 3 - Business Travel | | 143 | 147 | 152 | 70 | 72 |
| Total (scope 1, 2 (market-based), and 3)1) | | 855 | 749 | 668 | 518 | 519 |
| Emissions compensated by carbon offset projects | - | 220 | 330 | 440 | 535 | 213 | 314 | 416 | 518 | 519 |
| Net operational carbon emissions | 812 | 661 | 456 | 266 | 0 | 642 | 435 | 252 | - | - |
| | | | | |
| Operational CO2e efficiency in tonnes CO2e/mln EUR sales | 47.9 | 47.5 | 43.4 | 36.2 | 27.4 | 55.3 | 47.2 | 39.0 | 29.9 | 30.3 |
During 2020, the applied emission factors used to calculate our1)Considered as operational carbon footprint remained unchanged compared to 2019. Philips reports all its emissions in line with the Greenhouse Gas Protocol (GHGP).
Energy consumption
Philips Group
Energy consumption1)
in terajoules (TJ) unless otherwise stated
| | 2016 | 2017 | 2018 | 2019 | 2020 | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|
| Total electricity consumption | 1,742 | 1,560 | 1,582 | 1,531 | 1,446 | 1,493 | 1,517 | 1,454 | 1,374 | 1,398 |
| Fuel consumption | 652 | 558 | 603 | 550 | 525 | 508 | 555 | 495 | 490 | 442 |
| Purchased heat, steam and cooling | 83 | 48 | 61 | 60 | 45 | 55 | 62 | 64 | 45 | 52 |
| Total energy | 2,477 | 2,166 | 2,246 | 2,141 | 2,016 | 2,056 | 2,134 | 2,013 | 1,909 | 1,892 |
| | | | | |
| Renewable electricity | 986 | 1,228 | 1,423 | 1,450 | 1,445 | 1,118 | 1,348 | 1,376 | 1,373 | 1,398 |
| Renewable electricity share | 57% | 79% | 90% | 95% | 100% | 75% | 89% | 95% | 100% | 100% |
| Renewable energy share | 40% | 57% | 63% | 68% | 72% | 54% | 63% | 68% | 72% | 74% |
| Sales in millions of EUR | 17,422 | 17,780 | 18,121 | 19,482 | 19,535 | 15,458 | 15,878 | 17,147 | 17,313 | 17,156 |
| Royal Philips revenues | | | | |
| Operational energy efficiency in TJ/mln EUR sales | 0.15 | 0.12 | 0.11 | 0.10 | 0.13 | 0.12 | 0.11 | 0.11 |
1)This table reflects Philips energy consumption, excluding potential heat and transmission losses from electricity generation and transport
Water
Philips is not a water-intense company. However, a number of our manufacturing sites are located in water-stressed regions in, for example, India. USA (California), India and Israel. With the help of the WRI Aqueduct tool, the water withdrawn from areas with high baseline water stress were identified across all Philips industrial operations. It shows that around 16% of the industrial sites are located at Extremely High (>80%) baseline water stress areas. However, the impact from these operational sites is very limited, only amounting to 4% of Philips' total water withdrawal.
Total water intakewithdrawal in 20202021 was 777,476703,104 m3, a 13% increase compared to 2020 and a 1% reduction compared to 2019. TheWater consumption in 2020 was impacted by the government-mandated lockdowns and the working-from-home protocol resulted– resulting in a significant reduction in water intake at several sites. Personal Health,
Diagnosis & Treatment, which consumes 48% of total water usage, recorded a 16% decrease. The decrease18% increase, mainly caused by the higher production volume at several sites and the introduction of a new water-intense manufacturing process. Personal Health recorded a 12% increase. This was mainly due to fewer employees working on the sites andincreased production volume decreases at a water-intensive manufacturing sitessite in Asia. Diagnosis & Treatment showed a decrease of 3%, mainly caused by the working-from-home protocol, partially mitigated by the installation of a water-intense technology on a site in North America. Connected Care showed a decreasean increase of 23%3%, notwithstanding a significant volume ramp-up, due to changes in the organizational footprint and the working-from-home protocol.footprint.
Philips Group
Water intakewithdrawal
in thousands of m3
| | 2016 | 2017 | 2018 | 2019 | 2020 | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|
| Diagnosis & Treatment | 269 | 312 | 288 | 295 | 286 | 312 | 288 | 295 | 286 | 337 |
| Connected Care | 152 | 168 | 161 | 150 | 116 | 168 | 161 | 150 | 116 | 119 |
| Personal Health | 542 | 408 | 442 | 445 | 375 | 224 | 238 | 265 | 221 | 247 |
| Philips Group | 963 | 888 | 891 | 890 | 777 | 704 | 687 | 710 | 623 | 703 |
In 2020, 99.8%2021, 99.4% of water was purchased and 0.2%0.6% was extracted from groundwater wells.
Waste
In 2020,2021, our manufacturing sites generated 35.5 kilotonnes22,204 tonnes of waste, an increasea decrease of 34%29% compared to 2019,2020, mainly driven by the reduced impact of our construction activities in different locations across the globe.
The Diagnosis & Treatment businesses increased theirreduced waste by 103% as49%, mainly driven by a result of various construction activitiesstrong decrease in Asia and Europe andconstruction-related waste, which was partially offset by the waste generated by the increased production and newly reported reused materials, now constituting 56%45% of total waste. The Connected Care decreasedbusinesses reduced waste by 15%21% due to operational changes and the working-from-home protocol, notwithstanding a sizable production ramp-up;renovation project which was finished in 2020. Personal Health decreasedincreased waste by 3%20% due to operational changes, and increased production and reported reused materials, now constituting 35%43% of total waste.
Philips Group
Total waste
in kilotonnestonnes
| | 2016 | 2017 | 2018 | 2019 | 2020 | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|
| Diagnosis & Treatment | 9.2 | 8.3 | 8.4 | 9.7 | 19.7 | 8,319 | 8,368 | 9,675 | 19,703 | 9,974 |
| Connected Care | 3.5 | 3.9 | 4.0 | 4.1 | 3.5 | 3,861 | 3,962 | 4,095 | 3,475 | 2,753 |
| Personal Health | 12.2 | 12.4 | 12.1 | 12.6 | 12.3 | 8,573 | 8,820 | 8,758 | 7,929 | 9,477 |
| Philips Group | 24.9 | 24.6 | 24.5 | 26.4 | 35.5 | 20,753 | 21,150 | 22,528 | 31,107 | 22,204 |
Total waste consistsconsisted of waste that is delivered for landfill, incineration, waste to energy or recycling. recycling until 2020. We extended the scope with materials sent for reuse and other recovery in 2021.
Materials delivered for reuse, other recovery or recycling via an external contractor amounted to 19,044 tonnes, which equals 86% of the total waste. Of the 14% remaining waste, 79% comprised non-hazardous waste and 21% hazardous waste. We recorded 1,525 tonnes of waste prevented in our own activities in 2021.
Philips Group
Total waste by destination in tonnes
| Waste generated | Hazardous waste | Non-hazardous waste |
|---|
| Reuse | 2,087 | 8 | 2,079 |
| Recycling | 16,836 | 1,712 | 15,124 |
| Other recovery | 121 | 0 | 121 |
| Waste diverted from disposal by recovery operation | 19,044 | 1,720 | 17,324 |
| Incineration (with energy recovery) | 2,214 | 166 | 2,048 |
| Incineration (without energy recovery) | 692 | 473 | 219 |
| Landfilling | 254 | 22 | 232 |
| Waste directed to disposal by disposal operation | 3,160 | 661 | 2,499 |
| Total waste generated | 22,204 | 2,381 | 19,823 |
Our sites addressed both the recyclingCircular Material Management percentage as well as waste sent to landfill, as part of our ESG commitments.
The Circular Material Management percentage has replaced the Healthy people, Sustainable planet 2016-2020 program. Materials delivered for recycling via an external contractor amounted to 31.9 kilotonnes, which equals 90% of totalpercentage, and includes circular measures such as waste a significant improvement compared to 83%prevented, reuse and other recovery. The Circular Material Management percentage was 87% in 2019. Philips thereby achieved its 2020 recycling target.2021.
Of the 10% remaining (not recycled) waste, 78% comprised non-hazardous waste and 22% hazardous waste. Our Zero Waste to Landfill KPI excludes one-time-only waste and waste delivered to landfill due to regulatory requirements. According to this definition, in 20202021 we reported 0.5 kilotonnes19 tonnes of waste sent to landfill, a significant reduction of 39%96% compared to 2019. All2020. During 2021, one of our 32waste contractors informed us of an error in their administrative processes, as a result of which a small waste stream was incorrectly classified as recycled. In fact the waste stream was sent to landfill. This was remedied in the second half of 2021. As a result, all our 25 industrial sites achieved Zero Waste to Landfill status by the end of 2020.2021.
Philips Group
IndustrialTotal waste delivered for recycling
by composition in %tonnes
| 2020 |
|---|
Demolition scrap | 36 |
Paper/cardboard | 19 |
Wood | 14 |
Metal scrap | 12 |
Plastic waste | 6 |
Chemical waste | 5 |
General waste | 4 |
Other | 4 |
| Waste generated | Waste diverted from disposal | Waste directed to disposal |
|---|
| Paper/cardboard | 4,043 | 4,036 | 7 |
| Wood | 3,875 | 3,823 | 52 |
| Metal scrap | 3,529 | 3,499 | 30 |
| General waste | 2,781 | 1,243 | 1,538 |
| Chemical waste | 2,393 | 1,716 | 677 |
| Plastic waste | 2,387 | 1,935 | 452 |
| Demolition scrap | 1,772 | 1,658 | 114 |
| Other | 1,424 | 1,134 | 290 |
Philips included reduction targets for the substances that are most relevant for its businesses in its Healthy people, Sustainable planet 2016-2020 program. In order to provide comparable information at Group level, please find below a summary of the emissions of the formerly targeted substances. Emissions of restricted substances were again zero in 2020. The level of emissions of hazardous substances decreased from 2,521 kilos in 2019 to 616 kilos in 2020 (-76%), mainly driven by the significant reduction in styrene emissions in the Personal Health businesses.
Philips Group
Restricted and hazardous substances
in kilos
| | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|
| Restricted substances | 1 | 0 | 0 | 0 | 0 |
| Hazardous substances | 10,496 | 5,243 | 3,363 | 2,521 | 616 |
8.3.4Supplier indicators
Philips’ purpose to improve people’s health and well-being extends throughout our value chain. At Philips, we have a direct business relationship with approximately 3,3005,800 product and component suppliers and 16,00018,000 service providers. Our supply chain sustainability strategy is updated annually through a structured process, combined with dedicated multi-stakeholder dialogues. Our most recent supplier sustainability stakeholder dialogue took place in June 2019. From this, we have developed multiple programs aimed at driving sustainable improvement. These programs cover compliance with our policies, improvement of our suppliers’ sustainability performance, our approach towards responsible sourcing of minerals, and reducing the environmental impact of our supply base.
Supplier sustainability compliance
Two core policy documents form the basis of our supplier sustainability compliance approach: the Supplier Sustainability Declaration and the Regulated Substances List.
Supplier Sustainability Declaration (SSD)
The SSD sets out the standards and behaviors Philips requires from its suppliers. The SSD is based on the Responsible Business Alliance (RBA) Code of Conduct, in alignment with the UN Guiding Principles on Business and Human Rights and key international human rights standards, including the ILO Declaration on Fundamental Principles and Rights at Work and the UN Universal Declaration of Human Rights. It covers topics such as Labor, Health & Safety, Environment, Ethics, and Management Systems.
Regulated Substances List (RSL)
The RSL specifies the chemical substances regulated by legislation. Suppliers are required to follow all the requirements stated in the RSL. Substances are marked as restricted or declarable.
All suppliers are required to commit to the SSD and RSL. Through integration of a Sustainability Agreement (SA) in our General Purchase Agreement, suppliers declare compliance to both the SSD and RSL. Upon request, they provide additional information and evidence.
Supplier Sustainability Performance (SSP) - 'Beyond Auditing'
In 2016, Philips moved away from its traditional approach to audit suppliers, which it had been taking since 2004. Insights from data analysis showed this old approach was insufficient to drive sustainable improvements. Our SSP approach, first piloted in 2016, focuses on:
- a systematic approach to improve the sustainability of our supply chain
- continuous improvement against a set of recognized and global references
- collaboration, increased transparency, clear commitments, and ensuring suppliers meet the agreed targets
- encouraging our suppliers, industry peers and cross-industry peers to adopt our approach
This systematic approach is shown in the figure below and is a high-level representation of the SSP program.
First, a set of references, international standards, and Philips requirements are used to develop the Frame of Reference, which covers management systems, environment, health & safety, business ethics, and human rights. For each, the maturity level of suppliers is identified in the Program Execution Wheel, which assesses suppliers against the Plan–Do–Check–Act (PDCA) cycle. Suppliers are then categorized through the Supplier Classification model, which differentiates on the basis of supplier maturity, resulting in supplier-specific proposals for improvement. The SSP process is monitored and adjusted through continuous feedback loops. The outcome of the SSP assessment is a supplier sustainability score ranging from 0 to 100. This score is based on supplier performance in environmental management, health & safety, business ethics, and human rights.
Supplier classification
Supplier selection for the program is initially based on criticality, whichcriticality. Criticality of suppliers is determined through an assessment of the supplier’s associated risks and opportunities, such as strategic importance of their components, annual spend, and annual spend.substitutability. In 2021, 14% of our suppliers were considered critical. After this initial assessment, the engagement strategy is tailored based on the suppliers’ current performance in terms of sustainability.
There are four different engagement approaches: BiC (Best in Class), SSIP (Supplier Sustainability Improvement Plan), DIY (Do It Yourself) and PZT (Potential Zero Tolerance). The PZT status is a temporary status and requires immediate attention and action. Depending on the categorization, suppliers are engaged in different ways to improve their sustainability performance.
If a (Potential) Zero Tolerance is identified, immediate action is taken. If the requested additional information and evidence lead to the conclusion that there is no structural Zero Tolerance, the supplier’s status will be changed and the supplier will go back to the original track in the program. If the conclusion gives rise to a structural Zero Tolerance, the supplier is required to:
- propose a plan to mitigate and/or resolve the identified Zero Tolerance(s)
- commit to structurally resolving the Zero Tolerance
- provide regular updates and evidence
- avoid quick-fixing
Philips defines six Zero Tolerances:
- Fake or falsified records
- Child and/or forced labor
- Immediate threats to the environment
- Immediate threats to worker health and safety
- Failure to comply with regulatory and/or Philips requirements
- Workers’ monthly income (covering salary for regular hours and overtime, tax deductions, social insurance) failing to meet regulatory requirements
For more details on the SSP process, refer to the SSP brochure.
Our 20202021 results
In 2020, eight2021, four zero tolerances were found across the following categories: health and safety, remuneration,labor, and environmental impact. Most cases related to fire safety risks at our suppliers. Fourthree of the eightfour cases were successfully closed in 2020.2021. The remaining arezero tolerance is still pending closure, while having an active mitigation plansplan in place.
Philips measures the impact of SSP engagements through the number of lives improved in the supply chain. This is derived from the improvements that suppliers make in their performance. To determine improvements, we calculate the pro rata change in performance from one year to the next.
Philips Group
Lives improved in the Supply Chain (thousands of Lives)
| 2019 | 2020 | 2021 |
|---|
| Lives improved in the Supply Chain | 286 | 302 | 430 |
In 2020,2021, the overall year-on-year improvement in performance is 36%24% for suppliers that entered the program in 2019.2020. The number of employees impacted at suppliers participating in the SSP program was approximately 302,000.430,000. For those workers, labor conditions improved, the risk of serious injury reduced, and the negative environmental impact of suppliers was brought down. This includes the workers at suppliers of the Domestic Appliances business, for which Philips continued the sustainability engagement. For a detailed break-down of percentage improvements realized in the past year, refer to the table below.following table.
Philips Group
SSP 20202021 performance: pro-rata improvements
in %
| Topics | Policy | Procedures | Implementation | Management Responsibility | Communication | Risk control | Target Setting &Tracking | Corrective action approach | Supplier management | Policy | Procedures | Implementation | Management Responsibility | Communication | Risk control | Target Setting &Tracking | Corrective action approach | Supplier management |
|---|
| Environment | 6% | 10% | 15% | 8% | 10% | 11% | 8% | 5% | 8% | 6% | 8% | 10% | 11% | 19% | 16% |
| Health and Safety | 3% | 11% | 21% | 8% | 11% | 9% | 14% | 6% | 11% | 15% | 6% | 11% | 14% | 16% | 21% | 25% | 15% |
| Business Ethics | 1% | 8% | (8)% | 5% | 7% | 23% | 2% | 1% | 10% | 19% | 21% | (4)% | 25% | 3% | 26% | 55% | 8% |
| Human Capital | 6% | 21% | 12% | 10% | 12% | 14% | 18% | 3% | 9% | 8% | (5)% | 24% | 9% | 10% | 6% | 8% |
Categories which showed the biggest improvement are:
ImplementationCorrective action approach to Business Ethics: improving the approach to follow-up investigations into raised concerns and continuous improvement of Health & Safety measures:the supplier’s business ethics management system- Management responsibility for Human Capital: improving
consistent usemanagement attention and structural periodic review of personal protective equipment, implementation of fire safety measures, and implementation of machine safety measures Implementation of Human capital measures: improving fair remuneration, working hours, and management of third-party labor providersrelevant key performance indicators- Target setting and tracking of Business Ethics topics: improving periodic evaluations of grievance mechanisms, setting targets on complaints resolving, and progress reporting mechanisms
In 2020, 202021, 99 suppliers were added to the SSP program. Of the population of suppliers that entered the program in the years before 2020, 2372021, 252 suppliers were still active in 2020.2021. The combined group represents 43% of our critical suppliers who are in the program.
As part of the 2020 adoption of our new ESG commitments, we have set the target to improve the lives of 1 million workers in our supply chain by 2025. To achieve this, we started to ramp-up our engagement in 2021, adding a significant ramp-up is requiredhigher number of new suppliers due to changing risk profiles. We expect to roll out the program to additional manufacturing countries in the coming years.years to come.
Additional progress made in 20202021
Apart from the inclusion of additional suppliers annually into the award-winning SSP program, Philips is actively applying the latest insights in data science and machine learning methods to make the SSP program more efficient in determining the sustainability maturity of suppliers, while also increasing the effectiveness of our supplier improvement approach.
In 2020,2021, a machine learningnew study was launched that enables prediction of suppliers’ actual performance, based on a limited number of survey questions. Once these insights are translated into a workable tool, was developed, which is ableit can help to predict expert scorings on detailed pieces of evidence, thereby reducinggreatly reduce the time spent on assessments. This leaves more room for experts to support suppliers in their capability building, by sharing best practices and creating business cases that enable improvements.
In addition, Philips launched its newly developed SSP IT platform,we updated the assessment framework through which fully supports the entire engagement process, from onboardingsuppliers are graded. Also, we have started to data analysis. It is set up in such a way that other companies can easily start using the system forperform topical deep-dives at suppliers, subject to their own supplier engagements. The program design also enables various codesmaturity.
Responsible sourcing of conduct to be included. Through public speaking engagements and 1-on-1 conversations with cross-industry peers, Philips is making the methodology available to other companies that want to make a sustainable impact in their supply chain.
Responsible Sourcing of Mineralsminerals
The supply chains for minerals are long and complex. Philips does not source minerals directly from mines as there are typically 7+ tiers between end-user companies like Philips and the mines where the minerals are extracted. The extraction of minerals can take place in conflict-affected and high-risk regions, where mining is often informal and unregulated and carried out at artisanal small-scale mines (ASM). These ASMs are vulnerable to exploitation by armed groups and local traders. Within this context, there is an increased risk of severe human rights violations (forced labor, child labor or widespread sexual violence), unsafe working conditions or environmental concerns.
Philips addresses the complexities of the minerals supply chains through a continuous due diligence process, combined with active participation in multi-stakeholder initiatives to promote the responsible sourcing of minerals.
Conflict minerals due diligence
Each year, Philips investigates its supply chain to identify smelters of tin, tantalum, tungsten and gold in its supply chain and we have committed to not purchasing raw materials, sub-assemblies, or supplies found to contain conflict minerals.
Philips applies collective cross-industry leverage through active engagement via the Responsible Minerals Initiative (RMI, formerly known as the Conflict Free Sourcing Initiative (CFSI)). RMI identifies smelters that can demonstrate, through an independent third-party audit, that the minerals they procure are conflict-free. In 2020,2021, Philips continued to actively direct its supply chain towards these smelters.
The Philips Conflict Minerals Due Diligence framework, measures and outcomes are described in the Conflict Minerals Report that we file annually to the U.S. Securities and Exchange Commission (SEC). The conflict minerals report is also publicly available on Philips’ website.
Each year, we work with our suppliers on the quality of their due diligence reporting by setting minimum criteria for the Conflict Minerals Reporting Templates (CMRT). In addition, we strive to reduce the number of non-identified smelters. The quality of the CMRTs remaineddropped one percentage point compared to the same as the 20192020 due diligence results, despite the COVID-19 pandemic.results. The number of non-listed smelters continued to decline, reachingremained zero for the first time in our program history (2019: 3)(2020: 0).
Philips Group
Conflict Minerals Due Diligence results
| Key performance indicator | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Response rate of suppliers | 95% | 100% | 99% | 100% | 99% | 99% |
| CMRTs that satisfied minimum acceptance criteria | 83% | 86% | 86% | 85% | 84% |
| Non-listed smelters in our supply chain | 5 | 3 | 0 | 3 | 0 | 0 |
Cobalt
In 2020,2021, Philips expandedextended the scope of its due diligence program to include cobalt as a new material.on cobalt. We use cobalt predominantly in lithium-ion batteries. As part of this expansion,initiative, we engaged suppliers that provide materials containing cobalt. In 2020,2021, we again reached a 100% response rate. In addition, we performed smelter outreach on several occasions. Where appropriate, we worked with direct suppliers to facilitate alternative sourcing.rate (2020: 100%).
Women’s empowerment throughCase study: Establishing the Mthandazo Women Miners' Association
Conflict-related problems affect Mthandazo women gold miners in Zimbabwe. These impacts are caused by political instability in the country, institutional weaknesses in mining sector administration, and violence, abuse, and criminality in the local gold sector. Furthermore, the women miners often do not have adequate access to creditslegal assistance on contracts and savingsagreements signed with gold traders or on the application of responsible sourcing standards (e.g. OECD). The project to establish the Women Miners’ Association will be anchored by several activities, including legal training, expert training on responsible sourcing, registration of women miner groups, dispute resolution, and development of a due diligence and traceability system.
The Women Miners’ Association promotes women-led responsible, traceable, safe, and profitable gold mining in the Democratic Republic of Congo
Women represent 45 to 50% of the artisanal small-scale mining workforce. Studies have shown that they often struggle to access formal credit and savings. When they can get credit they often have to accept unfavorable repayment terms, otherwise they have to depend on informal financial practices. The Artisanal Mining Women’s Empowerment Credit & Savings project addressed this issue by supportingsector in Zimbabwe through the creationapplication of village savings and loans associations for women and men in artisanal gold mining communities, in an effort to promote entrepreneurship and economic security.
In contrast to microfinance institutions, the interest paid on credit go back into the communal fund so members see their savings increase over time. The project also facilitated sensitization on gender equality and led to discussions with female members of associations and their partners about household finances, challenging traditional stereotypes and gender roles. The project provided financial literacy training to women who access credit from their association, to undertake new entrepreneurial activities around mine sites
Making due diligence activities more efficient and effective for miners in Bolivia and Burkina Faso
The CADD Project consists of the development and pilot deployment of an open-source, public framework for upstream supply chain stakeholders to operationalize requirements from the OECD Due Diligence Guidance. SuchGuidance principles in high-risk or conflict affected areas. Through the association, women miners are empowered to establish a frameworksystem to assess the impact of their gold mining, processing and marketing operations, as part of due diligence to eliminate any vulnerabilities and risks associated with human rights, working conditions, violent conflicts and environmental harm.
Case study: Fairmined gold in Honduras
Artisanal and small-scale mining (ASM) is an essential implementation mechanisminvisible sector in Honduras, as there is a lack of wider recognition of its current contributions and needs. The creation of the Unit for companies operatingASM in INHGEOMIN (the country’s mining authority) has had a positive effect on the ASM sector. However, staffing and procuring from countries covered by European regulation 2017/821 where no upstream due diligence programtechnical knowledge are not yet sufficient to serve the entire ASM population and its demands. Also, the ASM sector is established. It providespoorly recognized in the market, leading to a solutionlack of formal market access.
Minas y Cuevas (the projects’ pioneering mining cooperative) has been compliant with CRAFT, a management system framework developed for small mines, since December 2019, guaranteeing that it can access formal markets, subject to systemic constraintsevidence of continued improvement. The project seeks to build on upstream due diligence scalability, sustainability, accountabilitythis foundation and reliability —to encourage the most significant challenge toadoption of best mining practices in the ASM sector in Honduras, so that it becomes a legitimate, responsible, mineral procurement globally.
Mining and mineral trade operatorsprofitable sector that promotes inclusive and sustainable development in countries covered by EU regulation are enabled to secure compliant access to international markets while minimizing due diligence costs. This in turn is expected to boost due diligence uptake by upstream operators and incentivize formal trade — an important step towardsrural areas, improving the socio-economicquality of life of miners and their communities. Market access will be facilitated through the sale of CRAFT and Fairmined (a label given by the Alliance for Responsible Mining) gold from Honduras and European downstream actors. Through this project, working conditions and the livelihoods of artisanal small-scale mining communities in conflict-affected and high-risk areasthe miners are improved through responsible gold production.
Multi-stakeholder initiatives for responsible sourcing of minerals
We believe that multi-stakeholder collaboration in the responsible sourcing of minerals is the most viable approach for addressing the complexities of minerals value chains.
European Partnership for Responsible Minerals (EPRM)
Philips is a founding partner of EPRM and has been a strategic member since its inception in May 2016. EPRM is a multi-stakeholder partnership between governments, companies, and civil society actors working toward more sustainable minerals supply chains. The goal of EPRM is to create better social and economic conditions for mine workers and local mining communities by increasing the number of mines that adopt responsible mining practices in Conflict-Affected and High-Risk Areas (CAHRAs).
EPRM is an accompanying measure to the EU Conflict Minerals Regulation dedicated to making real change ‘on the ground’. Through EPRM, Philips financially supports activities to improve responsible mining practices in mining areas in CAHRAs and shares our knowledge and practice in conducting due diligence. Since 2018, Philips has actively participated in aseveral working groupgroups focused on makingstrengthening the on-the-ground projects financially and strategically effective. From here, the call for new proposals was developed, decisions on co-funding were made, and criteria for scale-up potential were created.
Since January 2019, Philips has been an active board member in EPRM, taking the seatresponsible production of vice-chair by representing the industrials pillar. minerals, as well as improving responsible sourcing practices.
IRBC Responsible Gold Agreement
In June 2017 Philips signed the Responsible Gold Agreement, joining a coalition to work on improving international responsible business conduct across the gold value chain. Signees include goldsmiths, jewelers, recyclers, NGOs, electronics companies, trade unions, and the Dutch government. This partnership intends to bring about cooperation between companies, government, trade unions, and NGOs to prevent abuses within production chains. From September 2019, Philips represents gold and precious metal, recycling, and electronic companies in the steering committee of the Responsible Gold Agreement. From this partnership, Philips co-developed a project with several other parties including civil society actors, to facilitate sourcing of responsible gold from Uganda. The project is aimed specifically at artisanal and small-scale mines (ASM) and works to establish a sustainable, traceable gold supply chain with improved working conditions for miners and free of child labor. The approach is designed to be scaled up and serves as a potential blueprint for mines in other regions. Since 2019, Philips is also an active member of the steering committee of the Responsible Gold Agreement.
Green supply chain program
Since 2003, Philips has looked at ways to improve the environmental performance of its suppliers. When it comes to climate change, we have adopted a multi-pronged approach: reducing the environmental impact of our products, committing to carbon neutrality in our own operations, and engaging with our supply chain to reduce their carbon footprint. Through our partnership with the CDP supply chain program, Philips motivates its suppliers to disclose emissions, embed board responsibility on climate change, and actively work on reduction activities.
In October 2021, during COP26, Philips announced its target to have at least 50% of its suppliers (based on spend) committed to science-based targets for carbon reduction by 2025.
Philips Group
% of suppliers committed to science-based targets
| 2021 |
|---|
| % of suppliers committed to science-based target | 28% |
We consider suppliers to have committed to science-based targets when this is communicated via their CDP disclosures, public websites and announcements, or the Science Based Targets Initiative website. Multiple activities have been deployed to support our achievement of this climate target.
CDP engagement:Since 2011 we have been partnering with the CDP Supply Chain, through which we invite suppliers to disclose their environmental performance and carbon intensity. This year,In 2021, there was a response rate of 92% (2019: 80%87% (2020: 91%). Part of the reason for the lower response rate is an increase in the number of invited suppliers by 25% compared to 2020. We expect to further grow the number of suppliers that respond in the coming years, thereby enhancing our insights into the climate maturity of suppliers.
Of the group that responded, 61% engaged in emission-reduction initiatives (2020: 65%). In addition, 56% committed to carbon emission targets (2020: 64%). Our suppliers undertook projects in 2021 that resulted in savings on carbon emissions amounting to 452 million metric tonnes CO2.
Philips Group
Supplier response rate to CDP questionnaire
From this group, 61% engagedData-driven insights: Through accurate data insights, Philips’ buyers are enabled to consider climate action in emission reduction initiatives (2019: 66%).their supplier selection. In addition, 61%2021, 28% of our purchases (in spend) were made at suppliers that have committed to science-based CO2 reduction targets.
Capability building: We support suppliers in advancing their company approach to climate action, offering (online) guidance that is tailored to their climate action maturity. In 2021, we provided tailored feedback and guidance for 61% of our suppliers to support their growth in capabilities and help improve their approach.
Opportunities for decarbonization: Through on-site assessments we identify energy efficiency opportunities that enable our suppliers to make cost-effective carbon emission targets (2019: 59%). Furthermore, 43% ofreductions. Our team calculates for the responding suppliers have set science-based targets ofsupplier what the cost impact would be, and also the return. In 2021, 13 on-site assessments took place, which 31% was have been formally approved. Our suppliers undertook projects in 2020 that resulted in savings on carbon emissions amounting to 17 million metric tonnes CO2.tailored plans for improvement.
As part of 2020 adoption of our new ESG commitments, we have set the target to actively engage 80% of our supply base to:
disclose scope 1 and 2 carbon emissions annuallyimplement de-carbonization strategies in line with the 2015 Paris Agreement
8.4.1Improving people’s lives
The lack of access to affordable, quality care is one of the most pressing issues of our time. Climate change is intensifying this situation and putting the lives of millions of people at risk. At Philips, itwe are conscious of our responsibilities towards society and the planet. It is our purpose to improve people’s health and well-being through meaningful innovation. WeAs such, we aim to improve the lives of 2.5 billion people a year by 2030.
To guide our efforts and measure our progress,ensure we takeremain on track to achieve this goal, we have developed an integrated approach. Products orapproach, that tells us how many lives have been improved by our products and solutions fromin a given year. We call this our portfolio that directly support the curative or preventive side of people’s health determine the contributionLives Improved model.
The Lives Improved model helps us to the social dimension. This is alsotrack our contribution toperformance on a country-to-country basis in line with UN Sustainable Development Goal 3, (allowing us to shape strategies to Ensureensure healthy lives and promote well-being for all at all ages). As healthy ecosystems are also needed for people to live a healthy life, the contribution to the ecological dimension is determined by means of our steadily growing Green Products and Solutions portfolio, such as the energy-efficient products in our Personal Health businesses. This is our contribution to Sustainable Development Goal 12 (Ensure sustainable consumption and production patterns) and SDG 13 (Take urgent action to combat climate change and its impacts).
In 2021, Philips improved 1.751.67 billion lives, in 2020, an increase of around 110140 million compared to 2019,2020. This increase was driven by steady growth of all segments and the inclusion of new businesses such as IGT-Devices, EMR & Care Management and Enterprise Diagnostic Informatics, as well as the added contributions of our Philips Foundation and CSR projects.
From a market perspective, we saw significant growth mainly in Latin America (resulting from the inclusion of the EMR & Care Management business), Greater China, the ASEAN countries, North AmericaIndian Subcontinent and the Indian Subcontinent. Through Philips products and solutions that support people’s health and well-being, we improved the lives of 1.53 billion people in 2020 (2019: 1.54 billion), mainlyAfrica (mainly driven by Diagnosis & Treatment businesses and Connected Care businesses. Our Green Products and Solutions that support a healthy ecosystem contributed 1.19 billion lives (2019: 1.07 billion). After the eliminationinclusion of double counts – people touched multiple times – we arrived at 1.75 billion lives improved.Philips Foundation).
In 2019, Philips extended its commitmentWe have additional commitments to improve the lives of 300 million people in underserved communities with our health-related products by 2025, rising to 400 million by 2030. Philips thereby recognized the often critical needs of women and children in many communities, but also the added burden arising from theThis commitment allows us to increase in non-communicable diseases (NCDs) in communities already struggling without adequateour focus on those populations where we can make a positive impact by providing access to healthcare. To monitor progress on this extended commitment,effective and affordable healthcare for those in greatest need. By combining the strengths of Philips, Philips Foundation and its partners, we track lives improved in underserved communities.can provide better healthcare and improve health outcomes for all. In 20202021, our health and well-beinghealth-related solutions improved the lives of 207167 million people in underserved markets (an increase of 1340 million compared to 2019)2020).
FollowingIn the launchcourse of our ESG commitments in September 2020,2021 we will also changechanged the definition of Lives Improved with effect from 2021,‘lives improved’ (effective January 2021) to be alignedalign more closely with our purpose. The new definition willincludes only include products or solutions that contribute to people’s health and well-being.well-being, and no longer includes the contribution from our Green Products and Solutions that support a healthy ecosystem. Additionally, as we discontinued our Domestic Appliances business, we have removed the impact of this business from the 2021 Lives Improved results. The combined impact of these changes resulted in an overall drop of 223 million lives improved.
Please click here for more information on our Lives Improved methodology.
Lives Improved per market
The following table shows the number of Lives Improved per market.
Philips Group
Lives improved per market
| Market | Lives Improved (million)1) | Population (million)2) | Saturation rate (as % of population) | GDP (USD million)3) | Lives Improved (million)1) | Population (million)2) | Saturation rate (as % of population) |
|---|
| Africa | 34 | 1,234 | 3% | 2,335 | 27 | 1,324 | 2% |
| ASEAN & Pacific | 172 | 966 | 18% | 6,580 | 110 | 993 | 11% |
| Benelux | 27 | 29 | 93% | 1,458 | 25 | 29 | 85% |
| Central & Eastern Europe | 82 | 162 | 51% | 1,874 | 72 | 165 | 44% |
| Germany, Austria & Switzerland | 83 | 101 | 82% | 4,928 | 76 | 101 | 76% |
| France | 47 | 68 | 69% | 2,626 | 39 | 68 | 57% |
| Greater China | 471 | 1,436 | 33% | 15,801 | 492 | 1,436 | 34% |
| Iberia | 31 | 57 | 54% | 1,474 | 29 | 57 | 51% |
| Indian Subcontinent | 88 | 1,601 | 5% | 3,026 | 80 | 1,601 | 5% |
| Italy, Israel & Greece | 40 | 82 | 49% | 2,465 | 37 | 82 | 45% |
| Japan | 45 | 126 | 36% | 4,911 | 46 | 126 | 37% |
| Latin America | 101 | 639 | 16% | 4,388 | 122 | 649 | 19% |
| Middle East & Turkey | 74 | 379 | 20% | 2,962 | 59 | 379 | 16% |
| Nordics | 19 | 28 | 68% | 1,530 | 19 | 28 | 69% |
| North America | 354 | 368 | 96% | 22,408 | 358 | 368 | 97% |
| Russia & Central Asia | 48 | 251 | 19% | 1,895 | 44 | 251 | 18% |
| UK & Ireland | 36 | 72 | 50% | 3,052 | 35 | 73 | 48% |
1)Source: Philips, double counts eliminated2)Source: The World Bank, CIA Factbook & Wikipedia3)Source: IMF, CIA, Factbook & Wikipedia
Philips Group
Lives improved
in billions
8.4.2Workforce of the Future
The challenges presented
In 2021, the Workforce of the Future remained a key pillar of our People strategy. In a fast-changing landscape – with a need for evolving capabilities in support of our business transformation, as well as a need to adapt to the changes in the nature of work accelerated by the fast-evolving industry landscape demand a networked organization, in which cross-functional teams actively draw on resources across the organization and across the world. Ourpandemic – our focus on the Workforce of the Future helps us to attract, develop and retain a workforce that will deliver the strategic capabilities we needneeded to win.
By applying Strategic Workforce Planning, in close alignment with the strategic planning of our businesses, we identify and develop the employee capabilities needed to realize our ambitions as a health technology company. In 2020 we implemented company-wide initiatives to retain and staff our most strategic positions with top performers. At the end of 2020 we had retained 94% of these employees and staffed 49% of our strategic positions with employees who are considered to be top performers. Key drivers of this are our internal development focus, leadership programs and our focused talent search services.
We have continued to embed our Total Workforce Strategy – looking at all sources, channels and locations for skills and capabilities, including employees, contingent workers, freelancers and services. Talent Acquisition has deployed our Right Shoring & Right Sourcing methodology into every business segment and multiple functions. In addition, we are now attracting 42% of our freelancers via our Careers site and building talent pools in US, Germany and the Netherlands.
We continued to devote additional attention to our campus, graduate and early-career hiring in 2020, which resulted in an increase of 29% in the number of campus hires compared to 2019, despite the impact of the pandemic. Our focus on the Workforce of the Future continues in 2021, with emphasis on strategic capabilities.
8.4.3Inclusion & Diversity
To be able to understand and meet customer and patient needs in a complex and continually changing environment, our workforce should reflect the society in which we operate, our customers, and the markets we serve. We believe that an inclusive culture allows our 120-plus nationalities to bring a rich diversity of capabilities, opinions and perspectives to our decision-making processes, thus driving innovation, enabling faster, targeted responses to market changes, and supporting sustainable improvements in team- and business performance.
Driving Inclusion & Diversity, Philips has set a new goal of 30% gender diversity in senior leadership positions (a subset of Management and Executive positions) by the end of 2025, up from the 2020 target of 25% that we met before the end of 2020. This is part of our reinforced commitments as a purpose-driven company. A company-wide training on unconscious bias awareness is part of the long-term program to create an ongoing dialogue in teams that will help us build and foster that inclusive environment.
Philips has also deployed a range of programs to support the health and well-being of its employees, including a global employee assistance program aimed at helping employees with urgent needs. When COVID-19 emerged, Philips provided support in this area without losing sight of longer-term needs, such as a healthy work-life balance, stress management, resilience and prevention of mental health issues.
With regard to appointment and promotion opportunities, we transparently share open positions and endeavor to attract candidates from a diverse range of backgrounds, resulting in a 50/50 hiring ratio when we recruit externally. We increased the number of women in senior positions for the third consecutive year.
Our Inclusion & Diversity scores steadily increased to 39% at year-end, surpassing the global high-performance levels for the first time in the last two years. The number of awards won in 2020 – including appearances on Forbes Best Employers lists for both Women and Diversity, and Financial Times Diversity Leader 2021 – reflect the progress Philips has made in this important area.
Overall gender diversity increased one percentage point to 39% in 2020 whilst gender diversity among Executives increased from 22% to 24% female executives. Philips employed 27% females in leadership positions, exceeding our 2020 goal of 25% gender diversity in leadership positions.
8.4.4Our culture
As we continue our transformation into a focused leader in health technology – shifting from products to solutions and building long-term relationships with our customers – we foster a culture within Philips that will help us achieve operational excellence and extend our solutions capability to address our customers’ unmet needs.
All Philips employees are expected to commit to living our behaviors – Customers first, Quality and integrity always, Team up to win, Take ownership to deliver fast, and Eager to improve and inspire – every step of the way.
Putting our customers first is at the heart of everything we do. Only by engaging deeply with our customers can we understand their unmet needs and deliver superior value. We are also conscious at all times of the high-stakes environment in which we operate. This environment demands that we apply the highest quality and integrity standards – always. To deliver superior value to our customers and ensure quality and integrity, we team up and leverage the skills, capabilities and expertise right across Philips. At the same time, we all need to take personal ownership, enabling us to move with speed and agility, and deliver what we promise, on time. And by applying operational excellence and Lean ways of working, we will keep improving, inspiring each other through the work we do.
We staff our positions based on assessed behavior, potential and capabilities. In 2020,2021, we filled 74%72% of our Director-level and more senior positions from within the company. For these internal hires, we ensure our candidates are high performers with strong potential. In 2020, 84%2021, 68% of all internal promotions to Director level and more senior positions were realized by appointing top performers. We supplement this internal growth with targeted external hiring, bringing in employees with the behaviors and capabilities we require for our Workforce of the Future.
Strategic Capability Building
We apply an enterprise-wide Strategic Workforce Planning approach, which all businesses and markets adopt as part of the strategic planning cycle, to identify and develop the capabilities needed to realize our ambitions as a health technology company. This approach recognizes that capabilities are complex, with people, processes and systems being developed holistically. In 2021 we continued our focus on strategic positions and top talent and used the lens of strategic enterprise capabilities to focus our talent attraction, onboarding and development initiatives.
Total Workforce Strategy
We continue our Total Workforce Strategy, which considers all sources of skill, capabilities, locations and changes in the labor market in order to deliver the Workforce of the Future.
Our Right Shoring & Sourcing methodology is used to implement this strategy. This methodology steers improvements in workforce composition towards the ‘right shore’ (onshore, nearshore and offshore) and the ‘right source’ (employees, contingent workers and outsourced). The cost savings delivered by the program increased by 55% year-on-year
We extended our Freelance Management System in 2021 to cover India, on top of the Netherlands, Germany and the USA. By advertising opportunities for freelancers on our own Careers site alongside employee jobs, we now source 48% of all our freelancer hires ourselves, without having to go through staffing agencies.
Our Philips-wide Graduate Development Program (GDP) continues to perform well attracting 40 participants in 2021 - and expected to grow to over 300 in 2022. The GDP lasts two years and includes three job rotations, as well as offering the graduates a comprehensive learning and development track and career centers to help guide future steps.
We continue to drive campus hiring, with a 23% year-on-year increase in campus hires compared to 2020 amounting to 1,173 campus hires in 2021 (952 in 2020). Philips also offered meaningful work experience to 17% more interns than in 2020, and they formed a critical source of our graduate hires - with 53% of all graduate hires having been an intern with us.
8.4.3Inclusion & Diversity
Philips’ commitment towards Inclusion & Diversity is reflected in our General Business Principles and the company-wide Inclusion & Diversity Policy and Fair Employment Policy that were updated and published in 2021.
The company continues to put in place measures to enhance diversity and inclusion at all levels within the organization, and to ensure that the diversity at senior management levels reflects the diversity of our stakeholders, including consumers, our customers and their patients.
To this end, Philips made a new commitment of 35% gender diversity in senior leadership positions by the end of 2025, raising the ambition from the original target of 30%. As of year-end 2021, the figure stands at 28%.
1)Includes Domestic Appliances
With diversity being part of Philips’ purpose and one of the three strategic pillars of our global People strategy, long-term Inclusion & Diversity ambitions are embedded in our training, our approach to new ways of working including hybrid working, and our focus on health and well-being. Additionally, our leadership development programs, how we listen and respond to employee feedback, and the transparency required to hire and promote talent of underrepresented groups are also in focus.
Execution is monitored through a diversity dashboard based on a global scorecard with specific goals. This drives accountability and focus, and empowers leaders to customize goals, hear the stories behind the numbers, and intervene where appropriate.
During 2021, further work was done to bring together and grow global initiatives and amplify inclusion around unconscious bias, health, well-being and energy management, to grow awareness, stimulate learning and increase the resilience of our employees in the face of the pandemic. These initiatives are building on the holistic, long-term approach that sustainable success stems from an inclusive environment in which everyone can be and bring their best self to work (#youareyou). They include, but are not limited to:
Gender parity
- Building senior women mentoring programs to develop and retain senior female leaders across different levels, functions and markets
- Our Diversity Council continues to accelerate change and increase leadership involvement.
Broadening diversity
- Commitment to empower and increase the number of talents with a different race/ethnicity in leadership, starting in North America
Health & Well-being
- Employee safety incidents (Total Recordable Cases) stood at 213, an increase versus 2020 but well below industry averages. COVID-19 continued to impact our associates, but no work-related deaths were recorded.
- Addressing mental health and well-being with the continued roll-out of the global Employee Assistance program for employees and close dependents
- Embedding and extending the Energy Management Program, helping employees to build resilience and address work/life rhythm
- Offering further company-wide Mindfulness sessions and, across four key markets, an employee Mental Health Champion program, upskilling employees to offer confidential peer-to-peer guidance to support mental well-being.
Learning & Development
- Continuing the deployment across the organization of tailor-made training to address unconscious bias
- Providing globally available masterclasses, led by our leaders and international speakers on topics like Allyship, Privilege, Resilience and Psychological Safety
Creating belonging – #youareyou
- The (virtual) global and local celebrations of International Women’s Day across 80 locations worldwide; World Health Day, Pride, and World Mental Health Day
- A new global governance for our valued Employee Resource Groups (ERG) was launched, including an ERG Resource Center: offering active support to employees in setting up their own diverse and inclusive bottom-up networks. These include women’s networks, the Black Employees Resource Group in North America, an Asian employees’ network, and revival of the LGBTQ+ community. In 2021 we added the Middle Eastern Employee Resource Group, Future Leaders in Philips and Parents Club in the United States, a Benelux chapter of our Black Employee Resource Group, and a Global Care-givers Network, the latter as a direct response to the challenges experienced during the pandemic.
Recognition
- Achieving Best Place to Work for LGBTQ+ Equality status, receiving a score of 100% on the Human Rights Campaign 2021 Corporate Equality Index. Listed on Forbes Best Diversity Initiatives and Equal Opportunity Magazine’s Top 50 employers.
8.4.5Employee engagement
In times like these, with the pandemic continuing to impact our lives,an environment of constant, rapid change, it is key thatvital to stay connected and engaged with our people feel connectedby continually checking in with and actively listenlistening to each other. High employeethem. Employee engagement isand improving the experience of our people are pivotal to the success of our strategy. Our employee survey consistently reports that ourIn 2021, employee engagement is on the rise and wellremained high at 79%, exceeding the global high-performance norm of 71%. Our average engagement score for 2020Fortune 500 benchmark, despite the pandemic. This was 79%, driven by our people feeling proud to live our company purpose, being optimistic aboutwork for Philips, inspired to do their best work, and believing that Philips is a great place to work. It was further fostered by a focus on health & well-being, and employees feeling that they can be themselves and have the future of Philips, and energizedflexibility needed to contribute withenable a healthy work-life rhythm while meeting their work.career goals.
Philips Group
Employee Engagement index
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Favorable | 74% | 79% | 74% | 79% | 79% |
| Neutral | 17% | 14% | 17% | 14% | 14% |
| Unfavorable | 9% | 7% | 9% | 7% | 7% |
Our quarterly employee surveys help to keep our finger on the pulse of employee sentiment toward the company. We listen toact upon our employees’ ideas for improvement and show employeesthem that their feedback is valued, and work to ensure that every person in our company has a role to play in creating lasting value for our customers, shareholders, and other stakeholders.valued.
At Philips, we believe we perform at our best when we feel connected, supported and supported. In these extraordinary circumstancespsychologically safe. Amidst the ongoing pandemic in 2020,2021, we listened actively to our employees to provide them with greater clarity of direction and increased autonomy and flexibility to deal with variouschallenging personal and work situations. Moreover, we strengthened our Health & Well-being programs with a focus on mental well-being, which areis designed to engagehelp our employees help them to build resilience through conscious energy management, adopt a healthier lifestyle, and achieve a better work/life balance.
8.4.6Employment
The total number of Philips Group employees was 81,59278,189 at the end of 2021, compared to 75,001 at the end of 2020, compared to 80,495 at the end of 2019, an increase of 1,0973,188 FTE.
Philips Group
Employees per segment
in FTEs at year-end
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Diagnosis & Treatment | 29,546 | 31,311 | 32,193 | 31,311 | 32,193 | 32,390 |
| Connected Care | 15,085 | 14,939 | 15,866 | 14,893 | 15,866 | 17,751 |
| Personal Health | 16,132 | 16,448 | 16,844 | 9,264 | 10,253 | 10,134 |
| Other | 16,637 | 17,797 | 16,689 | 17,844 | 16,689 | 17,913 |
| Philips Group | 77,400 | 80,495 | 81,592 | 73,311 | 75,001 | 78,189 |
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Balance as of January 1 | 73,951 | 77,400 | 80,495 | 73,691 | 73,311 | 75,001 |
| Consolidation changes: | | | | |
| Acquisitions | 331 | 900 | 72 | 900 | 72 | 2,594 |
| Divestments | (107) | (286) | | (286) | | (744) |
| Other changes | 3,225 | 2,481 | 1,025 | (994) | 1,618 | 1,338 |
| Balance as of December 31 | 77,400 | 80,495 | 81,592 | 73,311 | 75,001 | 78,189 |
Geographic footprint
Approximately 57% (2019: 59% (2020: 61%) of the Philips workforce is located in mature geographies and 43% (2019: 41% (2020: 39%) in growth geographies. In 2020,2021, the number of employees in mature geographies decreased by 1,442.558. The number of employees in growth geographies increased by 2,538.2,629.
Philips Group
Employees per geographic cluster
in FTEs at year-end
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Western Europe | 21,399 | 21,645 | 20,614 | 20,531 | 19,925 | 19,775 |
| North America | 21,703 | 21,483 | 21,127 | 21,473 | 21,118 | 21,807 |
| Other mature geographies | 4,236 | 4,718 | 4,664 | 4,681 | 4,664 | 4,683 |
| Mature geographies | 47,338 | 47,846 | 46,404 | 46,685 | 45,707 | 46,265 |
| Growth geographies | 30,062 | 32,650 | 35,188 | 26,626 | 29,294 | 31,923 |
| Philips Group | 77,400 | 80,495 | 81,592 | 73,311 | 75,001 | 78,189 |
Employee turnover
In 2020,2021, employee turnover amounted to 14.0%17.6%, of which 7.3%10.0% was voluntary, compared to 15.0% (8.6%14.0% (7.3% voluntary) in 2019.2020. External benchmarks show that our voluntary employee turnover remains well belowin line with similar-sized companies, and that we are reasonably successful in retaining our employees.
With our focus on increasing gender diversity in leadership positions, voluntary female executive turnover decreased from 4.2% in 2019 to 3.8% in 2020.
| | Staff | Professionals | Management | Executives | Total | Staff | Professionals | Management | Executives | Total |
|---|
| Female | 20.9% | 11.3% | 10.3% | 13.8% | 16.2% | 28.0% | 14.3% | 12.8% | 17.7% | 20.9% |
| Male | 17.5% | 9.8% | 11.0% | 16.2% | 12.6% | 20.6% | 13.0% | 12.2% | 13.6% | 15.5% |
| Philips Group | 19.2% | 10.3% | 10.8% | 15.6% | 14.0% | 24.3% | 13.4% | 12.3% | 14.6% | 17.6% |
| | Staff | Professionals | Management | Executives | Total | Staff | Professionals | Management | Executives | Total |
|---|
| Female | 8.1% | 7.2% | 5.8% | 3.8% | 7.6% | 9.8% | 10.5% | 8.8% | 13.9% | 10.1% |
| Male | 9.5% | 5.8% | 4.6% | 2.8% | 7.0% | 11.9% | 9.2% | 7.1% | 6.2% | 9.9% |
| Philips Group | 8.8% | 6.3% | 4.9% | 3.1% | 7.3% | 10.9% | 9.6% | 7.6% | 8.1% | 10.0% |
8.4.7Equal opportunities and equal pay
Although Philips has undertaken regularis committed to equal pay analysis at country level, in 2020 we tookand will continue to investigate whether any deviations from this to the next stage to gain a globally recognized Certification in Gender Equality. We are working with an independent, external company who analyze our workforce analytical data, HR policies and practices, to holistically target areas both in our systems and processes to ensure gender equity in support of our ambition to build and foster a culture of inclusion.principle exist.
We startedMany countries with a pilotPhilips presence – for example, Australia, the United Kingdom, Sweden, certain US states and India – have already undertaken pay equity reviews. In the US, Philips will be executing a Nationwide Pay Equity Project during 2022, building on work already completed at US state level.
In 2021, a study by EDGE (Economic Dividends for Gender Equality) of Philips in the Netherlands to assess and learn from the audit, which gives us a strong baseline to develop a global framework that benefits all. As partwas completed, with Philips being certified for Gender Equality. The study found no statistical evidence of the Certification, we make an Action Plan to concentrate on areas for development andunequal pay. We continue to conduct yearlystudy gender pay gap assessments, byparity using a regression analysisthe EDGE methodology and systematically checking the need for corrective measures. For Philipsplan to be continually certified, we havescale this application to show tangible evidence that we have completed our Action Plan, and make further improvements on our focus areas that are brought to the surfacecover 80% of Philips’ global country presence by the Gender Equality audit.
We will also pro-actively communicate about the organization’s commitment to ensure gender equity including gender pay equity.end of 2022.
8.4.8Living wage
Philips can only achieve its aim to improve the lives of 2.5 billion people per year by 2030 if we support and empower our people, so they can be their best and perform effectively. To this end, we conducted a living wage analysis for the third year in a row on the lowest salaries in every country in which we currently operate.
The living wage is a concept defined by Anker and Anker (2017) as “Remuneration received by a worker in a particular place sufficient to afford a decent standard of living for the worker and her or his family. Elements of a decent standard of living include food, water, housing, education, health care, transport, clothing, and other essential needs, including provision for unexpected events”. To develop living wage standards that are complete and have a reliable geographical scope, we combined forces with Valuing Nature, several local NGOs, WageIndicator and other global corporates.
In 2019, we conducted our first analysis of salaries and benefits for employees globally with respect to the living wage. This analysis covered 78 countries and we identified 31 employees in one country for whom wages and benefits were slightly below the defined living wage. Based on these results, our local HR teams made relevant adjustments for the year 2020.
In 2020, we performed the same analysis with the updated living wage data from WageIndicator. This time, all wages and benefits were above the defined living wage levels in all 78 countries.
The living wage analysis conducted in 2021 showed again that all wages and benefits at Philips were above the defined living wage levels in all 76 countries surveyed.
8.4.9Health and Safety
TheIn 2021, the COVID-19 global pandemic continued to significantly affectedaffect Philips’ global operations in many ways, including government-mandated lockdowns, Personal Protective Equipment (PPE) supply chain shortages, travel restrictions, and most importantly ensuring employee health and safety whilst maintaining critical operational commitments. Philips responded by developing a Triple Dutycontinued to deliver on its triple duty of Care strategy: continuing to fulfillcare: meeting critical customer needs, ensuring the health and safety of employees, and ensuring business continuity. A Group Crisis Operations Team and local Crisis Management Teams were activatedcontinued to provide a global integrated response. This enabled Philips to disseminate a centralized and consistent message for every employee, regardless of market, business or location. A COVID-19 intranet site with guidance and information was set upmaintained and received over 128,00044,000 hits in 2020.2021.
Working as a team across all functions, Philips was able to maintain manufacturing operations (and in some cases significantly increase output) and also ensure support for our customers, including frontlinefront-line hospitals, to minimize interruption to key service and support activities. During 2020,2021, approximately 1,8005,168 Philips employees were infected by thevoluntarily reported a COVID-19 virus.infection. Whilst most infections were of mild severity, there were unfortunately some more severe outcomes, including a small number of fatalities. However, less than 1% of contamination cases and none of the fatalities resulted from infections acquired during workplace activities.
Unfortunately, one Cumulatively in 2020 and 2021, Philips employee was fatally injuredrecorded 7,374 COVID-19 cases (5,168 in a road traffic accident2021), 19 fatalities (13 in India in 2020. This happened when company transport taking employees home after a shift was involved in an accident during bad weather.2021).
At Philips, we strive for an injury-free and illness-free work environment. Since 2016, the Total Recordable Cases (TRC) rate has been defined as a Key Performance Indicator (KPI). A TRC is a case where an injured employee is unable to work for one or more days, has medical treatment, or sustains an industrial illness. We set yearly TRC targets for the company, businesses and industrial sites.
We recorded 185213 TRCs in 2020,2021, a 17% decrease20% increase compared to 224178 in 2019.2020. While our workforce continued to expand in 2020,2021, the TRC rate decreased from 0.300.24 per hundred FTEs in 20192020 to 0.240.29 in 2020.2021.
In 20202021 we recorded 98114 Lost Workday Injury Cases (LWIC). These are occupational injury cases where an injured person is unable to work for one or more days after the injury. This represents a 5% decrease25% increase compared with 10391 in 2019.2020. The LWIC rate decreasedincreased to 0.130.16 per 100 FTEs in 2020,2021, compared with 0.140.12 in 2019.2020. The number of Lost Workdays caused by injuries decreasedincreased by 1,8451,672 days (40%(65%) to 2,7884,236 days in 2020.2021.
8.4.10Philips Foundation
Stichting Philips Foundation, an independent foundation organized under Dutch law, is a registered charity established in 2014. In 2020,2021, Royal Philips supported the Philips Foundation with a contribution of EUR 6.7 million, and provided the operating staff as well as the expert assistance of skilled employees in the execution of the Foundation’s programs.
The Philips Foundation’s mission is to reduce healthcare inequality by providing access to quality healthcare for disadvantaged communities.underserved communities through meaningful innovation. It does this through the provision and application of Philips’ healthcare expertise, innovation power, talent and resources and by financial support. Together with key partners around the globe (including respected NGOs such as Red Cross organizations, UNICEF, Amref and Save the Children), the Philips Foundation seeks to identify challenges where a combination of Philips expertise and partner experience can be used to create meaningful solutions that have an impact on people’s lives.
8.4.11Working with stakeholders
In organizing ourselves around customers and markets, we conduct dialogues with our stakeholders in order to explore common ground for addressing societal challenges, building partnerships and jointly developing supporting ecosystems for our innovations around the world.
8.5Governance
8.5.1Corporate governance structure
Koninklijke Philips N.V. (Royal Philips), a company organized under Dutch law, is the parent company of the Philips group. Its shares have been listed on the Amsterdam stock exchange (Euronext Amsterdam) since 1912. Furthermore, its shares have been traded in the United States since 1962 and have been listed on the New York Stock Exchange since 1987.
Royal Philips has a two-tier board structure consisting of a Board of Management and a Supervisory Board, each of which is accountable to the General Meeting of Shareholders for the fulfillment of its respective duties.
The company is governed by Dutch corporate and securities laws, its Articles of Association, and the Rules of Procedure of the Board of Management and the Executive Committee and of the Supervisory Board respectively. Its corporate governance framework is also based on the Dutch Corporate Governance Code (dated December 8, 2016) and US laws and regulations applicable to Foreign Private Issuers. Additionally, the Board of Management has implemented the Philips General Business Principles (GBP) and underlying policies, as well as separate codes of ethics that apply to employees working in specific areas of our business, i.e. the Financial Code of Ethics and the Procurement Code of Ethics. Many of the documents referred to are published on the company’s website and more information can be found in Our approach to risk management.
Please also refer to Corporate governance where the main elements of the company’s corporate governance structure have been addressed.
8.5.2Philips Business System
As we drive our transformation to become a solutions provider to our customers and consumers, we have adopted a single standard operating model that defines exactly how we want to work – the Philips Business System (PBS).
The PBS integrates key aspects of how we operate – from our strategy, governance, organizational design, processes and systems, to our people and team practices, and our culture and performance management.
It is designed to make Philips a simpler, faster, customer-focused, learning organization, in order to fulfill our purpose of improving the health and well-being of billions of people. One that aspires to the highest standards of quality and integrity in everything we do. Building on standard work and best practices, with clear accountabilities and a culture of continuous improvement and compliance. Applying our creativity to make a competitive difference in serving our customers. Making Philips the best place to work.
For more information on the PBS, please refer to How we create value.
8.5.3Quality & Regulatory
Our business success depends on the quality of our products, services and solutions, and our compliance with many global regulations and standards on a global basis. We continue onstandards. In 2021, we continued our transformation journey to haveaccelerate our customer-focused global processes, procedures, standards, and apatient safety & quality mindset, to help us maintainall with the goal of maintaining the highest possible level of quality in allfor our products.customers and their patients.
For Philips, asAs a business with a significant global footprint, ensuring compliance with evolving regulations and standards, including data privacy and cybersecurity, involves increased levels of investment along withto meet the demands of increased regulatory enforcement activity. Our business relies ondeals in the secure electronic transmission, storage and hosting of sensitive information, including personal information, protected health information, financial information, intellectual property, and other sensitive information related to our customers and workforce. For information on how Philips manages cybersecurity risk, please refer to Operational risks.
Quality
Philips is committed to delivering the highest quality products, services and solutions compliant with all applicable laws and standards. We are investing substantiallycontinuously strive to raise our performance in embeddingensuring quality, which is reflected in our organizational culture as well as consolidatingcontinued substantial investment to embed quality through the standardization and standardizingadoption of industry best practices throughout our Quality Management Systems. We will continue to raise the performance bar.System. Quality is an integral part of the evaluationleadership and culture of all levels of management. Withwhat we do at Philips. Through this quality system improvement program, our aim is to elevate and ensure consistency of purpose, top-down accountability, consolidation, standardizationin how we work, collaborate and leveraging continuous improvement,make decisions together as we aim to drive greater speedimprove the lives of 2 billion people a year by 2025, including 300 million in the adoption of a quality mindset as well as improved quality outcomes throughout the enterprise.underserved communities, rising to 2.5 billion and 400 million respectively by 2030.
Regulatory Compliance
Philips actively maintains Quality Management Systems globally that establish processes for its product design, manufacturing and distribution processes; these standards are in compliance with Food and Drug Administration (FDA)/International Organization for Standardization (ISO) requirements. Our businesses are subject to compliancemust comply with regulatory pre-marketing and quality system requirements in every market we serve, and to specific requirements of local and national regulatory authorities including the US FDA, the European Medicines Agency (EMA), the National Medical Products Administration (NMPA) in China and comparable agencies in other countries. We also must comply with the European Union’s Waste from Electrical and Electronic Equipment (WEEE), Restriction of Hazardous Substances (RoHS) and Registration, Evaluation, Authorization and Restriction of Chemicals (REACH), Energy-using Products (EuP) and Product Safety Regulations.
We have a growing portfolio of regulated products in our Personal Health and Sleep & Respiratory Care businesses. Through our growing Oral Healthcare, Mother & Child Care and beauty product portfolio, the range of applicable regulations has been extended to include requirements relating to cosmetics and, on a very small scale, pharmaceuticals.
Often, new products that we introduce are subject to a pre-market regulatory processes (e.g. pre-market notification (510[k]), or pre-market approval (PMA) and pre-market notification (510(k)) for marketing of FDA-regulated devices in the USA, and CE Marking in the European Union). Failing to comply with the regulatory requirements can have significant legal and business consequences. The number and diversity of regulatory bodies in the various markets we operate in globally adds complexity and time to product introductions.
In the European Union (EU), a new Medical Device Regulation (EU MDR) was published in 2017, which will impose significant additional pre-market and post-market requirements. Since the announcement of the EU MDR, Philips has been executing a comprehensive strategic plan to ensure compliance with the MDR requirements that will come into effect in May 2021. The company has engaged in a top-to-bottom review of our full portfolio of products and solutions that fall under the mandate, and has developed a robust and detailed framework for a seamless transition by the time the Medical Device Regulation is operative. We(EU-MDR) passed its date of application (May 26, 2021). Through the comprehensive EU-MDR program which has been running since 2018 and with a joint effort across all of Philips, we have accomplished several milestones within the program: completing certifying audits, receiving updated CE Certificates and executing several shipmentspassed this major milestone successfully. For a part of MDR compliant products to the EU aheadour product portfolio we make use of the date of application.Grace Period*) for various reasons including stock depletion, notified body capacity limitations and resource balancing. To achieve these milestones,this major milestone we made an annual EU MDR investment of around EUR 6830 million in 20202021 and will expect to have additional compliance costs for the new regulations of around EUR 3713 million in 2021.2022 to conclude the transition. We believe the global regulatory environment will continue to evolve, which could impact the cost, the time needed to approve, and ultimately, our ability to maintain existing approvals or obtain future approvals for our products.
Consent Decree
In October 2017, Philips North America LLC reached agreement on a consent decree with the US Department of Justice, representing the Food and Drug Administration (FDA), related to compliance with current good manufacturing practice requirements arising from past inspections conducted in 2015 and before 2015,prior, focusing primarily on Philips’ Emergency Care & Resuscitation (ECR) business operations in Andover, (Massachusetts)Massachusetts, and Bothell, (Washington).Washington.
Under the decree, Philips suspended the manufacture and distribution for the US market of external defibrillators, subject to certain exceptions. In January 2020, the Emergency Care & Resuscitation (ECR) business obtained Quality Management System Certification from an independent expert, fulfilling a significant consent decree requirement. Following a successful inspection in Bothell, (Washington),Washington, in April 2020, the FDA determined that Philips had met the conditions for resuming on the manufacturemanufacturing and distribution of defibrillators in the US. The consent decree remains in effect for a number ofseveral years, during which the Emergency Care & Resuscitation (ECR)(formerly ECR) business will be subject to a series of annual assessments by an independent expert. Hospital Patient Monitoring (formerly Monitoring & Analytics), also named in the Consent Decree, is also under a heightened level of scrutiny over the same period.
Substantial progress continues to be made in our compliance efforts. However,In August 2021, the FDA inspected Emergency Care in Bothell again as a Consent Decree follow-up. Two observations (Form 483) were issued and subsequently remediated and reported to the FDA. The FDA later presented Emergency Care with four Establishment Inspection Reports dating back to 2015, signaling the closure of the four open inspections.
Even with these successes, however, we cannot predict the outcome of this matter, and the consent decree authorizes the FDA, in the event of any violations in the future, to order us to cease manufacturing and distributing ECREmergency Care or Hospital Patient Monitoring & Analytics devices, recall products, pay liquidated damages, and take other actions. We also cannot currently predict whether additional monetary investment will be incurred to resolve this matter or the matter’s ultimate impact on our business.
Philips Respironics voluntary recall notification
On June 14, 2021, Philips’ subsidiary, Philips Respironics, initiated a voluntary recall notification in the United States and field safety notice outside the United States for certain sleep and respiratory care products to address identified potential health risks related to the polyester-based polyurethane (PE-PUR) sound abatement foam in these devices.
At the time of the June 2021 recall/field safety notice, Philips had received a limited number of reports of possible patient impact due to foam degradation, and no reports regarding patient impact related to chemical emissions. Philips continues to monitor complaints received following the recall/field safety notice via our Quality Management System, in accordance with the medical devices regulations and laws in the markets that we serve.
We are treating this matter with the highest possible seriousness, and are working to address this issue as efficiently and thoroughly as possible.
We are conducting a comprehensive test and research program and provided an update in December 2021 on the positive VOC test results related to the first-generation DreamStation devices.
The company has developed a comprehensive plan to replace the PE-PUR sound abatement foam used in earlier-generation devices with the new material used in the second-generation products such as DreamStation 2, which has been approved by the US FDA and regulatory authorities around the world, and has already begun this process. Philips Respironics has been working in close partnership with the US FDA, competent authorities, and other regulators around the world, as well as our customers, clinicians, and patients, to complete the needed repairs and replacements associated with this recall. In certain circumstances, the products in question may be replaced rather than repaired.
*)Where products, that were placed on the market under the predecessor of the EU-MDR, the EU-MDD, can continue to be placed on the market when meeting a subset of MDR requirements in addition to the MDD requirements.
8.5.4Remuneration policy
The objectives of the remuneration policy for members of the Board of Management, as adopted by the General Meeting of Shareholders in 2017, are in line with that for executives throughout the Philips Group. That is, to focus them on improving the performance of the company and enhancing the long-term value of the Philips Group, to motivate and retain them, and to be able to attract other highly qualified executives to enter into Philips’ services, when required.
In order to compete for talent in the health technology market, the Supervisory Board identified a new peer group*) for remuneration benchmarking purposes in 2017 to align the Board of Management’s remuneration levels closer to equivalent positions in this market. These peer companies are either business competitors, with an emphasis on companies in the healthcare, technology related or consumer products area, or companies we compete with for executive talent. These consist of predominantly Dutch and other European companies, plus a minority number (up to 25%) of US based global companies, of comparable size, complexity and international scope. Annual changes to the peer group can be made by the Supervisory Board, for example for reasons of changes in business or competitive nature of the companies involved. Such change will be disclosed if it has a substantial impact on peer group composition. No changes were made to the peer group during 2018.
To support the policy’s objectives, the remuneration package includes a significant variable part in the form of an annual cash bonus incentive and long-term incentive in the form of performance shares. The policy does not encourage inappropriate risk-taking.
The performance targets for the members of the Board of Management are determined annually at the beginning of the year. The Supervisory Board determines whether performance conditions have been met and can adjust the payout of the annual cash bonus incentive and the long-term incentive grant upward or downward if the predetermined performance criteria were to produce an inappropriate result in extraordinary circumstances. The authority for such adjustments exists on the basis of contractual ultimum-remedium and claw-back clauses. In addition, pursuant to Dutch legislation effective January 1, 2014, incentives may, under certain circumstances, be amended or clawed back pursuant to statutory powers. For more information please refer to Corporate governance. Further information on the performance targets is given in the chapters on the Annual Incentive (see 20202021 Annual Incentive) and the Long-Term Incentive Plan (see 20182019 Long-Term Incentive) respectively.
Key features of our Board of Management Compensation Program
The list below highlights Philips’ approach to remuneration, in particular taking into account Corporate Governance practices in the Netherlands.
What we do
- We pay for performance
- We conduct scenario analyses
- We have robust stock ownership guidelines
- We have claw-back policies incorporated into our incentive plans
- We have a simple and transparent remuneration structure in place
What we do not do
- We do not pay dividend equivalents on stock options, or restricted share units and performance share units that do not vest
- We do not offer executive contracts with longer than 12 months’ separation payments
- We do not have a remuneration policy in place that encourages our Board of Management to take any inappropriate risks or to act in their own interests
- We do not reward failing members of the Board of Management upon termination of contract
- We do not grant loans or give guarantees to members of the Board of Management
*)The remuneration benchmarking peer group currently consists of 25 companies, being: Ahold Delhaize, AkzoNobel, ASML, Atos, BAE Systems, Becton Dickinson, Boston Scientific, Capgemini, Danaher, Electrolux, Ericsson, Essilor International, Essity (formerly SCA, company split), Fresenius Medical Care, Heineken, Henkel & Co, Medtronic, Nokia, Reckitt Benckiser, Roche, Rolls-Royce, Safran, Siemens Healthineers, Smith & Nephew, and Thales. (Alcatel Lucent was excluded as it was acquired by Nokia). This peer group differs from the TSR peer group, see 20182019 Long-Term Incentive. 8.5.5General Business Principles
While pursuing our business objectives, we aim to be a responsible partner in society, acting with integrity towards our employees, customers, business partners and shareholders, as well as the wider community in which we operate. Everyone at Philips is expected to always act with integrity, and Philips rigorously enforces compliance of its General Business Principles (GBP) throughout the company.
In the highly regulated world of healthcare, integrity requires in-depth knowledge of the applicable rules and regulations and a sensitivity to healthcare-specific issues. The GBP – part of the Philips Business System – incorporate and represent the fundamental principles by which all Philips businesses and employees around the globe must abide. They set the minimum standard for business conduct, both for individual employees and for the company and our subsidiaries. Our GBP also serve as a reference for the business conduct we expect from all our business partners and suppliers.partners.
Translations of the GBP text are available in 30 languages, allowing almost every employee to read the GBP in their native language. Detailed underlying policies, manuals, training, and tools are in place to give employees practical guidance on how to apply and uphold the GBP in their daily work environment. Details can be found at www.philips.com/gbp.
In 2020,2021, a total of 571610 concerns were reported via Philips Speak Up (Ethics Line) and through our network of GBP Compliance Officers. TheThis represents an increase of 7% from the total of 571 concerns in the previous reporting period (2019) saw a total of 545 concerns, resulting in an increase of 5% in the number of reports.(2020).
While this is a continuation of the upward trend reported since 2014, the year in which Philips updated its General Business Principles and deployed a strengthened global communication campaign, the increase is flattening. Specifically in 2020,2021, we focused on increasing awareness on Integrity and on the importance of speaking up, through and following up on the deployment of our biennial Business Integrity Survey. We still believe the upward trend in reporting remains in line with our multi-year efforts to encourage our employees to express their concerns, butwhilst realizing that the extraordinary business conditions in both 2020 and 2021 make it imprudent to draw any specific conclusions from these numbers.
More information on the Philips GBP can be found in Risk management.
8.5.6Risk management approach
Risk management and control forms an integral part of the Philips business planning and performance review cycle. The company’s risk management policy and framework are designed to provide reasonable assurance that its strategic and operational objectives are met, that legal requirements are complied with, and that the integrity of the company’s financial reporting and its related disclosures is safeguarded. Please refer to Risk management for a more detailed description of Philips’ approach to risk management (including Internal Control over Financial Reporting), risk categories and factors, and certain specific risks that have been identified.
With respect to financial reporting, a structured self-assessment and monitoring process is used company-wide to assess, document, review and monitor compliance with Internal Control over Financial Reporting. On the basis of the outcome of this process, the Board of Management confirms that: (i) the management report (within the meaning of section 2:391 of the Dutch Civil Code) provides sufficient insights into any failings in the effectiveness of the internal risk management and control systems; (ii) such systems provide a reasonable level of assurance that the financial reporting does not contain any material inaccuracies; (iii) based on the current state of affairs, it is justified that the financial reporting is prepared on a going concern basis; and (iv) the management report states those material risks and uncertainties that are relevant to the expected continuity of the company for a period of 12 months after the preparation of the report. The financial statements fairly represent the financial condition and result of operations of the company and provide the required disclosures.
In view of the above, the Board of Management believes that it is in compliance with best practice provision 1.4.2 of the Dutch Corporate Governance Code. It should be noted that the above does not imply that the internal risk management and control systems provide certainty as to the realization of operational and financial business objectives, nor can they prevent all misstatements, inaccuracies, errors, fraud or non- compliances with rules and regulations. The above statement on internal control should not be construed as a statement in response to the requirements of section 404 of the US Sarbanes-Oxley Act. The statement as to compliance with section 404 is set forth in . Management’s report on internal control
8.5.7Total tax contribution
To fulfillfulfil our company purpose, a responsible tax approach is required. We fully acknowledge our societal role when it comes to paying taxes in the geographies where value is created. We consider our tax payments as a contribution to the communities in which we operate, as part of our social value creation.
Our Approach to Tax sets the standard for our conduct, by which individual employees, the company and its subsidiaries must abide. We consider tax in the context of the broader society, inspired by our stakeholder dialogues, global initiatives of the Organization for Economic Cooperation and Development and United Nations, human rights, international (tax)tax laws and regulations and relevant codes of conduct.
Under the ultimate responsibility of the Board of Management, the Chief Financial Officer annually reviews, evaluates, approves and where necessary adjusts Philips’ approach to tax. Philips supports and participates in transparency initiatives such as the Dow Jones Sustainability Index (DJSI) and the Tax Transparency Benchmark of the Dutch Association of Investors for Sustainable Development (VBDO).
In 2020,2021, Philips contributed to the communities where we operate through taxes paid (e.g. corporate income tax) and taxes collected (e.g. VAT). As part of its ESG commitments, announced in September 2020, Philips committed to provide more transparency on its taxes paid and collected in the countries it operates in. Our first Country Activity and Tax Report can be found on our website. Philips' total tax contribution in 2020,2021, amounting to EUR 3.38 billion,4,090 million, is describedpresented by tax type below:in the following table.
Philips Group
Total Contribution 20202021 per Tax Type
in millions of EUR
| | Corporate Income Tax | VAT1) | Payroll Tax | Customs duties | Other Tax | Total | Corporate income tax paid | Customs duties | VAT1) | Payroll Tax | Other Taxes | Total |
|---|
| Western Europe | 249 | 300 | 901 | 14 | 35 | 1,498 | 583 | 13 | 320 | 906 | 84 | 1,904 |
| North America | 86 | 86 | 590 | 30 | 9 | 801 | 105 | 39 | 94 | 770 | 7 | 1,015 |
| Other mature geographies | 42 | 80 | 124 | 2 | 1 | 249 | 50 | 4 | 79 | 137 | 1 | 272 |
| Growth geographies | 89 | 329 | 247 | 111 | 58 | 834 | 79 | 113 | 329 | 320 | 57 | 897 |
| Philips Group | 466 | 794 | 1,862 | 156 | 102 | 3,381 | 818 | 169 | 821 | 2,133 | 149 | 4,090 |
1)Includes VAT, GST and sales tax.
8.6Philips' ESG performance at a glance
Below we show how Philips performed in 20202021 on the 21 Core metrics of the WEF ESG reporting framework, mapped to the three dimensions of our ESG commitments, as well as a number of additional Philips-specific metrics that we consider fundamental to the strategy and operation of our business.
Environmental
- Green House Gas (GHG) emissions100% electricity from renewable sources0 kilotonnes CO2-equivalent (net operational carbon footprint)
TCFDTaskforce on Climate-related Financial Disclosures (TCFD) implementationDeveloped 2 and 4 °C global warming scenarios and assessed their impact on our supply chain, Philips and customers
Disclosedreportreport)- Land use and ecological sensitivity
0.5 kilotonnes19 tonnes waste sent to landfill32/32landfillAll 25/25 industrial sites Zero'Zero Waste to LandfillLandfill' at year-end - Water consumption and withdrawal in water-stressed areas
777,476703,104 m3total water intake276,615256,957 m3in water-stressed areas - Circular revenues *)
15%16% of revenues - Closing the loop *)Closed the loop for
all large medical equipmentover 3,000 systems returned to us
Social
- Lives Improved *)
1.751.67 billion, of which 207167 million in underserved communities - Diversity & Inclusion
27%28% gender diversity in senior leadership positions39%positions40% gender diversity in total workforce79%Employee Engagement Score *) - Pay equality
Philips is conducting a pay equality analysis
Working on recognized CertificationEDGE-certified for Gender Equality in Gender Equalitythe NetherlandsUS Nationwide Pay Equity project scheduled for 2022 - Wage level
6,4906,246 million EUR employee benefit expensesPhilipsexpensesPhilips pays all employees at least a living wage - Risk for incidents of child, forced or compulsory laborAddressed in Philips GBP, Supplier Sustainability Declaration and Supplier Sustainability program
- Health & Safety
0.240.29 Total Recordable Case rate per 100 FTEs185213 Total Recordable Cases - Training provided
835,575830,000 training hours in Philips University763,371835,000 training completions - Absolute number and rate of employment
81,59278,189 employees14%18% turnover - Supplier development program *)
257351 companies302,000430,000 employees impacted - Volunteering *)
7537 new projects in 2020 reaching 7.517.3 million people
Governance
- Setting purposePhilips’ purpose is to improve the health and well-being of people through meaningful innovation
- Governance body compositionPhilips has a Board of Management and an independent Supervisory Board
- Material issues impacting stakeholdersDetailed Materiality Analysis performed
- Anti-corruption
14,000 anti-bribery anti-corruption and 65,000 GBP trainings71,000 employees completed General Business Principles training - Protected ethics advice and reporting mechanismsWhistleblower mechanism in place
- Integrating risk and opportunity in business processesIncluded in Risk Management section
- Economic contribution
19,53517,156 million EUR revenues758773 million EUR dividend declared6.7 million EUR contribution to Philips Foundation107104 million EUR government grants - Financial investment contribution
2,6822,699 million EUR total tangible assets802assets802 million EUR capital expenditure - Total R&D expenses
1.921.8 billion EUR invested in R&D (9.8%(10.5% of revenues) - Total tax contribution
3.38 billion4,090 million EUR
*)Philips-specific metric
9Risk management
9.1Our approach to risk management
Vision and objectives
Philips believesapproaches risk management isas a value-creating activity that complements ouris integral to innovation and entrepreneurship. Philips’ risk management approachAs such, it is an integral part of the Philips Business System (PBS), and key. Key elements are our Risk managementManagement governance, Risk appetite, the Risk Management Process standard, the Philips Business Control Framework, and our General Business Principles (GBP). These, which are further described in this chapter. The company’s risk management is designed to provide reasonable assurance that strategic and operational objectives are met, legal requirements are complied with, and the integrity of the company’s financial reporting and related disclosures is safeguarded. However, thereThere can be no absolute assurance that our risk management will avoid or mitigate all risks that Philips faces. The material risks are described in Risk factors.
All forward-looking statements made on or after the date of this Annual Report and attributable to Philips are expressly qualified, in their entirety, by the factors described in the cautionary statement included in Forward-looking statements and in the overview of risk factors described in Risk factors.
Risk management governance
The Executive Committee identifies oversees, and manages the risks Philips facesface in realizing its objectives. It defines the Risk Appetite, provides the risk management framework, and monitors the effectiveness thereof. The Risk Management Support Team, consisting of experts on various categories of enterprise risk, supports the Executive Committee through regular analysis of the enterprise risk profile and enhancement of the risk management framework. Management is responsible for identifying critical risks and implementing appropriate risk responses within their areaareas of responsibility. Various functions (such as Internal Control, Quality & Regulatory, and Group Security) support the management of specific risk areas.
The Internal Audit function assesses the quality of risk management and controls through the execution of a risk-based audit plan, as approved by the Audit Committee of the Supervisory Board. Leadership from our Board of Management, Executive Committee, Businesses, Markets and key Functions meet quarterly with Internal Audit in Audit & Risk Committees to discuss strengths and weaknesses of risk management and controls – as evaluated by internal and external auditors and by means of other (self) assessments – and take corrective action where necessary.
The Disclosure Committee oversees the company’s disclosure activities and assists the Board of Management in fulfilling its responsibilities in this respect. The Disclosure Committee’s purpose is to ensure that the company implements and maintains internal procedures for the timely collection, evaluation and disclosure, as appropriate, of information potentially subject to public disclosure under the legal, regulatory and stock exchange requirements to which the company is subject.
The Security Steering Committee (SSC) and the Group Security function manage security (including cybersecurity) risks at Philips. The SSC evaluates and sets the Group’s security strategy, issues security policies and evaluates progress and effectiveness. Dedicated security reports are shared with the Executive Committee, Supervisory Board and external auditors. On a quarterly basis, briefings on cybersecurity risks are provided to the IT Audit & Risk Committee.
The Environmental, Social and Governance (ESG) Committee initiates, drives and coordinates ESG strategy development, policy setting, disclosures and planning of programs and activities in relation to our ESG commitments. It administers ESG reporting, monitors progress, assesses risks in relation to Philips’ ESG strategy and makes recommendations to the Executive Committee on our ESG endeavors.
The Supervisory Board oversees Philips’ risk management. The Audit Committee and the Quality & Regulatory Committee of the Supervisory Board assist the full Supervisory Board in fulfilling its risk management oversight responsibilities in relation to risk.responsibilities. The Audit Committee reviews the quality of risk management and controls, and the reported findings of internal and external audits, are reported to, and discussed with, the Audit Committee of the Supervisory Board.audits. The Quality & Regulatory Committee’s role particularly relates to the quality includingand regulatory compliance of the Company’s products (including software), services and systems andthroughout their lifecycle of development, testing, manufacturing, marketing and servicing.
InThe Corporate governance the Companychapter of this report addresses the main elements of itsthe Company’s corporate governance structure, reports on how it applies the principles and best practices of the Dutch Corporate Governance Code and provides certain other information.information relevant to risk management governance.
Risk appetite
The Executive Committee and management seek to manage risks consistently within the risk appetite. Risk appetite is set by the Executive Committee and captured in the Risk Management Policy. It is effectuated as an integral part ofthrough our PBS, of which various elements – e.g. Strategy, Behaviors, GBP, Authority Schedules, Policies, Process Standardssuch as our strategy, Philips business principles and Performance Management Systemsbehaviors, authority schedules, policies, process standards and performance management systems – include or reflect risk-taking guidance.
Philips’ risk appetite differs depending on the type of risk, ranging from an averse to a seeking approach. We believe we must operate within the dynamics of the health technology industry and take the risks needed to ensure we continually revitalize our offerings and the way we work. At the same time, Philips attaches prime importance to integrity, sustainability, product quality and patient safety, including compliance with regulations and quality standards. Risk appetite for the four main risk categories is visualized below.
Philips does not classify these risk categories in order of importance.
Risk management process
In order to provide a comprehensive view of Philips’ risks, structured risk assessments take place according to the Philips risk management process standard, applying a top-down and bottom-up approach. Our process standard is designed based on the Enterprise Risk Management Framework: Integrating with Strategy and Performance (2017) from the committee of sponsoring organizations of the treadway commissionTreadway Commission (COSO) and on ISO 31000 - Risk Management. The process is supported by regular risk workshops with management at Group, Business, Market and Function levels. During 2020,2021, several risk management workshops were held to assess and respond to enterprise risks.
Key elements of the Philips Risk Management Policyrisk management process are:
- Management of Businesses, Markets and key Functions perform a risk assessment at least once a year, with updates of the strategic
plan.plan, to identify and prioritize risks, assign ownership, and implement appropriate risk responses. Risk workshops are conducted across the company to facilitate these risk assessments. Management identifies and prioritizes risk, assigns ownership and implements appropriate risk responses; - Management discusses and monitors the risk profile and risk response effectiveness at least quarterly in
management’sits performance reviews and during Audit & Risk Committees;Committees, which are held for all Businesses, Markets and selected Functions and at Group level. - Developments in the enterprise risk profile and management’s initiatives to improve risk responses are discussed and monitored during the quarterly meeting of the Audit Committee of the Supervisory
Board;Board. - As an integral part of the strategy review, each year the Executive Committee assesses the enterprise risk profile and the potential risk impact versus Group risk appetite. This assessment considers various inputs such as risk assessments from Businesses, Markets and Functions, Philips Internal Audit findings, Legal and Insurance matters, the materiality analysis, and external research. The assessment also covers the effectiveness of the risk management framework and potential improvements
thereto; thereto. - The Philips risk profile and the risk management framework are discussed at least once a year with the Supervisory Board.
Examples of measures taken during 20202021 to further strengthen risk management:
ActivationContinued development of aour COVID-19 response program bywith the aim of being better prepared to respond to potential future events;- Continued improvement and consolidation of our
Group Crisis Operations team;Quality Management Systems; Further development and deployment of the PBS, including explicit requirements for management of risk, compliance and controls;Operationalization ofOperating a Risk & Compliance (R&C) Center of Excellence to drive standardization, improvements,continuous improvement, knowledge sharing, capability building and transparency;Benchmarking of our Enterprise Risk Management framework against industry best practices by an external party for continuous improvement;risk transparency across various R&C areas;- Further integration of standard risk management practices in regular
management processesperformance and strategy execution dialogues to further strengthen our performance cycle;dialogues; - Continued
developmentimprovement of the Information Security Program in view of the increasing exposure to cybercrimeour security (including cyber, product and information security requirements resulting from digitalization and our health technology focus; Continued improvements and simplification of the Quality Management Systems across the company;supply chain) risk management capabilities;- Various improvements
of risk management in ourto supply chain related risk, including Suppliersupplier risk management and our Businessbusiness continuity management framework;management; - Further deployment of the recommendations from the Taskforce on Climate-related Financial Disclosures, particularly related to climate adaptation and transition risks; and
- Increased use of data analytics and
process miningautomation in controls monitoring, and ongoing development of the supportingour enterprise governance, risk and compliance IT platform.
Philips Business Control Framework
The Philips Business Control Framework (PBCF) sets the standard for Internal Control over Financial Reporting at Philips. The objective of the PBCF is to maintain integrated management control of the company’s operations in order to ensure the integrity of the financial reporting, as well as compliance with laws and regulations. Philips has designed its PBCF based on the COSO Internal Control-Integrated Framework (2013).
As part of the PBCF, Philips has implemented a standard set of internal controls over financial reporting. Together with Philips’ established accounting procedures, this standard set of internal controls is designed to provide reasonable assurance that assets are safeguarded, that the books and records properly reflect transactions necessary to permit preparation of financial statements, that policies and procedures are carried out by qualified personnel, and that published financial statements are properly prepared and do not contain any material misstatements. In each unit, management is responsible for customizing the controls set for their business, risk profile and operations.
Each year, management’s accountability for internal controls for financial reporting is evidenced through the formal certification statement sign-off. Any deficiencies noted in the design and operating effectiveness of Internal Controls over Financial Reporting which were not completely remediated, are evaluated at year-end by the Board of Management. The Board of Management’s report, including its conclusions regarding the effectiveness of Internal Controls over Financial Reporting, can be found in Management’s report on internal control
Philips General Business Principles (GBP)
As part of the Philips Business System, our GBP set the standard for our business conduct as a health technology company. The GBP form an integral part of labor contracts in virtually every country in which Philips operates, and translations are available in 30 languages. Each year, employees reconfirm their commitment to the code of conduct after completing their GBP e-learning, while there is an additional annual sign-off for Executives. A similar sign-off is in place for Finance and Procurement staff for their respective codes of conduct. Detailed underlying policies, manuals, training, and tools are in place to give employees practical guidance on how to apply and uphold the GBP in their daily work.
The GBP Review Committee is responsible for the effective deployment of the GBP and for generally promoting a culture of compliance and ethics within the company. The Committee is chaired by the Chief Legal Officer, and its members include the Chief Financial Officer, Chief HRHuman Resources Officer and the Chief of International Markets. Furthermore, all our 17key markets have quarterly market compliance committees, which act as local satellites of the GBP Review Committee, dealing with GBP-related matters within the local context. They are also responsible for the design and execution of localized compliance plans that are tailored to their market-specific risks and organizational set-up, and regularly review the relevant compliance metrics for their respective market through dashboards delivered by the legal compliance monitoring team. The Secretariat of the GBP Review Committee, together with a worldwide network of GBP Compliance Officers, supports the organization with the implementation of GBP initiatives.
As part of our continuous effort to raise GBP awareness and foster dialogue throughout the organization, each year a global GBP communications and training plan is deployed, including our annual GBP Dialogue Initiative, aimed at reinforcing a culture of dialogue through the use ofusing ethical dilemma case studies that are relevant to our workforce.
A key control to measure implementation of our GBP is the GBP Self-Assessment, which is part of our Internal Control framework. In addition, we continue to expand the capabilities of our legal compliance monitoring team, serving both our business customers as well as compliance networks with actionable compliance data, thus further improving our compliance control framework.
The GBP are supported by established mechanisms that ensure standardized reporting and enable both employees and third parties to escalate concerns 24/7. Concerns raised are registered consistently in a single database hosted outside of Philips servers to ensure confidentiality and security of identity and information. Encouraging people to speak up through the available channels if they have a concern will continue to be a cornerstone of our GBP communications and awareness campaigns. To further facilitate this, we completely redesigned our web-based intake site in 2020, improving employees’ experience when filing reports. At least twice a year, the GBP Review Committee, as well as the Executive Committee and Audit Committee of the Supervisory Board, are informed on relevant GBP metrics, cases, trends and learnings.
Through the Audit Committee of the Supervisory Board, the company also has procedures in place for the receipt, retention and treatment of complaints specifically relating to accounting, internal accounting controls or auditing matters. The Reporting Policy Accounting and Audit Matters allowsmatters, which enable the confidential, anonymous submission of complaints regarding questionable accounting or auditing matters.
The GBP and underlying policies, including the Financial and Procurement Code of Ethics, are published on the company website, at www.philips.com/gbp.
9.2Risk factors
Philips believes the risks set out below are the material risks that could impact itsour ability to achieve itsour objectives. These risk factors may not, however, include all the risks that ultimately may affect Philips. Some risks not yet known to Philips, or currently believed not to be material, may ultimately have a major impact on Philips’ business, revenues, income, assets, liquidity, capital resources, reputation and/or ability to achieve its business and ESG objectives. Philips defines risks in four main categories: Strategic, Operational, Compliance and Financial risks.Financial. Philips presents the risk factors within each risk category in order of Philips’its current view of their expected significance. This does not mean that a lower-listed risk factor may not have a material and adverse impact on Philips’ business, revenues, income, assets, liquidity, capital resources, reputation, and/or ability to achieve its business and ESG objectives. Furthermore, a risk factor listed below other risk factors not listed below may ultimately prove to have more significant adverse consequences than those otherlisted risk factors.
9.3Strategic risks
Philips may be unable to adapt swiftly to changesgain leadership in industry or market circumstances.health informatics.
Fundamental shiftsdevelopments in the health technology industry, such as use of Artificial Intelligence (AI) and Machine Learning (ML), digital platforms delivering insights at scale, and the transition to digital and increased emphasis on ESG (Environmental, Social and Governance),shift towards cloud-based Software as a Service (SaaS) business models, are dramatically changing our business environment. Our informatics businesses may drastically change the business environment in which Philips operates. Iffall behind ‘born digital’ competitors if Philips fails to recognize these changes in time,timely develop and globally commercialize capabilities, adjust business models, or introduce new products and services in response to these changes, or fails to meet its ESG commitments, thischanges. This could result in an inability to satisfy patient and customer needs, thereby missing out on revenue and margin growth opportunities, which may have a material adverse effectimpact on Philips’ business, financial condition and operating results.
Philips'Philips may be unable to transform its business model to health technology solutions and services.
As Philips’ business profile has shifted focus towards health technology, we believe we need to shift from transactional product-focused business models towards outcome-oriented, multi-year customer partnership business models enabled by solutions and value-added services. If this shift is made too slowly or is not successful, we may face a loss of customer relevance, inability to capture growth, and loss of market share. Given its health technology focus, Philips may have a reduced ability to offset such potential negative impacts on its health technology business by other businesses through a more diversified portfolio. The transition to solutions and services business models also raises a longer-term risk of (among other things) stronger customer dependency and default. Any of these factors may have a material adverse impact on Philips’ business, financial condition and operating results.
Philips’ global operations are exposed to economic, politicalmacroeconomic and societalgeopolitical changes.
Philips’ business environment is influencedcan be adversely impacted by political, economicmacroeconomic and societalgeopolitical conditions in individual and global markets. Inevitably thereThere is general uncertainty with regard to the levels of (public)macroeconomic factors, such as monetary and healthcare policies, regulatory change, public capital expenditureinvestments in general, unemployment levels,healthcare ecosystems, consumer confidence and consumerspending, pandemics, civil unrest and business confidence, all of which could adverselywar amongst others. In particular, geopolitical tensions and protectionism have intensified and increasingly affect demand for productspolicies on trade, production, duties and services offered by Philips. taxation.
Mature economies are currently the main source of Philips’ revenues, while emerginggrowth economies are an increasing source of revenues. Philips produces, sources and designs its products and services mainly from the US, the EU (primarily the Netherlands) and China, and the majority of Philips’ assets are located in these geographies. Changes in monetary, policy and trade and tax lawspolicies in the US, China and EU canmay trigger reactions and countermeasures by and may have a significantan adverse impact on other mature economies, emerging economies and international financial markets. Such changes, includingmeasures may include tariffs, sanctions, local sourcing requirements, market access limitations, technology restrictions, data localization requirements and sanctions,data transfer restrictions, import or export controls, increased healthcare regulation,mobility of talent, nationalization of assets, or restrictions on the repatriation of returns from foreign investments,investments. These may trigger reactions and countermeasures, leadinglead to adverse impacts on global trade levels and flows, economic growth, financial market and political stability, all of which may have an adverse effect on business growthcould adversely affect the demand for, and stability on international financial markets.
supply of, Philips' products and services. The factors described above, or other factors which may impact economic and societal conditions relevant to Philips (e.g. COVID-19 and Brexit),Philips' business environment, are difficult to predict and may have a material adverse impact on Philips’ business, financial condition and operating results. They can also make it more difficult to budget and make reliable financial forecasts or could have a negative impact on Philips’ access to funding.
Philips’ overall risk profile is changing as a result of its focus on health technology and solutions.
As Philips’ business profile continues to further shift focus towards health technology, with a changing products and services portfolio and acquisitions, divestments and partnerships to support the execution of its health technology strategy, Philips is more exposed to developments in the health technology industry. It may therefore have a reduced ability to offset potential negative impacts of those developments through a more diversified portfolio. As Philips transitions from selling health technology products to selling health technology solutions, the nature of our customer relations is also evolving, which raises the long-term risk of (amongst others) customer default and dependency. Philips may pursue divestments from time to time, including divestments consistent with Philips’ focus on health technology, such as the disentanglement and future divestment of Philips’ Domestic Appliances business. These divestments may result in additional costs and divert management attention from other business priorities and risks, and the timing, terms, execution and proceeds of any such divestments are uncertain.
Philips’ overall performance in coming years depends on realization of its objectives in growth geographies.
Growth geographies are becoming increasingly important to Philips’ business plan, and Asia is an important production, sourcing and design center for Philips. Philips faces intense competition from local companies as well as other global players for market share in growth geographies. Philips needs to maintain and grow its position in growth geographies, invest in data-driven services and local talent, understand end-user preferences, and localize its portfolio in order to stay competitive. If Philips fails to achieve these objectives, it could have a material adverse effect on the company’s business, financial condition and operating results.
Acquisitions could fail to deliver on theirPhilips’ business plans and expose Philipsvalue creation expectations, and we may not be able to integration risks.successfully integrate acquired operations.
Selected acquisitions have been and are expected to be aremain part of Philips’ growth strategy. Acquisitions may expose Philips to integration and other risks in areas such as sales and service, logistics, regulatory compliance, legal claims, information technology and finance.finance, and we may not be able to successfully or efficiently integrate new acquisitions with our existing operations, culture and systems. Integration challenges may adversely impact the realization of expected contributions from acquisitions. PhilipsThese transactions may incur significant costs, result in connection with these transactions. Acquisitionsunforeseen operating difficulties, may also divert management attention from other business priorities.priorities, and may ultimately be unsuccessful. Cost savings expected to be implemented following anor other assumptions underlying the business plan relating to a particular acquisition may not be difficultrealized. If we are unable to achieve.accomplish any of our objectives at the independent operating subsidiaries we acquire, we may not realize the anticipated benefits of acquisitions and we may experience lower than anticipated profits, or even losses. Acquisitions may also lead to a substantial increase in long-lived assets, including goodwill, which may later be subject to write-down if an acquired business does not perform as expected, which may have a material adverse effect on Philips’ earnings.
Philips may be unable to secure and maintain intellectual property rights for its products and services or may infringe others'others’ intellectual property rights.
Philips is dependent on its ability to obtain and maintain licenses and other intellectual property (IP) rights covering its products and services and its design and manufacturing processes. The IP portfolio is the result of an extensive patentingIP generation process that could be influenced by a number of factors, including innovation.innovation and acquisitions. The value of the IP portfolio is dependent on the successful promotion and market acceptance of standards developed or co-developed by Philips. This is particularly applicable to the segment Other, where licenses from Philips to third parties generate IP royalties and are important to Philips’ results of operations. The timing of licenses from Philips to third parties and associated revenues from IP royalties are uncertain and may vary significantly from period to period. A loss or impairment in connection with such licenses to third parties could have a material adverse impact on Philips’ financial condition and operating results. Philips is also exposed to the risk that a third party may claim to own the intellectual propertyIP rights to technology applied in Philips’ products and services. If any such claims of infringement of these intellectual propertyIP rights are successful, Philips may be required to pay damages to such third parties or may incur other costs or losses.
Philips may be unable to meet internal or external aims or expectations with respect to ESG-related matters.
Environmental, Social and Governance (ESG) factors may directly and indirectly impact the business environment in which Philips operates. Philips may from time to time disclose ESG-related initiatives or aims in connection with the conduct of its business and operations (for example with respect to reducing greenhouse gas emissions in its supply chain). However, there is no guarantee that Philips will be able to implement such initiatives or meet such aims within anticipated timeframes, or at all. In addition, there is an increasing focus from Philips’ stakeholders – including customers, employees, regulators, and investors – on ESG matters, and those stakeholders may also have ESG-related expectations with respect to Philips’ business and operations. For example, customers may focus on ESG-related criteria in buying our products and any inability by Philips to address concerns about ESG-related matters could negatively impact sentiment towards Philips and our products and brands. There are an increasing number of regulatory and legislative initiatives to address ESG issues, such as the EU Taxonomy Regulation which aims to define common rules for determining whether economic activities contribute to sustainability objectives. These regulatory and legislative initiatives in turn could also affect how our products or business operations are perceived by customers or other stakeholders. If our products or business operations do not meet the criteria for sustainability according to the EU Taxonomy Regulation (including the related delegated regulations) or any other similar regulations, this may negatively affect the views of our customers or other stakeholders. Philips may fail to fulfil internal or external ESG-related initiatives, aims or expectations, or may be perceived to do so, or we may fail adequately or accurately to report performance or developments with respect to such initiatives, aims or expectations. In addition, Philips could be criticized or held responsible for the scope of its initiatives or goals regarding ESG matters. Any of these factors may have an adverse impact on Philips’ reputation and brand value or on Philips’ business, financial condition and operating results.
9.4Operational risks
COVID-19Products and other pandemics could have an adverse effect on Philips’ operations and employees.
COVID-19 has affected Philips’ operations and results in 2020. Looking ahead, Philips continues to see uncertainty and volatility related to the impact of COVID-19 across the world, driven by, amongst others, the effectiveness of vaccination programs, mutations of COVID-19 and potentially new viruses whichservices may cause new pandemics. Philips expects that COVID-19 may continue to impact the delivery on our triple duty of care in various ways: health and safety of our employees (in various working environments such as production, supply, field service, R&D, and working from home); meeting critical customer needs (for example to our production capacity and our ability to deliver, install and provide service); and business continuity (for example of our functional operations, supply chain, and commercial processes). These will require effort and expense to deal with and may negatively impact results from operations for an uncertain period.
Philips’ customers may not be focused on making new investmentsfail quality or face liquidity issues caused by COVID-19,security standards, which may adversely affect patient safety and customer operations.
Our products and services, either new and/or in field use by our customers, may fail to meet product quality or product security standards, cause (patient) harm, negatively impact Philips’ cash flow generation. COVID-19 may also affect planned divestments consistent withcustomer operations and their ability to provide healthcare, provide unauthorized access to patient records and medical devices through cyber security incidents, or generally cause customer dissatisfaction. Given Philips’ focus on health technology, products and services often require regulatory approvals, including approval of quality and benefit/risk prior to market introduction. Philips may experience issues with the quality of our products and services as a result of various factors, including product design, production, suppliers, materials used, installation, or newly emerging and rapidly evolving cybersecurity threats. These (and other) issues could cause events that need to be actively addressed, which may lead to (amongst others) higher costs of design, market activation, stop use, field recalls and repairs, as well as financial claims and liabilities, damage to our brand reputation, competitive disadvantage, regulatory non-compliance (refer to the Compliance risk section), and loss of market access and market share, any of which may have a material adverse impact on Philips’ market valuation, revenue growth and operating results. Many of our products also have multiple software components, which may be exposed to security threats, including in relationthe event of obsolescence or insufficient maintenance.
Notwithstanding the proliferation of technology and technology-based control systems to detect defects or other errors in our products before they are released, our business ultimately relies on people as our greatest resource, and, from time-to-time, they make mistakes or engage in violations of applicable policies, laws, rules or procedures that are not always caught immediately by our technological processes or by our controls and other procedures, which are intended to prevent and detect such errors or violations. In addition to human error, our quality controls are also subject to overriding, and resource or technical constraints. As such, these quality controls and preventative measures may not be effective in detecting all defects or errors in our products before they have been released into the marketplace. In such an event, the technological reliability and safety of our products could be below our standards and our reputation, brand and sales could be adversely affected. In addition, we could be required to, or may find it necessary to, offer a refund for the product or service, suspend the availability or sale of the product or service or expend significant resources to cure the defect or error. Any of these factors may have in a material adverse impact on Philips’ Domestic Appliances business;business, financial condition and operating results.
Philips may be unable to ensure an effective supply chain.
Most of Philips’ operations are conducted internationally, which exposes Philips to supply chain challenges. Philips produces and procures products and parts in various countries globally and in addition is partly dependent on the timing, terms, executionproduction and proceedsprocurement of any such disposals may become more uncertain. Some further COVID-19 impacts are describedproducts and parts from Asian countries, and disruption to production in and shipping from Asian countries could have a disproportionate impact on our business compared to disruptions in other markets. The production and shipping of products and parts, whether from Philips or from third-parties, could be interrupted by various factors such as geopolitics (e.g. US-China relations and protectionist measures taken in various markets), regional conflicts, natural disasters or extreme weather events, (the effects of which may be exacerbated by climate change), container imbalances or port congestions. As a recent example, our sales were impacted unfavorably by the intensified global supply chain issues, primarily related to the shortage of electronic components, poor ocean freight schedule reliability, and COVID-19 affecting suppliers. Although difficult to predict, supply chain headwinds are expected to continue throughout 2022, with a significant impact in the first quarter. There is currently scarcity in the availability of semi-conductors due to increased global demand: as a health technology company, Philips is dependent on the availability of semiconductors and continued scarcity may cause increased lead times and adversely impact our production capacity. Pandemics (e.g. resurgences of COVID-19 or mutations thereof) may disrupt supply chains due to rapid shifts in demand, need for production capacity adjustments and safety improvements in the environments for production, field service, installation and Research & Development in which our employees operate. Philips is also exposed to risks associated with delivery of products and services to customers (for example due to construction material or labor shortages), such as the issues with customer site readiness that Philips encountered in the fourth quarter of 2021, which resulted in (among other things) postponement of equipment installations in hospitals. Such delivery risks may be exacerbated by insufficient staffing levels or staffing disruptions at Philips, its customers or other third-party service providers, including as a result of COVID-19. If Philips is not able to respond swiftly to those various factors, this may result in an inability to deliver on customer needs, ultimately resulting in loss of revenue and margin.
A general shortage of materials (sub-) components or means of transportation drives the risk factors.of fluctuations in price. Philips purchases raw materials, including rare-earth metals, copper, steel, aluminum, noble gases and oil-related products. Commodities have been subject to volatile markets, and such volatility is expected to continue and costs to increase, including as a result of stricter climate change related laws and regulations. Such legislation could require investments in technology to reduce energy use, and greenhouse gas emissions, beyond what we expect in our existing plans or could result in additional and increased carbon pricing. If Philips is not able to compensate for increased costs of (sub-) components, (raw) materials and transportation, reduce reliance thereon, or pass on increased costs to customers, then price increases could have a material adverse impact on Philips’ business, financial condition and operating results.
Philips is also continuing the process of creating a leaner supply base and is continuing its initiatives to replace internal capabilities with less costly outsourced products and services, which may result in increased dependency on a concentration of external suppliers. These processes also need to be balanced with local market requirements, including those relating to local manufacturing and data storage. Although Philips works closely with its suppliers to avoid supply-related problems, there can be no assurance that it will not encounter supply problems in the future, causing disruptions or unfavorable conditions.
Philips could be exposed to a significant enterprise cybersecurity breach.
Philips relies on information technology to operate and manage its businesses and store confidential data (relating to employees, customers, intellectual property, suppliers and other partners). Philips���Philips’ products, solutions and services increasingly contain sophisticated and complex information technologytechnology. We control and generateprocess confidential data related to customerspatients and patients. Potentialcustomers. The healthcare industry is subject to strict privacy, security and safety regulations with regard to a wide range of health information. At the same time geopolitical conflicts and criminal activity continue to drive increases in the number, severity and severitysophistication of cyber-attacks globally. Considering the general increase in general. Like manycyber-crime, our customers and other stakeholders are becoming more demanding regarding the cybersecurity of our products and services. As a multinational companies,health technology company, Philips is therefore inherently and increasingly exposed to the risk of cyber-attacks. Information systems may be damaged, disrupted (including the provision of services to customers) or shut down due to cyber-attacks. In addition, breaches in the security of our systems (or the systems of our customers, suppliers or other partners) could result in the misappropriation, destruction or unauthorized disclosure of confidential information (including intellectual property) or personal data belonging to us or to our employees, customers, suppliers or other partners. These risks are particularly significant with respect to patient medical records. Cyber-attacks may result in substantial costs and other negative consequences, which may include, but are not limited to, lost revenues, reputational damage, remediation and enhancement costs, and other liabilities to regulators, customers and other partners, or penalties. While cyber-attacks have not historically resulted inPhilips deals with the operational threat of cybercrime on a continuous basis and has so far been able to prevent significant damage or caused Philips to incur significant monetary cost in taking corrective action, there can be no assurance that future cyber-attacks will not result in significant or other consequences than as described above.above, which may result in a material adverse impact on Philips’ business, financial condition and operating results.
Philips is exposed to risks in connection with business transformation and IT system changes or failures.and continuity.
Philips expects to engage in multiple transformation programs to support the shift of our business and enable our IT landscape for our health technology strategy. If we do not effectively execute and deliver on those transformation programs, including any upgrades to the Philips IT architecture, this may result in us not realizing our business growth, operational excellence and solutions ambitions, which may have a material adverse impact on our business, financial condition and operating results.
Philips continuously seeks to create a more open, standardized and cost-effective IT landscape, for instance through further outsourcing, offshoring, commoditization and ongoing reduction in the number of IT systems. These changes create third-party dependency risk with regard to the delivery of IT services, the availability of IT systems, and the scope and nature of the functionality offered by IT systems. Although Philips has sought to strengthen security measures and quality controls relating to these systems, these measures may prove to be insufficient or unsuccessful.
Philips may be unable to ensure an effective supply chain.
Philips is continuing the process of creating a leaner supply base and is continuing its initiatives to replace internal capabilities with less costly outsourced products and services. These processes may result in increased dependency on a concentration of external suppliers. Although Philips works closely with its suppliers to avoid supply-related problems, there can be no assurance that it will not encounter supply problems in the future causing disruptions or unfavorable conditions.
Shortages or delays could materially harm Philips’ business. Most of Philips’ operations are conducted internationally,unsuccessful, which exposes Philips to challenges. For example, Philips depends partly on the production and procurement of products and parts from Asian countries; the production and shipping of products and parts could be interrupted by events such as geopolitical changes (e.g. US-China relations), regional conflicts, pandemics (e.g. COVID-19), natural disasters or extreme weather events caused by climate change. Such changes may lead to adverse impacts on global trade levels and supply chains. COVID-19, more specifically, imposes supply chain challenges due to shifts in demand, need for production capacity adjustments and impacts on the safety of the environments for production, field service, installations, R&D.
A general shortage of materials, (sub) components also poses the risk of fluctuations in prices and demand, which could have a material adverse effect on Philips’ financial condition and operating results. Philips purchases raw materials, including so-called rare earth metals, copper, steel, aluminum, noble gases and oil-related products, which exposes it to fluctuations in energy and raw material prices. Commodities have been subject to volatile markets, and such volatility is expected to continue. If Philips is not able to compensate for increased costs of raw materials, reduce reliance on such raw materials or pass on increased costs to customers, then price increases could have a material adverse impact on Philips’ results.
Philips may face challenges to drive operational excellence, productivity and speed in bringing innovations to market.
To gain sustainable competitive advantage and realize Philips’ ambitions for profitable growth, it is important that the company makes further improvements in its product and solution creation process, ensuring timely delivery of new products and solutions at lower cost and high customer service levels. The emergence of new low-cost competitors, particularly in Asia, further underlines the importance of improvements in the product creation process. The success of new product and solution creation, however, depends on a number of factors, including timely and successful completion of development, market acceptance, the ability to attract and retain skilled employees, production ramp-up to meet anticipated demand, potential quality issues or other defects in the early stages of introduction. Costs of developing new products and solutions may be reflected on Philips’ balance sheet and may be subject to write-down or impairment as a result of the performance of such products or services; the significance and timing of such write-downs or impairments are uncertain. Accordingly, Philips cannot determine in advance the ultimate effect that new product and solution creation will have on its financial condition and operating results. If Philips fails to create and commercialize products and solutions, it may lose market share and competitiveness, which could have a material adverse effect on itsbusiness, financial condition and operating results.
Philips is dependent on its people for leadership and specialized skills and may be unable to attract and retain such personnel.
The attraction and retention of talented employees in sales and marketing, research and development, finance, and general management, as well as highly specialized technical personnel, especially in transferring operations and enabling functions to low-cost countries, is critical to Philips’ success. Thesuccess and the loss of employees with specialized skills could also result in business interruptions. TheThere is fierce competition to attract talent in key capability segments and the heightened expectation of attrition post-pandemic increases the risk of loss of talent and critical skills. COVID-19 pandemic places additionalmay continue to present challenges onto team interactions and the onboarding of new peoplepeople. Philips is competing for the best talent and brings uncertainty as to what will be the ‘new normal’ way of working after the pandemic. There can bemost sought-after skills, and there is no assurance that Philips will be successfulof succeeding compared to other companies in attracting and retaining the highly qualified employees and the key personnel needed in the future. Wage inflation is increasing the competition for talent and the cost of labor. This may negatively impact our ability to deliver on our strategic imperatives and if we are unable to offset the increased costs of labor through higher selling prices, then rising costs could also have a material adverse impact on Philips’ business, financial condition and operating results.
Trade arrangements following BrexitCOVID-19 and other pandemics could have an adverse effect on Philips'Philips’ operations and employees.
COVID-19 continued to affect Philips’ operations and results in 2021 and Philips continues to see uncertainty and volatility related to the impact of COVID-19 across the world and in underserved communities in particular. This is driven by, among other things, the effectiveness of vaccination programs, mutations of COVID-19, and potentially new viruses which may cause new pandemics. COVID-19 may continue to impact delivery on our triple duty of care in various ways: the health and safety of our employees (in various working environments, such as production, supply, field service, Research & Development, and working from home); meeting critical customer needs (for example, our production capacity and our ability to deliver, install and provide service); and business continuity (for example, our functional operations, supply chain, and commercial processes). Responses to the risks of COVID-19 are expected to require effort and expense and may negatively affect Philips’ business, financial conditions and results of operations. In addition, Philips’ customers may not yet be fully focused on making new investments in medical equipment or may be facing liquidity issues caused by COVID-19, which may adversely impact Philips’ revenue and cash flow generation.
Philips may face challenges to drive operational excellence and speed in bringing innovations to market.
To gain sustainable competitive advantage and to deliver on our purpose and the Quadruple Aim (better health outcomes, improved patient experience, improved staff experience and lower cost of care), it is important that Philips sellscontinues to innovate and delivers these innovations to the market on a timely basis. The emergence of new low-cost competitors, particularly in Asia, further underlines the importance of improvements in the innovation process. Success in launching innovations depends on a number of factors, including defining the right value propositions, the right architecture and platform creation, development, market acceptance, production and delivery ramp-up, potential quality issues or other defects in the early stages of introduction. This also depends on the ability to attract and retain skilled employees. Costs of developing new products and services insolutions may be reflected on Philips’ balance sheet and may be subject to write-down or impairment depending on the United Kingdom, although, following footprint adjustments, we no longer have manufacturing in the UK, only configuration. The potential financial impact following the trade arrangements between the UKperformance of such products or services and the EUsignificance and timing of such write-downs or other countries following Brexit, ranges from adverse movements ofimpairments are uncertain. Accordingly, Philips cannot determine in advance the pound sterling versus the euroultimate effect that innovations will have on its financial condition and the US dollaroperating results. If Philips fails to supply chain disruptions due to the re-introduction of customs controlscreate and the imposition of new tariffs on imports or exports tocommercialize its innovations, it may lose market share and from the United Kingdom. An unsuccessful response to trade arrangements maycompetitiveness, which could have a material adverse effect on Philips’its financial condition and operating results.
9.5Compliance risks
Philips is exposed to non-compliance of its products and services with various regulations and standards, including quality, product safety and data privacy.security.
Philips operates in a highly regulated health-technology product safety and quality environment and its products and services, including parts or materials from suppliers, are subject to regulation by various government and regulatory agencies (e.g. FDA (US), EMA (Europe), NMPA (China), MHRA (UK), ASNM (France), BfArM (Germany), and IGZ (the Netherlands)). In the European Union (EU), a newthe Medical Device Regulation (EU MDR) was publishedbecame effective in 2017, which will imposeMay 2021 and imposes significant additional pre-market and post-market requirements. Examples of other product-related regulations are the EU’s Waste from Electrical and Electronic Equipment (WEEE), Restriction of Hazardous Substances (RoHS) and, Registration, Evaluation, Authorization and Restriction of Chemicals (REACH) and Energy-using Products (EuP). regulations. We are subject to various domestic, EU, US and foreign environmental laws and regulations, which are continuing to develop. Any failure to comply with such environmental laws and regulations could expose us to lawsuits, administrative penalties and civil remedies, which may have a material adverse impact on Philips’ business, financial condition and operating results.
With Philips’ focus on healthcare,Philips has observed an increase in security requirements in a variety of new and upcoming legislation dealing with market access of consumer goods, medical devices, information and communication technology (ICT) products, (cloud) services, and services frequentlyspecific areas such as data protection, Artificial Intelligence and supply chain. Both regulators and customers require regulatory approvals for market introduction. The numberus to demonstrate legal compliance and diversity of regulatory bodies in the various markets we operate in adds complexityadequate security management using national and may negatively impact time to marketinternational standards and implementation costs.associated certifications. Non-compliance with conditions imposed by regulatory authorities could result in product recalls, a temporary ban on products, stoppages at production facilities, remediation costs, fines, disgorgements of profits or claims for damages. Product safety incidents or user concerns as in the past, could trigger business reviewsinspections by the FDA or other regulatory agencies, which, if failed, could trigger these impacts.
The ongoing digitalization of Philips’ products and services, including its holding of personal health data and medical data, increases the importance of compliance with data privacy and similar laws.
Non-complianceimpacts described above as well as other consequences. These issues could adversely impact Philips’ financial condition or operating result through lost revenue and cost of any required remedial actions, penalties or claims for damages. These issuesdamages and could also further negatively impact Philips’ reputation, brand, relationship with customers and market share.
Philips is exposed to the risks of non-compliance with business conduct rules and regulations.regulations, including anti-bribery, healthcare compliance and data privacy.
In the execution of its strategy, Philips could be exposed to the risk of non-compliance with business conduct rules and regulations. This risk is heightened in growth geographies, as the legal and regulatory environment is less developed compared to mature geographies. Examples of compliance risk areas include commission payments to third parties, remuneration payments to agents, distributors, consultants and the like, andas well as the acceptance of gifts, which may be considered in some markets to be normal local business practice. The ongoing digitalization of Philips’ products and services, including its holding of personal health data and medical data, increases the importance of compliance with data privacy and similar laws. These risks could adversely affect Philips’ financial condition, reputation and brand and trigger the additional risk of exposure to governmental investigations, inquiries and legal proceedings.proceedings and fines. For further detail see section 'Legal proceedings'details, please refer to the sub-section Legal proceedings within the Contingent assets and liabilities. note to the Group Financial Statements.
9.6Financial risks
Philips is exposed to a variety of treasury and financing risks, including liquidity, currency, credit and country risk.
Negative developments impacting the liquidity of global capital markets could affect Philips’ ability to raise or re-finance debt in the capital markets or could lead to significant increases in the cost of such borrowing in the future. If the markets expect a downgrade by the rating agencies, or if such a downgrade has actually taken place, this could increase the cost of borrowing, reduce our potential investor base and adversely affect our business.
Philips’ financing and liquidity position may also impact its ability to implement or complete any share buyback program or distribute any dividends in accordance with its dividend policy or at all. Any announced share buyback program or dividend policy may also be amended, suspended or terminated at any time, including at Philips’ discretion or as a result of applicable law, regulation or regulatory guidance, and any such amendment, suspension or termination could negatively affect the trading price of, increase trading price volatility of or reduce the market liquidity of Philips’ shares or other securities. Additionally, any share buyback program or distribution of dividend could diminish Philips’ cash or other reserves, which may impact its ability to finance future growth and to pursue possible future strategic opportunities. Any share buyback program or dividend payment will depend on factors such as availability of financing, liquidity position, business outlook, cash flow requirements and financial performance, the state of the market and the general economic climate (including the impact of the COVID-19 pandemic) and other factors, including tax and other regulatory considerations. Philips and its subsidiaries may also be subject to limitations on the distribution of shareholders’ equity under applicable law.
Philips operates in over 100 countries and its reported earnings and equity are therefore inevitably exposed to fluctuations in exchange rates of foreign currencies against the euro. Philips’ sales and net investments in its foreign subsidiaries are sensitive in particular to movements in the US dollar, Japanese yen, Chinese renminbi and a wide range of other currencies from developed and emerging economies. Philips’ sourcing and manufacturing spend is concentrated in the European Union, the United States and China. Income from operations is particularly sensitive to movements in currencies of countries where Philips has no or very small-scale manufacturing/local sourcing activities but significant sales of its products or services, such as Japan, Canada, Australia, the United Kingdom, and a range of emerging markets such as Russia, South Korea, Indonesia, India and Brazil.
In view of the long lifecycle of health technology solution sales and long-term strategic partnerships, the financial risk of counterparties with outstanding payment obligations creates exposure risks for Philips, particularly in relation to accounts receivable from customers, liquid assets, and the fair value of derivatives and insurance contracts with financial counterparties. A default by counterparties in such transactions can have a material adverse effect on Philips’ financial condition and operating results.
Philips is exposed to tax risks which could have a significant adverse financial impact.
Philips is exposed to tax risks which could result in double taxation, penalties and interest payments. The source of the risks could originate from local tax rules and regulations as well as international and EU regulatory frameworks. These include transfer pricing risks on internal cross-border deliveries of goods and services, as well as tax risks relating to changes in the transfer pricing model. Furthermore Philips is exposed to tax risks related to acquisitions and divestments, tax risks related to permanent establishments, tax risks relating to tax loss, interest and tax credits carried forward, and potential changes in tax law that could result in higher tax expenses and payments. The risks may have a significant impact on local financial tax results, which, in turn, could adversely affect Philips’ financial condition and operating results. The value of the deferred tax assets, such as tax losses carried forward, is subject to the availability of sufficient taxable income within the tax loss-carry-forward period, but also to the availability of sufficient taxable income within the foreseeable future in the case of tax losses carried forward with an indefinite carry-forward period. The ultimate realization of the company’s deferred tax assets is uncertain. Accordingly, there can be no absolute assurance that all deferred tax assets, such as (net) tax losses and credits carried forward, will be realized.
Philips has defined-benefit pension and other post-retirement plans in several countries. The funded status and service cost are influenced by movements in financial markets and demographic developments.
A significant proportion of (former) employees in Europe and North and Latin America are covered by defined-benefit pension plans and other post-retirement plans. The accounting for such plans requires management to make estimates on assumptions such as discount rates, inflation, longevity, expected cost of medical care and expected rates of compensation. Changes in these assumptions (e.g. due to movements in financial markets) can have a significant impact on the Defined Benefit Obligation and net interest cost.
Flaws in internal controls could adversely affect our financial reporting and management process.
Accurate disclosures provide investors and other market professionals with significant information for a better understanding of Philips’ businesses. Failures in internal controls or other issues with respect to Philips’ public disclosures, including disclosures with respect to cybersecurity risks and incidents, could create market uncertainty regarding the reliability of the information (including financial data) presented and could have a negative impact on the price of Philips securities. In addition, the reliability of revenue and expenditure data is key for steering the businesses and for managing top-line and bottom-line growth. The long lifecycle of health technology solution sales, from order acceptance to accepted installation and servicing, together with the complexity of the accounting rules for when revenue can be recognized in the accounts, presents a challenge in terms of ensuring consistent and correct application of the accounting rules throughout Philips’ global business. Significant changes in the way of working, such as working from home during a pandemic, may have an adverse impact on the control environment under which controls are executed, monitored, reviewed and tested. Any flaws in internal controls, or regulatory or investor actions in connection with flaws in internal controls, could adversely affect Philips’ financial condition, results of operation, reputation and brand.
10Supervisory Board
In the two-tier corporate structure under Dutch law, the Supervisory Board is a separate body that is independent of the Board of Management and the company. The Supervisory Board supervises the policies, and management and the general affairs of Philips, and assists the Board of Management and the Executive Committee with advice. Please also refer to Supervisory Board within the chapter Corporate governance.
Jeroen van der VeerFeike Sijbesma2)3)
Born 1947,1959, Dutch
Chairman of the Supervisory Board since May 2021
Chairman of the Corporate Governance and Nomination & Selection Committee
Member of the Supervisory Board since 2009; third2020; first term expires in 20212024
Former Chief ExecutiveCEO and Non-executive Directormember of Royal Dutch Shell and currentlythe Managing Board of Koninklijke DSM NV. Currently Honorary Chairman of Koninklijke DSM NV, member of the Supervisory Board of Royal Boskalis Westminster N.V. Vice-ChairmanDutch Central Bank (DNB), non-executive Director of Unilever NV, Co-Chair of the Global Climate Adaptation Center and Member of the Board of Trustees of the World Economic Forum.
Chua Sock Koong1)
Born 1957, Singaporean
Member of the Supervisory Board since 2021; first term expires in 2025
Former Group CEO of Equinor ASA.Singapore Telecommunications Limited and currently member of the Board of Directors of Prudential plc, Bharti Airtel Limited, Bharti Telecom Limited and Cap Vista Pte Ltd. Member of the Council of Presidential Advisors of Singapore, Deputy Chairman of the Supervisory CouncilPublic Service Commission of Delft University of Technology. Chairman of Het Concertgebouw Fonds (foundation). Also a senior advisor at Mazarine Energy B.V.Singapore.
Neelam Dhawan1)
Born 1959, Indian
Member of the Supervisory Board since 2012; third term expires in 2022
Non-Executive Board Member of ICICI Bank Limited, Yatra Online Inc, and Skylo Technologies Inc.Inc and Capita plc. Chair of the Board of Directors at Capillary Technologies Ltd. Former Vice President, Global Sales and Alliance - Asia Pacific & Japan, Hewlett Packard Enterprise.
Liz Doherty1)
Born 1957, British/Irish
Chairwoman of the Audit Committee
Member of the Supervisory Board since 2019; first term expires in 2023
Former CFO and board member of Reckitt Benckiser Group PLC, former CFO of Brambles Ltd, former non-executive director and audit committee member at Delhaize Group, Nokia Corp., SABMiller PLC and Dunelm Group PLC. Currently, member of the Supervisory Board and Chairwoman of the audit committee of Novartis AG member of the Supervisory Boardand of Corbion N.V. Fellow of the Chartered Institute of Management Accountants. Former non-executive board member of the UK Ministry of Justice and of Her Majesty’s Courts and Tribunals Service (UK). Currently advisor to GBfoods SA and Affinity Petcare SA, subsidiairiessubsidiaries of Agrolimen SA.
Orit Gadiesh2)
Born 1951, Israeli/American
Member of the Supervisory Board since 2014; second term expires in 2022
Currently Chairman of Bain & Company, member of the Board of Directors of Schindler Group, member of the Board of Trustees of the World Economic Forum and member of the United States Council of Foreign Relations.
Marc Harrison4)
Born 1964, American
Member of the Supervisory Board since 2018; first term expires in 2022
Currently President and Chief Executive Officer of Intermountain Healthcare. Former Chief of International Business Development for Cleveland Clinic and Chief Executive Officer of Cleveland Clinic Abu Dhabi.
Peter Löscher1)4)
Born 1957, Austrian
Member of the Supervisory Board since 2020; first term expires in 2024
Former President and CEO of Siemens AG, President of Global Human Health and Member of the Executive Board of Merck & Co., President and CEO of GE Healthcare Bio-Sciences and member of GE’s Corporate Executive Council, CEO and Delegate of the Board of Directors of Renova Management AG. Currently Chairman of the Board of Directors of Sulzer AG, member of the Board of Directors of Telefónica S.A. and Chairman of the Supervisory Board of Telefónica Deutschland Holding AG, Non-Executive Director of Thyssen-Bornemisza Group AG and Doha Venture Capital LLC and Senior Advisor at Bain Capital Private EquityEquity.
Christine Poon2)Indra Nooyi3)4)
Born 1952,1955, American
Vice-Chairwoman and Secretary
Chairwoman of the Remuneration Committee
Member of the Supervisory Board since 2009; third2021; first term expires in 20212025
Former Vice-ChairwomanCFO and Chairman and CEO of Johnson & Johnson’sPepsiCo. Currently member of the Board of Directors and Worldwide ChairwomanChair of the Pharmaceuticals Group. Former deanAudit Committee of Ohio State University’s Fisher CollegeAmazon, Inc. Member of Business. Currentlythe International Board of Advisors of Temasek, member of the BoardsBoard of DirectorsTrustees and Executive Committee of Prudential, Regeneron and Sherwin Williamsthe Massachusetts Institute of Technology.
David Pyott12)4)
Born 1953, British/American
Chairman of the Quality & Regulatory Committee
Member of the Supervisory Board since 2015; second term expires in 2023
Former Chairman and Chief Executive Officer of Allergan, Inc. and former Lead Director of Avery Dennison Corporation. Currently member of the Board of Directors of Alnylam Pharmaceuticals Inc., BioMarin Pharmaceutical Inc. and Pliant Therapeutics. Chairman of privately held Bioniz Therapeutics. Deputy Chairman of the Governing Board of London Business School, member of the Board of Trustees of California Institute of Technology, President of the Ophthalmology Foundation and President of the Advisory Board of the Foundation of the American Academy of Ophthalmology.
Feike Sijbesma3)
Born 1959, Dutch
Vice-Chairman
Member of the Supervisory Board since 2020; first term expires in 2024
Former CEO and member of the Managing Board of Koninklijke DSM NV. Currently Honorary Chairman of Koninklijke DSM NV, member of the Supervisory Board of Dutch Central Bank (DNB), non-executive Director of Unilever NV, Co-Chair of the Global Climate Adaptation Center and Member of the Board of Trustees of the World Economic Forum.
Paul Stoffels2)3)
Born 1962, Belgian
Vice-Chairman and Secretary
Chairman of the Remuneration Committee
Member of the Supervisory Board since 2018; first term expires in 2022
CurrentlyWith effect from April 1, 2022, CEO of Galapagos NV. Until January 1, 2022, Vice Chair of the Executive Committee and Chief Scientific Officer at Johnson & Johnson. Previously, Worldwide Chair of Pharmaceuticals at Johnson & Johnson, CEO of Virco and Chairman of Tibotec.
For a current overview of the Supervisory Board members, see also https://www.philips.com/a-w/about/supervisory-board.html
1)member of the Audit Committee2)member of the Remuneration Committee3)member of the Corporate Governance and Nomination & Selection Committee4)member of the Quality & Regulatory Committee
11Supervisory Board report
Letter from the Chairman of the Supervisory Board
Dear Stakeholder,
In 2020,2021 was a challenging, mixed year for Philips, demonstrated both resilienceas the company saw strong performance across most of its core businesses offset by a number of significant headwinds – increasing supply chain pressures, the COVID-19-related postponement of equipment installations, and agilitythe consequences of the voluntary recall by Philips Respironics. However, in view of the strong customer demand and record-high order book, the company expects to resume its growth and margin expansion trajectory in the facecourse of 2022, with a comparable sales decline at the start of the COVID-19 pandemicyear followed by a recovery and strong second half of the healthcareyear.
In June, Philips' subsidiary Respironics initiated a voluntary recall notification for certain sleep and economic challenges it unleashed. The company’s achievementsrespiratory care products, to address potential health risks related to the sound abatement foam in reconfiguring supply chains, scaling upthese devices. Following the substantial ramp-up of production, service and developing new waysrepair capacity in close dialogue with regulators across the world, the repair and replacement program is well under way in the United States and several other markets. As a company wholly committed to patient safety, Philips fully understands the impact this issue has had on patients and care givers.
In September, Philips successfully completed the sale of engaging with customersthe Domestic Appliances business, concluding its major divestments. We believe this will allow Philips to focus fully on continuing its transformation into a solutions company and employees ensured it was able to deliver againstextending its triple duty of care – meeting critical customer needs, safeguarding theleadership in health and safety of its employees, and ensuring business continuity.technology.
Strategy workingand portfolio continue to resonate with customers
The events of 2020 validate Philips’ strategyHealth systems around the world are striving to become the leading provider of health technology and to advance value-based care along the health continuum. Over the past years, Philips has significantly invested in informatics, data science and cloud technology to enabletransform the delivery of integrated solutionscare, with the aim of improving health outcomes, patient and staff experience, and productivity. Philips’ strategy and portfolio of innovations across the health continuum and across care settings through telehealth. Philips’ innovations – supporting personal health, precision diagnosis, image-guided therapies and connected care, and leveraging the power of data and informatics – continues to resonate very well with customers.
In recent years, Philips has invested significantly in informatics and its strong focus on customer needs continuedata science, as well as cloud technology, to generate a growing proportionenable the delivery of solutions-based sales. It is an approach that is resonating more strongly than eversolutions across care settings. This drive continued in 2021 with customersthe acquisitions of BioTelemetry and investors. Capsule Technologies in particular, strengthening Philips’ leadership in patient care management solutions for the hospital and the home.
Customers’ appreciation for Philips’ strategy was underlined by the 80 long-term strategic partnerships the company signed with hospitals and health systems around the world in the course of the year.
ESG commitments
In 2020, Philips continued to reinforce its leadership asAs a purpose-driven company, with the announcement ofPhilips has adopted a fully integrated approach to doing business responsibly and sustainably. Building on the company’s strong heritage in environmental and social responsibility, this framework comprises a comprehensive set of key commitments across the Environmental, Social and Governance (ESG) dimensions that guide execution of the company’s strategy. I share management’s conviction that this approach is the best way for Philips to create superior, long-term value for its multiple stakeholders.
Financial performance and outlook
Despite the challenging circumstances, Philips was able to execute its plans and return to growth and improved profitability in the second half of 2020. This was driven by the successful conversion of a strong order book and a gradual return of consumer demand.In 2021, Philips continued to maintaindeliver on the key commitments set out in its Environmental, Social & Governance (ESG) framework – e.g. by remaining carbon-neutral in its own operations, by engaging with suppliers and customers to help minimize environmental impact across the value chain, as well as by leading the transition to a strong balance sheetcircular economy and robust liquidity position throughoutextending access to care for underserved communities. In 2021, Philips also published its first Country Activity and Tax Report, providing transparency on taxes paid and collected in the period. Nevertheless, in view of the likely continued impact of the COVID-19 pandemic, Philips took several measures to further enhance its liquidity position. At its Capital Markets Day with investors and financial analysts in November 2020, the company outlined its strategic plan and performance trajectory for the 2021–2025 period. countries where it operates.
Supervisory Board
The Supervisory Board spent several sessions in 20202021 reviewing, among other things, Philips’ COVID-19 response,the Philips Respironics recall, quality, strategy, risk, business controls, financial and business performance, strategy,as well as its talent pipeline business controls, quality, and sustainabilitysuccession planning, and Environmental, Social & Governance (ESG) programs.
At the Annual General Meeting of ShareholdersAGM in April 2020,May, the Supervisory Board was further strengthened by the addition of Feike SijbesmaIndra Nooyi and Peter Löscher. Feike SijbesmaChua Sock Koong. Indra Nooyi is a recognized business and sustainability leader, while Peter Löscher is a seasonedproven business leader in the medicalconsumer sectors, with a strong track record of delivering sustained profitable growth, while doing business sustainably and responsibly. Chua Sock Koong brings in-depth knowledge of information technology and pharmaceutical industries.the growth of digital services businesses, as well as extensive experience of business in Asia. Their outstanding experiencestrategic insights will be highly valuableof great value to our Board and to Philips, as the company expandsstrives to expand its leadership in health technology solutions.
We are also very pleased to propose Indra NooyiHerna Verhagen and Chua Sock KoongSanjay Poonen as new members of the Supervisory Board to the Annual General Meeting of Shareholders, which will be held on May 6, 2021. Indra Nooyi is a10, 2022. With her proven business leader in the consumer and technology sectors, with a strong track record of delivering sustained profitable growth in driving a sustainablecustomer-first company culture and responsible way. Chua Sock Koong has deep knowledge of information technologiesa background in e-commerce logistics, Herna Verhagen will bring valued and digitalization. She is the former CEO of Singapore Telecommunications Limited (Singtel), Asia's leading communications technology group. Their strategic insights will be of great valuenew perspectives to Philips, as the company embarks on its next growth phase as a health technology leader.
I consider it a privilege to have served three terms on the Supervisory Board, while Sanjay Poonen’s extensive experience in enterprise IT and cloud-enabled business models will further strengthen the Supervisory Board’s digital competencies.
I am honored to have taken over the role as Chairman of Philips,the Supervisory Board in May 2021. I would like to record the Supervisory Board’s gratitude to my predecessor, Jeroen van der Veer, for his many years of which ten years as Chairman. Whenleadership. I also wish to thank Christine Poon and Orit Gadiesh, who stepped down from the Supervisory Board in 2021, and Neelam Dhawan, who will step down at the end of the Annual General Meeting of Shareholders in May 2021, I will hand over the reins to my successor, Feike Sijbesma.2022, for their long-term counsel and support. Together with our colleagues on themy fellow Supervisory Board he will continuemembers, I look forward to provide thoroughproviding continued oversight of the companyPhilips as it deliversacts on its purpose of improving people’s health and well-being through meaningful innovation.innovation, and advising the Board of Management where applicable.
Jeroen van der VeerFeike Sijbesma
Chairman of the Supervisory Board
Introduction Supervisory Board Report
The Supervisory Board supervises and advises the Board of Management and Executive Committee in performing their management tasks and setting the direction of the business of the Philips Group. The Supervisory Board acts, and we as individualAs members of the Supervisory Board, we act in the interests of Royal Philips, its businesses and all its stakeholders. This report includes a more specific description of the Supervisory Board’s activities during the financial year 20202021 and other relevant information on its functioning.
Activities of the Supervisory Board
The overview below indicates key matters that we reviewed and/or discussed during meetings throughout 2020:in the course of 2021:
- Regular assessments of the company’s overall strategy to extend its leadership as a health technology company. These included reviews of the strategic priorities for each of the business clusters, the company’s
overall innovationinformatics strategy and innovation transformation program, Research & Developmentits strategy in key markets and the DataPhilips Business System (the company’s standard operating model). An external expert provided the Supervisory Board with an external perspective on digital health in the coming five years and Artificial Intelligence strategy. They also included regularthe challenges and opportunities this brings to the company; - Regular reviews of the company’s acquisitions, divestments and partnerships funnel;
- Selected acquisitions and divestments, including the acquisitions of BioTelemetry, Inc., Capsule Technologies, Inc., Cardiologs (closed on January 7, 2022), and Vesper Medical Inc. (closed on January 11, 2022) and the divestment of the Domestic Appliances business;
- The (business) performance of the Philips Group and its underlying businesses, as well as the company’s flexibility under its capital structure and credit ratings to pay dividends and to fund capital investments, including share repurchases and other financial
initiatives; The company's response to the global COVID-19 pandemic, in terms of:securing business continuity, reconfiguring Philips’ supply chain, meeting increased demand for hospital ventilators and monitors, innovation, customer engagement;the health and safety of Philips’ employees, the engagement of employeesinitiatives and the impact of this pandemic on ways of working going forward;measures to further enhance Philips’ liquidity position, as announced on April 20, 2020, in relation to theEUR 1.5 billion share buyback program the company announced on January 29, 2019,July 26, 2021;- The (business) performance of companies previously acquired by the
placement of in total EUR 1 billion notes, the distributioncompany; - Oversight of the
2019adequacy of financial and internal controls; - Capital allocation, including the dividend
in shares,policy and pay-out and the pay-outM&A framework; - The performance of the
2019 Annual Incentive for the Board of Management in shares; - Integrated Supply Chain and an
external expert provided the Supervisory Board with an external perspectiveupdate on the COVID-19 pandemickey transformation programs and the future of the healthcare sector;progress made;
- Geopolitical developments and their impact on Philips’ business;
- Philips’ annual management commitments, including the
20212022 key performance indicators for the Executive Committee, the 2022 targets for such key performance indicators, and the annual operating plan for 2021; Philips’ new financial targets for the 2021-2025 period as announced on October 19 and November 6, 2020 and the details of the strategic plan and performance trajectory for the 2021–2025 period, as presented during Philips’ Capital Markets Day on November 6, 2020;2022;- Quality & Regulatory compliance, systems and processes. In view of the Philips Respironics voluntary recall notification related to the sound abatement foam in certain sleep and respiratory care products (announced on June 14, 2021), the Supervisory Board regularly discussed this issue and the progress made with respect to the repair and replacement program with Management. Furthermore, the Supervisory Board was regularly updated on the internal Accelerating Patient Safety and Quality program that was launched by the company in the course of 2021. Also refer to the description of the activities of the Quality & Regulatory Committee in the section Report of the Quality & Regulatory Committee of this Supervisory Board report;
Capital allocation, includingThe company’s quality transformation journey, as embedded in the dividend policy and the M&A framework;Selected acquisitions and divestments, including the acquisitions of Intact Vascular, Inc. and BioTelemetry, Inc., the intended acquisition of Capsule Technologies, Inc., and the intended divestment of the Domestic Appliances business;Philips Business System;- Enterprise risk management,
which included an updateincluding updates on and improvements of the enterprise risk managementrelevant processes, the outcome of the annual risk assessment dialogue with the Executive Committee, and a discussionan update of the top and emerging risks faced by the Philips the control and mitigation measures andGroup, the possible impact of such risks. Risk domains covered includedrisks, and control and mitigation measures. Reference is made to the section Our approach to risk management; - The succession of Jeroen van der Veer as Chairman of the Supervisory Board by Feike Sijbesma and the changes in the composition of the committees of the Supervisory Board;
- The company’s People strategy,
operations and compliance; Reviewreview of talent management, leadership and talent development, leadership culture, inclusion and diversity, and succession planning for seniorexecutive management;- Evaluation of the Board of Management and the Executive Committee based on the achievement of specific group and individual targets approved by the Supervisory Board at the beginning of the year;
Oversight of the adequacy of financial and internal controls;- Significant civil litigation claims against, and public investigations into, Philips;
- Philips’
Environment,Environmental, Social and Governance (ESG) approach, comprising an update on the relatedlaunch of, and progress made with respect to the 2025 ESG key programs and sustainability commitments and aims ( including circular revenues) and Philips’ aim to improve the health and well-being of 2.5 billion people per year by 2030 through meaningful innovation; Succession ofinnovation, as well as how ESG is embedded in the current Chairman of the Supervisory Board, whose third term will expire at the end of the 2021 Annual General Meeting of Shareholders.Philips Business System.
The Supervisory Board also conducted 'deep dives' into a range of topics including:
- Strategy and performance trajectory,
innovation portfolio, innovation roadmap and major innovations (including demonstrations onof latest innovations) in Precisionthe Personal Health, Diagnosis Image Guided Therapy& Treatment and Connected Care;Care segments; - The strategy and performance of Philips North America and Philips
Greater China,International Markets, including market trends, business performance and key strategic and transformation initiatives and priorities; Philips Capital, including performance and strategic imperatives; Marketing and E-commerce, including brand leadership and preference, reputation, Health Systems and Consumer Marketing.priorities.
The Supervisory Board also reviewed Philips’ annual and interim financial statements, including non- financialnon-financial information, prior to publication.
Supervisory Board meetings and attendance
In 2020,2021, the members of the Supervisory Board convened for seven regular meetings and threetwo extraordinary meetings. Moreover, we collectively and individually interacted with members of the Board of Management, the Executive Committee and with senior management outside the formal Supervisory Board meetings. The Chairman of the Supervisory Board and the CEO met regularly for bilateral discussions about the company’s progress on a variety of matters. Feike SijbesmaIndra Nooyi and Peter Löscher,Chua Sock Koong, appointed to the Supervisory Board with effect from April 30, 2020,May 6, 2021, followed an induction program and interacted with the members of the Board of Management and various Executive Committee members for deep-divesdeep dives on strategy, finance and investor relations, governance and legal affairs.
The Supervisory Board meetings were well attended in 2020.2021. All Supervisory Board members were present during the Supervisory Board meetings in 2020,2021, with the exception of one member not ableunable to attend the April 2020January 2021 meeting, one member unable to attend the February 2021 meeting, and one member unable to attend the October 2021 meeting. The committees of the Supervisory Board also convened regularly (see the separate reports of the committees below) and the committees reported back on their activities to the full Supervisory Board. In addition to the formal meetings of the Board and its committees, the Board members held private meetings. We, as members of the Supervisory Board, devoted sufficient time to engage (proactively if the circumstances so required) in our supervisory responsibilities.
Because of restrictions related to the COVID-19 pandemic, the meetings of the Supervisory Board and its committees were mostly held virtually and nothere have been limited local site visits were organized.by Supervisory Board members.
Composition, diversity and self-evaluation by the Supervisory Board
The Supervisory Board is a separate corporate body that is independent of the Board of Management and the company. Its independent character is also reflected in the requirement that members of the Supervisory Board can be neither a member of the Board of Management nor an employee of the company. The Supervisory Board considers all its members to be independent under the Dutch Corporate Governance Code. Furthermore, the members of its Audit Committee are independent under the rules of the US Securities and Exchange Commission, applicable US rules.to the Audit Committee.
The Supervisory Board currently consists of tennine members. In 2020,2021, there were a number of changes to the composition of the Board. AtBoard, all effective as per (the end of) the 2020 Annual General Meeting of Shareholders Neelam Dhawan was re-appointed as a member of the Supervisory Board for an additional term of two yearsheld in 2021. Indra Nooyi and Feike Sijbesma and Peter LöscherChua Sock Koong were each appointed as a member of the Supervisory Board for a term of four years. The agenda for the upcoming 2021 Annual General Meeting of Shareholders will include proposals to appoint Indra Nooyi and Chua Sock Koong as members of the Supervisory Board.
The term of appointment of Jeroen van der Veer and Christine Poon will expire atexpired and Orit Gadiesh stepped down from the endSupervisory Board. The Supervisory Board appointed Feike Sijbesma as Chair of the 2021Supervisory Board, and Paul Stoffels as Vice-Chair and Secretary of the Supervisory Board.
The agenda for the upcoming 2022 Annual General Meeting of Shareholders after each having served three consecutive terms onwill include proposals to re-appoint Paul Stoffels and Marc Harrison as members of the Supervisory Board and to appoint Herna Verhagen and Sanjay Poonen as new members of the Supervisory Board. Furthermore, Orit GadieshAt the end of the 2022 Annual General Meeting of Shareholders, the term of appointment of Neelam Dhawan will expire. She will step down from the Supervisory Board at the end of the 2021 Annual General Meeting of Shareholders, after having served seven yearsa decade on the Supervisory Board. We, as members of the Supervisory Board, would like to take this opportunity to thank Jeroen van der Veer, Christine Poon and Orit GadieshNeelam Dhawan for theirher contributions to our work. After an internal selection process,work and are very pleased with the Supervisory Board appointed Feike Sijbesma as Chairmanavailability of the Supervisory Board, succeeding Jeroen van der Veer, and Paul Stoffels as Vice-Chair ofproposed new members (subject to their appointment at the Supervisory Board, succeeding Christine Poon and Feike Sijbesma. Both appointments will be effective as per the end of the 2021 Annual General Meeting of Shareholders.2022 AGM).
The Supervisory Board attaches great value to diversity in its composition and has adopted a Diversity Policy for the Supervisory Board, Board of Management and Executive Committee. As laid down in the Diversity Policy, the aim is that the Supervisory Board, Board of Management and Executive Committee comprise members with a European and a non-European background (nationality, working experience or otherwise) and overall at least four different nationalities, and that they comprise at least 30% male and at least 30% female members. The Supervisory Board’s composition furthermore follows the profile included in the Rules of Procedure of the Supervisory Board, which aims for an appropriate combination of knowledge and experience among its members, encompassing marketing, manufacturing, technology and informatics, healthcare, financial, economic, social and legal aspects of international business and government and public administration in relation to the global and multiproduct character of Philips’ businesses. The aim is also to have one or more members with an executive or similar position in business or society no longer than five years ago. The composition of the Supervisory Board shall be in accordance with the best practice provisions on independence of the Dutch Corporate Governance Code, and each member of the Supervisory Board shall be capable of assessing the broad outline of the overall policy of the company. The size of the Supervisory Board may vary as it considers appropriate to support its profile.
The Supervisory Board spent time in 20202021 considering its composition, as well as the composition of the Executive Committee (including the Board of Management). Currently, the composition of the Supervisory Board meets the above-mentioned gender diversity goals, as 40%44% of the Supervisory Board members (4 out of 10)9) are female. Overall, 28%32% (7 out of 25)22) of the positions to which the Diversity Policy applies (Supervisory Board and Executive Committee/Board of Management) are held by women. Upon the proposed (re-)appointments at the upcoming 2022 Annual General Meeting of Shareholders, 40% of the Supervisory Board members (4 out of 10) will be female and 30% of the positions to which the Diversity Policy applies will be held by women. The proposed (re)appointments are in accordance with the mandatory gender quota imposed by Dutch law, effective 2022, requiring that at least one-third of the supervisory board members are women (and at least one-third are men).
As explained in the report of the Corporate Governance and Nomination and Selection Committee and the section Inclusion & Diversity of this Annual Report, the company continues its efforts to enhance inclusion and diversity in the entire organization. Philips’ company-wide commitment towards Inclusion & Diversity is reflected in the Inclusion & Diversity Policy, the General Business Principles and the Fair Employment Policy, which were all updated in 2021. The company continues to put in place measures to enhance diversity and inclusion at all levels within the organization. Philips has set a goal of 35% gender diversity in senior leadership positions (a subset of Management and Executive positions) by the end of 2025. The Supervisory Board expects these efforts to contribute to the achievement of the company’s gender (and other) diversity goals, although there may be various pragmatic reasons – such as other relevant selection criteria and the availability of suitable candidates – that could have an impact on the achievement of the diversityour goals. The Supervisory Board will continue to devote attention to this topic in 2021.2022.
In 2020,2021, each member of the Supervisory Board completed a questionnaire to verify compliance with the applicable corporate governance rules and the Rules of Procedure of the Supervisory Board. The outcome of this survey was satisfactory.
An independent external party facilitated the 20202021 self-evaluation process for the Supervisory Board and its committees. This included drafting theand submitting relevant questionnaire andquestionnaires, interviewing members of the Supervisory Board as well as aggregating and reporting on the results. The questionnairequestionnaires covered topics such as the composition of the Supervisory Board and the required profile (in terms of skills and experience, geographical coverage and diversity) of future Supervisory Board members, stakeholder oversight, strategic oversight, riskthe management dynamicsand focus of the meetings of the Supervisory Board, meetings,the effectiveness of the Supervisory Board’s oversight of various aspects of the company’s business (such as product and service quality), risk management, succession planning and human resources oversight, the relationship betweenengagement with Management and recommendations to improve the Supervisory BoardBoard’s functioning and Management andways of working going forward. Furthermore, the prioritiesperformance of the Supervisory Board in 2021. Furthermore, the performanceChairman and of the Supervisory Board’s committees was reviewed. The Chairman of the Supervisory Board was evaluated through a separate questionnaire and his evaluation was also part of the discussions of the Supervisory Board about the selection of the new Chairman. The responses to the questionnaires were aggregated into reports.separately.
The report on the results of the self-evaluation werewas shared and discussed in a private meeting of the Supervisory Board. The responses provided by the Supervisory Board members indicated that the Supervisory Board continues to be a well-functioning team.team, is of an appropriate size and benefits from expertise, diversity and international representation. A number of suggestions were made to further improve the performance ofstrengthen the Supervisory Board overgoing forward, focusing among others on the coming period, withfollowing topics: knowledge of medical technology, the top priorities being: a smooth transitionkey regulatory regimes applicable to the company, the company’s approach to research and development, product design, manufacturing and suppliers (including in the context of quality and patient safety), the Chair when Jeroen van der Veer steps down fromoverall control structure and reporting lines in the Supervisory Board, oversight of technologycompany and innovation, the balance between organic and inorganic growth and the oversight of the CEO succession. The functioning of the Supervisory Board committees was rated highly. Furthermore,succession planning. Early 2022, the Chairman of the Supervisory Board held bilateral meetings early 2021 wherediscussed the results were also discussed.of the self-evaluation with each of the individual members of the Supervisory Board, and the evaluation of his own functioning with the Vice-Chairman. Finally, the Supervisory Board noted the smooth transition of the role of the Chairman in 2021.
The periodic use of an external facilitator to measure the functioning of the Supervisory Board will continue to be considered in the future.
Supervisory Board composition
| | Jeroen van der Veer | Neelam Dhawan | Orit Gadiesh | Christine Poon | David Pyott | Paul Stoffels | Marc Harrison | Liz Doherty | Feike Sijbesma1) | Peter Löscher1) | Feike Sijbesma | Paul Stoffels | Chua Sock Koong1) | Neelam Dhawan | Liz Doherty | Marc Harrison | Peter Löscher | Indra Nooyi1) | David Pyott |
| Year of birth | 1947 | 1959 | 1951 | 1952 | 1953 | 1962 | 1964 | 1957 | 1959 | 1957 | 1959 | 1962 | 1957 | 1959 | 1957 | 1964 | 1957 | 1955 | 1953 |
| Gender | Male | Female | Male | Female | Male | Male | Male | Female | Female | Female | Male | Male | Female | Male |
| Nationality | Dutch | Indian | Israeli/American | American | British/American | Belgian | American | British/Irish | Dutch | Austrian | Dutch | Belgian | Singaporean | Indian | British/Irish | American | Austrian | American | British/American |
| Initial appointment date | 2009 | 2012 | 2014 | 2009 | 2015 | 2018 | 2019 | 2020 | 2020 | 2018 | 2021 | 2012 | 2019 | 2018 | 2020 | 2021 | 2015 |
| Date of (last) (re-)appointment | 2017 | 2020 | 2018 | 2017 | 2019 | n/a | n/a | n/a | n/a | 2020 | n/a | n/a | n/a | n/a | 2019 |
| End of current term | 2021 | 2022 | 2021 | 2023 | 2022 | 2023 | 2024 | 2024 | 2022 | 2025 | 2022 | 2023 | 2022 | 2024 | 2025 | 2023 |
| Independent | yes | yes | yes | yes | yes | yes | yes | yes | yes | yes |
| Committee memberships2) | RC & CGNSC | AC | RC | RC, CGNSC & QRC | AC & QRC | RC | QRC | AC | CGNSC | AC & QRC | RC3) & CGNSC | RC & CGNSC4) | AC5) | AC | AC | QRC | AR & QRC | CGNSC6) | AC7), RC8) & QRC |
| Attendance at Supervisory Board meetings | (10/10) | (9/10) | (10/10) | 7/7 | (9/9) | (8/9) | (7/7) | (9/9) | (9/9) | (9/9) | (9/9) | (7/7) | (9/9) |
| Attendance at Committee meetings | RC (6/6 CGNSC (6/6) | AC (5/5) | RC (6/6) | RC (6/6) CGNSC (6/6) QRC (5/5) | AC (5/5) QRC (5/5) | RC(3/4)3) | QRC (5/5) | AC(5/5) | CGNSC (5/5)4) | AC (2/2)5) QRC (4/4)6) | RC (3/3) CGNS (5/5) | RC (4/4) CGNSC (2/2) | AC (3/3) | AC (5/6) | AC (6/6) | QRC (6/7) | AC (6/6) QRC (7/7) | CGNSC (2/2) | AC (2/2)
RC (3/3) QRC (7/7) |
| International business | yes | yes | yes | yes | yes | yes | yes | yes | yes | yes |
| Marketing | | yes | | yes | | yes | | yes | | | yes | yes | yes |
| Manufacturing | yes | | yes | | yes | yes | yes | | yes | yes | | yes | yes | |
| Technology & informatics | yes | | yes | yes | yes | yes | yes | yes | yes | yes | yes | |
| Healthcare | | yes | | yes | | yes | | | | yes | yes | | yes |
| Finance | yes | | yes | | yes | | yes | yes | | yes | yes | yes | yes | yes |
1)Appointed as member of the Supervisory Board with effect from April 30, 2020May 6, 20212)CGNSC: Corporate Governance & Nomination and Selection Committee; AC: Audit Committee; RC: Remuneration Committee; QRC: Quality & Regulatory Committee3)Paul StoffelsFeike Sijbesma joined the Remuneration Committee in the course of 202020214)Feike SijbesmaPaul Stoffels joined the Corporate Governance & Nomination and Selection Committee in the course of 202020215)Peter LöscherChua Sock Koong joined the Audit Committee in the course of 202020216)Peter LöscherIndra Nooyi joined the QualityCorporate Governance & RegulatoryNomination and Selection Committee in the course of 202020217)David Pyott stepped down from the Audit Committee in the course of 20218)David Pyott joined the Remuneration Committee in the course of 2021
Supervisory Board committees
TheWhile retaining overall responsibility, the Supervisory Board has assigned certain of its tasks to the three long-standing committees, also referred to in the Dutch Corporate Governance Code: the Corporate Governance and Nomination & Selection Committee, the Remuneration Committee and the Audit Committee. TheIn 2015, the Supervisory Board also established the Quality & Regulatory Committee. The separate reports of these committees are part of this Supervisory Board report and are published below.
The function of all of the Supervisory Board’s committees is to prepare the decision-making of the full Supervisory Board, and the committees currently have no independent or assigned powers. The full Supervisory Board retains overall responsibility for the activities of its committees.
Composition Board of Management
The term of Marnix van Ginneken’s appointment as member of the Board of Management will expire at the end of the upcoming 2021 Annual General Meeting of Shareholders. The Supervisory Board is pleased that Marnix van Ginneken remains available as member of the Board of Management. The agenda for the Annual General Meeting of Shareholders 2021 will therefore include a proposal to re-appoint Marnix van Ginneken as member of the Board of Management.
Financial Statements 20202021
The financial statements of the company for 2020,2021, as presented by the Board of Management, have been audited by Ernst & Young Accountants LLP, the independent external auditor appointed by the General Meeting of Shareholders. We have approved these financial statements, and all individual members of the Supervisory Board have signed these documents (as did the members of the Board of Management).
We recommend to shareholders that they adopt the 20202021 financial statements. We likewise recommend to shareholders that they adopt the proposal of the Board of Management to make a distribution of EUR 0.85 per common share, in cash or shares at the option of the shareholder, against the net income of 2020.2021.
Finally, we would like to express our thanks to the members of the Board of Management, the Executive Committee and all other employees for their continued contribution throughout 2020. 2021.
February 23, 202122, 2022
The Supervisory Board
Jeroen van der Veer
Christine Poon
Feike Sijbesma
Paul Stoffels
Chua Sock Koong
Neelam Dhawan
Liz Doherty
Orit Gadiesh
Marc Harrison
Peter Löscher
Indra Nooyi
David Pyott
Paul Stoffels
Further information
To gain a better understanding of the responsibilities of the Supervisory Board and the internal regulations and procedures governing its functioning and that of its committees, please refer to Corporate governance and to the following documents published on the company’s website:
- Articles of Association
- Rules of Procedure Supervisory Board, including the Charters of the Supervisory Board committees
- Diversity Policy for the Supervisory Board, Board of Management and Executive Committee
11.1Report of the Corporate Governance and Nomination & Selection Committee
The Corporate Governance and Nomination & Selection Committee is chaired by Jeroen van der Veer.Feike Sijbesma. Its other members are Christine Poon and Feike SijbesmaPaul Stoffels (who joined in the course of 2020)2021) and Indra Nooyi (who joined after her appointment as member of the Supervisory Board at the 2021 Annual General Meeting of Shareholders). The Committee is responsible for the review of selection criteria and appointment procedures for the Board of Management, the Executive Committee, certain other key management positions, as well as the Supervisory Board.
In 2020,2021, Corporate Governance and Nomination & Selection Committee members held sixfive meetings and all Committee members attended these meetings.
The Committee devoted time to the appointment or reappointment of candidates to fill current and future vacancies on the Supervisory Board. Following those consultations, it prepared decisions and advised the Supervisory Board on candidates for appointment. This resulted in the re-appointment of Neelam Dhawan and the appointment of Feike Sijbesma and Peter Löscher as members of the Supervisory Board at the 2020 Annual General Meeting of Shareholders. This also resulted in the proposals to appoint Indra Nooyi and Chua Sock Koong as members of the Supervisory Board at the 2021 Annual General Meeting of Shareholders. This also resulted in the proposals to re-appoint Paul Stoffels and Marc Harrison as members of the Supervisory Board and to appoint Herna Verhagen and Sanjay Poonen as new members of the Supervisory Board at the upcoming 20212022 Annual General Meeting of Shareholders.
Under its responsibility for the selection criteria and appointment procedures for Philips’ senior management, the Committee reviewed the functioning of the Board of Management and its individual members, the Executive Committee succession plans and emergency candidates for key roles in the company. The conclusions from these reviews were taken into account in the performance evaluation of the Board of Management and Executive Committee members and the selection of succession candidates. Reference is made to 2022 Annual Incentive, setting out the performance review of the Board of Management and the Executive Committee members by the Remuneration Committee.
In 2020,2021, the Committee devoted time to the appointment or reappointment of candidates to fill current and future vacancies on the Board of Management and the Executive Committee. These included the appointments of: Roy Jakobs as Chief Business Leader Connected Care, effective January 2020, succeeding Carla Kriwet who left the company; Kees Wesdorp as Chief Business Leader Precision Diagnosis, effective April 2020 (and in that role also jointly responsible for Diagnosis & Treatment), succeeding Rob Cascella, who transitioned to a role as Strategic Business Development Leader, where he remains a member of the Executive Committee; Deeptha Khanna as Chief Business Leader Personal Health, effective July 2020, succeeding Roy Jakobs; Edwin Paalvast as Chief of International Markets, effective August 2020, succeeding Henk de Jong. Henk de Jong transitioned to the role of CEO of the Domestic Appliances business (which is currently being separated from Philips) and remains a member of the Executive Committee. Furthermore, thisThis resulted in the proposal to re-appointre-appointment of Marnix van Ginneken as a member of the Board of Management at the 2021 Annual General Meeting of Shareholders. Furthermore, Shez Partovi was appointed as a member of the Executive Committee in his role as Chief Innovation and Strategy Officer, effective July 2021, succeeding Jeroen Tas who stepped down from the Executive Committee at the same time. Rob Cascella and Henk de Jong stepped down from the Executive Committee effective April 2021 and September 2021 respectively.
With respect to corporate governance matters, the Committee discussed relevant developments and legislative changes, including pending orthe introduction in Dutch law of a gender quota for supervisory boards, expected Dutch legislation on takeoversvirtual-only general meetings of shareholders, and shareholder activism and on gender diversity.European developments in the area of ESG reporting.
Diversity
In 2017, the Supervisory Board adopted a Diversity Policy for the Supervisory Board, Board of Management and Executive Committee, which is published on the company website. The Committee periodically assesses the Diversity Policy and the size and composition of the Supervisory Board and makes recommendations, if relevant, relating to the profile for the Supervisory Board.
The criteria in the Diversity Policy aim to ensure that the Supervisory Board, Board of Management and Executive Committee have the expertise needed for a good understanding of current affairs and longer-term risks and opportunities related to the company’s business and sufficient diversity of views to provide appropriate challenge. The nature and complexity of the company’s business is taken into account when assessing optimal board diversity, as well as the social and environmental context in which the company operates.
As explained in its report, the full Supervisory Board spent time in 2021 considering its composition, as well as the composition of the Executive Committee (including the Board of Management). Pursuant to the Diversity Policy, the selection of candidates for appointment to the Supervisory Board, Board of Management and Executive Committee will be based on merit. With due regard to the above, the company shall seek to fill vacancies by considering candidates that bring a diversity of (amongst others) age, gender and educational and professional backgrounds.
The Supervisory Board’s aim is that the Supervisory Board, Board of Management and Executive Committee comprise members with a European and a non-European background (nationality, working experience or otherwise) and overall at least four different nationalities, and that they comprise at least 30% male and at least 30% female members.
Currently, the Supervisory Board and the Board of Management/Executive Committee comprise members with more than 10 different nationalities. The composition of the Supervisory Board currently meets the above-mentioned gender diversity goals, with 40% of the Supervisory Board members (4 out of 10) being female. Overall, 28% (7 out of 25) of the positions to which the Diversity Policy applies (Supervisory Board and Executive Committee/Board of Management) are currently held by women.
The company continues to put in place measures to enhance diversity and inclusion at all levels within the organization, with the aim of retaining and progressing talent and of ensuring diversity and inclusion at senior management levels. To this end, Philips has set a new goal of 30% gender diversity in senior leadership positions by the end of 2025. With diversity being part of Philips’ purpose and one of the three strategic pillars of the global Human Resources strategy, long-term Inclusion & Diversity ambitions are embedded in that strategy. Execution is monitored through a diversity dashboard that is based on a global scorecard with specific goals, but also provides insights into the inflow, advancement and outflow of talent. This ensures clarity, accountability and focus and makes it possible to customize goals and intervene where appropriate. During 2020, further work was done to bring together various initiatives around unconscious bias, health, well-being and identity, to stand up against racism and to drive an ongoing dialogue about inclusion within teams across the company. These initiatives create a more holistic approach and include:
Building senior women mentoring programs to develop and retain senior female leaders;Continuing Philips’ senior women-focused employer brand campaign;The global and local celebration of International Women’s Day across 80 locations worldwide;Including questions about diversity and inclusion in employee surveys. Results from recent surveys show positive trends, with all employees across all grades becoming more positive about Philips’ commitment to diversity in its widest sense, including background, talent and perspective as well as gender;Continuing the deployment, started in 2019, across the organization of tailor-made training designed to address unconscious bias. The training creates awareness of, and an ongoing dialogue around, unconscious bias and its impact on inclusion;Increased focus on health and well-being in view of the impact of the COVID-19 pandemic, including, for example, the establishment of an Employee Assistance Program offering counselling support in a number of countries;The launch of a global Energy Management Program, addressing work-life balance and helping employees to build resilience;Offering active support to employees in setting up their own diverse and inclusive bottom-up networks in the organization. These include women’s networks, the Black Employees Resource Group that was founded in North America, an Asian employees’ network, and revival of the LGBTQ+ community, with the leaders of such networks and communities frequently coming together to ensure an integrated Inclusion & Diversity approach;Developing a global framework for a holistic workforce analytics approach to ensure equal opportunities and equity, assisted by an external expert;The global virtual celebration of Pride, Coming Out Day and World Mental Health Day, engaging with employees globally through dialogues with internal and external speakers, panel events and webinars;The recognition of Hispanic Heritage Month and Black History Month and the introduction of a one-week program of virtual events to celebrate Veterans Day in North America.
Philips’ commitment towards Inclusion & Diversity is furthermore reflected in the company-wide Inclusion & Diversity Policy, the General Business Principles and the Fair Employment Policy. Reference is also made to the section Inclusion & Diversity of this Annual Report for more information.
11.2Report of the Remuneration Committee
11.2.1Letter from the Remuneration Committee Chair
Dear Stakeholder,
On behalf of the Remuneration Committee, I am pleased to report on the Committee’s activities in 20202021 and to present the 20202021 Remuneration Report on behalf of the Board of Management and the Supervisory Board.
Looking back at the decisions made during the year
An important milestoneThe Remuneration Committee has taken a number of decisions and approaches in 2020 was the updatethis past year.
We were pleased that Mr Marnix van Ginneken remained available to be a member of the Remuneration Policy for the Board of Management, and the Supervisory Board respectively, as approved by our shareholders duringre-appointed him at the 20202021 Annual General Meeting of Shareholders. The relevant proposals followed the implementationRemuneration Committee prepared a new service agreement for him which was shared with our shareholders ahead of the revised EU Shareholders Rights Directive (2017/828) into Dutch law (effective December 2019). To ensureshareholders meeting.
We have noted that the Remuneration Committee was able to properly consider all feedback before submitting final remuneration packages to our shareholders, the Remuneration Committee initiated a dedicated remuneration roadshow in the second half of 2019, engaging with acertain number of advisory votes were cast against our Remuneration Report 2020 at the company’s2021 Annual General Meeting of Shareholders. During our regular engagements with shareholders (in aggregate representing approximately 35% of the issued share capital) and institutional advisory organizations.
As partorganizations some of them raised concerns around our explanation of adjustments made to the update of the Remuneration Policy andadjusted Earnings Per Share (EPS) metric in the Long-Term Incentive Plan for the Board of Management,Management. Whilst we consider our approach in line with our current Remuneration Policy (as adopted in 2020), we have enhanced the following changesdisclosure on adjusted EPS performance in this year’s Remuneration Report.
In line with our company-wide delay of salary increases, necessary for cost containment as per the company operating plans, the Supervisory Board followed the proposal of the Remuneration Committee to defer the base salary increases for Messrs Abhijit Bhattacharya and Marnix van Ginneken from April 1 to July 1, 2021. The base salary of Mr Van Houten remained unchanged.
Company performance despite headwinds
Philips’ remuneration policy is designed to encourage its employees to deliver on the company’s purpose and strategy, create stakeholder value, and to provide motivation and retention. When assessing the Annual Incentive and Long-Term Incentive performance, the Remuneration Committee acknowledged Philips’ strong growth in its Diagnosis & Treatment and Personal Health business segments, contributing to the improvement of the health and well-being of 1.67 billion people globally. Moreover, the organic and inorganic portfolio extensions have made Philips’ products, services, and solutions portfolio more competitive than ever, resulting in 80 new long-term strategic partnerships, as well as an all-time-high order book. The company also delivered on focusing its portfolio by successfully divesting the Domestic Appliances business to Hillhouse Investment, realizing a significant financial gain.
At the same time, the Remuneration Committee considered the significant headwinds that Philips experienced in 2021, due to the unprecedented external supply chain constraints and the consequences of the voluntary Philips Respironics field action. The Annual Incentive and Long-Term Incentive pay-out was impacted significantly by these factors, reducing the realized Total Direct Compensation of the Chief Executive Officer for 2021 to less than half of such compensation for 2020 (taking into account the closing share price at the end of the relevant performance period).
No adjustments were made (comparedfor the Philips Respironics field action, and the negative impact thereof is fully included in the Annual Incentive realization and the LTI Plan EPS achievement. However, the Remuneration Committee took into account that certain external supply chain constraints affected the Company’s results beyond its control, considering that Philips’ business portfolio is heavily exposed to the previous 2017 versions):
- availability of specific electronic components. Consequently, we recommended to the Supervisory Board to partially adjust this impact for Annual Incentive and Long-Term Incentive
- to explicitly link calculation purposes, balancing financial performance over the year against the continued progress made on the company’s strategic roadmap, amidst the ongoing impact of COVID-19 on society and our employees. Furthermore, the Remuneration Policy to our purpose and our contribution to society, a sustainability criterion (non-financial) has been introduced inCommittee excluded the financial gain derived from the sale of the Domestic Appliances business, while adding back the operational result of this business for the Long-Term Incentive to attain comparability versus target (which was set in addition2019 and includes this business). The Remuneration Committee values to uphold the financial criteria TSR and EPS. In addition, the TSR vesting schedule has been changed, reducing pay-out at and around median performance. Annual Incentive (individual element) - to enhance transparency, five performance categories have been defined for the individual element ofprinciple that the Annual Incentive (20% weighting). Each year, relevant categories will be chosen and disclosed ex-ante inLong-Term Incentive adjustment methodology is applied uniformly and equitably across the Annual Report. Related targets will be set for each ofCompany at large including the members of the Board of Management.Quantum Peer Group -Overall, this resulted in a realized below target Annual Incentive payout of 64% of target for Frans van Houten, 57% of target for Abhijit Bhattacharya, and 64% of target for Marnix van Ginneken. The 2019 Long-Term Incentive plan vested significantly below target, paying out at 38% of target, based on Company performance against the Quantum Peer Group for compensation benchmarking purposes changed from 26 to 24 companies. Alcatel Lucent was excluded as it was acquired by Nokia (which was already includedoriginal targets set in the Quantum Peer Group), and Essilor International was excluded after its merger into a company with a business profile with less relevance for Philips.
During the 2020 Annual General Meeting of Shareholders, our shareholders approved the 2019 Remuneration Report (by a 92.06% for vote). Based on our shareholder engagement, we noted the request for an increased level of transparency in the Remuneration Report, and therefore we further increased disclosures in our 2020 Remuneration Report. For example, we have updated the annual incentive disclosure tables, showing the realized financial performance, the selected individual performance criteria and the assessment of performance for the individual targets of the 2020 annual incentive. During its regular meetings throughout the year, the Remuneration Committee obtained updates on remuneration-related developments and societal trends. Overall, the2019. The Remuneration Committee concluded that our Remuneration Policy and its implementation are well aligned with market practicethe reduced payout of the Annual Incentive and the prevailing corporate governance requirements, while it enables us to achieve alignmentsignificantly reduced vesting of the remuneration of the Board of Management with Philips’ purpose and strategy.
Impact of COVID-19
As highlighted in the letter from the Chairman of the Supervisory Board within Supervisory Board report, Philips demonstrated resilience and agility in the face of the COVID-19 pandemic and the healthcare and economic challenges it unleashed. The Remuneration Committee is mindful of the measures the company took in the first half of 2020 to further enhance its liquidity position, in view of the possible continued impact of the COVID-19 pandemic. As part of these measures, the 2019 AnnualLong-Term Incentive for the Board of Management was paid out in shares, which will be subject to the 5-year holding period as prescribed by the Dutch Corporate Governance Code. Group-wide, merit and promotional salary increases for senior management were delayed from April 1, 2020 to October 1, 2020.
Looking back, the Remuneration Committee acknowledges that COVID-19 has impacted Philips’ results in the year. Demand for our professional healthcare products and solutions to help diagnose, treat, monitor and manage COVID-19 patients increased strongly.appropriately reflected Company performance. At the same time, COVID-19 led to the postponementRemuneration Committee considered that pay for performance was reflected by proportionally recognizing the significant progress on strategic and operational goals during 2021, while also being mindful of installationsthe engagement, motivation and elective procedures in hospitals, which impacted partsretention of our business, and there was a decline in consumer activity, as a result of which our Personal Health businesses have been impacted. Overall, COVID-19 had an impact on Philips’ business performance in 2020. Management is to be commended strongly for leading the Company throughwider talent group across the pandemic and achieving a satisfactory result for the year. Please refer to Strategy and Businesses and Financial performance of our Annual Report 2020 for more information on the effects of COVID-19.Company.
The composition of the Remuneration Committee and its activities
The Remuneration Committee is chaired by Christine Poon.Paul Stoffels. Its other members are Jeroen van der Veer, Orit GadieshDavid Pyott and (since May 2020) Paul Stoffels.Feike Sijbesma. The Committee is responsible for preparing decisions of the Supervisory Board on the remuneration of individual members of the Board of Management and the Executive Committee, as well as the policies governing this remuneration. In performing its duties and responsibilities, the Remuneration Committee is assisted by an external consultant and an in-house remuneration expert. For a full overview of the responsibilities of the Committee, please refer to the Charter of the Remuneration Committee, as outlined in Chapter 3 of the Rules of Procedure of the Supervisory Board (which are published on the company’s website).
Our annual Remuneration Committee cycle enables us to have an effective decision-making process supporting the determination, review and implementation of the Remuneration Policy. The main (recurring) activities during the annual cycle are outlined below:in the following table:
| July to September: | October to December: | January to March: | April to June: |
|---|
- Review the Remuneration Policy in line with the business strategy and priorities and assess the need for changes
| - Engage in stakeholder dialogues regarding the Remuneration Policy and proposed changes for the next year (if any)
| - Evaluate business performance and achievement of Annual and Long-Term Incentive targets
| - Effectuate compensation level changes
|
- Review the Remuneration Committee Charter
| - Assess compensation levels against the median of the Quantum Peer Group for compensation benchmarking purposes
| - Rigorous target setting of the performance metrics for the upcoming year and multi-year LTI cycle
| - Prepare and hold the Annual General Meeting of Shareholders including a discussion on the implementation of the Remuneration Policy
|
| | - Conduct scenario analyses
| - Set compensation levels for the upcoming year based on the assessment against the Quantum Peer Group
| |
| | - Prepare Remuneration Report for the previous year
| | |
The Committee met sixfive times in 2020.2021. All Committee members were present during these meetings.
At Philips, our purpose is to improve people’s health and well-being through meaningful innovation. The Remuneration Committee believes that the Remuneration Policy (and Long-Term Incentive Plan) for the Board of Management supports this purpose. Please refer to the Remuneration Report below, for the way the Remuneration Policy has been implemented in the year 2020.2021.
Christine PoonPaul Stoffels
ChairwomanChairman of the Remuneration Committee
11.2.2Remuneration report 20202021
In this Remuneration Report, the Supervisory Board provides a comprehensive overview, in accordance with article 2:135b of the Dutch Civil Code, of the remuneration paid and owed to the individual members of the Board of Management and the Supervisory Board respectively in the financial year 2020.2021. The report will also be published as a stand-alone document on the company’s website after the 20202022 Annual General Meeting of Shareholders, the agenda of which will include an advisory vote on this Remuneration Report.
Board of Management
Summary of Remuneration Policy
The Remuneration Policy and Long-Term Incentive Plan for the Board of Management have been adopted and approved respectively by the Annual General Meeting of Shareholders 2020, which took place on April 30, 2020.
The objectives of the Remuneration Policy for the Board of Management are: to focus them on delivering on our purpose and strategy, to motivate and retain them, and to create stakeholder value.
Thus, the Remuneration Policy:
- Supports improving the company’s overall performance and enhancing the long-term value of the company;
- Directly supports our purpose by:
a) linking a part of remuneration to achieving our strategic imperatives through the criteria and targets included in the Annual and Long-Term Incentives;
b) offering market competitive compensation compared to a peer group of business competitors and companies we compete with for executive talent;
c) enabling us to motivate, retain and attract world-class talent in order to support our purpose of improving people’s health and well-being through meaningful innovation and our goal of addressing our customers’ healthcare challenges (delivering on the Quadruple Aim);
d) stimulating share ownership to create alignment with shareholders and encourage employees to act as stewards and ambassadors of the company; - Encourages the company and its employees to act responsibly and sustainably;
- Delivers value for our stakeholders, such as shareholders, customers, consumers and employees, by continuously engaging with them and make a positive contribution to society at large;
- Leads to fair and internally consistent pay levels by taking into account internal pay ratios.
Main elements of the Remuneration Policy
Compensation element | Purpose and link to strategy | Operation | Policy Level |
|---|
Total Direct Compensation | To support the Remuneration Policy’s objectives, the Total Direct Compensation includes a significant variable part in the form of an Annual Incentive (cash bonus) and Long-Term Incentive in the form of performance shares. As a result, a significant proportion of pay is ‘at risk’. | The Supervisory Board ensures that a competitive remuneration package for Board-level executive talent is maintained and benchmarked. The positioning of Total Direct Compensation is reviewed against benchmark data on an annual basis and is recalibrated if and when required. To establish this benchmark, data research is carried out each year on the compensation levels in the Quantum Peer Group. | Total direct remuneration is aimed at or close to, the median of the Quantum Peer Group. |
Annual Base Compensation | Fixed cash payments intended to attract and retain executives of the highest caliber and to reflect their experience and scope of responsibilities. | Annual Base Compensation levels and any adjustments made by the Supervisory Board are based on factors including the median of Quantum Peer Group data and performance and experience of the individual member. The annual review date for the base salary is typically before April 1. | The individual salary levels are shown in this Remuneration Report. |
Annual Incentive | Variable cash bonus incentive of which achievement is tied to specific financial and non-financial targets derived from the company’s annual strategic plan. These targets are set at challenging levels and are partly linked to the results of the company (80% weighting) and partly to the contribution of the individual member (20% weighting). | The payout in any year relates to the achievements of the preceding year. Metrics are disclosed ex-ante in the Remuneration Report and there will be no retroactive changes to the selection of metrics used in any given year once approved by the Supervisory Board and disclosed. | President & CEO
On-target: 100% Maximum: 200% of Annual Base Compensation. Other BoM members
On-target: 80% Maximum: 160% of Annual Base Compensation. |
Long-Term Incentive | Our Long-Term Incentives form a substantial part of total remuneration, with payouts contingent on achievement of challenging EPS targets, relative TSR performance against a high performing peer group and sustainability objectives that are directly aligned with our purpose to make the world healthier and more sustainable through innovation. | The annual award size is set by reference to a multiple of base salary. The actual number of performance shares to be awarded is determined by reference to the average of the closing price of the Royal Philips share on the day of publication of the first quarterly results and the four subsequent trading days. Dependent upon the achievement of the performance conditions, cliff-vesting applies three years after the date of grant. During the vesting period, the value of dividends will be added to the performance shares in the form of shares. These dividend-equivalent shares will only be delivered to the extent that the award actually vests. | President & CEO
Annual grant size: 200% of Annual Base Compensation. Other BoM members
Annual grant size: 150% of Annual Base Compensation. Maximum vesting opportunity is 200% of the number of performance shares granted. |
Mandatory share ownership and holding requirement | To further align the interests of executives to those of stakeholders and to motivate the achievement of sustained performance. | The guideline for members of the Board of Management is to hold at least a minimum shareholding in the company. Until this level has been reached the members of the Board of Management are required to retain all after-tax shares derived from any Long-Term Incentive Plan. All Board of Management members have reached the required share ownership level. The shares granted under the Long-Term Incentive Plan shall be retained for a period of at least 5 years or until at least the end of their contract period if this period is shorter.
The guideline does not require members of the Board of Management to purchase shares in order to reach the required share ownership level. | The minimum shareholding requirement is 400% of annual base compensation for the CEO and 300% for other members of the Board of Management. |
Pension | Pension plan and pension contribution intended to result into an appropriate level at retirement. | - Defined Contribution plan with fixed contribution (applicable to all executives in the Netherlands – capped at EUR
110,111)112,189). - Gross allowance of 25% of annual base compensation exceeding EUR
110,111.112,189. - Temporary gross transition allowance offsetting historical plan changes.
|
Additional arrangements | To aid retention and remain competitive within the marketplace | Additional arrangements include expense and relocation allowances, medical insurance, accident insurance and company car arrangements, which are in line with other Philips executives in the Netherlands. The members of the Board of Management also benefit from coverage under the company’s Directors & Officers (D&O) liability insurance. The company does not grant personal loans to members of the Board of Management. |
Peer Groups
We use a Quantum Peer Group for remuneration benchmarking purposes, and therefore we aim to ensure that it includes business competitors, with an emphasis on companies in the healthcare, technology-related or consumer products area, and other companies we compete with for executive talent. The Quantum Peer Group consists of predominantly Dutch and other European companies, plus a minority (up to 25%) of US-based global companies, of comparable size, complexity and international scope.
| European companies | Dutch companies | US companies |
|---|
| Atos | Nokia | Ahold Delhaize | Becton Dickinson |
| BAE Systems | Reckitt Benckiser | AkzoNobel | Boston Scientific |
| Capgemini | Roche | ASML | Danaher |
| Electrolux | Rolls-Royce | Heineken | Medtronic |
| Ericsson | Safran | | |
| Essity | Siemens Healthineers | | |
| Fresenius Medical Care | Smith & Nephew | | |
| Henkel & Co | Thales | | |
In addition, we use a TSR Performance Peer Group to benchmark our relative Total Shareholder Return performance for Long-Term Incentive purposes and against our business peers in the health technology market and other markets in which we compete. The companies we have selected for this peer group include predominantly US-based healthcare companies. Given that a substantial number of relevant competitors are US-headquartered, the weighting of US-based healthcare companies is more notable than for the Quantum Peer Group.
Philips Group
TSR Performance Peer Group
20202021
| US companies | European companies | Japanese companies |
|---|
| Becton Dickinson | De’LonghiAlcon | HitachiCanon |
| Boston Scientific | Elekta | Terumo |
| Cerner | Fresenius Medical Care | |
| Danaher | Getinge | |
| General Electric | Groupe SEBSiemens Healthineers | |
| Hologic | Siemens HealthineersSmith & Nephew | |
| Johnson & Johnson | Smith & NephewReckitt Benckiser | |
| Medtronic | | |
| Resmed | | |
| Stryker | | |
The Remuneration Policy and the Long-Term Incentive Plan allow changes to the peer groups to be made by the Supervisory Board without approval from the General Meeting of Shareholders in respect of up to three companies on an annual basis (for instance: following a delisting of a company or, a merger of two peer companies), or six companies in total during the four years following adoption and approval of the Remuneration Policy and the Long-Term Incentive Plan respectively (or, if earlier, until the adoption or approval of a revised Remuneration Policy or revised Long-Term Incentive Plan). In addition to these changes, in view of Philips’ planned portfolio change throughFollowing the divestment of itsthe Domestic Appliances business, the Supervisory Board may decidehas decided to remove Groupe SEB and De’LonghiDe'Longhi from the TSR Performance Peer Group and replace them by otherwith Alcon and Reckitt Benckiser. Furthermore, due to Hitachi's change in business competitors inportfolio, the health technology market.Supervisory Board has decided to replace this TSR peer company with Canon. No changes were made to either peer groupthe Quantum Peer Group during 2020.2021.
Services agreements
The members of the Board of Management are engaged by means of a services agreement (overeenkomst van opdracht). Termination of the contract by either party is subject to six months’ notice period. The severance payment is set at a maximum of one year’s annual base compensation. No severance payment is due if the agreement is terminated early on behalf of the Board of Management member or in the case of urgent cause (dringende reden) as defined in article 7:678 and further in the Dutch Civil Code. The term of the services agreement is aligned with the term for which the relevant member has been appointed by the General Meeting of Shareholders (which is a maximum period of four years, it being understood that this period expires no later than at the end of the AGM held in the fourth year after the year of appointment).
Philips Group
Contract terms for current members
20202021
| | end of term |
|---|
| Frans van Houten | AGM 2023 |
| Abhijit Bhattacharya | AGM 2023 |
| Marnix van Ginneken | AGM 20212025 |
11.2.3Remuneration of the Board of Management in 20202021
The Supervisory Board has determined the 20202021 pay-outs and awards to the members of the Board of Management, upon the proposal of the Remuneration Committee, in accordance with the Remuneration Policy and Long-Term Incentive Plan as adopted and approved respectively by our shareholders during the 20202021 Annual General Meeting of Shareholders. In addition, the Supervisory Board has determined the 20202021 pay-out of the 20182019 Long-Term Incentive Plan, of which the performance period ended on December 31, 2020.2021. This was done in accordance with the Long-Term Incentive Plan as approved during the 2017 Annual General Meeting of Shareholders.
The Remuneration Committee annually conducts a scenario analysis. This includes the calculation of remuneration under different scenarios, whereby different Philips performance assumptions and corporate actions are examined. The Supervisory Board concluded that the relationship between the strategic objectives and the chosen performance criteria for the 20202021 Annual Incentive, as well as 20182019 Long-Term Incentive performance criteria, were adequate.
Annual Base Compensation
The annual compensation of the members of the Board of Management has been reviewed as part of the regular remuneration review. In the case of Frans van Houten, and Abhijit Bhattacharya, the annual compensation remained unchanged in 20202021 compared to 20192020 at EUR 1,325,000 and EUR 785,000 respectively.1,325,000. As a result of the review, the annual compensation of Abhijit Bhattacharya and Marnix van Ginneken has been increased per OctoberJuly 1, 2020,2021, from EUR 575,000785,000 to EUR 595,000.795,000 and EUR 595,000 to EUR 615,000 respectively. This increase was made to move the total compensation level closer to the market median level, as well as to reflect internal relativities. Typically, theany salary increase is implemented on April 1, however all merit and promotional salary increases for senior management globally were delayed from April 1, 20202021 to OctoberJuly 1, 2020.2021.
20202021 Annual Incentive
The Annual Incentive performance has been assessed based on:on Company financial results as well as individual results. For Frans van Houten, Abhijit Bhattacharya and Marnix van Ginneken, payout of the Annual Incentive is significantly below target level at 64%, 57% and 64% (of target) respectively. Details are as follows:
Company financial results (80% weighting)
To supportIn line with the performance culture,Remuneration Policy, the Company sets financial targets we set are at group levelin advance of the year for all members of the Board of Management. For the year 2021, the financial targets set at Group level cover Comparable Sales Growth*), EBITA*) and free cash flow*) for Annual Incentive calculation purposes are corrected. As the Company did only partially reach its strategic and operational objectives, this resulted in a partial payout on comparable sales growth*), no payout on EBITA*) and a partial payout on free cash flow*).
To recognize the underlying progress, certain adjustments were included for restructuring and acquisition related costs as well as specific unexpected events which arethat were outside of management’s control, to the extent they have not been reflected in the original targets. The 2020 realizations, shownDue to the external supply chain constraints and component shortages, the Company experienced a significant delay in sales recognition, even though its order book stands at an all-time high. This was considered partially – i.e. 50% of the sales impact of EUR 498 million which corresponds to 1.5% of comparable sales growth*) – in the following table, reflect the performance on the criteria at Group level that apply to the Boardcalculation of Management. The performance on the comparable sales growth*) and corresponding impacts on EBITA*) based criteria were below target, whereas the performance on theand free cash flow*) realization, based criterion was above target.on a detailed analysis of the value of confirmed orders that could not be translated to revenue in 2021 as expected by customers and planned by the company. No adjustments were made for the sales loss and any costs associated with the Philips Respironics field action, and hence the negative impact of the field action is fully included in the Annual Incentive realization.
| Financial performance criteria | Weighting as % of target Annual Incentive | Assessment of performance | Weighted pay-out as % of target Annual Incentive | Weighting as % of target Annual Incentive | Assessment of performance | Weighted pay-out as % of target Annual Incentive |
|---|
| threshold performance | target performance | maximum performance | realized performance | resulting payout as % of target | threshold performance | target performance | maximum performance | realized performance | resulting payout as % of target |
|---|
| Comparable Sales Growth1) | 30% | 2.3% | 4.3% | 6.3% | 2.5% | 55.0% | 17% | 30% | 0.0% | 2.0% | 4.0% | 0.3% | 57.5% | 17% |
| EBITA1) | 30% | 10.4% | 12.4% | 14.4% | 10.7% | 57.5% | 17% | 30% | 9.3% | 11.3% | 13.3% | 5.1% | 0.0% | 0% |
| Free Cash Flow1) | 20% | 1,096 | 1,505 | 1,914 | 1,852 | 185.1% | 37% | 20% | 1,057 | 1,406 | 1,755 | 1,289 | 83.1% | 17% |
| Total | 80% | | | 71% | 80% | | | | | | 34% |
Individual targets based on area of responsibility (20% weighting)
To determine the payout levels for the individual goals, the Supervisory Board applies a holistic assessment as to the performance against the set goals as well as the relative weighting of the goal categories. Overall,These relative weightings are not in all cases equal, but such that any goal category remains relevant and aligned with the Supervisory Board commendsstrategic priorities for the Board of Managementyear. Pay-outs are above target given the progress the Company has made on their strong performanceits roadmap, despite the headwinds faced in 2020, taking into account the exceptional challenges caused by the COVID-19 pandemic.2021.
| Board of Management Member | Individual Performance criteria | Assessment of performance | Weighted pay-out as% of target Annual Incentive |
|---|
| Frans van Houten | Strategy execution | Grown solutions sales as aStrong management of M&A roadmap and realization of growth plans- Very successful management of the spin-off of the Domestic Appliances business
- Sales % of total revenue coming from solutions to customers above target
Executed on strategic M&A according to planStrong progress in embedding digital and divestment of Domestic Appliances on trackdata science throughout the portfolio
| 27%30% |
| Quality & operational excellence | Productivity targets achieved in lineGood progress with planthe realisation of transformation objectives to enable the customer solutions strategyOn trackContinuing to comply with EU MDR and Consent Decree relating to US defibrillator businessStructural progresswork on quality agendaculture and measures
|
| People & organization | Strengthened Executive CommitteeIncreased employee engagement score in line with target- Significant progress made in the deployment of the Philips Business System
- Employee engagement score at a level above the high-performance norms
|
| Environmental, Social & Governance / Sustainability | - Strengthened the ESG approach further and delivered commitments above plan
- Sustainability performance exceeding 2016-2021 objectives including a strong growth on Lives Improved, carbon neutral in own operations and growing circular revenues
|
| Customer results | - Significant improvement in customer satisfaction, order book and overall market share
|
| Abhijit Bhattacharya | Strategy execution | Philips IT Landscape to enable new functionalities progressed according to planExecuted on strategic M&A according to plan and divestmentVery successful management of the spin-off of the Domestic Appliances business- Delivered on
track, including disentanglement growth and profit improvement plans for India
| 24%23% |
| Quality & operational excellence | Productivity targets achievedSignificant productivity results delivering margin improvement partly offset by higher material and shipping costs- Pioneered sustaining engineering team in
lineIndia - Good progress with
planthe realisation of transformation objectives to enable the customer solutions strategy and enterprise IT Delivered on Philips’ Finance, IT and GBS (Global Business Services) transformation plans Need to further improve forecasting processes
|
| People & organization | - Employee engagement score
increasedabove high-performance norms while further improved in line with targetthe Finance Organization and improving gender balance
|
| Customer results | - Strong order growth
- Significant
progress made in the deployment of the Philips Business Systemimprovement on Customer NPS
|
| Marnix van Ginneken | Strategy execution | Executed on strategic M&A accordingIncreased license income to plan and divestmenta level exceeding defined targets- Very successful management of the spin-off of the Domestic Appliances business
- Structural progress on
track Successful management of a number of legal matterscompany transformations, improved approach for Solutions business model, with solutions sales above target
| 21%31% |
| Quality & operational excellence | ConsolidatedFurther progression of consolidation and simplification of legal manufacturers and quality management systems in line with plan
|
| People & organization | Further developedDelivered on transforming the Governmentintellectual property & standards, government & public affairs and Public Affairs functionESG organizations- Employee engagement score
increasedat a level above the high-performance norms
|
| Environmental, Social & Governance / Sustainability | - Strengthened the ESG approach further and delivered commitments above plan
- Sustainability performance exceeding 2016-2021 objectives including a strong growth on Lives Improved, carbon neutral in
line with target Significant progress made in the deployment of the Philips Business Systemown operations and growing circular revenues
|
Overall this leads to the following total Annual Incentive realization and payout (payout in 2021)2022):
Annual Incentive realization 20202021
in EUR unless otherwise stated
| | Annual incentive opportunity | Realized annual incentive | Annual incentive opportunity | Realized annual incentive |
|---|
| | Target as a % of base compensation | Target Annual Incentive | Financial performance (weighted pay-out %) | Individual performance (weighted pay-out %) | Payout as % of target Annual Incentive | Realized annual incentive | Target as a % of base compensation | Target Annual Incentive | Financial performance (weighted pay-out %) | Individual performance (weighted pay-out %) | Payout as % of target Annual Incentive1) | Realized annual incentive |
|---|
| Frans van Houten | 100% | 1,325,000 | 71% | 27% | 98% | 1,298,500 | 100% | 1,325,000 | 34% | 30% | 64% | 850,915 |
| Abhijit Bhattacharya | 80% | 628,000 | 71% | 24% | 95% | 596,600 | 80% | 636,000 | 34% | 23% | 57% | 360,103 |
| Marnix van Ginneken | 80% | 476,000 | 71% | 21% | 92% | 437,920 | 80% | 492,000 | 34% | 31% | 64% | 317,192 |
1)Note that figures may not add up due to rounding.
20212022 Annual Incentive
The Annual Incentive criteria consist of:
Financial criteria (80% weighting):
For the year 2021,2022, the following financial indicators of the company’s results are selected to ensure alignment with the key (strategic) priorities in the year:
- Profit/margin
- Revenue/growth
- Cash flow
Confirmed orders for which installations were delayed from 2021 to 2022, were taken into account when setting target levels for 2022 (i.e. to avoid double counting).
Individual criteria (20% weighting):
The contribution of the individual member is assessed based on areas of responsibility, for which annually two to a maximum of five performance categories are selected for each Board of Management member from the following list:
- Customer results
- Quality & operational excellence
- Strategy execution
- People & organization
- ESG/Sustainability
For the year 2021,2022, the following performance categories are selected to ensure alignment with the key (strategic) priorities in the year:
| Board of Management Member | Selected performance categories |
|---|
| Frans van Houten | - Customer Results
- Quality & operational excellence
- Strategy execution
- People & organization
ESG/Sustainability
|
| Abhijit Bhattacharya | Customer Results- Quality & operational excellence
- Strategy execution
- People & organization
|
| Marnix van Ginneken | - Quality & operational excellence
- Strategy execution
- People & organization
- ESG/Sustainability
|
20182019 Long-Term Incentive
The 3-year performance period of the 20182019 performance share grant ended on December 31, 2020.2021. The payout resultsrealization is based on TSR achievement and adjusted EPS growth, and significantly below target with a vesting level of 38% (of target). Details are explained below.as follows:
TSR (50% weighting)
A ranking approach to TSR applies with Philips itself included in the TSR Performance Peer Group. TSR scores are calculated based on a local currency approach and by taking a 3-month averaging period prior to the start and end of the 3-year performance period. The performance incentive pay-out zone is outlined in the following table, which results in zero vesting for performance below the 40th percentile and 200% vesting for performance levels above the 75th percentile. The incentive zone range has been constructed such that the average pay-out over time is expected to be approximately 100%.
Philips Group
Performance-incentive zone for TSR
in %
| Position | 20-14 | 13 | 12 | 11 | 10 | 9 | 8 | 7 | 6 | 5-1 |
|---|
| Payout | 0 | 60 | 80 | 100 | 120 | 140 | 160 | 180 | 190 | 200 |
The TSR achieved by Philips during the performance period was 35.03%14.08%, using a start date of October 20172018 and end date of December 2020.2021. This resulted in Philips being positioned at rank 916 in the TSR performance peer group shown in the following table, resulting in a TSR achievement of 140%0%.
TSR results LTI Plan 20182019 grant: 35.03%14.08%
| Company | total return | rank number | |
|---|
| | total return | rank number |
|---|
| Getinge | | 351.68% | 1 |
| Danaher | 150.51% | 1 | 207.27% | 2 |
| ResMed | 150.36% | 2 | 149.39% | 3 |
| Hitachi | | 114.31% | 4 |
| Hologic | 76.98% | 3 | 79.20% | 5 |
| Siemens Healthineers | | 77.30% | 6 |
| Stryker | | 62.22% | 7 |
| Terumo | 70.86% | 4 | 58.28% | 8 |
| General Electric | | 40.84% | 9 |
| De Longhi | | 40.39% | 10 |
| Cerner | | 34.93% | 11 |
| Medtronic | | 32.19% | 12 |
| Johnson & Johnson | | 27.14% | 13 |
| Groupe SEB | | 19.26% | 14 |
| Boston Scientific | | 15.86% | 15 |
| Philips | | 14.08% | 16 |
| Becton Dickinson | | 7.35% | 17 |
| Elekta | 53.78% | 5 | (0.64)% | 18 |
| Stryker | 53.70% | 6 | |
| Gentige | 50.72% | 7 | |
| Medtronic | 47.01% | 8 | |
| Philips | 35.03% | 9 | |
| Boston Scientific | 30.68% | 10 | |
| Siemens Healthineers | 26.15% | 11 | |
| Smith & Nephew | 16.65% | 12 | (2.33)% | 19 |
| Becton Dickinson | 15.72% | 13 | |
| De'Longhi | 15.05% | 14 | |
| Johnson & Johnson | 14.91% | 15 | |
| Cerner | 8.95% | 16 | |
| Groupe SEB | (3.31)% | 17 | |
| Hitachi | (3.59)% | 18 | |
| Fresenius Medical | (13.20)% | 19 | (14.8)% | 20 |
| General Electric | (51.05)% | 20 | |
Adjusted EPS growth (50% weighting)
The LTI Plan EPS payouts and targets set at the beginning of the performance period were as follows:
| | Below threshold | Threshold | Target | Maximum | Actual | Below threshold | Threshold | Target | Maximum | Actual |
|---|
| EPS (euro) | <1.23 | 1.23 | 1.43 | 1.63 | 1.45 | <1.31 | 1.31 | 1.51 | 1.71 | 1.43 |
| Payout | 0% | 40% | 100% | 200% | 110% | 0% | 40% | 100% | 200% | 76% |
Philips Group
LTI Plan EPS isrealization
| EUR | Basic EPS1) | LTI Plan EPS2) |
|---|
| Net income attributable to shareholders | 3,319 | 3.67 | 3.63 |
| Discontinued operations, net of income taxes (primarily related to Domestic Appliances divestment) | (2,711) | (3) | (2.97) |
| Reconsolidation operational income Domestic Appliances | 305 | 0.34 | 0.33 |
| (Partial) Adjustment for external supply chain constraints | 247 | 0.27 | 0.27 |
| Other adjustment items3) | 151 | 0.16 | 0.16 |
| Adjusted net income from continuing operations | 1,311 | 1.45 | 1.43 |
1)Based on weighted average number of common shares outstanding (after deduction of treasury shares) during 20212)Based on number of common shares outstanding (after deduction of treasury shares) on the day prior to the beginning of the performance period3)Other adjustment items as referred to in the following text
The 2021 EPS based on the underlyingreported net income from continuing operations attributable to shareholders amounted to EUR 3.67. To eliminate the impact of any share buyback, stock dividend, etc., the number of common shares outstanding (after deduction of treasury shares) on the day prior to the beginning of the performance period is used, resulting in an EPS of EUR 3.63. This is adjusted with the extraordinary gain related to the divestiture of Domestic Appliances while adding back the operational result of the Domestic Appliances business for comparative purposes as included inper original targets. In accordance with our Remuneration Policy the Annual Report, adjusted for changes in accounting principles. Furthermore,LTI Plan EPS includes a number of adjustments that were deemed appropriate by the Supervisory Board has also deemed it appropriate to make adjustments relating to certain other items that were not contemplated when the targets were set in 2018.Board. These relate mainly to the profit and loss impact of acquisitions and divestitures (positive adjustment), impact of foreign exchange variations versus plan and(positive adjustment), profit and loss impact of legal cases (negative adjustment including a reversal of an adjustment made in 2020, as the legal matter it related to was resolved in favor of Philips) and pension de-risking.a partial adjustment of the profit and loss impact of external supply chain constraints and component shortages (positive adjustment). The sumRemuneration Committee opted for a 75% adjustment (versus a 50% adjustment for AI purposes) of thesethe net income impact, to reflect the disproportionate impact as the LTI plan EPS is measured based on the last year of the three-year performance period. No adjustments increasedhave been made for the achievedimpact of the Philips Respironics field action. Overall, this resulted in an LTI Plan EPS byof EUR 0.16. The resulting LTI Plan EPS achievement was determined by the Supervisory Board as 110%.1.43 based on adjusted net income from continuing operations, leading to a realization of 76% of target.
In view of the above, the following performance achievement and vesting levels have been determined by the Supervisory Board in respect of the 20182019 grant of performance shares:
Philips Group
Performance achievement and vesting levels
| | achievement | weighting | vesting level | achievement | weighting | vesting level |
|---|
| TSR | 140% | 50% | 70% | 0% | 50% | 0% |
| EPS | 110% | 50% | 55% | 76% | 50% | 38% |
| Total | | 125% | | 38% |
20212022 Long-Term Incentive
The vesting of the 20212022 Long-Term Incentive grant consisting of performance shares is subject to performance over a period of 3 years and based on two financial criteria and one non-financial criterion:
- 50% weighting: Relative Total Shareholder Return (‘TSR’)
- 40% weighting: Adjusted Earnings per Share growth (‘EPS’)
- 10% weighting: Sustainability objectives
Please refer to the Long-Term Incentive Plan published on the company’s website for more information.
Pension
The following pension arrangement is in place for the members of the Board of Management working under a Dutch contract:
- Flex ES Pension Plan in the Netherlands, which is a Collective Defined Contribution plan with a fixed contribution of (currently) 30.3% (including an own contribution of 2%) of the maximum pensionable salary of EUR
110,111112,189 (effective January 1, 2020)2021) minus the offset. The Flex ES Plan has a target retirement age of 68 and a target accrual rate of 1.85%; - A gross Pension Allowance equal to 25% of the base compensation exceeding EUR
110,111;112,189; - A temporary gross Transition Allowance, for a maximum period of 8 years (first 5 years in full; year 6: 75%; year 7: 50%, year 8: 25%) for members of the Board of Management who were participants of the former Executive Pension Plan. The level of the allowance is based on the age and salary of the Board member on December 31, 2014.
For further details on the pension allowances and pension scheme costs, please refer to Pensions / section 4.1.2 of the Annual Report.
Total remuneration costs in 20202021
The following table gives an overview of the costs incurred by the company in 20202021 and 20192020 in relation to the remuneration of the Board of Management. Costs related to performance shares and restricted share right grants are recognized by the company over a number of years. Therefore, the costs mentioned below in the performance shares and restricted share rights columnscolumn are the accounting cost of multi-year Long-Term Incentive grants to members of the Board of Management. Actual payout to the members of the Board of Management varies per year depending on company performance, please refer to section 2019 Long-Term Incentive for more details on the actual vesting of the performance shares.
Philips Group
Remuneration Board of Management1)
in EUR
| | | | Costs in the year | | | Costs in the year |
|---|
| | reported year | annual base compensation2) | base compensation | realized annual incentive | performance shares3) | pension allowances4) | pension scheme costs | other compensation5) | total cost | Fixed-variable remuneration6) | reported year | annual base compensation2) | base compensation | realized annual incentive | performance shares3) | pension allowances4) | pension scheme costs | other compensation5) | total cost | Fixed-variable remuneration6) |
|---|
| F.A. van Houten | 2020 | 1,325,000 | 1,325,000 | 1,298,500 | 2,874,467 | 565,922 | 27,001 | 62,176 | 6,153,067 | 32%-68% | 2021 | 1,325,000 | 1,325,000 | 850,915 | 2,626,295 | 565,403 | 27,462 | 57,224 | 5,452,299 | 36%-64% |
| 2019 | 1,325,000 | 1,295,000 | 1,091,800 | 2,235,166 | 559,052 | 26,380 | 52,713 | 5,260,111 | 37%-63% | 2020 | 1,325,000 | 1,325,000 | 1,298,500 | 2,874,467 | 565,922 | 27,001 | 62,176 | 6,153,067 | 32%-68% |
| A. Bhattacharya | 2020 | 785,000 | 785,000 | 596,600 | 1,295,996 | 233,126 | 27,001 | 70,267 | 3,007,990 | 37%-63% | 2021 | 795,000 | 790,000 | 360,103 | 1,172,533 | 233,857 | 27,462 | 68,908 | 2,652,864 | 42%-58% |
| 2019 | 785,000 | 770,000 | 517,472 | 995,483 | 230,006 | 26,380 | 63,265 | 2,602,606 | 42%-58% | 2020 | 785,000 | 785,000 | 596,600 | 1,295,996 | 233,126 | 27,001 | 70,267 | 3,007,990 | 37%-63% |
| M.J. van Ginneken | 2020 | 595,000 | 580,000 | 437,920 | 952,453 | 158,800 | 27,001 | 46,986 | 2,203,160 | 37%-63% | 2021 | 615,000 | 605,000 | 317,192 | 886,035 | 150,755 | 27,462 | 42,610 | 2,029,054 | 41%-59% |
| 2019 | 575,000 | 571,250 | 335,685 | 713,815 | 171,018 | 26,380 | 38,278 | 1,856,426 | 43%-57% | 2020 | 595,000 | 580,000 | 437,920 | 952,453 | 158,800 | 27,001 | 46,986 | 2,203,160 | 37%-63% |
| Total | 2020 | | 2,690,000 | 2,333,020 | 5,122,916 | 957,849 | 81,004 | 179,428 | 11,364,217 | 34%-66% | 2021 | | 2,720,000 | 1,528,211 | 4,684,863 | 950,014 | 82,387 | 168,742 | 10,134,217 | 39%-61% |
| 2019 | | 2,636,250 | 1,944,957 | 3,944,464 | 960,076 | 79,140 | 154,256 | 9,719,143 | 39%-61% | 2020 | | 2,690,000 | 2,333,020 | 5,122,916 | 957,849 | 81,004 | 179,428 | 11,364,217 | 34%-66% |
1)Reference date for board membership is December 31, 2020.2021.2)Annual base compensation as incurred in the year, base compensation increases are reflected proportionally.3)Costs of performance shares are based on accounting standards (IFRS) and do not reflect the value of stock options at the end of the lock up period and the value of performance shares at the vesting/release date .4)The Pension Transition Allowances were maintained at the current level for Messrs van Houten and Bhattacharya for the term of their services agreements. The total pension cost of the Company related to the pension arrangement (including the aforementioned Transition Allowance) is at a comparable level over a period of time to the pension costs under the former Executive Pension Plan.5)The stated amounts mainly concern (share of) allowances to members of the Board of Management that can be considered as remuneration. In a situation where such a share of an allowance can be considered as (indirect) remuneration (for example, private use of the company car), then the share is both valued and accounted for here. The method employed by the fiscal authorities is the starting point for the value stated.6)Fixed remuneration is determined as the sum of base compensation, pension allowances, pension scheme costs and other compensation. Variable remuneration is determined as the sum of realized annual incentive and performance shares.
Historical LTI grants and holdings
Number of performance shares (holdings)
Under the LTI Plan the current members of the Board of Management were granted 118,322100,457 performance shares in 2020.2021.
The following table provides an overview at end December 20202021 of performance share grants. The reference date for board membership is December 31, 2020.2021.
Philips Group
Number of performance shares (holdings)
in number of shares unless otherwise stated
| | grant date | number of shares originally granted | value at grant date | vesting date | end of holding period | unvested opening balance at Jan. 1, 2020 | number of shares awarded in 2020 | (dividend) shares awarded | number of shares vested in 20201) | value at vesting date in 2020 | unvested closing balance at Dec. 31, 2020 | grant date | number of shares originally granted | value at grant date | vesting date | end of holding period | unvested opening balance at Jan. 1, 2021 | number of shares awarded in 2021 | (dividend) shares awarded | number of shares vested in 20211) | value at vesting date in 2021 | unvested closing balance at Dec. 31, 2021 |
|---|
| F.A. van Houten | 5/11/2017 | 73,039 | 2,410,000 | 5/11/2020 | 5/11/2022 | 78,413 | - | 95,663 | 3,764,350 | - | 4/27/2018 | 69,005 | 2,410,000 | 4/27/2021 | 4/27/2023 | 73,729 | - | 92,162 | 4,383,202 | - |
| 4/27/2018 | 69,005 | 2,410,000 | 4/27/2021 | 4/27/2023 | 72,262 | - | 1,467 | - | 73,729 | 5/6/2019 | 70,640 | 2,650,000 | 5/6/2022 | 5/6/2024 | 73,807 | - | 1,370 | - | 75,177 |
| 5/6/2019 | 70,640 | 2,650,000 | 5/6/2022 | 5/6/2024 | 72,339 | - | 1,468 | - | 73,807 | 4/30/2020 | 66,431 | 2,650,000 | 4/30/2023 | 4/30/2025 | 67,780 | - | 1,258 | - | 69,037 |
| 4/30/2020 | 66,431 | 2,650,000 | 4/30/2023 | 4/30/2025 | - | 66,431 | 1,349 | - | 67,780 | 4/30/2021 | 55,868 | 2,650,000 | 4/30/2024 | 4/30/2026 | - | 55,868 | 1,037 | - | 56,905 |
| A. Bhattacharya | 5/11/2017 | 31,822 | 1,050,000 | 5/11/2020 | 5/11/2022 | 34,163 | - | 41,679 | 1,640,071 | - | 4/27/2018 | 31,138 | 1,087,500 | 4/27/2021 | 4/27/2023 | 33,270 | - | 41,587 | 1,977,888 | - |
| 4/27/2018 | 31,138 | 1,087,500 | 4/27/2021 | 4/27/2023 | 32,608 | - | 662 | - | 33,270 | 5/6/2019 | 31,388 | 1,177,500 | 5/6/2022 | 5/6/2024 | 32,795 | - | 609 | - | 33,404 |
| 5/6/2019 | 31,388 | 1,177,500 | 5/6/2022 | 5/6/2024 | 32,143 | - | 652 | - | 32,795 | 4/30/2020 | 29,518 | 1,177,500 | 4/30/2023 | 4/30/2025 | 30,117 | - | 559 | - | 30,676 |
| 4/30/2020 | 29,518 | 1,177,500 | 4/30/2023 | 4/30/2025 | - | 29,518 | 599 | - | 30,117 | 4/30/2021 | 25,141 | 1,192,500 | 4/30/2024 | 4/30/2026 | - | 25,141 | 467 | - | 25,608 |
| M.J. van Ginneken | 5/11/2017 | 18,5632) | 612,500 | 5/11/2020 | 5/11/2022 | 19,929 | - | 24,313 | 956,717 | - | 4/27/2018 | 24,0522) | 840,000 | 4/27/2021 | 4/27/2023 | 25,699 | - | 32,123 | 1,527,785 | - |
| 4/27/2018 | 24,052 | 840,000 | 4/27/2021 | 4/27/2023 | 25,187 | - | 511 | - | 25,699 | 5/6/2019 | 22,991 | 862,500 | 5/6/2022 | 5/6/2024 | 24,022 | - | 446 | - | 24,467 |
| 5/6/2019 | 22,991 | 862,500 | 5/6/2022 | 5/6/2024 | 23,544 | - | 478 | - | 24,022 | 4/30/2020 | 22,373 | 892,500 | 4/30/2023 | 4/30/2025 | 22,827 | - | 424 | - | 23,251 |
| 4/30/2020 | 22,373 | 892,500 | 4/30/2023 | 4/30/2025 | - | 22,373 | 454 | - | 22,827 | 4/30/2021 | 19,448 | 922,500 | 4/30/2024 | 4/30/2026 | - | 19,448 | 361 | - | 19,809 |
1)The shares vested in 20202021 are subject to a 2-year holding2)Awarded before date of appointment as a member of the Board of Management
Number of stock options (holdings)
The tables below give an overview of the stock options held by the members of the Board of Management.
Philips Group
Stock options (holdings)
in number of shares unless otherwise stated
| | grant date | vesting date | exercise price (in EUR) | expiry date | opening balance at January 1, 2021 | number of stock options awarded in 2021 | number of stock options exercised in 2021 | share price on exercise date | number of stock options expired in 2021 | closing balance at December 31, 2021 |
|---|
| F.A. van Houten | 4/23/2012 | 4/23/2015 | 14.82 | 4/23/2022 | 75,000 | - | - | - | - | 75,000 |
| 1/29/2013 | 1/29/2014 | 22.43 | 1/29/2023 | 55,000 | - | - | - | - | 55,000 |
| A. Bhattacharya | 1/30/2012 | 1/30/2014 | 15.24 | 1/30/2022 | 20,000 | - | - | - | - | 20,000 |
| 4/23/2012 | 4/23/2015 | 14.82 | 4/23/2022 | 16,500 | - | - | - | - | 16,500 |
| M.J. van Ginneken | 4/18/2011 | 4/18/2014 | 20.90 | 4/18/2021 | 8,400 | - | 8,400 | 46.66 | - | 0 |
| 1/30/2012 | 1/30/2014 | 15.24 | 1/30/2022 | 10,000 | - | - | - | - | 10,000 |
| 4/23/2012 | 4/23/2015 | 14.82 | 4/23/2022 | 8,400 | - | - | - | - | 8,400 |
Share ownership guidelines
2020To further align the interests to those of stakeholders and to motivate the achievement of sustained performance, the members of the Board of Management are bound to a minimum shareholding requirement. The table below shows the minimum shareholding requirement, annual base compensation, (vested) shares held and share ownership ratio of each Board of Management member as per December 31, 2021.
Philips Group
Share ownership Board of Management
| | grant date | vesting date | exercise price (in EUR) | expiry date | opening balance at January 1, 2020 | number of stock options awarded in 2020 | number of stock options exercised in 2020 | share price on exercise date | number of stock options expired in 2020 | closing balance at December 31, 2020 |
|---|
| F.A. van Houten | 4/18/2011 | 4/18/2014 | 20.90 | 4/18/2021 | 75,000 | - | 75,000 | 44.87 | - | - |
| 4/23/2012 | 4/23/2015 | 14.82 | 4/23/2022 | 75,000 | - | - | - | - | 75,000 |
| 1/29/2013 | 1/29/2014 | 22.43 | 1/29/2023 | 55,000 | - | - | - | - | 55,000 |
| A. Bhattacharya | 4/18/2011 | 4/18/2014 | 20.90 | 4/18/2021 | 16,500 | - | 16,500 | 44.70 | - | - |
| 1/30/2012 | 1/30/2014 | 15.24 | 1/30/2022 | 20,000 | - | - | - | - | 20,000 |
| 4/23/2012 | 4/23/2015 | 14.82 | 4/23/2022 | 16,500 | - | - | - | - | 16,500 |
| M.J. van Ginneken | 4/19/2010 | 4/19/2013 | 24.90 | 4/19/2020 | 6,720 | - | 6,720 | 42.96 | - | - |
| 4/18/2011 | 4/18/2014 | 20.90 | 4/18/2021 | 8,400 | - | - | - | - | 8,400 |
| 1/30/2012 | 1/30/2014 | 15.24 | 1/30/2022 | 10,000 | - | - | - | - | 10,000 |
| 4/23/2012 | 4/23/2015 | 14.82 | 4/23/2022 | 8,400 | - | - | - | - | 8,400 |
| Minimum shareholding requirement1) | Annual Base Compensation | (Vested) shares held | Ownership ratio2) |
|---|
| F.A. van Houten | 4.0x | 1,325,000 | 525,761 | 13.0x |
| A. Bhattacharya | 3.0x | 795,000 | 148,365 | 6.1x |
| M.J. van Ginneken | 3.0x | 615,000 | 110,528 | 5.9x |
1)As ratio of Annual Base Compensation2)The Ownership ratio is calculated by multiplying the total shares held by the share price of EUR 32.77 (based on the closing share price of December 31, 2021) and dividing this by the base compensation.
Remuneration of the Supervisory Board in 20202021
Summary of the Remuneration Policy
Please find below a brief summary of the Remuneration Policy for the Supervisory Board, as adopted at the Annual General Meeting of Shareholders 2020. The fee levels in this Remuneration Policy are the same as the Supervisory Board fee levels as determined by our shareholders at the 2018 Extraordinary General Meeting of Shareholders.
The overarching objective of the 2020 Remuneration Policy for the Supervisory Board is to enable its members to fulfill their duties, acting independently: supervising the policies, and management and the general affairs of Philips, and supporting the Board of Management and the Executive Committee with advice. Also, the members of the Supervisory Board are guided by the company’s long-term interests, with due observance of the company’s purpose and strategy, taking into account the interests of shareholders and all other stakeholders.
To support the objectives mentioned above, the 2020 Remuneration Policy is aimed at attracting and retaining international Supervisory Board members of the highest caliber and with experience and expertise relevant to our health technology businesses.
In compliance with the Dutch Corporate Governance Code, the 2020 Remuneration Policy provides that the remuneration for the members of the Supervisory Board is not dependent on the results of the company and does not include any shares (or rights to shares). MembersNevertheless, members of the Supervisory Board may onlyare encouraged to hold shares in the company for the purpose of long-term investment and must refrain from short-term transactionsto reflect their confidence in Philips securities.the future course of the company. The company does not grant personal loans to members of the Supervisory Board.
The Supervisory Board reviews fee levels in principle every three years in order to monitor and take account of market developments and manage expectations of our key stakeholders. The levels are aimed at broadly median market levels (and around the 25th percentile market level for the Chairman) paid in the Quantum Peer Group (as used in the 2020 Remuneration Policy for the Board of Management).
The following table below provides an overview of the current remuneration structure:
Philips Group
Remuneration Supervisory Board
in EUR
2020
| | Chair | Vice Chair | Member |
|---|
| Supervisory Board | 155,000 | 115,000 | 100,000 |
| Audit Committee | 27,000 | n.a. | 18,000 |
| Remuneration Committee | 21,000 | n.a. | 14,000 |
| Corporate Governance and Nomination & Selection Committee | 21,000 | n.a. | 14,000 |
| Quality & Regulatory Committee | 21,000 | n.a. | 14,000 |
| Attendance fee per inter-European trip | 2,500 | 2,500 | 2,500 |
| Attendance fee per intercontinental trip | 5,000 | 5,000 | 5,000 |
| Entitlement to Philips product arrangement | 2,000 | 2,000 | 2,000 |
| Annual fixed net expense allowance | 11,345 | 2,269 | 2,269 |
| Other travel expenses | As reasonably incurred |
The members of the Supervisory Board benefit from coverage under the company’s Directors and Officers (D&O) liability insurance.
Remuneration of the Supervisory Board in 20202021
The individual members of the Supervisory Board received, by virtue of the positions they held, the following remuneration in 2020:2021:
Philips Group
Remuneration of the Supervisory Board1)
in EUR
2020
| | membership | committees | other compensation2) | total | membership | committees | other compensation2) | total |
|---|
| 20203) | | | | | |
| F. Sijbesma | | 141,301 | 27,808 | 8,237 | 177,346 |
| P.A.M. Stoffels | | 109,863 | 27,808 | 4,769 | 142,440 |
| J. van der Veer | 155,000 | 35,000 | 11,345 | 201,345 | 53,507 | 12,082 | 3,916 | 69,505 |
| C.A. Poon | 115,000 | 49,000 | 7,269 | 171,269 | 39,699 | 16,915 | 783 | 57,397 |
| N. Dhawan | 100,000 | 18,000 | 7,269 | 125,269 | 100,000 | 18,000 | 2,269 | 120,269 |
| O. Gadiesh | 100,000 | 14,000 | 2,269 | 116,269 | 34,521 | 4,833 | 783 | 40,137 |
| D.E.I. Pyott | 100,000 | 42,000 | 12,269 | 154,269 | 100,000 | 36,370 | 2,269 | 138,639 |
| P.A.M. Stoffels | 100,000 | 9,333 | 9,769 | 119,102 | |
| A.M. Harrison | 100,000 | 14,000 | 2,269 | 116,269 | 100,000 | 14,000 | 2,269 | 116,269 |
| M.E. Doherty | 100,000 | 24,000 | 9,769 | 133,769 | 100,000 | 27,000 | 4,769 | 131,769 |
| P. Löscher | 66,667 | 21,333 | 1,513 | 89,513 | 100,000 | 32,000 | 4,769 | 136,769 |
| F. Sijbesma4) | 76,667 | 9,333 | 1,513 | 87,513 | |
| I. Nooyi | | 100,000 | 14,000 | 2,269 | 116,269 |
| S.K. Chua | | 65,753 | 11,836 | 1,492 | 79,081 |
| Total | 1,013,333 | 236,000 | 65,254 | 1,314,587 | 1,044,644 | 242,652 | 38,595 | 1,325,891 |
1)The Supervisory Board fee levels have been reviewed and updated as per 2015. After that they have been reviewed once in the past 5 years, being in 2018, increasing the Chair fee from EUR 135,000 to EUR 155,000, the Vice Chair fee from EUR 90,000 to EUR 115,000 and the Member fee from EUR 80,000 to EUR 100,000. The Audit Committee Chair fee was increased from EUR 22,500 to EUR 27,000 while the Audit Committee Member fee was increased from EUR 13,000 to EUR 18,000. For the Remuneration Committee and the Quality & Regulatory Committee, the Chair fee was increased from EUR 15,000 to EUR 21,000 and the Member fee was increased from EUR 10,000 to EUR 14,000. For the Corporate Governance and Nomination & Selection Committee, the Chair fee was increased from EUR 15,000 to EUR 21,000 and the Member fee was increased from EUR 7,500 to EUR 14,000.2)The amounts mentioned under other compensation relate to the fee for intercontinental travel, inter-European travel, the entitlement of EUR 2,000 under the Philips product arrangement and the annual fixed net expense allowance.3)As of 2013, part of the remuneration of members of the Supervisory Board living in the Netherlands is subject to VAT. The amounts mentioned in this table are excluding VAT.4)Excludes remuneration received for being an observer during the Supervisory Board meetings prior to appointment as member of the Supervisory Board as per April 30, 2020.
11.3Report of the Audit Committee
The Audit Committee is chaired by Liz Doherty (who succeeded David Pyott in the course of 2020).Doherty. Its other members are David Pyott, Neelam Dhawan, and Peter Löscher and Chua Sock Koong (who joined in the course of 2020)2021). Jeroen van der VeerFeike Sijbesma also regularly attends Audit Committee meetings. The Committee assists the Supervisory Board in fulfilling its supervisory responsibilities including ensuring the integrity of the company’s financial statements, reviewing the company’s internal controls and overseeing the enterprise risk management process.
In 2020,2021, the Audit Committee held five regular meetings including(including an education session) and an additional education session which all Audit Committee members attended.attended, with the exception of one member unable to attend the April 2021 meeting of the Audit Committee.
The CEO, CFO, Chief Legal Officer, Head of Internal Audit, Chief Accounting Officer and external auditor (Ernst & Young Accountants LLP) were invited to and attended all regular meetings.
The Committee, together with the Chief Legal Officer, also met separately with each of the CEO, CFO, Head of Internal Audit and external auditor after every meeting of the Committee. Prior to the Committee meetings, the Audit Committee chair met one-on-one with the Group Treasurer as well as with each of the Management who regularly attend the Audit Committee meetings (as set out in the previous paragraph) and with the external auditor (Ernst & Young Accountants LLP).
The following overview below highlights a number of matters that were reviewed and/or discussed during Committee meetings throughout 2020:in the course of 2021:
- The company’s
20202021 annual and interim financial statements, including the field action provision of EUR 719 million in connection with the Philips Respironics of the voluntary recall notification related to the sound abatement foam in certain sleep and respiratory care products (announced on June 14, 2021), and non-financial information and guidance given by the company in relation to the impact of the global COVID-19 pandemic on the company’s performance, prior to publication. In its quarterly meetings, the Committee also assessed the adequacy and appropriateness of internal control policies and execution, as well as internal audit programs and findings; - Matters relating to accounting policies, financial risks, reporting and compliance with accounting standards. Key accounting judgements were discussed in depth, and treatments were
challenged.challenged, as were quality of earnings. Compliance with statutory and legal requirements and regulations, particularly in the financial domain, was also reviewed. Important findings, Philips’ top and emerging areas of risk (including the internal auditor’s reporting thereon, and the Chief Legal Officer’s review of litigation and other claims, and material investigations) and follow-up actions and appropriate measures were examined thoroughly;thoroughly. The Committee was updated on and engaged in a focused discussion about information and product security-related risks; - Each quarter, the Committee reviewed the company’s cash flow generation, liquidity and financing headroom, its ability under its capital structure and credit ratings to pay dividends and to fund capital investments, including share repurchases and other financial initiatives. The Committee also monitored ongoing goodwill impairment indicators (including in the Sleep & Respiratory Care business) and reviewed the goodwill impairment tests performed in the fourth quarter, risk management, information and cybersecurity risks, legal compliance and developments in regulatory investigations, as well as legal proceedings including antitrust investigations and related
provisions;provisions. The Committee also reviewed the Philips Respironics voluntary recall notification related to the sound abatement foam in certain sleep and respiratory care products (announced on June 14, 2021) and in particular the field action provision taken by the company in relation to this issue; - Specific finance topics included dividend policy, share repurchases, capital spending and the company’s debt financing
strategy;strategy. The Committee was also updated on the company’s foreign exchange risk strategy and policy; - The Committee engaged in a post-investment review of projects in the area of Information Technology, Research & Development, Real Estate, Operations and
Restructuringother cash spend, and assessed the actual spend and timing of such projects against the original budget and timing; The Committee was updated on relevant developments with respect to the company’s IT, including the strategic IT agenda, IT priorities and IT organization. Furthermore, the Committee was updated on the cybersecurity landscape and the related risks and mitigating actions;- With regard to Internal Audit, the Committee reviewed and approved the revised Internal Audit charter, annual audit plan, audit scope and its coverage in relation to the scope of the external audit, as well as the staffing, independence, performance and organizational structure of the Internal Audit
function. The Committee also reviewed and concurred in the appointment of a new Head of Internal Audit following the reassignment of the previous incumbent;function; - With regard to the external auditor, the Committee reviewed the performance of the external auditor in conducting the group and statutory audits as required by the Auditor Policy and the results of the
20192020 EY service quality review program for Philips; - With regard to the external audit, the Committee reviewed the proposed 2021 audit scope, including key audit areas, approach and fees,
theand non-audit services provided by the external auditor in conformity with the Philips Auditor Policy, as well as any changes to this policy;Policy; - The Committee reviewed and challenged the independence as well as the professional fitness and good standing of the external auditor and its engagement partners.
It also discussed with the external auditor how EY is addressing certain audit quality issues identified by regulators (unrelated to Philips). For information on the fees of the Group auditor, please refer to ‘Audit fees’Audit fees in the note Income from operations; - The company’s policy on business controls, legal compliance and the General Business Principles (including deployment). The Committee reviewed, discussed and monitored closely the company’s internal control certification processes, in particular compliance with section 404 of the US Sarbanes-Oxley Act and its requirements regarding assessment, review and monitoring of internal controls. It also discussed on a regular basis the developments in, and findings relating to, conduct resulting from investigations into alleged violations of the General Business Principles and, if required, any measures
taken.taken;
The Committee held an education session on financial supervisionthe current pensions footprint of the company and the key de-risking strategies deployed by the Netherlands Authority forcompany since 2014, which have led to a significant reduction of the Financial Markets (Stichting Autoriteit Financiële Markten),long-term employee benefit footprint since then. The Committee also held an education session on the company’s efforts and actions taken with respect to compliance with the General Business Principles and related policies, including the relevantgovernance thereof, the internal intake process to ensure reported concerns are adequately followed-up under all circumstances, as well as an update on current cases under discussion with regulatory framework, types of market behavior under supervisionauthorities globally and oversight on financial reporting.the company’s internal compliance programs.
In February 2021,2022, the Committee also reviewed, together with the other members of the Supervisory Board, the key audit matters and the critical audit matters identified by the Auditor in relation to the 20202021 financial statements included in the Annual Report 20202021 and the Annual Report on Form 20-F respectively. In February 2022, the Committee also reviewed the draft of the company’s 2021 Country Activity and Tax Report.
During each Audit Committee meeting, the Committee reviewed the quarterly report from the external auditor, in which the auditor set forth its findings and attention points during the relevant period. Apart from the Audit Committee meetings, the external auditor also attended all private sessions with the Audit Committee, where their observations were, if necessary, further discussed. The Annual Audit Letter was circulated to the full Supervisory Board, and planned actions to address the items raised were discussed with Management in the subsequent Audit Committee meetings as well as in private sessions with Management.
Finally, the Committee reviewed the Audit Committee Charter and concluded it remains appropriate.
11.4Report of the Quality & Regulatory Committee
The Quality & Regulatory Committee was established in view of the importance of patient safety and the quality of the company’s products, systems, services and software. The Committee provides broad oversight of compliance with the regulatory requirements that govern the development, manufacturing, marketing and servicing of the company’s products, systems, services and software. The Quality & Regulatory Committee assists the Supervisory Board in fulfilling its oversight responsibilities in these areas. It is chaired by David Pyott and its members are Christine Poon, Marc Harrison and Peter Löscher, who joined in the course of 2020.scher.
In 2020,2021, the Quality & Regulatory Committee held fiveseven meetings and all Committee members attended these meetings.meetings, with the exception of one member unable to attend the April 2021 meeting of the Quality & Regulatory Committee.
The Chief Executive Officer, the Chief Legal Officer, the Chief Operations Officer and the Chief Quality & Regulatory Officer were present during these meetings.
The following overview below indicates some of the matters that were discussed during meetings throughout 2020:in the course of 2021:
AdherenceThe company’s transformation strategy, focusing on patients and customers to ensure the safety and efficacy of the company’s products and solutions;- Review of progress and next steps in the transformation of the structure and processes of the company’s Quality
Management Systems, and an update on& Regulatory function, with the goal of building a best-in-class Quality & Regulatory organization, underpinned by investments in strategic-level executive Quality & Regulatory talent; - Review of global initiatives around the transformation, standardization and simplification of the company’s
structuringstructure and organizational set-up ofprocesses relating to Quality Management Systems, Management Systems and regulated manufacturing sites (Legal Manufacturers); Complaint handling and post-market surveillance monitoring of supplier quality performance, management of supplier performance, supply base enhancement and the product development lifecycle management process;Trends on compliance and product quality dashboards, which display Quality & Regulatory key performance indicators for businesses and markets, measuring performance and continuous improvement to enhance quality and compliance and deep-dives into some key performance indicators and the root causes of such indicators trending red;The proposed changes to some of the key performance indicators and the proposed revised set of Quality & Regulatory key performance indicators for 2021 including the proposed 2021 targets;The discretionary Quality & Regulatory multiplier applied to the 2019 Annual Incentive realization of the Executive Committee members, as well as the alignment of performance and rewards throughout the organization;- The status and outcome of Quality &
RegulatoryRegulatory-related investigations and inspections by regulatory authorities and Notified Bodies across the organization. This particularly covered findings, related matters includingand follow-up actions taken by the company to address these findings. This includes the progress made in line with the terms of the Consent Decree in place for parts of the company’s Emergency Care and Hospital Patient Monitoring businesses with the US Department of Justice, representing the US Food and Drug Administration (FDA), focusing primarilyand the progress made with respect to closing the open warning letter from the FDA in relation to the company’s Hospital Respiratory Care business; - The Philips Respironics voluntary recall notification related to the sound abatement foam in certain sleep and respiratory care products (announced on
Philips’ defibrillator manufacturingJune 14, 2021) in the US;company’s Sleep & Respiratory Care business. The Committee reviewed matters associated with this issue, such as interactions with regulatory authorities globally, engagement with patients, physicians, customers and durable medical equipment providers, testing, health hazard evaluations, and the status of the repair and remediation plan; - The internal Accelerating Patient Safety and Quality program that was launched by the company in the course of 2021;
- Regulatory developments, including the company’s preparations, challenges, risks and mitigating actions to
implementdeploy the EU Medical Device Regulation across all relevant parts of the organization, in view of the Date of Application being delayed by one year to May(May 26, 2021, following the global COVID-19 pandemic;2021); Review of progress in the development of talent and capabilities in the company’s Quality & Regulatory function, aimed at building a best-in-class Quality & Regulatory organization and related investments in strategic Quality & Regulatory talent;Review of Health and Safety data across all sites globally and a deep-dive into accident rates indeep-dives for the Diagnosis & Treatment and the related root causes;A Quality & Regulatory deep-dive for the Connected Care businesses;The 2021 Perform & Transform priorities and financial resources for the company’s Quality & Regulatory function.Personal Health segments.
12Corporate governance
12.1Introduction
Koninklijke Philips N.V. (Royal Philips), a company organized under Dutch law, is the parent company of the Philips group. Its shares have been listed on the Amsterdam stock exchange (Euronext Amsterdam) since 1912. Furthermore, its shares have been traded in the United States since 1962 and have been listed on the New York Stock Exchange since 1987.
Royal Philips has a two-tier board structure consisting of a Board of Management and a Supervisory Board, each of which is accountable to the General Meeting of Shareholders for the fulfillment of its respective duties.
The company is governed by Dutch corporate and securities laws, its Articles of Association, and the Rules of Procedure of the Board of Management and the Executive Committee and of the Supervisory Board respectively. Its corporate governance framework is also based on the Dutch Corporate Governance Code (dated December 8, 2016) and US laws and regulations applicable to Foreign Private Issuers. Additionally, the Board of Management has implemented the Philips General Business Principles (GBP) and underlying policies, as well as separate codes of ethics that apply to employees working in specific areas of our business, i.e. the Financial Code of Ethics and the Procurement Code of Ethics. Many of the documents referred to are published on the company’s website and more information can be found in Our approach to risk management.
In this section of the Annual Report, the company addresses the main elements of its corporate governance structure, reports on how it applies the principles and best practices of the Dutch Corporate Governance Code and provides the information required by the Dutch governmental Decree on Corporate Governance (Besluit inhoud bestuursverslag) and governmental Decree on Article 10 Takeover Directive (Besluit artikel 10 overnamerichtlijn). When deemed necessary in the interests of the company, the company may deviate from aspects of the company’s corporate governance structure, and any such deviations will be disclosed in the company’s corporate governance report.
In compliance with the Dutch Corporate Governance Code, other parts of the management report (within the meaning of section 2:391 of the Dutch Civil Code) included in the Annual Report address the strategy and culture of Philips aimed at long-term value creation. Philips' strategy is described in more detail in Strategy and Businesses. Here, reference is also made to the Philips Business System, an interdependent, collaborative operating model that covers all aspects of how we operate – strategy, governance, processes, people, culture and performance management. As set out in Social performance, Philips promotes a behavior and competency-driven growth and performance culture, which is anchored by the integrity norms described in the GBP. The Message from the CEO explains how the company’s strategy was executed in 2020;2021; in this regard, please refer also to Financial performance.
12.2Board of Management and Executive Committee
Introduction
The Board of Management is entrusted with the management of the company. Certain key officers have been appointed to support the Board of Management in the fulfilment of its managerial duties. The members of the Board of Management and these key officers together constitute the Executive Committee. In this Corporate Governance report, wherever the Executive Committee is mentioned, this also includes the members of the Board of Management, unless the context requires otherwise. Please refer to Board of Management and Executive Committee for an overview of the current members of the Board of Management and the Executive Committee.
Under the chairmanship of the President/Chief Executive Officer (CEO), and supported by the other members of the Executive Committee, the members of the Board of Management drive the company’s management agenda and share responsibility for the continuity of the Philips group, focusing on long-term value creation. Please refer to the Rules of Procedure of the Board of Management and the Executive Committee, which are published on the company’s website, for a description of further responsibilities and tasks, as well as procedures for meetings, resolutions and minutes.
In fulfilling their duties, the members of the Board of Management and Executive Committee shall be guided by the interests of the company and its affiliated enterprise, taking into account the interests of shareholders and otherits stakeholders. The Board of Management and the Executive Committee have adopted a division of responsibilities based on the functional and business areas, each of which is monitored and reviewed by the individual members. The Board of Management is accountable for the actions and decisions of the Executive Committee and has ultimate responsibility for the company’s external reporting (including reporting to the shareholders of the company).
The Board of Management and the Executive Committee are supervised by the Supervisory Board. Members of the Board of Management and the Executive Committee will be present in the meetings of the Supervisory Board if so invited. In addition, the CEO and other members of the Board of Management (and if needed, the other members of the Executive Committee) meet on a regular basis with the Chairman and other members of the Supervisory Board. The Board of Management and the Executive Committee are required to keep the Supervisory Board informed of all facts and developments concerning Philips that the Supervisory Board may need to be aware of in order to function as required and to properly carry out its duties.
Certain important decisions of the Board of Management require Supervisory Board approval, including decisions concerning the operational and financial objectives of the company and the strategy designed to achieve these objectives, the issue, repurchase or cancellation of shares, and major acquisitions or divestments.
Appointment and composition
Members of the Board of Management, including the CEO, are appointed by the General Meeting of Shareholders upon a binding recommendation drawn up by the Supervisory Board after consultation with the CEO. This binding recommendation may be overruled by a resolution of the General Meeting of Shareholders adopted by a simple majority of the votes cast and representing at least one-third of the issued share capital. If a simple majority of the votes cast is in favor of the resolution to overrule the binding recommendation, but such majority does not represent at least one-third of the issued share capital, a new meeting may be convened, at which the resolution may be passed by a simple majority of the votes cast, regardless of the portion of the issued share capital represented by such majority. In the event that a binding recommendation has been overruled, a new binding recommendation shall be submitted to the General Meeting of Shareholders. If such second binding recommendation has been overruled, the General Meeting of Shareholders shall be free to appoint a board member.
The CEO and the other members of the Board of Management are appointed for a term of four years, it being understood that this term expires at the closing of the General Meeting of Shareholders to be held in the fourth calendar year after the year of their appointment or, if applicable, at a later retirement date or other contractual termination date in the fourth year, unless the General Meeting of Shareholders resolves otherwise. The same applies in the case of re-appointment, which is possible for consecutive terms of four years. A (re-)appointment schedule for the Board of Management is published on the company’s website.
Pursuant to Dutch law, the members of the Board of Management are engaged by means of a services agreement (overeenkomst van opdracht). The term of the services agreement is aligned with the term for which the relevant member has been appointed by the General Meeting of Shareholders. In case of termination of the services agreement by the company, severance payment is limited to a maximum of one year’s base salary. The services agreements provide no additional termination benefits.
Members of the Board of Management may be suspended by the Supervisory Board and by the General Meeting of Shareholders and members of the Board of Management may be dismissed by the General Meeting of Shareholders (in each case in accordance with the Articles of Association). The other members of the Executive Committee are appointed, suspended and dismissed by the CEO, subject to approval by the Supervisory Board.
12.3Supervisory Board
Introduction
The Supervisory Board supervises the policies, and management and the general affairs of Philips, and assists the Board of Management and the Executive Committee with advice on general policies related to the activities of the company. In fulfilling their duties, the members of the Supervisory Board shall be guided by the interests of the company and its affiliated enterprise, taking into account the interests of shareholders and otherits stakeholders.
In the two-tier corporate structure under Dutch law, the Supervisory Board is a separate body that is independent of the Board of Management and the company. Its independent character is also reflected in the requirement that members of the Supervisory Board can be neither a member of the Board of Management nor an employee of the company. The Supervisory Board considers all its members to be independent under the Dutch Corporate Governance Code. Furthermore, the members of its Audit Committee are independent under the rules of the US Securities and Exchange Commission, applicable US rules.to the Audit Committee.
The Supervisory Board must approve certain important decisions of the Board of Management, including decisions concerning the operational, business and financial objectives of the company and the strategy designed to achieve these objectives, the issue, repurchase or cancellation of shares and major acquisitions or divestments. The Supervisory Board and its individual members each have a responsibility to request from the Board of Management, the Executive Committee and the external auditor all information that the Supervisory Board needs in order to be able to carry out its duties properly as a supervisory body.
Please refer to the Rules of Procedure of the Supervisory Board, which are published on the company’s website, for a description of further responsibilities and tasks, as well as procedures for meetings, resolutions and minutes.
In its report (included in the company’s Annual Report), the Supervisory Board describes the composition and functioning of the Supervisory Board and its committees, their activities in the financial year, the number of committee meetings held and the main items discussed. Please refer to Supervisory Board report. Please also refer to Supervisory Board for an overview of the current members of the Supervisory Board.
Appointment and composition
Members of the Supervisory Board are appointed by the General Meeting of Shareholders upon a binding recommendation drawn up by the Supervisory Board. This binding recommendation may be overruled by a resolution of the General Meeting of Shareholders adopted by a simple majority of the votes cast and representing at least one-third of the issued share capital. If a simple majority of the votes cast is in favor of the resolution to overrule the binding recommendation, but such majority does not represent at least one-third of the issued share capital, a new meeting may be convened. At this new meeting the resolution may be passed by a simple majority of the votes cast, regardless of the portion of the issued share capital represented by such majority. In the event that a binding recommendation has been overruled, a new binding recommendation shall be submitted to the General Meeting of Shareholders. If such second binding recommendation has been overruled, the General Meeting of Shareholders shall be free to appoint a board member.
The term of appointment of members of the Supervisory Board expires at the closing of the General Meeting of Shareholders to be held after a period of four years following their appointment. There is no age limit requiring the retirement of board members.
In line with the Dutch Corporate Governance Code, members of the Supervisory Board are eligible for re-appointment for a fixed term of four years once, and may subsequently be re-appointed for a period of two years, which appointment may be extended by at most two years. The report of the Supervisory Board must state the reasons for any re-appointment beyond an eight-year period.
A (re-)appointment schedule for the Supervisory Board is published on the company’s website.
Members of the Supervisory Board may be suspended or dismissed by the General Meeting of Shareholders in accordance with the Articles of Association.
Candidates for appointment to the Supervisory Board are selected taking into account the company’s Diversity Policy, which is published on the company’s website. The Supervisory Board’s composition furthermore follows the profile included in the Rules of Procedure of the Supervisory Board, and the size of the board may vary as it considers appropriate to support its profile. Please refer to Composition, diversity and self-evaluation by the Supervisory Board.
Effective 2022, Dutch law provides a mandatory gender quota, requiring that least one-third of the Supervisory Board members are women and at least one-third men (for calculation purposes, a total number of board members that cannot be divided by three, must be rounded up to the next number that can be divided by three). The quota is applicable to (i) the appointment of new Supervisory Board members, and (ii) the re-appointment of acting board members after eight years following their initial appointment. Except in certain exceptional circumstances, any appointment or re-appointment resulting in a Supervisory Board composition which does not meet (or no longer meets) the quota, will be invalid (null and void).
Supervisory Board committees
The Supervisory Board, while retaining overall responsibility, has assigned certain tasks to four committees: the Corporate Governance and Nomination & Selection Committee, the Audit Committee, the Remuneration Committee, and the Quality & Regulatory Committee. Each committee reports to the full Supervisory Board. Please refer to the charters of the respective committees, which are published on the company’s website as part of the Rules of Procedure of the Supervisory Board, for a description of their responsibilities, composition, meetings and working procedures.
The Corporate Governance and Nomination & Selection Committee is responsible for preparing selection criteria and appointment procedures for members of the Supervisory Board, the Board of Management and the Executive Committee. The Committee makes proposals to the Supervisory Board for the (re)appointment of such members, and periodically assesses their functioning. The Committee also periodically assesses the Executive Committee succession planning, Diversity Policy, and supervises the policy of the Executive Committee on the selection criteria and appointment procedures for Philips executives. At least once a year, the Committee reviews the corporate governance principles applicable to the company, and advises the Supervisory Board on any changes to these principles that it deems appropriate.
The Remuneration Committee is responsible for preparing decisions of the Supervisory Board on the remuneration of individual members of the Board of Management and the Executive Committee. The Committee prepares an annual remuneration report, which is included in the Annual Report. In performing its duties and responsibilities, the Remuneration Committee is assisted by an external consultant and an in-house remuneration expert acting on the basis of a protocol to ensure that the expert acts on the instructions of the Remuneration Committee and on an independent basis in which conflicts of interest are avoided.expert.
The Audit Committee assists the Supervisory Board in fulfilling its oversight responsibilities for: the integrity of the company’s financial statements; the financial reporting process; the effectiveness (also in respect of the financial reporting process) of the system of internal controls and risk management; the internal and external audit process; the internal and external auditor’s qualifications, independence and performance; as well as the company’s process for monitoring compliance with laws and regulations and the GBP (including related manuals, training and tools). It reviews the company’s annual and interim financial statements, including non-financial information, prior to publication and advises the Supervisory Board on the adequacy and appropriateness of internal control policies and internal audit programs and their findings. The Committee furthermore supervises the internal audit function, maintains contact with and supervises the external auditor and prepares the nomination of the external auditor for appointment by the General Meeting of Shareholders.
The composition of the Audit Committee meets the relevant requirements under Dutch law and the applicable US rules. All of the members are considered to be independent and financially literate and the Audit Committee as a whole has the competence relevant to the sector in which the company is operating. In addition, David Pyott and ElizabethLiz Doherty are eachis designated as an Audit Committee financial expert, as defined under the regulations of the US Securities and Exchange Commission. The Supervisory Board considers the expertise and experience available in the Audit Committee, in conjunction with the possibility to take advice from internal and external experts and advisors, to be sufficient for the fulfillment of the tasks and responsibilities of the Audit Committee.
The Quality & Regulatory Committee has been established by the Supervisory Board in view of the central importance of the quality and (patient) safety of the company’s products, systems, services and software as well as the development, testing, manufacturing, marketing and servicing thereof, and the regulatory requirements relating thereto. The Quality & Regulatory Committee assists the Supervisory Board in fulfilling its oversight responsibilities in this area, whilst recognizing that the Audit Committee assists the Supervisory Board in its oversight of other areas of regulatory, compliance and legal matters.
12.4Other Board-related matters
Remuneration and share ownership
The remuneration of the individual members of the Board of Management is determined by the Supervisory Board, taking into account the remuneration policy adopted by the General Meeting of Shareholders. The remuneration of the individual members of the Supervisory Board is determined by the General Meeting of Shareholders, also on the basis of a remuneration policy.
The current remuneration policies for the Board of Management and the Supervisory Board, respectively, were adopted in 2020 and are published on the company’s website. A description of the composition of the remuneration of the individual members of the Board of Management and the Supervisory Board is included in Report of the Remuneration Committee.
Pursuant to Dutch law, the shareholders are entitled to vote on the adoption of the remuneration policies for each of the Board of Management and the Supervisory Board at the Annual General Meeting (at least) every four years. The adoption of a remuneration policy will require a special majority of three-quarters of the votes cast (as the Articles of Association do not allowprovide for a lower majority). In addition, shareholders have an advisory vote at theeach Annual General Meeting of Shareholders on the remuneration report relating to the preceding financial year (as prepared by the Remuneration Committee and included in the Annual Report). The relevant item will be included in the agenda for the Annual General Meeting of Shareholders 2021.
Pursuant to Dutch law, the Supervisory Board is authorized to reduce or eliminate unpaid bonuses awarded to members of the Board of Management if payment or delivery of the bonus would be unacceptable according to the principles of reasonableness and fairness. The company, which in this respect may also be represented by the Supervisory Board or a special representative appointed for this purpose by the General Meeting of Shareholders, may also request return of bonuses already paid or delivered insofar as these have been granted on the basis of incorrect information on the fulfillment of the relevant performance criteria or other conditions. Bonuses are broadly defined as ‘non-fixed’ (variable) remuneration – either in cash or in the form of share-based compensation – that is conditional in whole or in part on the achievement of certain targets or the occurrence of certain circumstances. The explanatory notes to the balance sheet shall report on any moderation and/or claim for repayment of Board of Management remuneration. No such reduction of unpaid bonuses or requests for repayment occurred during the financial year 2020.2021.
In compliance with the Dutch Corporate Governance Code, the company does not grant personal loans to and guarantees on behalf of members of the Board of Management or the Supervisory Board. No such loans were granted and no such guarantees were issued in 2020,2021, nor were any loans or guarantees outstanding as of December 31, 2020.2021.
Also in compliance with the Dutch Corporate Governance Code, the Articles of Association provide that shares or rights to shares shall not be granted to members of the Supervisory Board.
Members of the Board of Management and the Supervisory Board may only hold shares in the company for the purpose of long-term investment and must refrain from short-term transactions in Philips securities. According to Philips’ internal rules of conduct with respect to inside information, members of the Board of Management and the Supervisory Board are only allowed to trade in Philips securities (including the exercise of stock options) during ‘windows’ of 20 business days following the publication of annual and quarterly results (provided further the person involved has no inside information regarding Philips at that time, unless an exemption is available). Furthermore, members of the Board of Management and the Supervisory Board are prohibited from trading, directly or indirectly, in securities of any of the companies belonging to Philips’ peer group (as determined by the Supervisory Board), during one week preceding the disclosure of Philips’ annual or quarterly results.
Transactions in Philips shares carried out by members of the Board of Management and the Supervisory Board are reported to the Netherlands Authority for the Financial Markets (AFM) in accordance with the EU Market Abuse Regulation and, if necessary, to other relevant authorities.
Indemnification
Unless Dutch law provides otherwise, the members of the Board of Management and of the Supervisory Board shall be reimbursed by the company for various costs and expenses, such as the reasonable costs of defending claims, as formalized in the Articles of Association. Under certain circumstances, described in the Articles of Association, such as an act or failure to act by a member of the Board of Management or a member of the Supervisory Board that can be characterized as intentional (opzettelijk), intentionally reckless (bewust roekeloos) or seriously culpable (ernstig verwijtbaar), there will be no entitlement to this reimbursement unless the law or the principles of reasonableness and fairness require otherwise. The company has also taken out liability insurance (D&O – Directors & Officers) for the persons concerned.
Diversity
Candidates for appointment to the Supervisory Board, the Board of Management and the Executive Committee are selected taking into account the company’s Diversity Policy, which is published on the company’s website. Effective 2022, Dutch law provides that (re-)appointments of members of the Supervisory Board must be in accordance with a mandatory gender quota, requiring that at least one-third of the supervisory board members are women (and at least one-third are men). There are certain exceptions where the gender quota does not apply, such as the re-appointments within eight years of the initial appointment and (re-)appointments made in exceptional circumstances.
For more details on the Diversity Policy and board diversity, please refer to Report of the Corporate Governance and Nomination & Selection Committee. For more details on the Diversity Policy, the profile of the Supervisory Board and board diversity please refer to Supervisory Board report and to Report of the Corporate Governance and Nomination & Selection Committee
Conflicts of interest
Dutch law on conflicts of interest provides that a member of the Board of Management or Supervisory Board may not participate in the adoption of resolutions if he or she has a direct or indirect personal conflict of interest with the company or related enterprise. If all members of the Board of Management have a conflict of interest, the resolution concerned will be considered by the Supervisory Board. If all members of the Supervisory Board have a conflict of interest, the resolution concerned must be considered by the General Meeting of Shareholders.
In compliance with the Dutch Corporate Governance Code, the company’s corporate governance includes rules to specify situations in which a potential or actual conflict may exist, procedures to avoid such conflicts of interest as much as possible, and to deal with such conflicts should they arise. Relevant matters relating to conflicts of interest, if any, must be mentioned in the Annual Report (specifically the management report) for the financial year in question. No decisions to enter into material transactions in which there are conflicts of interest with members of the Board of Management or the Supervisory Board were taken during the financial year 2020.2021.
Outside directorships
In compliance with the Dutch Corporate Governance Code, members of the Board of Management require the approval of the Supervisory Board before they can accept a position as a member of a supervisory board or a position as a non-executive director on a one-tier board (Non-Executive Directorship) at another company. The Supervisory Board must be notified of other important positions (to be) held by a member of the Board of Management.
Dutch law provides for certain limitations on the number of Non-Executive Directorships a member of the Board of Management or Supervisory Board may hold. No member of the Board of Management shall hold more than two Non-Executive Directorships at ‘large’ companies (naamloze vennootschappen or besloten vennootschappen) or ‘large’ foundations (stichtingen), as defined under Dutch law, and no member of the Board of Management shall hold the position of chairman of another one-tier board or the position of chairman of another supervisory board. No member of the Supervisory Board shall hold more than five Non-Executive Directorships at such companies or foundations, with a position as chairman counting for two. During the financial year 20202021 all members of the Board of Management and the Supervisory Board complied with the limitations described above in this paragraph.
12.5General Meeting of Shareholders
Meetings
The Annual General Meeting of Shareholders shall be held no later than six months after the end of the financial year. The agenda for the meeting typically includes: an advisory vote on the remuneration report; discussion of the Annual Report, the adoption of the financial statements; policy on additions to reserves and dividends; any proposed dividends or other distributions; discharge of the members of the Board of Management and the Supervisory Board; any other matters proposed by the Supervisory Board, the Board of Management or shareholders in accordance with Dutch law and the Articles of Association.
Shareholders’ meetings are convened by public notice via the company’s website, and registered shareholders are notified by letter or by electronic means of communication at least 42 days prior to the day of the relevant meeting. Shareholders who wish to exercise the rights attached to their shares in respect of a shareholders’ meeting are required to register for such meeting. Shareholders may attend a meeting in person, vote by proxy (via an independent third party) or grant a power of attorney to a third party to attend the meeting and vote on their behalf. Details on registration for meetings, attendance and proxy voting will be included in the notice convening the relevant meeting.
Pursuant to Dutch law, the record date for the exercise of voting rights and rights relating to shareholders’ meetings is set at the 28th day prior to the day of the relevant meeting. Shareholders registered on such date are entitled to attend the meeting and to exercise the other shareholder rights (at the relevant meeting) notwithstanding any subsequent sale of their shares after the record date.
In accordance with the Articles of Association and Dutch law, requests from shareholders for items to be included on the agenda will generally be honored, subject to the company’s rights to refuse to include the requested agenda item under Dutch law, provided that such requests are made in writing at least 60 days before a General Meeting of Shareholders to the Board of Management and the Supervisory Board by shareholders representing at least 1% of the company’s outstanding capital or, according to the official price list of Euronext Amsterdam, representing a value of at least EUR 50 million. Written requests may be submitted electronically and shall comply with the procedure stipulated by the Board of Management, which procedure is posted on the company’s website.
Pursuant to Dutch law, shareholders requesting an item to be included on the agenda of a meeting have an obligation to disclose their full economic interest (i.e. long position and short position) to the company. The company has the obligation to publish such disclosures on its website.
Main powers of the General Meeting of Shareholders
The main powers of the General Meeting of Shareholders are:
- to appoint, suspend and dismiss members of the Board of Management and the Supervisory Board;
- to adopt remuneration policies for the Board of Management and the Supervisory Board, determine the remuneration of the individual members of the Supervisory Board and to approve long-term incentive (equity-based) plans for the Board of Management;
- to adopt the annual accounts, to declare dividends and to discharge the Board of Management and the Supervisory Board from any liability in respect of the performance of their respective duties for the previous financial year;
- to appoint the company’s external auditor;
- to adopt amendments to the Articles of Association and proposals to dissolve or liquidate the company;
- to issue shares or rights to shares;
- to restrict or exclude pre-emptive rights of shareholders and to repurchase or cancel outstanding shares; and
- in accordance with Dutch law, to approve decisions of the Board of Management that are so far-reaching that they would greatly change the identity or nature of the company or the business.
The company applies principle 4.1 of the Dutch Corporate Governance Code within the framework of the Articles of Association and Dutch law and in the manner described in this corporate governance report. All issued and outstanding shares carry voting rights and each share confers the right to cast one vote in a shareholders’ meeting. Pursuant to Dutch law, no votes may be cast at a General Meeting of Shareholders in respect of shares which are held by the company. There are no special statutory rights attached to the shares of the company and no restrictions on the voting rights of the company’s shares exist. Subject to certain exceptions provided by Dutch law and/or the Articles of Association, resolutions of the General Meeting of Shareholders are passed by an absolute majority of votes cast and do not require a quorum.
Share capital; issue and repurchase of (rights to) shares
The authorized share capital of the company amounts to EUR 800 million, divided into 2 billion common shares with a nominal value of 20 eurocents each and 2 billion preference shares also with a nominal value of 20 eurocents each. On December 31, 2020,2021, the issued share capital amounted to EUR 182,210,600.20176,779,793.80 divided into 911,053,001883,898,696 common shares and no preference shares. All shares are fully paid-up. There are currently no limitations, either under Dutch law or the Articles of Association, to the transfer of the common shares.
Only Euroclear shares are traded on Euronext Amsterdam. Only New York Registry Shares are traded on the New York Stock Exchange. Pursuant to Section 10:138(2) of the Dutch Civil Code, the laws of the State of New York are applicable to the proprietary regime with respect to the New York Registry Shares, which proprietary regime includes the requirements for a transfer of, or the creation of an in rem right in, such New York Registry Shares. Euroclear shares and New York Registry Shares may be exchanged for each other.
As per December 31, 2020,2021, approximately 93%91% of the common shares were held through the system of Euroclear Nederland (Euroclear shares) and approximately 7%9% of the common shares were represented by New York Registry Shares issued in the name of approximately 911866 holders of record, including Cede & Co. Cede & Co which acts as nominee for The Depository Trust Company holding the shares (indirectly) for individual investors as beneficiaries. Deutsche Bank Trust Company Americas is Philips’ New York transfer agent, registrar and dividend disbursing agent. Since certain shares are held by brokers and other nominees, these numbers may not be representative of the actual number of United States beneficial holders or the number of New York Registry Shares beneficially held by US residents.
At the 20202021 Annual General Meeting of Shareholders, it was resolved to authorize the Board of Management, subject to the approval of the Supervisory Board, to issue shares or to grant rights to acquire shares in the company as well as to restrict or exclude the pre-emption right accruing to shareholders up to and including October 29, 2021.November 5, 2022. This authorization is limited to a maximum of 10% of the number of shares issued as of April 30, 2020.May 6, 2021.
In addition, at the 20202021 Annual General Meeting of Shareholders, it was resolved to authorize the Board of Management, subject to the approval of the Supervisory Board, to acquire shares in the company within the limits of the Articles of Association and within a certain price range up to and including October 29, 2021.November 5, 2022. The maximum number of shares the company may hold will not exceed 10% of the issued share capital as of April 30, 2020.May 6, 2021. The number of shares may be increased by 10% of the issued capital as of that same date in connection with the execution of share repurchase programs for capital reduction programs.
12.6Annual financial statements and external audit
The annual financial statements are prepared by the Board of Management and reviewed by the Supervisory Board upon the advice of its Audit Committee, taking into account the report of the external auditor. Upon approval by the Supervisory Board, the accounts are signed by all members of both the Board of Management and the Supervisory Board and are published together with the opinion of the external auditor. The Board of Management is responsible, under the supervision of the Supervisory Board, for the quality and completeness of such publicly disclosed financial reports. The annual financial statements are presented for discussion and adoption at the Annual General Meeting of Shareholders, to be convened subsequently.
The external auditor is appointed by the General Meeting of Shareholders in accordance with the Articles of Association. Philips’ current external auditor, Ernst & Young Accountants LLP, was appointed by the General Meeting of Shareholders held on May 7, 2015, for a term of four years starting January 1, 2016 and was re-appointed at the Annual General Meeting of Shareholders held on May 9, 2019 for a term of three years starting January 1, 2020.
Dutch law requires the separation of audit and non-audit services, meaning the company’sservices. The external auditor may only provide audit and audit-related services and is not allowedprohibited to provide non-auditany other services. This is reflected in the Auditor Policy, which is published on the company’s website. The policy is also in line with (and in some ways stricter than) applicable US rules, under which the appointed external auditor must be independent from the company both in fact and appearance.
The Auditor Policy specifies certain audit services and audit-related services (also known as assurance services) that will or may be provided by the external auditor, and includes rules for the pre-approval by the Audit Committee of such services. Audit services must be pre-approved on the basis of the annual audit services engagement agreed with the External Auditor. Proposed audit-related services may be pre-approved at the beginning of the year by the Audit Committee (annual pre-approval) or may be pre-approved during the year by the Audit Committee in respect of a particular engagement (specific pre-approval). The annual pre-approval is based on a detailed, itemized list of services to be provided, which is designed to ensure that there is no management discretion in determining whether a service has been approved, and to ensure that the Audit Committee is informed of each of the services it is pre-approving. Unless pre-approval with respect to a specific service has been given at the beginning of the year, each proposed service requires specific pre-approval during the year. Any annually pre-approved services where the fee for the engagement is expected to exceed pre-approved cost levels or budgeted amounts will also require specific pre-approval. The term of any annual pre-approval is 12 months from the date of the pre-approval unless the Audit Committee states otherwise. During 2020,2021, there were no services provided to the Company by the external auditor which were not pre-approved by the Audit Committee.
12.7Stichting Preferente Aandelen Philips
Stichting Preferente Aandelen Philips, a Foundation (stichting) organized under Dutch law, has been granted the right to acquire preference shares in the capital of Royal Philips, as stated in the company’s Articles of Association. In addition, the Foundation has the right to file a petition with the Enterprise Chamber of the Amsterdam Court of Appeal to commence an inquiry procedure within the meaning of section 2:344 Dutch Civil Code.
The object of the Foundation is to represent the interests of Royal Philips, the enterprises maintained by the company and its affiliated companies within the company’s group, in such a way that the interests of the company, these enterprises and all parties involved with them are safeguarded as effectively as possible, and that they are afforded maximum protection against influences which, in conflict with those interests, may undermine the autonomy and identity of Philips and those enterprises, and also to do anything related to the above ends or conducive to them. This object includes the protection of Philips against (an attempt at) an unsolicited takeover or other attempt to exert (de facto) control of the company. The arrangement will allow Philips to determine its position in relation to the relevant third party (or parties) and its (their) plans, to seek alternatives and to defend the company’s interests and those of its stakeholders.
The mere notification that the Foundation exercises its right to acquire preference shares will result in such shares being effectively issued. The Foundation may exercise this right for as many preference shares as there are common shares in the company outstanding at that time. No preference shares have been issued as of December 31, 2020.2021.
The members of the self-electing Board of the Foundation are Messrs J.M. Hessels, P.N. Wakkie and J.P. de Kreij.Kreij, J.V. Timmermans, J. van der Veer and P.N. Wakkie. No Philips Supervisory Board or Board of Management members or Philips officers are represented on the board of the Foundation.
Other than the arrangements made with the Foundation referred to above, the company does not have any measures which exclusively or almost exclusively have the purpose of defending against unsolicited public offers for shares in the capital of the company. It should be noted that the Board of Management and the Supervisory Board remain under all circumstances authorized to exercise all powers vested in them to promote the interests of Philips.
The company has issued certain corporate bonds, the provisions of which contain a ‘Change of Control Triggering Event’ or a ‘Change of Control Put Event’. Upon the occurrence of such events, the company might be required to offer to redeem or purchase any outstanding bonds at certain pre-determined prices. Please also refer to Debt.
12.8Major shareholders
The Dutch Act on Financial Supervision imposes an obligation on persons holding certain interests to disclose (inter alia) percentage holdings in the capital and/or voting rights in the company when such holdings reach, exceed or fall below 3, 5, 10, 15, 20, 25, 30, 40, 50, 60, 75 and 95 percent (as a result of an acquisition or disposal by a person, or as a result of a change in the company’s total number of voting rights or capital issued). Certain derivatives (settled in kind or in cash) are also taken into account when calculating the capital interest. The statutory obligation to disclose capital interest relates not only to gross long positions, but also to gross short positions. Required disclosures must be made to the Netherlands Authority for the Financial Markets (AFM) without delay. The AFM then notifiesnotifes the company of such disclosures and includes them in a register, which is published on the AFM’s website. Furthermore, an obligation to disclose (net) short positions is set out in the EU Regulation on Short Selling.
The AFM register shows the following notifications of substantial holdings and/or voting rights at or above the 3% threshold: BlackRock, Inc.: substantial holding of 5.03%5.19% and 6.19%6.31% of the voting rights (December 27, 2021); T. Rowe Price Group, Inc.: substantial holding of 3.04% and 3.02% of the voting rights (January 5, 2017)19, 2022); UBS Group AG: substantial holding of 3.78%3.64% and 3.78%3.64% of the voting rights (February 1, 2021)9, 2022). The AFM register also shows a notification by Philips of a substantial holding of 3.27%4.08% in its own share capital (noand no voting rights)rights (December 28, 2021).
12.9Corporate information
The company began as a limited partnership with the name Philips & Co in Eindhoven, the Netherlands, in 1891, and was converted into the company with limited liability N.V.Philips’ Gloeilampenfabrieken on September 11, 1912. The company’scompany���s name was changed to Philips Electronics N.V. on May 6, 1994, to Koninklijke Philips Electronics N.V. on April 1, 1998, and to Koninklijke Philips N.V. on May 15, 2013.
The majority of the shares in Royal Philips are held through the system maintained by the Dutch Central Securities Depository (Euroclear Nederland). In the past, Philips has also issued (physical) bearer share certificates ("Share Certificates"). A limited number of Share Certificates have not been surrendered yet, although the holders of Share Certificates are still entitled to a corresponding number of shares in Royal Philips. It is noted that, as a result of Dutch legislation that became effective per July 2019, the relevant shares were registered in the name of Royal Philips by operation of law per January 1, 2021. Owners of Share Certificates will continue to be entitled to a corresponding number of shares, but may not exercise the rights attached to such shares until they surrender their Share Certificates. Owners of Share Certificates may come forward to do so and to receive a corresponding number of shares until January 1, 2026 at the latest. As per January 2, 2026, entitlements attached to the Share Certificates not surrendered, will expire by operation of law. For more information, please contact the Investor Relations department by email (investor.relations@philips.com) or telephone (+31-20-59 77222).
The statutory seat of the company is Eindhoven, the Netherlands, and the statutory list of all subsidiaries and affiliated companies, prepared in accordance with the relevant legal requirements (Dutch Civil Code, Book 2, Sections 379 and 414), forms part of the notes to the consolidated financial statements and is deposited at the office of the Commercial Register in Eindhoven, the Netherlands (file no. 17001910). The executive offices of the company are located at the Philips Center, Amstelplein 2, 1096 BC Amsterdam, the Netherlands, telephone +31-20-59 77777.
12.10Additional information
Articles of association
Set forth below is a summary of certain provisions of the Articles of Association of the company, applicable Dutch law and related company policies. This summary does not constitute legal advice regarding those matters and should not be regarded as such.
Object and purpose
The objects of the company are to establish, participate in, administer and finance legal entities, companies and other legal forms for the purpose of the manufacture and trading of electrical, electronic, mechanical or chemical products, the development and exploitation of technical and other expertise, including software, or for the purpose of other activities, and to do everything pertaining thereto or connected therewith, including the provision of security in particular for commitments of business undertakings which belong to its group, all this in the widest sense, as may also be conducive to the proper continuity of the collectivity of business undertakings, in the Netherlands and abroad, which are carried on by the company and the companies in which it directly or indirectly participates. These objects can be found in Article 2 of the Articles of Association.
Share Capital
On December 31, 2020,2021, the issued share capital amounted to EUR 182,210,600.20176,779,793.80 divided into 911,053,001883,898,696 common shares and no preference shares.
Voting rights
All issued and outstanding shares carry voting rights and each share confers the right to cast one vote in a shareholders’ meeting. Pursuant to Dutch law, no votes may be cast at a General Meeting of Shareholders in respect of shares which are held by the company. There are no special statutory rights attached to the shares of the company and no restrictions on the voting rights of the company’s shares exist. Major shareholders do not have different voting rights than other shareholders.
Dividends
A dividend will first be declared on preference shares out of net income. The Board of Management has the power to determine what portion of the net income shall be retained by way of reserve, subject to the approval of the Supervisory Board. The remainder of the net income, after reservations made, shall be available for distribution to holders of common shares subject to shareholder approval after year-end.
Liquidation rights
In the event of the dissolution and liquidation of the company, the assets remaining after payment of all debts and liquidation expenses are to be distributed in the following order of priority: to the holders of preference shares, the amount paid thereon; and the remainder to the holders of the common shares.
Preemptive rights
Shareholders have a pro rata preferential right of subscription to any common share issuance unless the right is restricted or excluded. If designated by the General Meeting of Shareholders, the Board of Management has the power to restrict or exclude the preferential subscription rights. A designation of the Board of Management will be effective for a specified period of up to five years and may be renewed. Currently, the Board of Management has been granted the power to restrict or exclude the preferential right of subscription up to and including October 29, 2021.November 5, 2022. If the Board of Management has not been designated, the General Meeting of Shareholders has the power to restrict or exclude such rights, upon the proposal of the Board of Management, which proposal must be approved by the Supervisory Board. Resolutions by the General Meeting of Shareholders referred to in this paragraph require approval of at least two-thirds of the votes cast if less than half of the issued share capital is represented at the meeting.
The foregoing provisions also apply to the issuance of rights to subscribe for shares.
General Meeting of Shareholders
The Annual General Meeting of Shareholders shall be held each year not later than the thirtieth day of June and, at the Board of Management’s option, in Eindhoven, Amsterdam, The Hague, Rotterdam, Utrecht or Haarlemmermeer (including Schiphol airport); the notice convening the meeting shall inform the shareholders accordingly. Without prejudice to applicable laws and regulations, the Board of Management may resolve to give notice to holders of its listed and traded via a stock exchange shares via the company’s website and/or by other electronic means representing a public announcement, which announcement remains directly and permanently accessible until the General Meeting of Shareholders. Holders of registered shares shall be notified by letter, unless the Board of Management resolves to give notice to holders of registered shares by electronic means of communication by sending a legible and reproducible message to the address indicated by the shareholder to the company for such purpose provided the relevant shareholder has agreed hereto.
In principle, all shareholders are entitled to attend a General Meeting of Shareholders, to address the meeting and to vote, except for shares held in treasury by the company. They may exercise the aforementioned rights at a meeting only for the common shares which on the record date are registered in their name. The record date is published in the above announcement and is, pursuant to Dutch law, set as the 28th day prior to the day of the relevant meeting. Holders of registered shares must advise the company in writing of their intention to attend the General Meeting of Shareholders. Holders of shares listed and traded via a stock exchange who either in person or by proxy wish to attend the General Meeting of Shareholders, should notify ABN AMRO Bank N.V., which is acting as agent for the company. They must submit a confirmation by a participating institution, in which administration they are registered as holders of the shares, that such shares are registered and will remain registered in its administration up to and including the record date, whereupon the holder will receive an admission ticket for the General Meeting of Shareholders. Holders of shares who wish to attend by proxy have to submit the proxy at the same time. A participating institution is a bank or broker which, according to the Dutch Securities Depository Act (Wet giraal effectenverkeer), is an intermediary (intermediair) of the Dutch Central Securities Depository (Euroclear Nederland).
In connection with the General Meeting of Shareholders, the company does not solicit proxies within the United States.
The Articles of Association of the company provide that there are no quorum requirements to hold a General Meeting of Shareholders. Subject to certain exceptions provided by Dutch law and/or the Articles of Association, resolutions of the General Meeting of Shareholders are passed by an absolute majority of votes cast and do not require a quorum.
Limitations on right to hold or vote Common Shares
There are no limitations imposed by Dutch law or by the Articles of Association on the right of non-resident owners to hold or vote the Common Shares.
Exchange controls
Cash dividends paid in euros on Dutch registered shares and bearer shares may be officially transferred from the Netherlands and converted into any other currency without Dutch legal restrictions, except that for statistical purposes such payments and transactions must be reported to the Dutch Central Bank. Furthermore, no payments, including dividend payments, may be made to jurisdictions subject to sanctions adopted by the government of the Netherlands and implementing resolutions of the Security Council of the United Nations.
The Articles of Association of the company provide that cash distributions on New York Registry Shares shall be paid in US dollars, converted at the rate of exchange on the stock market of Euronext Amsterdam at the close of business on the day fixed and announced for that purpose by the Board of Management.
Significant differences in corporate governance practices
The corporate governance rules established by the New York Stock Exchange (NYSE) allow Foreign Private Issuers, like Royal Philips, to follow home country practices on most corporate governance matters instead of those that apply to US domestic issuers, provided that they disclose any significant ways in which their corporate governance practices differ from those applying to listed US domestic issuers under the NYSE listing standards. The following paragraphs summarize what we believe to be the significant differences between certain Dutch practices on corporate governance matters and the corporate governance provisions applicable to US domestic issuers under the NYSE listing standards.
Dutch corporate governance code
The company is a company organized under Dutch law, with its Common Shares listed on Euronext Amsterdam, and is subject to the Dutch Corporate Governance Code of December 8, 2016 (the Dutch Corporate Governance Code). Philips’ New York Registry Shares, representing Common Shares of the company, are listed on the NYSE.
Board structure
The NYSE listing standards prescribe regularly scheduled executive sessions of non-executive directors. The company has a two-tier corporate structure consisting of a Board of Management consisting of executive directors under the supervision of a Supervisory Board consisting exclusively of non-executive directors. Members of the Board of Management and other officers and employees cannot simultaneously act as member of the Supervisory Board. The Supervisory Board must approve specified decisions of the Board of Management.
Independence of members of our Supervisory Board
The Dutch Corporate Governance Code sets forth certain limitations on the number of non-independent members of the Supervisory Board, and its committees. The Supervisory Board considers all its members to be independent under the Dutch Corporate Governance Code. The definitions of independence under the Dutch Corporate Governance Code, however, differ in their details from the definitions of independence under the NYSE listing standards. In some cases the Dutch requirements are stricter than the NYSE listing standards, and in other cases the NYSE listing standards are the stricter of the two. The members of the Audit Committee of the Supervisory Board are independent under the NYSE listing standards.
Committees of our Supervisory Board
The company has established four committees, consisting of members of the Supervisory Board only: the Audit Committee, the Remuneration Committee, the Corporate Governance and Nomination & Selection Committee and the Quality & Regulatory Committee. The roles, responsibilities and composition of these committees reflect the requirements of the Dutch Corporate Governance Code, the company’s Articles of Association and Dutch law, which differ from the NYSE listing standards in these respects. The role of each committee is to advise the Supervisory Board and to prepare the decision-making of the Supervisory Board. In principle, the entire Supervisory Board remains responsible for its decisions even if such decisions were prepared by one of the Supervisory Board’s committees.
The NYSE requires that, when an audit committee member of a listed US domestic issuer serves on four or more audit committees of public companies, the listed company should disclose (either on its website or in its Annual Report on Form 10-K) that the board of directors has determined that this simultaneous service would not impair the director’s service to the listed company. Dutch law does not require the company to make such a determination.
In accordance with the procedures laid down in the Philips Auditor Policy and as mandatorily required by Dutch law, the external auditor of the company is appointed by the General Meeting of Shareholders on the proposal of the Supervisory Board, after the latter has been advised by the Audit Committee and the Board of Management.
Equity compensation plans
The company complies with Dutch legal requirements regarding shareholder approval of equity compensation plans for the members of the Board of Management. Dutch law does not require shareholder approval of certain equity compensation plans for which the NYSE listing standards would require such approval. The company is subject to a Dutch requirement to seek shareholder approval for equity compensation plans for its members of the Board of Management.
Code of business conduct
The listing standards of the NYSE prescribe certain parameters for listed company codes of business conduct and ethics. The company has implemented the Philips General Business Principles, which are applicable to all employees, and a Financial Code of Ethics, which is applicable to all employees performing an accounting or financial function. Waivers granted to Senior (Financial) Officers (as defined in our Financial Code of Ethics) must be disclosed. In 20202021 the company did not grant any waivers of the Financial Code of Ethics.
Related party transactions
The NYSE listing standards require certain transactions with related parties to be reviewed by a company’s audit committee or another independent body of the board of directors for potential conflicts of interest, and for the audit committee or other independent body to prohibit such a transaction if it determines it to be inconsistent with the interests of the company and its shareholders. However, foreign private issuers can rely on home country practice with respect to review and approval of related party transactions. Philips has internal procedures in place to confirm that related party transactions are entered into are at arm’s length and, if and to the extent required under Dutch law, to enable the Supervisory Board to assess the terms of significant related party transactions.
New York Registry Shares
Certain common shares of the company are registered in the register maintained by Deutsche Bank Trust Company Americas, as the New York transfer agent, registrar and dividend disbursing agent (the “New York Transfer Agent”), pursuant to a Transfer Agent Agreement, dated July 16, 2018, between the New York Transfer Agent and the company (such common shares, “New York Registry Shares”). As soon as practicable after receipt from the company, the New York Transfer Agent will provide holders of New York Registry Shares with a notice of any meeting or solicitation of consents or proxies with a notice prepared by the company stating (a) such information as is contained in such notice of meeting and any solicitation materials (or a summary thereof in English provided by the company), (b) that each registered holder at the close of business on the record date set by the company therefor will be entitled, subject to any applicable provisions of Dutch law and the Articles of Association, to exercise the voting rights pertaining to the New York Registry Shares, and (c) the manner in which such voting rights may be exercised. The New York Transfer Agent may, to the extent not prohibited by applicable law or by the requirements of the New York Stock Exchange, in lieu of distribution of the materials provided to it in connection with any meeting of, or solicitation of consents or proxies from, holders of common shares, distribute to the registered holders of New York Registry Shares a notice that provides such holders with, or otherwise publicizes to such holders, instructions on how to retrieve such materials or receive such materials upon request (i.e. by reference to a website containing the materials for retrieval or a contact for requesting copies of the materials).
Major shareholders as filed with SEC
On February 6, 2019, BlackRock Inc. filed a Schedule 13G with the SEC indicating that, as of December 31, 2018, it beneficially owned 9.9% (92,130,367 shares) of the Company’s common shares. On February 11, 2019, BlackRock Inc. filed a Schedule 13G with the SEC indicating that, as of January 31, 2019, it beneficially owned 10.1% (93,159,954 shares) of the Company’s common shares. On February 12, 2019, Wellington Management Group LLP, Wellington Group Holdings LLP, Wellington Investment Advisors Holdings LLP and Wellington Management Company LLP jointly filed a Schedule 13G with the SEC indicating that Wellington Management Group LLP, Wellington Group Holdings LLP and Wellington Investment Advisors Holdings LLP each beneficially owned 7.05% (65,286,127 shares) of the Company’s common shares and Wellington Management Company LLP beneficially owned 6.55% (60,708,945 shares) of the Company’s common shares.
On February 5, 2020, BlackRock Inc. filed a Schedule 13G with the SEC indicating that, as of December 31, 2019, it beneficially owned 9.2% (82,571,656 shares) of the Company’s common shares. On January 27, 2020, Wellington Management Group LLP, Wellington Group Holdings LLP, Wellington Investment Advisors Holdings LLP and Wellington Management Company LLP jointly filed a Schedule 13G with the SEC indicating that, as of December 31, 2019, Wellington Management Group LLP, Wellington Group Holdings LLP and Wellington Investment Advisors Holdings LLP each beneficially owned 7.17% (64,327,165 shares) of the Company’s common shares and Wellington Management Company LLP beneficially owned 6.80% (60,988,928 shares) of the Company’s common shares.
On January 29, 2021, BlackRock Inc. filed a Schedule 13G with the SEC indicating that, as of December 31, 2020, it beneficially owned 8.5% (77,552,149 shares) of the Company’s common shares. On February 3, 2021, Wellington Management Group LLP, Wellington Group Holdings LLP, and Wellington Investment Advisors Holdings LLP jointly filed a Schedule 13G with the SEC indicating that, as of December 31, 2020, Wellington Management Group LLP, Wellington Group Holdings LLP and Wellington Investment Advisors Holdings LLP each beneficially owned 1.85% (16,883,298 shares) of the Company’s common shares.
On January 28, 2022, Blackrock Inc. filed a Schedule 13G with the SEC indicating that, as of December 31, 2021, it beneficially owned 7.2% (63,499,693 shares) of the Company’s common shares.
Please also refer to Major shareholders.
13Group financial statements
Introduction
This section of the Annual Report contains the audited consolidated financial statements including the notes thereon that have been prepared in accordance with International Financial Reporting Standards (IFRS) as endorsed by the European Union (EU) and with the statutory provisions of Part 9, Book 2 of the Dutch Civil Code.
All standards and interpretations issued by the International Accounting Standards Board (IASB) and the IFRS Interpretations Committee effective 20192021 have been endorsed by the EU, consequently, the accounting policies applied by Koninklijke Philips N.V. (Royal Philips) also comply with IFRS as issued by the IASB. Comparative results have been restated to reflect the treatment of the Domestic Appliances business as a discontinued operation (for more information, please refer to Discontinued operations and assets classified as held for sale).
The Group financial statements (together with the Company financial statements, which are not included in the Annual Report on Form 20-F, containing its statutory statements) are subject to adoption by the company’s shareholders at the upcoming 20212022 Annual General Meeting of Shareholders.
13.1Management’s report on internal control
Management’s report on internal control over financial reporting pursuant to section 404 of the US Sarbanes-Oxley Act
The Board of Management of Koninklijke Philips N.V. (Royal Philips) is responsible for establishing and maintaining an adequate system of internal control over financial reporting (as such term is defined in Rule 13a15 (f) under the US Securities Exchange Act). Internal control over financial reporting is a process to provide reasonable assurance regarding the reliability of our financial reporting for external purposes in accordance with IFRS as issued by the IASB.
Internal control over financial reporting includes maintaining records that, in reasonable detail, accurately and fairly reflect our transactions; providing reasonable assurance that transactions are recorded as necessary for preparation of our financial statements; providing reasonable assurance that receipts and expenditures of company assets are made in accordance with management authorization; and providing reasonable assurance that unauthorized acquisition, use or disposition of company assets that could have a material effect on our financial statements would be prevented or detected on a timely basis. Because of its inherent limitations, internal control over financial reporting is not intended to provide absolute assurance that a misstatement of our financial statements would be prevented or detected. Also, projections of any evaluation of the effectiveness of internal control over financial reporting to future periods are subject to the risk that the controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
The Board of Management conducted an assessment of Royal Philips' internal control over financial reporting based on the “Internal Control Integrated Framework (2013)” established by the Committee of Sponsoring Organizations of the Treadway Commission (COSO).
Based on the Board of Management’s assessment of the effectiveness of Royal Philips' internal control over financial reporting as of December 31, 2020,2021, it has concluded that, as of December 31, 2020,2021, Royal Philips' internal control over Group financial reporting is considered effective.
The effectiveness of the Royal Philips' internal control over financial reporting as of December 31, 2020,2021, as included in this section Group financial statements, has been audited by Ernst & Young Accountants LLP, an independent registered public accounting firm, as stated in their report which follows hereafter.
Board of Management
Frans van Houten
Abhijit Bhattacharya
Marnix van Ginneken
February 23, 2021
13.1.1Disclosure controls and procedures
The Company’s Chief Executive Officer and Chief Financial Officer have evaluated the effectiveness of the design and operation of the Company’s disclosure controls and procedures (as defined in Rules 13a15(e) and 15d15(e) under the Securities Exchange Act of 1934) as of the end of the period covered by the Annual Report. Based on that evaluation, the Chief Executive Officer and Chief Financial Officer have concluded that these disclosure controls and procedures are effective as of December 31, 2020.2021.
13.1.2Changes in internal control over financial reporting
There were no changes in our internal control over financial reporting during 20202021 that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.
13.3Independent auditor’s report on internal control over financial reporting
Report of Independent Registered Public Accounting Firm
To: The Supervisory Board and Shareholders of Koninklijke Philips N.V.
Opinion on Internal Control over Financial Reporting
We have audited Koninklijke Philips N.V.’s internal control over financial reporting as of December 31, 2020,2021, based on criteria established in Internal Control — Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) (the COSO criteria). In our opinion, Koninklijke Philips N.V. (the Company) maintained, in all material respects, effective internal control over financial reporting as of December 31, 2020,2021, based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the consolidated balance sheets of the Company as of December 31, 20202021 and 2019,2020, the related consolidated statements of income, comprehensive income, cash flows and changes in equity for each of the three years in the period ended December 31, 2020,2021, and the related notes and our report dated February 23, 202122, 2022 expressed an unqualified opinion thereon.
Basis for Opinion
The Company’s management is responsible for maintaining effective internal control over financial reporting, and for its assessment of the effectiveness of internal control over financial reporting included in the accompanying section ‘Management’s report on internal control’, of this Annual Report. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects.
Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
Definition and Limitations of Internal Control over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
/s/ Ernst & Young Accountants LLP
Amsterdam, the Netherlands
February 23, 202122, 2022
13.4Independent auditor’s report on the consolidated financial statements
Report of Independent Registered Public Accounting Firm
To: The Supervisory Board and Shareholders of Koninklijke Philips N.V.
Opinion on the Financial Statements
We have audited the accompanying consolidated balance sheets of Koninklijke Philips N.V. (the Company) as of December 31, 20202021 and 2019,2020, the related consolidated statements of income, comprehensive income, cash flows and changes in equity for each of the three years in the period ended December 31, 2020,2021, and the related notes (collectively referred to as the group financial statements). In our opinion, the group financial statements present fairly, in all material respects, the financial position of the Company at December 31, 20202021 and 2019,2020, and the results of its operations and its cash flows for each of the three years in the period ended December 31, 2020,2021, in conformity with International Financial Reporting Standards as issued by the International Accounting Standards Board.
We have also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Company's internal control over financial reporting as of December 31, 2020,2021, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework), and our report dated February 23, 202122, 2022 expressed an unqualified opinion thereon.
Basis for Opinion
These group financial statements are the responsibility of the Company‘s management. Our responsibility is to express an opinion on the Company‘s group financial statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the US federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the group financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the group financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the group financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the group financial statements. We believe that our audits provide a reasonable basis for our opinion.
Critical audit matters
The critical audit matters communicated below are matters arising from the current period audit of the group financial statements that were communicated or required to be communicated to the Audit Committee of the Supervisory Board and that: (1) relate to accounts or disclosures that are material to the group financial statements and (2) involved our especially challenging, subjective or complex judgments. The communication of critical audit matters does not alter in any way our opinion on the group financial statements, taken as a whole, and we are not, by communicating the critical audit matters below, providing separate opinions on the critical audit matters or on the accounts or disclosures to which they relate.
Revenue recognition – Sales-related accrualsMeasurement and disclosure of the Field Action provision related to Sleep & Respiratory Care products |
| Description of the Matter | PrimarilyAs more fully described in Note 20 Provisions, following the Personal Health businesses,identification of potential health risks related to certain Sleep & Respiratory Care products, the Company has sales promotions-related agreements with distributorsrecorded a Field Action provision amounting to EUR 719 million.
Determining the Field Action provision is complex and retailers whereby discounts and rebates are provided accordingrequires significant judgment by management. Significant assumptions made relate to the estimated total quantity of goods sold and promotional and marketing activities performed by the distributors and retailers. Auditing the Company’s measurement of sales related accruals relating to rebates, promotional and marketing support is especially complex because the calculation involves subjective management assumptions around the extent to which promotional or marketing targets will be met by Philips’ customersdevices and the related rebates will be owed.
Further reference is made to note 1, Significant accounting policies, and note 7, Income from operations section Sales composition and disaggregation, to the group financial statements. |
How We Addressed the Matter in Our Audit | As part of our audit procedures, we obtained an understanding, evaluated the design and tested the operating effectiveness of the Company’s controls that address the risks of material misstatement relating to measurement for sales-related accruals. This included testing controls relating to management’s verification that sales-related accruals have been reviewed and underlying assumptions were based on management’s best estimate.
We evaluated management’s assumptions (as described above) by performing, among other procedures, a retrospective review of actual settlements of prior period sales-related accruals, confirmed the agreed upon terms and conditions for a sample of customer contracts and performed cut off testing through assessing the sales promotions obligations around year-end.
We also assessed the adequacy of the revenue disclosures.
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Valuation of Goodwill for Cash Generating Units Population Health Management and Aging and Caregiving |
Description of the Matter | At December 31, 2020, the total carrying value of goodwill amounted to EUR 8,014 million, representing 29% of the group’s total assets. Goodwill is allocated to Cash Generating Units (CGUs) for which management is required to test the carrying value of goodwill for impairment annually or more frequently if there is a triggering event for testing. Management recorded a total impairment charge of EUR 144 million related to the CGUs Population Health Management (PHM) and Aging and Caregiving (ACG). Further reference is made to note 1, Significant accounting policies, and note 12, Goodwill, to the group financial statements.
IAS 36 defines the recoverable amount as the higher of an asset’s or cash‑generating unit’s fair value less costs of disposal (FVLCD) and its value in use (ViU). As of December 31, 2020, management used the FVLCD to determine the recoverable amount for the CGUs PHM and ACG. The FVLCD reflects the current operating environment and business outlook, including management’s plan to sell the ACG business, and also reflecting ongoing COVID-19 uncertainties.
Auditing the calculation of the recoverable amount for the CGUs PHM and ACG, was complex and judgmental, due to the significant estimation required in determining the recoverable amounts. The most significant judgments used were the determination of the peer group used to determine quoted market multiples, determining the appropriate control premium to apply and the selected multiple chosen to represent the fair value of the CGUs. Auditing these judgments involved complex auditor judgment because of the subjectivity in determining the peer group and the appropriate revenue multiple, including control premium, to represent the fair value of the CGUs.
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| How We Addressed the Matter in Our Audit | We obtained an understanding, evaluated the design and tested the operating effectiveness of the Company’s controls over management’s goodwill impairment review process relatedrelating to the CGUs PHM and ACG, includingField Action provision calculation. This included testing controls overrelating to management’s review of the provision, including the determination of significant assumptions andassumptions. Further, we tested the controls over the mathematical accuracy and completeness of the valuation models used. For example, we tested controls over management’s determinationprovision.
Our audit procedures included, among others, the assessment of peer companies, evaluation of market multiples and determination of control premium.
As part of our audit we assessed and tested valuationcalculation model for the CGUs PHM and ACG,Field Action provision. For example, we assessed the estimated quantities through obtaining third party confirmations for example,quantities already registered for remediation as of December 31, 2021, as well as corroborating the remaining quantity estimate by testingreperforming the completeness and appropriatenesstrend analysis of management’s peer group (forregistrations over time. We considered audit evidence to corroborate the purpose of determining the market multiples), and testing the implied valuation multiples of those peers to external market data. We tested the control premium used by management by comparing it to external data, such as independent control premium studies. Additionally, we tested the accuracyreasonability of the sales data used by management inreplacement share based on the calculation (to whichcontracted repair capacity as well as the market multiple is applied).upgraded inhouse production capacity. We also performed an analysis of the significant assumptions to evaluate the sensitivity of the recoverable amount to changes inprovision. In addition, we inspected the assumptions. communication with regulatory authorities regarding the identified quality issues and held discussions with management on the recall process, capacity considerations as well as the ongoing cooperation with the Food and Drug Administration.
We involved in our team a valuation specialist to assist us in these audit procedures.
We alsomanagement’s disclosure of the goodwill impairment.disclosures in Note 20 Provisions, as included in the group financial statements.
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ValuationMeasurement of provisions and disclosure of provisionsdisclosures for legal claims, litigations and contingenciescontingent liabilities |
| Description of the Matter | The Company and certain of its group companies and former group companies are involved as a party in legal proceedings, including regulatory and other governmental proceedings, as well as being investigated by governmental authorities for alleged non-compliance with laws and regulations. As more fully described in Note 25 Contingent assets and liabilities this includes the discussions with and information provided to the SEC and DOJ regarding alleged tender irregularities in China, Bulgaria and Brazil, and legal claims and litigation related to the Field Action for Sleep & Respiratory Care products. The Company records provisions for legal claims and litigation provisions ifwhen it has a present obligation, it is probable that an outflow of economic benefits will be required to settle the obligation and the amount can be estimated reliably. When an outflow of economic benefits cannot be reliably estimated or is possible but not probable, the Company discloses this in the contingent liabilities note.
We evaluated the accounting of provisions for legal claims and litigation, and the disclosure for (contingent) legalprovisions and contingent liabilities, which is complex and judgmental due to the difficulty in predicting the outcome of the matters and estimating the potential impact if the outcomes are unfavorable and the amounts involved are, or can be, material to the financial statements as a whole.
Further reference is made to noteNote 1 Significant accounting policies, noteNote 20 Provisions, and noteNote 25 Contingent assets and liabilities, toas included in the group financial statements. |
| How We Addressed the Matter in Our Audit | Our audit procedures included, among others, obtaining an understanding, evaluating the design and testing the effectiveness of the Company’s internal controls around the identification and evaluation of legal claims, proceedingslitigation and investigations at different levels in the group, and the recording and continuous re-assessment of the related (contingent)provisions, contingent liabilities and provisions and disclosures.
(contingent) legal provisions and contingent liabilities, we discussed the allegations with both internal and external legal counsel, as well as with the Company’s finance department, inspected relevant correspondence with authorities, inspected the minutes of the meetings of the Audit Committee, Supervisory Board and Executive Committee, requested a confirmation letter from the Company’s in-house legal counsel and obtained external legal confirmation letters from a selection of external legal counsel.counsel involved in these matters. For claims settled during the year, we vouched the cash payments, as appropriate, and read the related settlement agreements. Specifically related to ongoing investigations into alleged non-compliance with laws and regulations, we were supported by EY fraud investigationforensic and other specialists. We also assessed the adequacy of the Company’s disclosure aroundfor provisions for legal claims litigations and contingencies,litigation, and contingent liabilities, as included in the group financial statements.
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| Valuation of Goodwill for Cash Generating Unit Sleep & Respiratory Care |
| Description of the Matter | At December 31, 2021, the total carrying value of goodwill amounted to EUR 10,637 million (of which EUR 1.915 million is allocated to Cash Generating Unit (CGU) Sleep & Respiratory Care (S&RC) amounted to EUR 2,031 million. Goodwill is allocated to CGUs for which management is required to test the carrying value of goodwill for impairment annually or more frequently if there is a triggering event for testing. Further reference is made to Note 1 Significant accounting policies, and Note 12 Goodwill, as included in the group financial statements.
Auditing the calculation of the recoverable amount for the CGU S&RC is complex, given the significant judgment and estimation related to assumptions and data in the model used to determine whether the carrying value of goodwill is appropriate. The most significant assumptions used within the model to support the recoverable amount of goodwill are sales growth rate, EBITA, and discount rates. |
| How We Addressed the Matter in Our Audit | We obtained an understanding, evaluated the design and tested the operating effectiveness of controls over management’s goodwill impairment review process related to the CGU S&RC. This includes controls over management’s review and approval of the significant assumptions, controls over the mathematical accuracy of the calculation and the appropriateness of the valuation models used. For example, we tested controls over management’s determination and review of the sales growth, EBITA and the discount rate assumptions.
As part of our audit we assessed and tested the assumptions and data used by management in its valuation model for the CGU S&RC. As part of these procedures we reconciled the expected restart of sales for the Sleep products with audit evidence obtained as part of the audit of the Field Action provision, and we compared the assumptions to external data such as industrial sales growth rates and discount rates. We were assisted in our evaluation of the discount rate by EY valuation specialists. Additionally, we compared the cash flow projections used in the valuation of the recoverable amount to the information approved by the Executive Committee and have evaluated the historical accuracy of management’s estimates that drive the assessment, such as business plans and expected growth rates. We gained an understanding of the developments of the performance and corroborated if they are in line with forecasted figures.
We also performed an analysis of the significant assumptions to evaluate the sensitivity of the recoverable amount to changes in the assumptions.
We also assessed the adequacy of management’s disclosure around goodwill as included in the group financial statements. |
| Revenue recognition – Sales related accruals |
| Description of the Matter | Primarily in the Personal Health businesses, the Company has sales promotions-related agreements with distributors and retailers whereby discounts and rebates are provided according to the quantity of goods sold and promotional and marketing activities performed by the distributors and retailers. The estimation of the sales related accruals involve subjective management assumptions about the extent to which promotional marketing targets will be met by the distributors and retailers. There is a risk related to management override of controls over the estimation of the sales related accruals through inappropriate estimations.
Auditing the Company’s measurement of sales related accruals is especially complex because the calculation involves subjective management assumptions around the extent to which promotional or marketing targets will be met by Philips’ customers and the related rebates will be owed.
Further reference is made to Note 1 Significant accounting policies, and Note 7 Income from operations section Sales composition and disaggregation, as included in the group financial statements. |
| How We Addressed the Matter in Our Audit | As part of our audit procedures, we obtained an understanding, evaluated the design and tested the operating effectiveness of the Company’s controls that address the risks of material misstatement relating to measurement for sales related accruals. This included testing controls relating to management’s verification that sales related accruals have been reviewed and underlying assumptions were based on management’s best estimate.
We evaluated management’s assumptions (as described above) by performing, among other procedures, a retrospective review of actual settlements of prior period sales related accruals, confirmed the agreed upon terms and conditions for a sample of customer contracts and performed cut off testing through assessing the sales promotions obligations around year-end.
We also assessed the adequacy of the revenue disclosures as included in the group financial statements. |
/s/ Ernst & Young Accountants LLP
We have served as the Company‘s auditor since 2016.
Amsterdam, the Netherlands
February 23, 202122, 2022
13.5Consolidated statements of income
Philips Group
Consolidated statements of income
in millions of EUR
For the year ended December 31
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Sales7 | 18,121 | 19,482 | 19,535 | 17,147 | 17,313 | 17,156 |
| Cost of sales | (9,568) | (10,607) | (10,754) | (9,249) | (9,493) | (9,988) |
| Gross margin | 8,554 | 8,875 | 8,781 | 7,899 | 7,820 | 7,168 |
| Selling expenses | (4,500) | (4,682) | (4,606) | (4,125) | (4,054) | (4,258) |
| General and administrative expenses | (631) | (668) | (586) | (630) | (599) |
| Research and development expenses | (1,759) | (1,884) | (1,915) | (1,790) | (1,822) | (1,806) |
| Other business income7 | 88 | 155 | 123 | 154 | 122 | 186 |
| Other business expenses7 | (33) | (188) | (173) | (186) | (173) | (138) |
| Income from operations7 | 1,719 | 1,644 | 1,542 | 1,366 | 1,264 | 553 |
| Financial income8 | 51 | 117 | 160 | 114 | 158 | 149 |
| Financial expenses8 | (264) | (233) | (204) | (233) | (202) | (188) |
| Investments in associates, net of income taxes | (2) | 1 | (9) | 1 | (9) | (4) |
| Income before taxes | 1,503 | 1,529 | 1,490 | 1,248 | 1,211 | 509 |
| Income tax expense9 | (193) | (337) | (284) | (258) | (212) | 103 |
| Income from continuing operations | 1,310 | 1,192 | 1,205 | 990 | 999 | 612 |
| Discontinued operations, net of income taxes4 | (213) | (19) | (10) | 183 | 196 | 2,711 |
| Net income | 1,097 | 1,173 | 1,195 | 1,173 | 1,195 | 3,323 |
| | | | | |
| Attribution of net income | | | | |
| Net income attributable to Koninklijke Philips N.V. shareholders | 1,090 | 1,167 | 1,187 | 1,167 | 1,187 | 3,319 |
| Net income attributable to non-controlling interests | 7 | 5 | 8 | 5 | 8 | 4 |
Philips Group
Earnings per common share attributable to Koninklijke Philips N.V. shareholders
in EUR unless otherwise stated
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Basic earnings per common share in EUR1) | | | | |
| Basic earnings per common share in EUR | | | | |
| Income from continuing operations attributable to shareholders | 1.38 | 1.29 | 1.32 | 1.07 | 1.09 | 0.67 |
| Net income attributable to shareholders | 1.16 | 1.27 | 1.31 | 1.27 | 1.31 | 3.67 |
| | | | | | | |
| Diluted earnings per common share in EUR1) | | | | |
| Diluted earnings per common share in EUR | | | | |
| Income from continuing operations attributable to shareholders | 1.37 | 1.27 | 1.31 | 1.06 | 1.08 | 0.67 |
| Net income attributable to shareholders | 1.14 | 1.25 | 1.29 | 1.25 | 1.29 | 3.65 |
1)Per share and weighted average share calculations have been adjusted retrospectively for all periods presented to reflect the issuance of shares for the share dividend in respect of 2019. Further reference is made to Earnings per share. Amounts may not add up due to rounding.
13.6Consolidated statements of comprehensive income
Philips Group
Consolidated statements of comprehensive income
in millions of EUR
for the year ended December 31
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| | | | | |
| Net income for the period | 1,097 | 1,173 | 1,195 | 1,173 | 1,195 | 3,323 |
| | | | | |
| Pensions and other-post employment plans:21 | | | | |
| Remeasurement | (8) | 30 | 51 | 30 | 51 | 134 |
| Income tax effect on remeasurements9 | (19) | 3 | (12) | 3 | (12) | (21) |
| | | | | |
| Financial assets fair value through OCI: | | | | |
| Net current-period change, before tax | (147) | 82 | 0 | 82 | - | (39) |
| Reclassification directly into retained earnings | (5) | | | |
| Income tax effect on net current-period change | | | 1 |
| Total of items that will not be reclassified to Income Statement | (179) | 114 | 39 | 114 | 39 | 74 |
| | | | | |
| Currency translation differences: | | | | |
| Net current period change, before tax | 383 | 218 | (1,040) | 218 | (1,040) | 1,078 |
| Income tax effect on net current-period change9 | (29) | 0 | 1 | - | 1 | (5) |
| Reclassification adjustment for (gain) loss realized | | 4 | | 4 | | 36 |
| Reclassification adjustment for (gain) loss realized, in discontinued operations | (6) | 16 | | 16 | | 69 |
| Cash flow hedges: | | | | |
| Net current-period change, before tax | (13) | (53) | 69 | (53) | 69 | (52) |
| Income tax effect on net current-period change9 | 11 | 6 | (17) | 6 | (17) | 18 |
| Reclassification adjustment for loss (gain) realized | (31) | 33 | (6) | |
| Reclassification adjustment for (gain) loss realized | | 33 | (6) | (14) |
| Total of items that are or may be reclassified to Income Statement | 315 | 225 | (992) | 225 | (992) | 1,129 |
| | | | | |
| Other comprehensive income for the period | 136 | 340 | (953) | 340 | (953) | 1,203 |
| | | | | |
| Total comprehensive income for the period | 1,233 | 1,512 | 242 | 1,512 | 242 | 4,527 |
| | | | | |
| Total comprehensive income attributable to: | | | | |
| Shareholders of Koninklijke Philips N.V. | 1,225 | 1,507 | 235 | 1,507 | 235 | 4,520 |
| Non-controlling interests | 8 | 5 | 6 | 5 | 6 | 7 |
Amounts may not add up due to rounding.
13.7Consolidated balance sheets
Amounts may not add up due to rounding.
Philips Group
Consolidated balance sheets
in millions of EUR unless otherwise stated
As of December 31
| | 2019 | 2020 | 2020 | 2021 |
|---|
| Non-current assets | | | | |
| Property, plant and equipment 113 | 2,866 | 2,682 | 2,682 | 2,699 |
| Goodwill123 | 8,654 | 8,014 | 8,014 | 10,637 |
| Intangible assets excluding goodwill133 | 3,466 | 2,997 | 2,997 | 3,650 |
| Non-current receivables17 | 178 | 230 | 230 | 224 |
| Investments in associates6 | 233 | 240 | 240 | 426 |
| Other non-current financial assets14 | 248 | 430 | 430 | 630 |
| Non-current derivative financial assets29 | 1 | 6 | 6 | 2 |
| Deferred tax assets9 | 1,865 | 1,820 | 1,820 | 2,216 |
| Other non-current assets15 | 47 | 66 | 66 | 129 |
| Total non-current assets | 17,557 | 16,486 | 16,486 | 20,613 |
| | | | | |
| Current assets | | | | |
| Inventories16 | 2,773 | 2,993 | 2,993 | 3,450 |
| Other current financial assets14 | 1 | 0 | - | 2 |
| Other current assets15 | 476 | 424 | 424 | 493 |
| Current derivative financial assets29 | 38 | 105 | 105 | 61 |
| Income tax receivable9 | 177 | 150 | 150 | 180 |
| Current receivables2617 | 4,554 | 4,156 | 4,156 | 3,787 |
| Assets classified as held for sale4 | 13 | 173 | 173 | 71 |
| Cash and cash equivalents30 | 1,425 | 3,226 | 3,226 | 2,303 |
| Total current assets | 9,459 | 11,227 | 11,227 | 10,347 |
| Total assets | 27,016 | 27,713 | 27,713 | 30,961 |
| | | | | |
| Equity18 | | | | |
| Equity | 12,597 | 11,870 | 11,870 | 14,438 |
| Common shares | 179 | 182 | 182 | 177 |
| Reserves | 652 | (340) | (340) | 748 |
| Other | 11,766 | 12,028 | 12,028 | 13,514 |
| Non-controlling interests18 | 28 | 31 | 31 | 36 |
| Group equity | 12,625 | 11,901 | 11,901 | 14,475 |
| | | | | |
| Non-current liabilities | | | | |
| Long-term debt 19 | 4,939 | 5,705 | 5,705 | 6,473 |
| Non-current derivative financial liabilities29 | 124 | 86 | 86 | 119 |
| Long-term provisions2120 | 1,603 | 1,458 | 1,458 | 1,315 |
| Deferred tax liabilities9 | 143 | 59 | 59 | 83 |
| Non-current contract liabilities23 | 348 | 403 | 403 | 446 |
| Non-current tax liabilities 9 | 186 | 291 | 291 | 544 |
| Other non-current liabilities23 | 71 | 74 | 74 | 56 |
| Total non-current liabilities | 7,413 | 8,077 | 8,077 | 9,037 |
| | | | | |
| Current liabilities | | | | |
| Short-term debt 19 | 508 | 1,229 | 1,229 | 506 |
| Current derivative financial liabilities29 | 67 | 77 | 77 | 83 |
| Income tax payable9 | 100 | 57 | 57 | 128 |
| Accounts payable26 | 2,089 | 2,119 | 2,119 | 1,872 |
| Accrued liabilities22 | 1,632 | 1,678 | 1,678 | 1,784 |
| Current contract liabilities23 | 1,170 | 1,239 | 1,239 | 1,491 |
| Short-term provisions2120 | 556 | 522 | 522 | 998 |
| Liabilities directly associated with assets held for sale4 | 0 | 30 | 30 | 1 |
| Other current liabilities23 | 856 | 785 | 785 | 587 |
| Total current liabilities | 6,978 | 7,735 | 7,735 | 7,450 |
| Total liabilities and group equity | 27,016 | 27,713 | 27,713 | 30,961 |
13.8Consolidated statements of cash flows
Amounts may not add up due to rounding.
Philips Group
Consolidated statements of cash flows1)
in millions of EUR
For the year ended December 31
| | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Cash flows from operating activities | | | | |
| Net income (loss) | 1,097 | 1,173 | 1,195 | 1,173 | 1,195 | 3,323 |
| Results of discontinued operations, net of income tax | 213 | 19 | 10 | (183) | (196) | (2,711) |
| Adjustments to reconcile net income to net cash provided by (used for) operating activities: | | | | |
| Depreciation, amortization, and impairment of fixed assets | 1,089 | 1,402 | 1,520 | 1,343 | 1,462 | 1,323 |
| Impairment of goodwill and other non-current financial assets | 1 | 97 | 144 | 97 | 144 | 15 |
| Share-based compensation | 97 | 98 | 115 | 96 | 112 | 108 |
| Net gain on sale of assets | (71) | (77) | (2) | |
| Net loss (gain) on sale of assets | | (78) | (1) | 55 |
| Interest income | (31) | (27) | (14) | (25) | (13) | (18) |
| Interest expense on debt, borrowings, and other liabilities | 165 | 174 | 160 | 174 | 159 | 152 |
| Income taxes | 193 | 337 | 284 | 258 | 212 | (103) |
| Investments in associates, net of income taxes | 2 | 6 | 8 | 6 | 8 | 4 |
| Decrease (increase) in working capital | (179) | (819) | (87) | (791) | (98) | (401) |
| Decrease (increase) in receivables and other current assets | (97) | (274) | 87 | (234) | 92 | (39) |
| Decrease (Increase) in inventories | (394) | (175) | (584) | (202) | (578) | (581) |
| Increase (decrease) in accounts payable, accrued and other current liabilities | 311 | (369) | 411 | (354) | 387 | 219 |
| Decrease (increase) in non-current receivables, other assets and other liabilities | (49) | 122 | 40 | 124 | 41 | (13) |
| Increase (decrease) in provisions20 | (271) | 27 | (87) | 29 | (91) | 427 |
| Other items | (59) | (5) | 13 | 77 | 96 | (164) |
| Interest paid | (170) | (172) | (148) | (171) | (148) | (151) |
| Interest received | 35 | 27 | 15 | 25 | 13 | 17 |
| Dividends received from investments in associates | 20 | 12 | 4 | 12 | 4 | 14 |
| Income taxes paid | (301) | (363) | (394) | (354) | (390) | (249) |
| Net cash provided by (used for) operating activities | 1,780 | 2,031 | 2,777 | 1,813 | 2,511 | 1,629 |
| Cash flows from investing activities | | | | |
| Net capital expenditures | (796) | (978) | (924) | (891) | (876) | (729) |
| Purchase of intangible assets | (123) | (156) | (127) | (138) | (114) | (107) |
| Expenditures on development assets | (298) | (339) | (302) | (327) | (296) | (259) |
| Capital expenditures on property, plant and equipment | (422) | (518) | (513) | (486) | (485) | (397) |
| Proceeds from sales of property, plant and equipment4 | 46 | 35 | 18 | 60 | 19 | 33 |
| Net proceeds from (cash used for) derivatives and current financial assets24 | (175) | 385 | (13) | 385 | (13) | 48 |
| Purchase of other non-current financial assets24 | (34) | (63) | (131) | (63) | (131) | (124) |
| Proceeds from other non-current financial assets24 | 77 | 162 | 65 | 162 | 65 | 124 |
| Purchase of businesses, net of cash acquired5 | (628) | (255) | (317) | (252) | (317) | (3,098) |
| Net proceeds from sale of interests in businesses, net of cash disposed of4 | 70 | 146 | 4 | 146 | 4 | 107 |
| Net cash provided by (used for) for investing activities | (1,486) | (603) | (1,316) | (512) | (1,267) | (3,672) |
| Cash flows from financing activities | | | | |
| Proceeds from issuance (payments on) short-term debt19 | 34 | 23 | 16 | 23 | 16 | (25) |
| Principal payments on short-term portion of long-term debt19 | (1,161) | (761) | (298) | (756) | (298) | (302) |
| Proceeds from issuance of long-term debt19 | 1,287 | 847 | 1,065 | 847 | 1,065 | 76 |
| Re-issuance of treasury shares | 94 | 58 | 46 | 58 | 46 | 23 |
| Purchase of treasury shares | (1,042) | (1,376) | (343) | (1,376) | (343) | (1,636) |
| Dividends paid to shareholders of Koninklijke Philips N.V. | (401) | (453) | (1) | (453) | (1) | (482) |
| Dividends paid to shareholders of non-controlling interests | (3) | (2) | (2) | (2) | (2) | (2) |
| Net cash provided by (used for) financing activities | (1,192) | (1,665) | 483 | (1,660) | 483 | (2,347) |
| Net cash provided by (used for) continuing operations | (898) | (237) | 1,944 | (359) | 1,727 | (4,390) |
| Net cash provided by (used for) discontinued operations4 | 647 | (25) | (88) | 98 | 129 | 3,403 |
| Net cash provided by (used for) continuing and discontinued operations | (251) | (262) | 1,856 | (262) | 1,856 | (986) |
| Effect of changes in exchange rates on cash and cash equivalents | 0 | (2) | (55) | (2) | (55) | 65 |
| Cash and cash equivalents at the beginning of the year | 1,939 | 1,688 | 1,425 | 1,688 | 1,425 | 3,226 |
| Cash and cash equivalents at the end of the period | 1,688 | 1,425 | 3,226 | 1,425 | 3,226 | 2,303 |
1)For a number of reasons, principally the effects of translation differences and consolidation changes, certain items in the statements of cash flows do not correspond to the differences between the balance sheet amounts for the respective items in the accompanying notes of the consolidated financial statements.
13.9Consolidated statements of changes in equity
Philips Group
Consolidated statements of changes in equity
in millions of EUR
For the year ended December 31
| | | Currency translation differences1) | | | | Currency translation differences1) | | | | Capital in excess of par value | | | Total shareholders' equity | Non-controlling interests | |
|---|
| | | reserves | | other | | | | | | | | | | | | | | | | | Balance as of Jan. 1, 2018 | 188 | 392 | (34) | 23 | | 3,311 | 8,571 | (481) | 11,970 | 24 | 11,993 | Total comprehensive income (loss) | | 347 | (147) | (33) | | | 1,058 | | 1,225 | 8 | 1,233 | Dividend distributed | 2 | | | | | 336 | (738) | | (400) | (3) | (403) | Purchase of treasury shares | | | | | | | | (514) | (514) | | (514) | Re-issuance of treasury shares | | | | | | (276) | (4) | 341 | 61 | | 61 | Forward contracts | | | | | | | 124 | (443) | (319) | | (319) | Share call options | | | | | | | 34 | (85) | (51) | | (51) | Cancellation of treasury shares | (5) | | | | | | (779) | 783 | | | | Share-based compensation plans | | | | | | 107 | | | 107 | | 107 | Income tax share-based compensation plans | | | | | | 11 | | | 11 | | 11 | Balance as of Dec. 31, 2018 | 185 | 739 | (181) | (10) | | 3,487 | 8,266 | (399) | 12,088 | 29 | 12,117 | IFRS 16 adjustment | | | | | | | (33) | | (33) | | (33) | | Balance as of Jan. 1, 2019 | 185 | 739 | (181) | (10) | | 3,487 | 8,232 | (399) | 12,055 | 29 | 12,084 | | Total comprehensive income (loss) | | 239 | 82 | (13) | | | 1,200 | | 1,507 | 5 | 1,512 | | Dividend distributed | 2 | | | | | 319 | (775) | | (453) | (2) | (456) | | Minority Buy-out | | | | | | | (3) | | (3) | (3) | (6) | | Transfer of gain on disposal of equity investments at FVTOCI to retained earnings | | | (204) | | | | 204 | | | | | | Purchase of treasury shares | | | | | | | | (621) | (621) | | (621) | | Re-issuance of treasury shares | | | | | | (246) | 11 | 266 | 31 | | 31 | | Forward contracts | | | | | | | 706 | (706) | | | | | Share call options | | | | | | | 28 | (58) | (30) | | (30) | | Cancellation of treasury shares | (8) | | | | | | (1,308) | 1,316 | | | | | Share-based compensation plans | | | | | | 101 | | | 101 | | 101 | | Income tax share-based compensation plans | | | | | | 10 | | | 10 | | 10 | | Balance as of Dec. 31, 2019 | 179 | 978 | (303) | (24) | | 3,671 | 8,296 | (201) | 12,597 | 28 | 12,625 | | Total comprehensive income (loss) | | (1,036) | 0- | 46 | | | 1,225 | | 235 | 6 | 242 | | Dividend distributed | 4 | | | | | 754 | (782) | | (25) | (2) | (26) | | Minority Buy-out | | | | | | | | | | (1) | (1) | | Transfer of gain on disposal of equity investments at FVTOCI to retained earnings | | | (2) | | | | 2 | | 0- | | 0- | | Purchase of treasury shares | | | | | | | 0- | (130) | (130) | | (130) | | Re-issuance of treasury shares | 0- | | | | | (146) | 7 | 161 | 23 | | 23 | | Forward contracts | | | | | | | (793) | (126) | (920) | | (920) | | Share call options | | | | | | | 24 | (55) | (31) | | (31) | | Cancellation of treasury shares | (1) | | | | | | (151) | 152 | | | | | Share-based compensation plans | | | | | | 116 | | | 116 | | 116 | | Income tax share-based compensation plans | | | | | | 4 | | | 4 | | 4 | | Balance as of Dec. 31, 2020 | 182 | (58) | (305) | 23 | | 4,400 | 7,828 | (199) | 11,870 | 31 | 11,901 | | Total comprehensive income (loss) | | 1,175 | (39) | (48) | | | 3,432 | | 4,520 | 7 | 4,527 | | Dividend distributed | 1 | | | | | 290 | (773) | | (482) | (2) | (484) | | Minority Buy-out | | | | | | | | | | - | - | | Transfer of gain on disposal of equity investments at FVTOCI to retained earnings | | | | | | | - | | - | | - | | Purchase of treasury shares | | | | | | | - | (758) | (757) | | (757) | | Re-issuance of treasury shares | | | | | | (150) | 18 | 143 | 11 | | 11 | | Forward contracts | | | | | | | 48 | (869) | (821) | | (821) | | Share call options | | | | | | | 12 | (21) | (9) | | (9) | | Cancellation of treasury shares | (7) | | | | | | (1,221) | 1,228 | | | | | Share-based compensation plans | | | | | | 110 | | | 110 | | 110 | | Income tax share-based compensation plans | | | | | | (4) | | | (4) | | (4) | | Balance as of Dec. 31, 2021 | 177 | 1,117 | (344) | (25) | | 4,646 | 9,344 | (476) | 14,438 | 36 | 14,475 | | | | | | | | | | | | | | | | | | | | | | | | | | |
1)Cumulative translation adjustments related to investments in associates were EUR 4832 million at December 31, 2020 (2019:2021 (2020: EUR 48 million, 2019: EUR 44 million, 2018: EUR 45 million). Amounts may not add up due to rounding. 13.10NotesNotes to the Consolidated financial statements of the Philips Group1Significant accounting policiesThe Consolidated financial statements in the Group financial statements section have been prepared in accordance with International Financial Reporting Standards (IFRS) as endorsed by the European Union (EU) and with the statutory provisions of Part 9, Book 2 of the Dutch Civil Code. All standards and interpretations issued by the International Accounting Standards Board (IASB) and the IFRS Interpretations Committee effective 20202021 have been endorsed by the EU; consequently, the accounting policies applied by Philips also comply with IFRS as issued by the IASB. These accounting policies have been applied by group entities. The Consolidated financial statements have been prepared on a going concern basis. The Consolidated financial statements have been prepared under the historical cost convention, unless otherwise indicated. The Consolidated financial statements are presented in euros, which is the presentation currency. Due to rounding, amounts may not add up precisely to the totals provided. Use of estimatesThe preparation of the Consolidated financial statements in conformity with IFRS requires management to make judgments, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. These estimates inherently contain a degree of uncertainty. Actual results may differ from these estimates under different assumptions or conditions. In the process of applying the accounting policies, management has made estimates and assumptions concerning the future and other key sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the reported amounts of assets and liabilities within the next financial year, as well as to the disclosure of contingent liabilities at the date of the Consolidated financial statements, and the reported amounts of revenues and expenses during the reporting period. The company evaluates these estimates and judgments on an ongoing basis and bases the estimates on historical experience, current and expected future outcomes, third-party evaluations and various other assumptions that Philips believes are reasonable under the circumstances. Existing circumstances and assumptions about future developments may change due to circumstances beyond the company’s control and are reflected in the assumptions if and when they occur. The results of these estimates form the basis for making judgments about the carrying value of assets and liabilities as well as identifying and assessing the accounting treatment with respect to commitments and contingencies. The company revises material estimates if changes occur in the circumstances or if there is new information or experience on which an estimate was or can be based. Reference is made to theSee note on COVID-19 which includes further details on the impact of the pandemic on these significant judgments and estimates. The areas where the most significant judgments and estimates are made are goodwill, deferred tax asset recoverability, recognition and measurement of provisions, valuation of inventories, impairments, classification and measurement of financial instruments, the accounting for an arrangement containing a lease, the assessment whether a lease option to extend or cancel a lease in which the company is a lessee is reasonably certain to be exercised or not, revenue recognition, tax risks and other contingencies, assessment of control, classification of assets and liabilities held for sale and the presentation of items of profit and loss and cash flows as continuing or discontinued, as well as when determining the fair values of acquired identifiable intangible assets, contingent considerations and investments based on an assessment of future cash flows (e.g. earn out arrangements as part of acquisitions). For further discussion of these significant judgements and estimates, reference is made to the respective accounting policies and notes within these Consolidated financial statements that relate to the above topics. Further judgment is applied when analyzing impairments of goodwill and intangible assets not yet ready for use that are performed annually and whenever a triggering event has occurred to determine whether the carrying value exceeds the recoverable amount. These analyses are generally based on estimates of discounted future cash flows. Furthermore, the company applies judgment when actuarial assumptions are established to anticipate future events that are used in calculating post-employment benefit expenses and liabilities. These factors include assumptions with respect to interest rates, rates of increase in healthcare costs, rates of future compensation increases, turnover rates and life expectancy. Climate-related mattersIn preparing the Consolidated Financial Statements management has considered the impact of climate change, specifically the financial impact of Philips meeting its internal and external climate related aims, the potential impact of climate related risks and the costs incurred to pro-actively manage such risks. These considerations did not have a material impact on the financial reporting judgements, estimates or assumptions. The specific financial impacts considered include, for example: specific climate mitigation measures, such as the use of lower carbon energy sources, the costs of developing more sustainable product offerings and expenses incurred to mitigate against the impact of extreme weather conditions. Changes in presentation from the prior yearAccounting policies have been applied consistently for all periods presented in these consolidated financial statements, except for the item mentioned below. In addition, certain prior-year amounts have been reclassified to conform to the current year presentation. Change in per share calculationsDomestic Appliances
On June 26, 2020, the Extraordinary General Meeting of Shareholders approved a dividend of EUR 0.85 per common share, in shares only. The dividend was settled in July through the issuance of 18,080,198 new common shares. In accordance with IAS 33 Earnings Per Share, per share calculationsPrior-period financial statements have been adjusted retrospectively for all periods presented to reflect the issuance of sharesrestated for the share dividendtreatment of the Domestic Appliances business as a discontinued operation, see further information in respect of 2019. Further reference is made to Earnings per shareDiscontinued operations and assets classified as held for sale and Acquisitions and divestments.
Specific choices within IFRSIn certain instances, IFRS allows alternative accounting treatments for measurement and/or disclosure. Philips has adopted one of the treatments as appropriate to the circumstances of the company. The most important of these alternative treatments are mentioned below. Tangible and intangible fixed assetsUnder IFRS, an entity shall choose either the cost model or the revaluation model as its accounting model for tangible and intangible fixed assets. In this respect, items of property, plant and equipment are measured at cost less accumulated depreciation and accumulated impairment losses. The useful lives and residual values are evaluated annually. Furthermore, the company chose to apply the cost model, meaning that costs relating to product development, the development and purchase of software for internal use and other intangible assets are capitalized and subsequently amortized over the estimated useful life. Further information on Tangible and Intangible fixed assets can be found in Property, plant and equipment and in Intangible assets excluding goodwill, respectively. Employee benefit accountingIFRS does not specify how an entity should present its service costs related to pensions and net interest on the net defined-benefit liability (asset) in the Consolidated statements of income. With regards to these elements, the company presents service costs in Income from operations and the net interest expenses related to defined-benefit plans in Financial expense. Further information on employee benefit accounting can be found in Post-employment benefits. Cash flow statementsUnder IFRS, an entity shall report cash flows from operating activities using either the direct method (whereby major classes of gross cash receipts and gross cash payments are disclosed) or the indirect method (whereby profit or loss is adjusted for the effects of transactions of a non-cash nature, any deferrals or accruals of past or future operating cash receipts or payments, and items of income or expense associated with investing or financing cash flows). In this respect, the company chose to prepare the cash flow statements using the indirect method. Furthermore, interest cash flows are presented in cash flows from operating activities rather than in cash flows from financing or investing activities, because they enter into the determination of profit or loss. The company chose to present dividends paid to shareholders of Koninklijke Philips N.V. as a component of cash flows from financing activities, rather than to present such dividends as cash flows from operating activities, which is an allowed alternative under IFRS. Consolidated statements of cash flows can be found in Consolidated statements of cash flows. Policies that are more critical in natureRevenue recognitionRevenue from the sale of goods in the normal course of business is recognized at a point in time when the performance obligation is satisfied and it is based on the amount of the transaction price that is allocated to the performance obligation. The transaction price is the amount of the consideration to which the company expects to be entitled in exchange for transferring the promised goods to the customer. The consideration expected by the company may include fixed and/or variable amounts which can be impacted by sales returns, trade discounts and volume rebates. The company adjusts the consideration for the time value of money for the contracts where no explicit interest rate is mentioned if the period between the transfer of the promised goods or services to the customer and payment by the customer exceeds six months. Revenue for the sale of goods is recognized when control of the asset is transferred to the buyer and only when it is highly probable that a significant reversal of revenue will not occur when uncertainties related to a variable consideration are resolved. Transfer of control varies depending on the individual terms of the contract of sale. For consumer-type products in the segment Personal Health businesses, control is transferred when the product is shipped and delivered to the customer and title and risk have passed to the customer (depending on the delivery conditions) and acceptance of the product has been obtained. Examples of delivery conditions are ‘Free on Board point of delivery’ and ‘Costs, Insurance Paid point of delivery’, where the point of delivery may be the shipping warehouse or any other point of destination as agreed in the contract with the customer and where control is transferred to the customer. Revenues from transactions relating to distinct goods or services are accounted for separately based on their relative stand-alone selling prices. The stand-alone selling price is defined as the price that would be charged for the goods or service in a separate transaction under similar conditions to similar customers, which within the company is mainly the Country Target Price (CTP). The transaction price determined (taking into account variable considerations) is allocated to performance obligations based on relative stand-alone selling prices. These transactions mainly occur in the segments Diagnosis & Treatment businesses and Connected Care businesses and include arrangements that require subsequent installation and training activities in order to make distinct goods operable for the customer. As such, the related installation and training activities are part of equipment sales rather than separate performance obligations. Revenue is recognized when the performance obligation is satisfied, i.e. when the installation has been completed and the equipment is ready to be used by the customer in the way contractually agreed. Revenues are recorded net of sales taxes. A variable consideration is recognized to the extent that it is highly probable that a significant reversal in the amount of cumulative revenue recognized will not occur when the uncertainty associated with the variable consideration is subsequently resolved. Such assessment is performed on each reporting date to check whether it is constrained. For products for which a right of return exists during a defined period, revenue recognition is determined based on the historical pattern of actual returns, or in cases where such information is not available revenue recognition is postponed until the return period has lapsed. Return policies are typically based on customary return arrangements in local markets. A provision is recognized for assurance-type product warranty at the time of revenue recognition and reflects the estimated costs of replacement and free-of-charge services that will be incurred by the company with respect to the products sold. For certain products, the customer has the option to purchase the warranty separately, which is considered a separate performance obligation on top of the assurance-type product warranty. For such warranties which provide distinct service, revenue recognition occurs on a straight-line basis over the extended warranty contract period. In the case of loss under a sales agreement, the loss is recognized immediately. Expenses incurred for shipping and handling of internal movements of goods are recorded as cost of sales. Shipping and handling related to sales to third parties are recorded as selling expenses. When shipping and handling are part of a project and billed to the customer, then the related expenses are recorded as cost of sales. Shipping and handling billed to customers are distinct and separate performance obligations and recognized as revenues. Expenses incurred for sales commissions that are considered incremental to the contracts are recognized immediately in the Consolidated statements of income as selling expenses as a practical expedient under IFRS 15 Revenue from Contracts with Customers. Revenue from services is recognized over a period of time as the company transfers control of the services to the customer which is demonstrated by the customer simultaneously receiving and consuming the benefits provided by the company. The amount of revenues is measured by reference to the progress made towards complete satisfaction of the performance obligation, which in general is evenly over time. Service revenue related to repair and maintenance activities for goods sold is recognized ratably over the service period or as services are rendered. Royalty income from brand license arrangements is recognized based on a right to access the license, which in practice means over the contract period based on a fixed amount or reliable estimate of sales made by a licensee. Royalty income from intellectual property rights such as technology licenses or patents is recognized based on a right-to-use the license, which in practice means at a point in time based on the contractual terms and substance of the relevant agreement with a licensee. However, revenue related to intellectual property contracts with variable consideration where a constraint in the estimation is identified, is recognized over the contract period and is based on actual or reliably estimated sales made by a licensee. The company receives payments from customers based on a billing schedule or credit period, as established in our contracts. Credit periods are determined based on standard terms, which vary according to local market conditions. Amounts posted in deferred revenue for which the goods or services have not yet been transferred to the customer and amounts that have either been received or are due, are presented as Contract liabilities in the Consolidated balance sheets. Income taxesIncome taxes comprise current, non-current and deferred tax. Income tax is recognized in the Consolidated statements of income except to the extent that it relates to items recognized directly within equity or in other comprehensive income. Current tax is the expected taxes payable on the taxable income for the year, using tax rates enacted or substantively enacted at the reporting date, and any adjustment to tax payable in respect of previous years. In cases where it is concluded it is not probable that tax authorities will accept a tax treatment, the effect of the uncertainty is reflected in the recognition and measurement of tax assets and liabilities or, alternatively, a provision is made for the amount that is expected to be settled, where this can be reasonably estimated. This assessment relies on estimates and assumptions and may involve a series of judgments about future events. New information may become available that causes the company to change its judgment regarding the adequacy of existing tax assets and liabilities. Such changes to tax assets and liabilities will impact the income tax expense in the period during which such a determination is made. Deferred tax assets and liabilities are recognized, using the consolidated balance sheets method, for the expected tax consequences of temporary differences between the carrying amounts of assets and liabilities and the amounts used for taxation purposes. Deferred tax is not recognized for the following temporary differences: the initial recognition of goodwill; the initial recognition of assets and liabilities in a transaction that is not a business combination and that affects neither accounting nor taxable profit; and differences relating to investments in subsidiaries, joint ventures and associates where the reversal of the respective temporary difference can be controlled by the company and it is probable that it will not reverse in the foreseeable future. Deferred taxes are measured at the tax rates that are expected to be applied to temporary differences when they reverse, based on the laws that have been enacted or substantively enacted by the reporting date. Deferred tax assets and liabilities are offset if there is a legally enforceable right to offset current tax liabilities and assets, and they relate to income taxes levied by the same tax authority on the same taxable entity or on different taxable entities, but the company intends to settle current tax liabilities and assets on a net basis or their tax assets and liabilities will be realized simultaneously. A deferred tax asset is recognized for unused tax losses, tax credits and deductible temporary differences to the extent that it is probable that there will be future taxable profits against which they can be utilized. The ultimate realization of deferred tax assets is dependent upon the generation of future taxable income in the countries where the deferred tax assets originated and during the periods when the deferred tax assets become deductible. Management considers the scheduled reversal of deferred tax liabilities, projected future taxable income and tax planning strategies in making this assessment. Deferred tax liabilities for withholding taxes are recognized for subsidiaries in situations where the income is to be paid out as dividend in the foreseeable future and for undistributed earnings of unconsolidated companies to the extent that these withholding taxes are not expected to be refundable or deductible. Changes in tax rates and tax laws are reflected in the period when the change was enacted or substantively enacted by the reporting date. Any subsequent adjustment to a tax asset or liability that originated in discontinued operations and for which no specific arrangements were made at the time of divestment, due to a change in the tax base or its measurement, is allocated to discontinued operations (i.e. backwards tracing). Examples are a tax rate change or change in retained assets or liabilities directly relating to the discontinued operation. Any subsequent change to the recognition of deferred tax assets is allocated to the component in which the taxable gain is or will be recognized. The above principles are applied to the extent the ‘discontinued operations’ are sufficiently separable from continuing operations. Further information on income tax can be found in Income taxes. ProvisionsProvisions are recognized if, as a result of a past event, the company has a present legal or constructive obligation, the amount can be estimated reliably, and it is probable that an outflow of economic benefits will be required to settle the obligation.obligation and , the amount can be estimated reliably. Provisions are measured at the present value of the expenditures expected to be required to settle the obligation using a pre-tax discount rate that reflects current market assessments of the time value of money. The increase in the provision due to passage of time is recognized as interest expense. The accounting and presentation for some of the company’s provisions is as follows: - Field action provision –This provision relates to the Philips Respironics voluntary recall notification in the United States and field safety notice outside the United States for certain sleep and respiratory care products related to the polyester-based polyurethane (PE-PUR) sound abatement foam in these devices
- Product warranty –
A provisionThe provisions for assurance-type product warranty reflect the estimated costs of replacement and free-of-charge services that will be incurred by the company with respect to products sold, and include costs to execute field change orders. The field action provision in connection with the Philips Respironics voluntary recall notification is recognized when the underlying products or services are sold. The provision is based on historical warranty data and a weighing of possible outcomes against their associated probabilities.shown separately above. - Environmental provisions – The environmental provisions relate to cost of environmental remediation in various countries. Measurement of liabilities associated with environmental obligations is based on current legal and constructive requirements. Liabilities and expected insurance recoveries, if any, are recorded separately. The carrying amount of environmental liabilities is regularly reviewed and adjusted for new facts and changes in law.
- Restructuring-related provisions – The provision for restructuring mainly relates to the estimated costs of initiated restructurings, the most significant of which have been approved by the Executive Committee, and which generally involve the realignment of certain parts of the industrial and commercial organization. When such restructurings require discontinuance and/or closure of lines of activities, the anticipated costs of closure or discontinuance are included in restructuring provisions. A liability is recognized for those costs only when the company has a detailed formal plan for the restructuring and has raised a valid expectation with those affected that it will carry out the restructuring by starting to implement that plan or announcing its main features to those affected by it. Before a provision is established, the company recognizes any impairment loss on the assets associated with the restructuring.
- Legal provisions – Legal provisions relate to legal proceedings, including regulatory and other governmental proceedings. In relation to legal claim provisions and settlements, the relevant balances are transferred to Other liabilities at the point when the amount and timing of cash outflows are no longer uncertain. Settlements which are agreed for amounts in excess of existing provisions are reflected as increases in Other liabilities.
Further information on provisions can be found in Provisions. GoodwillThe measurement of goodwill at initial recognition is described in the Basis of consolidation note. Goodwill is subsequently measured at cost less accumulated impairment losses. Further information on goodwill can also be found in Goodwill. Intangible assets other than goodwillAcquired finite-lived intangible assets are amortized using the straight-line method over their estimated useful life. The useful lives are evaluated annually. Intangible assets are initially capitalized at cost, with the exception of intangible assets acquired as part of a business combination, which are capitalized at their acquisition date fair value. The company expenses all research costs as incurred. Expenditure on development activities, whereby research findings are applied to a plan or design for the production of new or substantially improved products and processes, is capitalized as an intangible asset if the product or process is technically and commercially feasible, the company has sufficient resources and the intention to complete development and can measure the attributable expenditure reliably. The capitalized development expenditure comprises of all directly attributable costs (including the cost of materials and direct labor). Other development expenditures and expenditures on research activities are recognized in the Consolidated statements of income. Capitalized development expenditure is stated at cost less accumulated amortization and impairment losses. Amortization of capitalized development expenditure is charged to the Consolidated statements of income on a straight-line basis over the estimated useful lives of the intangible assets. Further information on intangible assets other than goodwill can be found in Intangible assets excluding goodwill. Discontinued operations and non-current assets held for saleNon-current assets and disposal groups comprising assets and liabilities that are expected to be recovered primarily through sale rather than through continuing use are classified as held for sale. Non-current assets classified as held for sale and the assets of a disposal group classified as held for sale are presented separately from the other assets in the Consolidated balance sheets. The liabilities of a disposal group classified as held for sale are presented separately from other liabilities in the Consolidated balance sheets. A discontinued operation is a component of an entity that has either been disposed of or is classified as held for sale, and represents a separate major line of business or geographical area of operations; or is a part of a single coordinated plan to dispose of a separate major line of business or geographical area of operations; or is a subsidiary acquired exclusively with a view to sell. If a discontinued operation is sold in stages as part of a single coordinated plan until it is completely sold, then the Investment in associate that is recognized upon sale of a portion that results in Philips having significant influence in the operation (rather than control) is continued to be treated as discontinued operation provided that the held for sale criteria are met. Non-current assets held for sale and discontinued operations are carried at the lower of carrying amount or fair value less cost of disposal. Any gain or loss from disposal, together with the results of these operations until the date of disposal, is reported separately as discontinued operations. The financial information of discontinued operations is excluded from the respective captions in the Consolidated financial statements and related notes for all periods presented. Comparatives in the Consolidated balance sheets are not represented when a non-current asset or disposal group is classified as held for sale. Comparatives are represented for presentation of discontinued operations in the Consolidated statements of cash flows and Consolidated statements of income. Adjustments in the current period to amounts previously presented in discontinued operations that are directly related to the disposal of a discontinued operation in a prior period, and for which no specific arrangements were made at the time of divestment, are classified separately in discontinued operations. Circumstances to which these adjustments may relate include resolution of uncertainties that arise from the terms of the disposal transaction, such as the resolution of purchase price adjustments and indemnifications, resolution of uncertainties that arise from and are directly related to the operations of the component before its disposal, such as environmental and assurance-type product warranty obligations retained by the company, and the settlement of employee benefit plan obligations provided that the settlement is directly related to the disposal transaction. Further information on discontinued operations and non-current assets held for sale can be found in Discontinued operations and assets classified as held for sale. ImpairmentImpairment of goodwill and intangible assets not yet ready for useGoodwill and intangible assets not yet ready for use are not amortized but are tested for impairment annually and whenever impairment indicators require. In case of goodwill and intangible assets not yet ready for use, either internal or external sources of information are considered indicators that an asset or a CGU may be impaired. In most cases the company identified its cash-generating units for goodwill at one level below that of an operating segment. Cash flows at this level are substantially independent from other cash flows and this is the lowest level at which goodwill is monitored by the Executive Committee. An impairment loss is recognized in the Consolidated statements of income whenever and to the extent that the carrying amount of a cash-generating unit exceeds the unit’s recoverable amount, whichever is the greater, its value in use or its fair value less cost of disposal. Value in use is measured as the present value of future cash flows expected to be generated by the asset. Fair value less cost of disposal is measured as the amount obtained from the sale of an asset in an arm’s length transaction, less costs of disposal. Further information on impairment of goodwill and intangible assets not yet ready for use can be found in Goodwill and Intangible assets excluding goodwill respectively. Impairment of non-financial assets other than goodwill, intangible assets not yet ready for use, inventories and deferred tax assetsNon-financial assets other than goodwill, intangible assets not yet ready for use, inventories and deferred tax assets are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount of an asset may not be recoverable. Recoverability of assets to be held and used is assessed by a comparison of the carrying amount of an asset with the greater of its value in use and fair value less cost of disposal. Value in use is measured as the present value of future cash flows expected to be generated by the asset. Fair value less cost of disposal is measured as the amount obtained from a sale of an asset in an arm’s length transaction, less costs of disposal. If the carrying amount of an asset is deemed not recoverable, an impairment charge is recognized in the amount by which the carrying amount of the asset exceeds the recoverable amount. The review for impairment is carried out at the level where cash flows occur that are independent of other cash flows. Impairment losses recognized in prior periods are assessed at each reporting date for any indications that the loss has decreased or no longer exists. An impairment loss is reversed if and to the extent that there has been a change in the estimates used to determine the recoverable amount. The loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount that would have been determined, net of depreciation or amortization, if no impairment loss had been recognized. Reversals of impairment are recognized in the Consolidated statements of income. Impairment of financial assetsThe company recognizes an allowance for expected credit losses (ECLs) for trade receivables, contract assets, lease receivables, debt investments carried at fair value through Other comprehensive income (FVTOCI) and amortized cost. ECLs are based on the difference between the contractual cash flows due in accordance with the contract and all the cash flows that the company expects to receive, discounted at an approximation of the original effective interest rate. ECLs are recognized in two stages. For credit risk exposures for which there has not been a significant increase in credit risk since initial recognition, ECLs are provided for credit losses that result from default events that are possible within the next 12 months (12-month ECLs). The company considers a financial asset to be in default when the counterparty is unlikely to pay its credit obligations to the company in full or when the financial asset is past due. For those credit exposures for which there has been a significant increase in credit risk since initial recognition, a loss allowance is required for credit losses expected over the remaining life of the exposure, irrespective of the timing of the default (lifetime ECLs). When determining whether the credit risk of a financial asset has increased significantly since initial recognition, the company considers reasonable and supportable information that is relevant and available without undue cost or effort. This includes both quantitative and qualitative information and analysis, based on the company's historical experience and informed credit assessment and including forward-looking information, such as forecast economic conditions that affect the ability of the customers to settle the receivables. For all trade receivables, contract assets and lease receivables, the company applies the IFRS 9 simplified approach to measuring ECLs, which uses the lifetime ECL allowance. To measure the ECLs on trade receivables, contract assets and lease receivables, the company takes into account credit-risk concentration, collective debt risk based on average historical losses, specific circumstances such as serious adverse economic conditions in a specific country or region, and other forward-looking information. Trade receivables, contract assets and lease receivables are written off when there is no reasonable expectation of recovery of the asset, for example because of bankruptcy or other forms of receivership. Further information on financial assets can be found in Other financial assets. Other policiesBasis of consolidationThe Consolidated financial statements comprise the financial statements of Koninklijke Philips N.V. and all subsidiaries that the company controls, i.e. when it is exposed or has rights to variable returns from its involvement with the investee and has the ability to affect those returns through its power over the investee. Generally, there is a presumption that a majority of voting rights results in control. To support this presumption and in cases where Philips has less than a majority of the voting or similar rights of an investee, Philips considers all relevant facts and circumstances in assessing whether it has power over an investee, including the contractual arrangement(s) with the other vote holders of the investee, rights arising from other contractual arrangements and the company’s voting rights and potential voting rights. Subsidiaries are fully consolidated from the date that control commences until the date that control ceases. All intercompany balances and transactions have been eliminated in the Consolidated financial statements. Unrealized losses are eliminated in the same way as unrealized gains, but only to the extent that there is no evidence of impairment. Loss of controlUpon loss of control, the company derecognizes the assets and liabilities of the subsidiary, any non-controlling interests and the other components of equity related to the subsidiary. Any surplus or deficit arising from the loss of control is recognized in the Consolidated statements of income. If the company retains any interest in the previous subsidiary, such interest is measured at fair value at the date the control is lost. Subsequently it is accounted for as either an equity-accounted investee (associate) or as a financial asset, depending on the level of influence retained. Further information on loss of control can be found in Discontinued operations and assets classified as held for sale. Business combinationsBusiness combinations are accounted for using the acquisition method. Under the acquisition method, the identifiable assets acquired, liabilities assumed and any non-controlling interest in the acquiree are recognized at the acquisition date, which is the date on which control is transferred to the company. The company measures goodwill at the acquisition date as: - the fair value of the consideration transferred; plus
- the recognized amount of any non-controlling interest in the acquiree; plus
- if the business combination is achieved in stages, the fair value of the existing equity interest in the acquiree; less
- the net recognized amount (generally fair value) of the identifiable assets acquired and liabilities assumed.
Costs related to the acquisition, other than those associated with the issue of debt or equity securities, that the company incurs are expensed as incurred. Any contingent consideration payable is recognized at fair value at the acquisition date and initially is presented in Long-term provisions. When the timing and amount of the consideration become more certain, it is reclassified to Accrued liabilities. If the contingent consideration that meets the definition of a financial instrument is classified as equity, it is not remeasured and settlement is accounted for within equity. Otherwise, subsequent changes to the fair value of the contingent consideration are recognized in the Consolidated statements of income. Non-controlling interests are measured on the basis of their proportionate share of the acquiree’s identifiable net assets at the date of acquisition. Further information on business combinations can be found in Acquisitions and divestments. Acquisitions of and adjustments to non-controlling interestsAcquisitions of non-controlling interests are accounted for as transactions with owners in their capacity as owners and therefore no goodwill is recognized. Adjustments to non-controlling interests arising from transactions that do not involve the loss of control are based on a proportionate amount of the net assets of the subsidiary. Investments in associates (equity-accounted investees)Associates are all entities over which the company has significant influence, but no control. Significant influence is presumed with a shareholding of between 20% and 50% of the voting rights or when the company has board representation through which it is able to exercise significant influence. Investments in associates are accounted for using the equity method of accounting and are initially recognized at cost. The carrying amount of an investment includes the carrying amount of goodwill identified on acquisition. An impairment loss on such investment is allocated to the investment as a whole. The company’s share of the net income of these companies is included in Investments in associates, net of income taxes, in the Consolidated statements of income, after adjustments to align the accounting policies with those of the company, from the date that significant influence commences until the date that significant influence ceases. Dilution gains and losses arising from investments in associates are recognized in the Consolidated statements of income as part of Investments in associates, net of income taxes. When the company’s share of losses exceeds its interest in an associate, the carrying amount of that interest (including any long-term loans) is reduced to zero and recognition of further losses is discontinued except to the extent that the company has incurred legal or constructive obligations or made payments on behalf of the associate. Unrealized gains on transactions between the company and its associates are eliminated to the extent of the company’s interest in the associates. Unrealized losses are also eliminated unless the transaction provides evidence of an impairment of the asset transferred. Remeasurement differences of an equity stake resulting from gaining control over an investee that was previously recorded as an associate are recorded under Investments in associates. Further information on investments in associates can be found in Interests in entities. Foreign currenciesForeign currency transactionsThe financial statements of all group entities are measured using the currency of the primary economic environment in which the entity operates (functional currency). The euro (EUR) is the functional currency of the company and the presentation currency of the Group financial statements. Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates of the transactions or the valuation in cases where items are remeasured. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at year-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognized in the Consolidated statements of income, except when deferred in Other comprehensive income as qualifying cash flow hedges and qualifying net investment hedges. Foreign currency differences arising from translations are recognized in the Consolidated statements of income, except for equity investments measured at fair value through OCI which are recognized in Other comprehensive income. If there is an impairment which results in foreign currency differences being recognized, these differences are reclassified from Other comprehensive income to the Consolidated statements of income. All foreign exchange differences are presented as part of Cost of sales, with the exception of tax items and financial income and expense, which are recognized in the same line item as they relate to in the Consolidated statements of income. Non-monetary assets and liabilities denominated in foreign currencies that are measured at fair value are retranslated to the functional currency using the exchange rate at the date the fair value was determined. Non-monetary items in a foreign currency that are measured based on historical cost are translated using the exchange rate at the transaction date. Foreign operationsThe assets and liabilities of foreign operations, including goodwill and fair value adjustments arising on acquisition, are translated to euros at the exchange rates prevailing at the reporting date. The income and expenses of foreign operations are translated to euros at the exchange rates prevailing at the dates of the transactions. Foreign currency differences arising upon translation of foreign operations into euros are recognized in Other comprehensive income, and presented as part of Currency translation differences in Equity. However, if the operation is a non-wholly-owned subsidiary, the relevant proportionate share of the translation difference is allocated to Non-controlling interests. When a foreign operation is disposed of such that control, significant influence or joint control is lost, the cumulative amount in the Currency translation differences related to the foreign operation is reclassified to the Consolidated statements of income as part of the gain or loss on disposal. When the company disposes of only part of its interest in a subsidiary that includes a foreign operation while retaining control, the respective proportion of the cumulative amount is reattributed to Non-controlling interests. When the company disposes of only part of its investment in an associate or joint venture that includes a foreign operation while retaining significant influence or joint control, the relevant proportion of the cumulative amount is reclassified to the Consolidated statements of income. Financial instrumentsNon-derivative financial assetsRecognition and initial measurementNon-derivative financial assets are recognized when the company becomes a party to the contractual provisions of the instrument. Purchases and sales of financial assets in the normal course of business are accounted for at the trade date. Dividend and interest income are recognized when earned. Gains or losses, if any, are recorded in Financial income and expense. Non-derivative financial assets are derecognized when the rights to receive cash flows from the asset have expired or the company has transferred its rights to receive cash flows from the asset. At initial recognition, the company measures a financial asset at its fair value plus, in the case of a financial asset not measured at fair value through profit or loss (FVTPL), transaction costs that are directly attributable to the acquisition of the financial asset. Transaction costs of financial assets carried at FVTPL are expensed in the Consolidated statements of income. Classification and subsequent measurementThe company classifies its non-derivative financial assets in the following measurement categories: - those that are measured subsequently at fair value (either through OCI (FVTOCI) or profit or loss (FVTPL);
- those that are measured at amortized cost.
In assessing the classification, the company considers the business model for managing the financial assets and the contractual terms of the cash flows. For assets measured at fair value, gains and losses will be recorded in either the Consolidated statements of income or in Other comprehensive income (OCI). For investments in equity instruments that are not held for trading, this will depend on whether the company has made an irrevocable election at the time of initial recognition to account for the equity investment at FVTOCI. For investments in these equity instruments, the company does not subsequently reclassify between FVTOCI and FVTPL. For debt investments, assets are reclassified between FVTOCI, FVTPL and amortized cost only when its business model for managing those assets changes. Non-derivative financial assets comprise cash and cash equivalents, receivables and other financial assets. Cash and cash equivalentsCash and cash equivalents include all cash balances, certain money market funds and short-term highly liquid investments with an original maturity of three months or less that are readily convertible into known amounts of cash. Further information on cash and cash equivalents can be found in Cash flow statement supplementary information. ReceivablesReceivable balances that are held to collect are subsequently measured at amortized cost and are subject to impairment as explained in the impairment section of this note. Receivables that are held to collect and sell are subsequently measured at FVTOCI and are also subject to impairment. The company derecognizes receivables on entering into factoring transactions if the company has transferred substantially all risks and rewards or if the company does not retain control over those receivables. Further information on receivables can be found in Receivables. Other (non-)current financial assetsOther (non-)current financial assets include both debt instruments and equity instruments. Debt instruments include those subsequently carried at amortized cost, those carried at FVTPL and those carried at FVTOCI. Classification depends on the company’s business model for managing the asset and the cash flow characteristics of the asset. Debt instruments that are held for collection of contractual cash flows, where those cash flows represent solely payments of principal and interest, are measured at amortized cost and are subject to impairment. Interest income from these financial assets is included in Financial income using the effective interest rate method. Financial assets with embedded derivatives are considered in their entirety when determining whether their cash flows are solely payment of principal and interest. Debt instruments that are held for collection of contractual cash flows and for selling the financial assets, where the assets’ cash flows represent solely payments of principal and interest, are measured at FVTOCI and are subject to impairment. Movements in the carrying amounts are taken through OCI, except for the recognition of impairment gains or losses, interest revenue and foreign exchange gains and losses, which are recognized in the Consolidated statements of income. When the financial asset is derecognized, the cumulative gain or loss previously recognized in OCI is reclassified from equity to the Consolidated statements of income. Interest income from these financial assets is included in Financial income using the effective interest rate method. Debt instruments that do not meet the criteria for amortized cost or FVTOCI are measured at FVTPL. A gain or loss on a debt investment that is subsequently measured at FVTPL is recognized in the Consolidated statements of income in the period in which it arises. Equity investments are subsequently measured at fair value. Equity instruments that are held for trading are measured at FVTPL. For equity instruments that are not held for trading, the company makes an irrevocable election at the time of initial recognition whether to account for the equity investment at FVTPL or FVTOCI. Where management has elected to present fair value gains and losses on equity investments in OCI, there is no subsequent reclassification of fair value gains and losses to the Consolidated statements of income following the derecognition of the investment. Dividends from such investments continue to be recognized in the Consolidated statements of income when the company’s right to receive payments is established. Further information on other (non-)current financial assets can be found in Other financial assets Debt and other financial liabilitiesDebt and other financial liabilities, excluding derivative financial liabilities and provisions, are initially measured at fair value and, in the case of debt and payables, net of directly attributable transaction costs. Debt and other financial liabilities are subsequently measured at amortized cost using the effective interest rate. Amortized cost is calculated by taking into account any discount or premium on acquisition and fees or costs that are an integral part of the effective interest rate. Debt and other financial liabilities are derecognized when the obligation under the liability is discharged, cancelled or has expired. Further information on debt and other financial liabilities can be found in Debt. EquityCommon shares are classified as equity. Incremental costs directly attributable to the issuance of shares are recognized as a deduction from equity. Where the company purchases the company’s equity share capital (treasury shares), the consideration paid, including any directly attributable incremental transaction costs (net of income taxes), is deducted from equity attributable to the company’s equity holders until the shares are cancelled or reissued. Where such ordinary shares are subsequently reissued, any consideration received, net of any directly attributable incremental transaction costs and the related income tax effects, is included in equity attributable to the company’s equity holders. Call options on own shares are treated as equity instruments. Dividends are recognized as a liability in the period in which they are declared and approved by shareholders. The income tax consequences of dividends are recognized when a liability to pay the dividend is recognized. Further information on equity can be found in Equity. Derivative financial instruments, including hedge accountingThe company uses derivative financial instruments principally to manage its foreign currency risks and, to a more limited extent, interest rate and commodity price risks. All derivative financial instruments are accounted for at the trade date and classified as current or non-current assets or liabilities based on the maturity date or the early termination date. The company measures all derivative financial instruments at fair value that is derived from the market prices of the instruments, calculated on the basis of the present value of the estimated future cash flows based on observable interest yield curves, basis spread, credit spreads and foreign exchange rates, or derived from option pricing models, as appropriate. Gains or losses arising from changes in fair value of derivatives are recognized in the Consolidated statements of income, except for derivatives that are highly effective and qualify for cash flow or net investment hedge accounting. Changes in the fair value of foreign exchange forward contracts attributable to forward points and changes in the time value of the option contracts are deferred in the cash flow hedges reserve within equity. The deferred amounts are recognized in the Consolidated statements of income against the related hedged transaction when it occurs. Changes in the fair value of a derivative that is highly effective and that is designated and qualifies as a cash flow hedge are recorded in OCI until the Consolidated statements of income are affected by the variability in cash flows of the designated hedged item. To the extent that the hedge is ineffective, changes in the fair value are recognized in the Consolidated statements of income. The company formally assesses, both at the hedge’s inception and on an ongoing basis, whether the derivatives that are used in hedging transactions are highly effective in offsetting changes in fair values or cash flows of hedged items. When it is established that a derivative is not highly effective as a hedge or that it has ceased to be a highly effective hedge, the company discontinues hedge accounting prospectively. When hedge accounting is discontinued because it is expected that a forecasted transaction will not occur, the company continues to carry the derivative on the Consolidated balance sheets at its fair value, and gains and losses that were accumulated in OCI are recognized immediately in the same line item as they relate to in the Consolidated statements of income. Foreign currency differences arising upon retranslation of financial instruments designated as a hedge of a net investment in a foreign operation are recognized directly in the currency translation differences reserve through OCI, to the extent that the hedge is effective. To the extent that the hedge is ineffective, such differences are recognized in the Consolidated statements of income. Offsetting and master netting agreementsThe company presents financial assets and financial liabilities on a gross basis as separate line items in the Consolidated balance sheets. Master netting agreements may be entered into when the company undertakes a number of financial instrument transactions with a single counterparty. Such an agreement provides for a net settlement of all financial instruments covered by the agreement in the event of default or certain termination events associated with any of the transactions. A master netting agreement may create a right to offset that becomes enforceable and affects the realization or settlement of individual financial assets and financial liabilities only following a specified termination event. However, if this contractual right is subject to certain limitations then it does not necessarily provide a basis for offsetting, unless both of the offsetting criteria are met, i.e. there is a legally enforceable right and an intention to settle net or simultaneously. Property, plant and equipmentThe costs of property, plant and equipment comprise all directly attributable costs (including the cost of material and direct labor). Depreciation is generally calculated using the straight-line method over the useful life of the asset. Gains and losses on the sale of property, plant and equipment are included in Other business income. Costs related to repair and maintenance activities are expensed in the period in which they are incurred unless leading to an extension of the original lifetime or capacity. Leasehold improvements are amortized using the straight-line method over the shorter of the lease term or the estimated useful life of the asset. Further information on property, plant and equipment can be found in Property, plant and equipment. LeasesThe company determines whether an arrangement constitutes or contains a lease at inception, which is based on the substance of the arrangement at the inception of the lease. The arrangement constitutes or contains a lease if fulfillment is dependent on the use of a specific asset and the arrangement conveys a right to use the asset, even if that asset is not explicitly specified in the arrangement. Company as a lesseeLeases are recognized as a right-of-use asset and a corresponding liability at the date at which the leased asset is available for use by the company. The right-of-use asset is depreciated over the shorter of the asset's useful life and the lease term on a straight-line basis. Assets and liabilities arising from a lease are initially measured on a present value basis. Lease liabilities include the net present value of the following lease payments: - fixed payments (including in-substance fixed payments) less any lease incentives receivable;
- variable lease payments that are based on an index or a rate;
- amounts expected to be payable by the lessee under residual value guarantees;
- the exercise price of a purchase option if the lessee is reasonably certain to exercise that option;
- payments of penalties for terminating the lease, if the lease term reflects the lessee exercising that option.
The lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be determined, the lessee’s incremental borrowing rate at the lease commencement date is used, which is based on an assessment of interest rates the company would have to pay to borrow funds, including the consideration of factors such as the nature of the asset and location, collateral, market terms and conditions, as applicable. After the commencement date, the amount of lease liabilities is increased to reflect the accretion of interest and reduced for the lease payments made. Each lease payment is allocated between the liability and finance charges. The interest element of the finance cost is charged to the Consolidated statements of income over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability for each period. In addition, the carrying amount of lease liabilities is remeasured if there is a modification, a change in the lease term, a change in the in-substance fixed lease payments or a change in the assessment to purchase the underlying asset. Right-of-use assets are measured at cost comprising the following: - the amount of the initial measurement of lease liability;
- any lease payments made at or before the commencement date less any lease incentives received;
- any initial direct costs;
- restoration costs.
The right-of-use assets are subsequently accounted for using principles for property, plant and equipment. Payments associated with short-term leases and leases of low-value assets are recognized on a straight-line basis as an expense in the Consolidated statements of income. Short-term leases are leases with a lease term of 12 months or less. Low-value assets comprise IT-equipment and small items of office furniture considered to be of low value (i.e. less than EUR 5,000). The company determines the lease term as the non-cancellable term of the lease, together with any periods covered by an option to extend the lease if it is reasonably certain to be exercised, or any periods covered by an option to terminate the lease, if it is reasonably certain not to be exercised. The company applies judgement in evaluating whether it is reasonably certain to exercise the option to renew. That is, it considers all relevant factors that create an economic incentive for it to exercise the renewal. The company leases various items of real estate, vehicles and other equipment. Rental contracts are typically made for fixed periods but may have extension or termination options. The related year end disclosures pertaining to leases as lessee have been disclosed in respective notes according to the nature of the reported item. Below are the references with respect to IFRS 16 year-end disclosures as lessee: Company as a lessorWhen the company acts as a lessor, it determines at lease inception whether a lease is a finance lease or an operating lease. Leases in which the company does not transfer substantially all the risks and rewards incidental to ownership of an asset are classified as operating leases. The company recognizes lease payments received under operating leases as income on a straight-line basis over the lease terms in the Statement of income. The related year end disclosures pertaining to leases as lessor have been disclosed in respective notes according to the nature of the reported item. Below are the references with respect to IFRS 16 year-end disclosures as lessor: InventoriesInventories are stated at the lower of cost or net realizable value. The cost of inventories comprises all costs of purchase, costs of conversion and other costs incurred in bringing the inventories to their present location and condition. The costs of conversion of inventories include direct labor and fixed and variable production overheads, taking into account the stage of completion and the normal capacity of production facilities. Costs of idle facility and abnormal waste are expensed. The cost of inventories is determined using the first-in, first-out (FIFO) method. Inventory is reduced for the estimated losses due to obsolescence. This reduction is determined for groups of products based on sales in the recent past and/or expected future demand. Further information on inventories can be found in Inventories. Employee benefit accountingA defined-contribution plan is a post-employment benefit plan under which an entity pays fixed contributions into a separate entity and will have no legal or constructive obligation to pay further amounts. Obligations for contributions to defined-contribution pension plans are recognized as an employee benefit expense in the Consolidated statements of income in the periods during which services are rendered by employees. A defined-benefit plan is a post-employment benefit plan other than a defined-contribution plan. Plans for which the company has no legal or constructive obligation to pay further amounts, but to which it does pay non-fixed contributions, are also treated as a defined-benefit plan. The net pension asset or liability recognized in the Consolidated balance sheets in respect of defined-benefit post-employment plans is the fair value of plan assets less the present value of the projected defined-benefit obligation at the Consolidated balance sheets date. The defined-benefit obligation is calculated annually by qualified actuaries using the projected unit credit method. Recognized assets are limited to the present value of any reductions in future contributions or any future refunds. The net pension liability is presented as a long-term provision; no distinction is made for the short-term portion. For the company’s major plans, a full discount rate curve of high-quality corporate bonds is used to determine the defined-benefit obligation.defined benefit obligation, where available. The curves are based on Willis Towers Watson’s ratethe Mercer Yield Curve methodology, which uses data of corporate bonds rated AA or equivalent. For the other plans a single-point discount rate isthe Mercer Yield Curve/Mercer Methodology has also been used based on corporate bonds for whichtaking into account the cash flows as much as possible in case there is a deep market and on the plan’s maturity. Plansin corporate bonds. For plans in countries without a deep corporate bond market, use athe discount rate is based on the local sovereign curvegovernment bonds and the plan’s maturity. Pension costs in respect of defined-benefit post-employment plans primarily represent the increase of the actuarial present value of the obligation for post-employment benefits based on employee service during the year and the interest on the net recognized asset or liability in respect of employee service in previous years. Remeasurements of the net defined-benefit asset or liability comprise actuarial gains and losses, the return on plan assets (excluding interest) and the effect of the asset ceiling (excluding interest). The company recognizes all remeasurements in Other comprehensive income. The company recognizes gains and losses on the settlement of a defined-benefit plan when the settlement occurs. The gain or loss on settlement is the difference between the present value of the defined-benefit obligation being settled, as determined on the date of settlement, and the settlement price, including any plan assets transferred and any payments made directly by the company in connection with the settlement. Past service costs arising from the introduction of a change to the benefit payable under a plan or a significant reduction of the number of employees covered by a plan (curtailment) are recognized in full in the Consolidated statements of income. Further information on post-employment benefit accounting can be found in Post-employment benefits. Short-term employee benefit obligations are measured on an undiscounted basis and are expensed as the related service is provided. The company recognizes a liability and an expense for bonuses and incentives based on a formula that takes into consideration the profit attributable to the company’s shareholders after certain adjustments. The company’s net obligation in respect of long-term employee benefits is the amount of future benefit that employees have earned in return for their service in the current and prior periods, such as jubilee entitlements. That benefit is discounted to determine its present value. Remeasurements are recognized in the Consolidated statements of income in the period in which they arise. Further information on other employee benefits can be found in Provisions in the Other provisions section. Share-based paymentEquity-settled transactionsThe cost of equity-settled transactions is determined by the fair value at the date when the grant is made using an appropriate valuation model, further details of which are given in Share-based compensation. The grant-date fair value of equity-settled share-based payment awards granted to employees is recognized as personnel expense, with a corresponding increase in equity, over the vesting period of the award. The cumulative expense recognized for equity-settled transactions at each reporting date until the vesting date reflects the extent to which the vesting period has expired and the company’s best estimate of the number of equity instruments that will ultimately vest. The expense or credit in the statement of income for a period represents the movement in cumulative expense recognized at the beginning and end of that period. Service and non-market performance conditions are not taken into account when determining the grant-date fair value of awards, but the likelihood of the conditions being met is assessed as part of the company’s best estimate of the number of equity instruments that will ultimately vest. Market performance conditions are reflected within the grant-date fair value. No expense is recognized for awards that do not ultimately vest because non-market performance and/or service conditions have not been met. When an award is cancelled by the entity or by the counterparty, any remaining element of the fair value of the award is expensed immediately through profit or loss. The dilutive effect of outstanding options and shares is reflected as additional share dilution in the computation of diluted earnings per share (further details are given in Earnings per share).
Financial income and expensesFinancial income comprises interest income on funds invested (including financial assets), dividend income, net gains on the disposal of financial assets, net fair value gains on financial assets at FVTPL, net gains on the remeasurement to fair value of any pre-existing interest in an acquiree, and net gains on foreign exchange impacts that are recognized in the Consolidated statements of income. Interest income is recognized on an accrual basis in the Consolidated statements of income, using the effective interest method. Dividend income is recognized in the Consolidated statements of income on the date that the company’s right to receive payment is established, which in the case of quoted securities is normally the ex-dividend date. Financial expenses comprise interest expenses on borrowings, unwinding of the discount on provisions and contingent consideration, losses on disposal of financial assets, net fair value losses on financial assets at FVTPL, impairment losses recognized on financial assets (other than trade receivables), net interest expenses related to defined-benefit plans, interest on lease liabilities and net losses on foreign exchange impacts that are recognized in the Consolidated statements of income. Further information on financial income and expenses can be found in Financial income and expenses. Government grantsGrants from governments are recognized at their fair value where there is a reasonable assurance that the grant will be received and the company will comply with all attached conditions. Government grants relating to costs are deferred and recognized in the Consolidated statements of income as a reduction of the related costs over the period necessary to match them with the costs that they are intended to compensate. Grants related to assets are deducted from the cost of the asset and presented net in the Consolidated balance sheets. Financial guaranteesThe company recognizes a liability at the fair value of the obligation at the inception of a financial guarantee contract. The guarantee is subsequently measured at the higher of the best estimate of the obligation or the amount initially recognized less, when appropriate, cumulative amortization. Cash flow statementsCash flows arising from transactions in a foreign currency are translated into the company’s functional currency using the exchange rate at the date of the cash flow. Cash flows from derivative instruments that are accounted for as cash flow hedges are classified in the same category as the cash flows from the hedged items. Cash flows from other derivative instruments are classified as investing cash flows. Segment informationOperating segments are components of the company’s business activities about which separate financial information is available that is evaluated regularly by the chief operating decision maker (the Executive Committee of the company). The Executive Committee decides how to allocate resources and assesses performance. Reportable segments comprise the operating segments Diagnosis & Treatment businesses, Connected Care businesses and Personal Health businesses. Additionally, besides these reportable segments, segment Other exists. Segment accounting policies are the same as the accounting policies applied by the company. Earnings per ShareThe company presents basic and diluted earnings per share (EPS) data for its common shares. Basic EPS is calculated by dividing the Net income (loss) attributable to shareholders by the weighted average number of common shares outstanding during the period, adjusted for own shares held. Diluted EPS is determined by adjusting the Net income (loss) attributable to shareholders and the weighted average number of common shares outstanding during the period, adjusted for own shares held, for the effects of all dilutive potential common shares, which comprises forward purchase contracts, restricted shares, performance shares and share options granted to employees. Further information on earnings per share can be found in Earnings per share. New standards and interpretationsIFRS accounting standards adopted as from 20202021The company applies, for the first time, certain standards and amendments, which are effective for annual periods beginning on or after January 1, 2020.2021. Amendment to IFRS 3: Definition of a Business
The amendment to IFRS 3 Business Combinations clarifies that to be considered a business, an integrated set of activities and assets must include, at a minimum, an input and a substantive process that, together, significantly contribute to the ability to create output. Furthermore, it clarifies that a business can exist without including all of the inputs and processes needed to create outputs. This amendment had no impact on the consolidated financial statements of the company, but may impact business combinations entered into by the company in future periods.
2020-8 Amendments to IFRS 9, IAS 39, IFRS 7, IFRS 4 and IFRS 7 16 - Interest Rate Benchmark ReformThe amendments to IFRS 9 Financial Instruments, IAS 39 Financial Instruments: Recognition and Measurement and IFRS 7 Financial Instruments: Disclosures provide a number of reliefs, which apply to all hedging relationships that are directly affected by interest rate benchmark reform. A hedging relationship is affected if the reform gives rise to uncertainty about the timing and/or amount of benchmark-based cash flows of the hedged item or the hedging instrument. These amendments have no impact on the consolidated financial statements of the company as it does not have interest rate hedge relationships that are impacted by this.
Amendments to IAS 1 and IAS 8 Definition of Material – Phase 2
The amendments provide a new definition of material that states, “informationtemporary reliefs which address the financial reporting effects when an interbank offered rate (IBOR) is material if omitting, misstating or obscuring it could reasonably be expected to influence decisions that the primary users of general purpose financial statements make on the basis of those financial statements, which provide financial information about a specific reporting entity.”replaced with an alternative nearly risk-free interest rate (RFR). The amendments clarifyinclude the following practical expedients: These amendments had no material impact on the consolidated financial statements of the company. The status of the IBOR transition project and the exposure to IBOR have been disclosed in Details of treasury and other financial risks. Amendment2021-3 Amendments to IFRS 16 Leases – Covid-19 Related Rent Concessionsrelated rent concessions beyond June 30, 2021
On May 28, 2020, the IASB issued Covid-19-Related Rent Concessions - amendment to IFRS 16 Leases.Leases The amendments provide relief to lessees from applying IFRS 16 guidance on lease modification accounting for rent concessions arising as a direct consequence of the Covid-19 pandemic. As a practical expedient, a lessee may elect not to assess whether a Covid-19 related rent concession from a lessor is a lease modification. A lessee that makes this election accounts for any change in lease payments resulting from the Covid-19 related rent concession the same way it would account for the change under IFRS 16, if the change were not a lease modification. The amendment was intended to apply until June 30, 2021, but as the impact of the Covid-19 pandemic is continuing, on March 31, 2021, the IASB extended the period of application of the practical expedient to June 30, 2022.The amendment applies to annual reporting periods beginning on or after April 1, 2021. This amendment had no material impact on the consolidated financial statements of the company. IFRS accounting standards to be adopted from 20212022 onwardsA number of amendments to existing standards have been publishedissued and are mandatory for the company beginning on or after January 1, 2021,2022, or later periods, and the company has not early-adopted them. The changes to those standards are not expected to have a material impact on the company’s financial statements. 2COVID-19In 2020 COVID-19 affected2021 the pandemic continued to affect the global economy and there remains uncertainty and volatility related to the impact of COVID-19, including global supply chain challenges. Where relevant, the impact of the COVID-19 pandemic and resulting uncertainties on the company’s results, balance sheet and cash flows presentedhave been considered and are reflected in these Consolidated financial statements. A discussion on the impact of the pandemic on the company's financial performance and risks is included in Financial performance and Risk management. amounts reported. The impact of the pandemic on significant accounting matters is disclosed below. Other areas have also been affected, but did not have a significant impact and are therefore not separately disclosed. COVID-19 did not result in any other material adjustments to the carrying amounts of assets and liabilities during the year-ended December 31, 2021, other than the impacts on the EPD business as disclosed in Intangible assets excluding goodwill and Provisions. Estimates and uncertaintiesAs a result of the uncertainties associated with the nature of the COVID-19 pandemic, and in line with existing accounting policies, the company regularly updates its significant assumptions and estimates to support the reported amounts of assets, liabilities, income and expenses. In relation to areas of judgment and estimates as disclosed in our Significant accounting policies, those which are primarily impacted by COVID-19 include impairment testing, valuation of inventories, measurement of financial instruments and the determination of fair values (for example fair values of acquired identifiable intangible assets, contingent considerations and certain investments). These significant judgments and estimates are further discussed below. Impairment testingImpairment testing of goodwill and intangible assets not ready for use Goodwill and intangible assets not yet ready for use are not amortized but are tested for impairment annually and whenever impairment indicators require such testing. For the Image-Guided Therapy cash-generating unit (CGU), the Sleep & Respiratory Care (S&RC) CGU, and a number of other smaller CGUs, such indicators were identified during the year because of deterioration in the economic environment or market in which these CGUs operate. The impairment tests performed for these CGUs did not result in any impairments. In addition, for all goodwill and intangible assets not yet ready for use an annual impairment test was performed during Q4 2020. 2021. In determining the recoverable amounts, consideration was given to the uncertainties embedded in the discounted cash flow projections and the appropriateness of key assumptions used in light of the pandemic, which included increased uncertainties around forecasted revenues, higher volatility in applied discount ratescosts and other factors. Further details on these impairment procedures and the results thereof are disclosed in Goodwill and Intangible assets excluding goodwill. Impairment testing of non-financial assets other than goodwill, intangible assets not yet ready for use, inventories and deferred tax assets Similar to the above, for certain non-financialNon-financial assets other than goodwill, intangible assets not yet ready for use, inventories and deferred tax assets theare reviewed for impairment whenever events or changes in the economic environment provided an indicatorcircumstances indicate that the carrying amount of thean asset may not be recoverable. Uncertainties in the market and volatility in the financial markets resulted in increased levels of judgment in both the value-in-use calculations as well as in determining the fair value less costs of disposal ofWhere such an asset. Theseinstance was identified, the impact of the pandemic and resulting uncertainties were reflected in updated assessments onhave been taken into account when assessing the future use of such assets (including useful life assessments) and in updated input parameters used in underlying calculations, which included using revised expected future cash flows due to the pandemic.recoverable amount. Further details on the results of these impairment procedures are disclosed in Intangible assets excluding goodwill.
Impairment testing of financial assets The company recognizes an allowance for expected credit losses (ECLs) for trade receivables, contract assets, lease receivables and debt investments carried at fair value through Other comprehensive income (FVTOCI) and amortized cost. In line with the accounting policy disclosed in the Significant accounting policies, for all financial assets to which the company applies the simplified approach, an updated assessment was madeassessments on the lifetime ECL allowance are made regularly, taking into the account uncertainties resulting from the pandemic. In addition, for those assets to which the company does not apply the simplified approach to measuring ECLs, an assessment wasassessments were made regularly to assess whether a significant increase in credit risk was observed as a result of COVID-19. In those instances, the allowance was updated to also reflect lifetime ECLs. In making these assessments, all reasonable and supportable information was considered. Examples of indicators identified included counterparties breaching their agreed payment terms and counterparties requesting extended payment terms or (partial) waivers. In addition, forward looking elements were taken into consideration such as a deterioration of the credit rating of a counterparty or changes in risks associated with specific countries or regions due to COVID-19. Albeit the methodology applied is consistent with prior periods, certain of these factors triggered by the pandemic required an updated assessmentassessments of the ECLs. Relevant financial assets were individually assessed and additional ECL allowances were accounted for in those cases where deemed necessary. The overall impact of the increase in the level of ECLs did not have a material impact on the company’s financial assets. The company further concluded that none of the agreed changes with counterparties resulted in a substantial modification of such instruments under IFRS 9 Financial instruments. Fair valuesCertain of the company’s financial instruments and other assets and liabilities are carried at fair value. The fair values included in these Consolidated financial statements reflect market participant views and market data at the measurement date under current market conditions. This implies that due to the increased volatility and uncertainty in the financial markets due to the pandemic, these fair values are subject to significant estimates, in particular for assets and liabilities for which the fair value is based on unobservable inputs (sometimes referred to as Level 3 measurements). Expectations around future cash flows, discount rates and other significant valuation inputs related to the asset or liability as atof December 31, 20202021 have become subject to a greater level of uncertainty. The fair values determined taking into account these revised input parameters have been reflected in the consolidated balance sheet as of December 31, 2020. There2021. Other than the impacts on the EPD business as disclosed in Intangible assets excluding goodwill, starting on page 186 and Provisions, there was no significant impact as a result of the pandemic on any individual assets or liabilities carried at fair value. Further reference is madeFor further information, refer to Fair value of financial assets and liabilities. Property, plant and equipment
In addition to what has been described above in terms of impairment testing of non-financial assets, the COVID-19 pandemic triggered a significant increase in demand for our products mainly in the Connected Care businesses. As a result, the company made investments during the financial year in order to meet this demand. These investments include, amongst others, additions to existing production lines, establishing new production lines and investing in company-specific tooling used in the supply chain. Assessing the useful life of these new investments involves a significant amount of judgment, due to the volatility in the demand forecast that affects the expected period over which these assets will be used. In certain cases, this assessment has resulted in new machinery and installations being depreciated over a useful life that is less than three years, whereas the normal useful life of these assets would be between 5 and 10 years. In addition, the general market volatility increased the level of judgment involved in determining the residual values of certain of these assets. Neither of these developments did result in significant changes to our Property, plant and equipment.
Employee benefit accountingCOVID-19 also had an impact on the company’s long-term employee benefits, including defined-benefit plans. Volatility in the financial markets following the COVID-19 outbreak resulted in increased judgment being required in setting key parameters used in determining these benefits, including discount rates, mortality rates, retention rates and other assumptions supporting the actuarial calculations. In those situations, we established the most appropriate parameters with the help of actuaries and taking into consideration relevant economic conditions. For our funded defined-benefit plans, increased fluctuations in the fair values of the plan assets during the financial year ended December 31, 20202021 also caused further volatility in the net obligation. Neither of these impacts were significant for the balances as of December 31, 2020.2021. Provisions other than employee benefitsAs described in the Significant accounting policies, the accounting for provisions requires significant judgment around the amount and timing of the outflow of economic benefits required to settle the obligation. As a result of the pandemic, volatility increased in our supplier commitments and customer demand for many of our businesses, requiring the company to assess its related contracts for onerous elements. In doing so, the company applied assumptions and estimates in relation to future demand forecasts, expected costs of termination and the likely outcomes of ongoing negotiations with suppliers. This has resulted in the recognition of an onerous contract provision, for which reference is made to the disclosure on Other provisions included in Provisions. No other provisions were materially impacted by COVID-19. InventoriesThe company’s inventories are stated at the lower of cost or net realizable value. In determining the appropriate level of provision for obsolescence, changes in the aging of inventory items in certain businesses and markets due to COVID-19 were considered throughout the year. In addition, current and potential excess stock levels were analyzed, incorporating the impact COVID-19 had on demand in 20202021 as well as revised expectations of future demand for these items. No material change in the provision for obsolescence was identified as a result of these procedures. Due to the changes in demand and therefore production levels within several of our businesses, the company evaluated its standard cost prices, particularly in relation to the absorption of overhead costs and additional costs. The company assessed, based on currently available information, that the change in demand and production levels is not expected to be a sustained change and therefore the standard cost prices were not updated relating to those elements.
TaxesIn response to COVID-19, many governments have changed tax regulations aimed at deferring tax filings and payments, providing tax relief and offering financial assistance. Apart from applied payment deferrals on social contribution payments, the company has no material payment deferrals. In determining the recoverability of deferred tax assets, the company took into account the uncertainties caused by the COVID-19 pandemic in its projections on the results of future operations that will generate taxable income, which did not result in a significant impact. Treasury and other financial risksPhilips is exposed to several types of financial risks. In terms of liquidity risk, the company has taken a number of different measures to manage this risk. In addition to the successful placement of EUR 1,000 million fixed-rate notes in March (of which EUR 500 million Sustainability Innovation notes), the company also completed the remainder of the EUR 1.5 billion share buyback program that was announced on January 29, 2019 through individual forward contracts, with settlement dates extending into the second half of 2021. Furthermore, the 2019 Annual Incentive of the Board of Management and the final dividend declared against the net income of 2019 were settled in shares instead of cash. Overall, the company has a solid liquidity position and the company’s liquidity risk management procedures have not changed significantly during 2021 because of COVID-19. No significant concentration risks have been identified as a result of COVID-19 and the company continues to have access to its existing lines of credit. These lines of credits, along with other financial risks to which Philips is exposed, are disclosed in Details of treasury and other financial risks. Apart from the above measures,, starting on page 219. In 2021, COVID-19 did not have a significant impact on other financial risks, including how we manage those.
3Information by segment and main countryPhilips Group Information on income statements in millions of EUR | | | sales | sales including intercompany | depreciation and amortization1) | Adjusted EBITA2)3) |
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| 2021 | | | | Diagnosis & Treatment4) | | 8,635 | 8,846 | (459) | 1,071 | | Connected Care | | 4,593 | 4,638 | (384) | 488 | | Personal Health | | 3,410 | 3,441 | (130) | 599 | | Other | | 519 | 610 | (350) | (105) | | Inter-segment eliminations | | | (379) | | | Philips Group | | 17,156 | (1,323) | 2,054 | | | sales | sales including intercompany | depreciation and amortization1) | Adjusted EBITA2)3) | |
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| 2020 | | | | Diagnosis & Treatment4) | 8,175 | 8,289 | (536) | 816 | | | Diagnosis & Treatment | | 8,175 | 8,289 | (536) | 818 | | Connected Care | 5,564 | 5,640 | (415) | 1,195 | 5,568 | 5,644 | (415) | 1,198 | | Personal Health | 5,407 | 5,424 | (187) | 704 | 3,173 | 3,172 | (144) | 426 | | Other | 389 | 463 | (382) | (145) | 396 | 479 | (368) | (165) | | Inter-segment eliminations | | (281) | | | (272) | | | Philips Group | 19,535 | (1,520) | 2,570 | 17,313 | (1,462) | 2,277 | | | | | | 2019 | | | | Diagnosis & Treatment | 8,485 | 8,576 | (564) | 1,078 | 8,485 | 8,576 | (564) | 1,078 | | Connected Care | 4,674 | 4,705 | (327) | 618 | 4,674 | 4,705 | (326) | 620 | | Personal Health | 5,854 | 5,864 | (186) | 943 | 3,516 | 3,511 | (140) | 672 | | Other | 469 | 542 | (326) | (76) | 472 | 556 | (313) | (100) | | Inter-segment eliminations | | (204) | | | (201) | | | Philips Group | 19,482 | (1,402) | 2,563 | 17,147 | (1,343) | 2,270 | | | | | | 2018 | | | | Diagnosis & Treatment | 7,726 | 7,806 | (349) | 872 | | | Connected Care | 4,341 | 4,358 | (326) | 662 | | | Personal Health | 5,524 | 5,538 | (171) | 860 | | | Other | 530 | 612 | (244) | (28) | | | Inter-segment eliminations | | (193) | | | | Philips Group | 18,121 | (1,089) | 2,366 | | | | | |
1)Includes impairments; for impairment values please refer to Property, plant and equipment and Intangible assets excluding goodwill2)Non-IFRS financial measure. For the definition and reconciliation of the most directly comparable IFRS measure, refer to Reconciliation of non-IFRS information.3)For reconciliation Adjusted EBITA, refer to the following table.4)In 2019 Philips’ Emerging Businesses were moved out of segment Other into segment Diagnosis & Treatment to enable these businesses with better access to downstream capabilities. While these businesses remain in (semi-)incubator phase, in 20202021 they received a corporate funding out of segment Other of EUR 16 million (2020: EUR 38 million, (2019:2019: EUR 54 million) to support them during their emerging idea-to-market business phase. As required by IFRS 8 Operating Segments, Philips operating segments are Diagnosis & Treatment businesses, Connected Care businesses and Personal Health businesses, each being responsible for the management of its business worldwide. As of the first quarter of 2021 the Domestic Appliances business is presented as discontinued operation and therefore no longer part of the Operating Segment Personal Health. The comparative results have been restated to reflect the treatment of the Domestic Appliances business as a discontinued operation. Philips focuses on improving people’s lives through meaningful innovation across the health continuum – from healthy living and prevention to diagnosis, treatment and home care. The Diagnosis & Treatment unites the businesses related to the promise of precision diagnosis and disease pathway selection, and the businesses related to image-guided, minimally invasive treatments. The Connected Care businesses focuses on patient care solutions, advanced analytics and patient and workflow optimization inside and outside the hospital, and aims to unlock synergies from integrating and optimizing patient care pathways, and leveraging provider-payer-patient business models. The Personal Health businesses focuses on healthy living and preventative care. The Executive Committee of Philips is deemed to be the chief operating decision maker (CODM) for IFRS 8 segment reporting purposes. The key segmental performance measure is Adjusted EBITA*), which Management believes is the most relevant measure to evaluate the results of the segments. The term Adjusted EBITA*) is used to evaluate the performance of Philips and its segments. EBITA*) represents Income from operations excluding amortization and impairment of acquired intangible assets and impairment of goodwill. Adjusted EBITA*) represents EBITA *)excluding gains or losses from restructuring costs, acquisition-related charges and other items. Adjusted EBITA*) is not a recognized measure of financial performance under IFRS. BelowPresented in the following table is a reconciliation of Adjusted EBITA*) to the most directly comparable IFRS measure, Net income, for the years indicated. Net income is not allocated to segments as certain income and expense line items are monitored on a centralized basis, resulting in them being shown on a Philips Group level only. Philips Group Reconciliation from net income to Adjusted EBITA1) In millions of EUR | | | Philips Group | Diagnosis & Treatment | Connected Care | Personal Health | Other |
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| 2021 | | | | | Net Income | | 3,323 | | | | Discontinued operations, net of income taxes | | (2,711) | | | | Income tax expense | | (103) | | | | Investments in associates, net of income taxes | | 4 | | | | Financial expenses | | 188 | | | | Financial income | | (149) | | | | Income from operations | | 553 | 941 | (732) | 585 | (242) | | Amortization and impairment of intangible assets | | 322 | 153 | 148 | 15 | 6 | | Impairment of goodwill | | 15 | 2 | 13 | | | EBITA1) | | 890 | 1,097 | (571) | 600 | (236) | | Restructuring and acquisition-related charges | | 95 | 7 | 93 | (1) | (5) | | Other items | | 1,069 | (32) | 965 | - | 136 | | Adjusted EBITA1) | | 2,054 | 1,071 | 488 | 599 | (105) | | | Philips Group | Diagnosis & Treatment | Connected Care | Personal Health | Other | |
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| 2020 | | | | | Net Income | 1,195 | | | 1,195 | | | Discontinued operations, net of income taxes | 10 | | | (196) | | | Income tax expense | 284 | | | 212 | | | Investments in associates, net of income taxes | 9 | | | 9 | | | Financial expenses | 204 | | | 202 | | | Financial income | (160) | | | (158) | | | Income from operations | 1,542 | 495 | 708 | 619 | (280) | 1,264 | 497 | 711 | 356 | (300) | | Amortization of intangible assets | 381 | 209 | 134 | 20 | 18 | | | Amortization and impairment of intangible assets | | 377 | 209 | 134 | 16 | 18 | | Impairment of goodwill | 144 | 0 | 144 | | 144 | - | 144 | | | | EBITA1) | 2,067 | 704 | 986 | 639 | (262) | 1,784 | 706 | 989 | 371 | (282) | | Restructuring and acquisition-related charges | 203 | 29 | 97 | 40 | 37 | 195 | 29 | 97 | 31 | 37 | | Other items | 301 | 83 | 112 | 25 | 81 | 299 | 83 | 112 | 24 | 81 | | Adjusted EBITA1) | 2,570 | 816 | 1,195 | 704 | (145) | 2,277 | 818 | 1,198 | 426 | (165) | | | | | | 2019 | | | | Net Income | 1,173 | | 1,173 | | | Discontinued operations, net of income taxes | 19 | | (183) | | | Income tax expense | 337 | | 258 | | | Investments in associates, net of income taxes | (1) | | (1) | | | Financial expenses | 233 | | 233 | | | Financial income | (117) | | (114) | | | Income from operations | 1,644 | 660 | 267 | 844 | (127) | 1,366 | 660 | 269 | 589 | (152) | | Amortization of intangible assets | 350 | 177 | 141 | 25 | 8 | | | Amortization and impairment of intangible assets | | 344 | 177 | 141 | 18 | 8 | | Impairment of goodwill | 97 | 19 | 78 | | 97 | 19 | 78 | | | EBITA1) | 2,091 | 856 | 486 | 869 | (119) | 1,807 | 856 | 488 | 607 | (144) | | Restructuring and acquisition-related charges | 318 | 149 | 64 | 50 | 54 | 310 | 149 | 64 | 42 | 54 | | Other items | 153 | 73 | 67 | 23 | (11) | 153 | 73 | 67 | 23 | (11) | | Adjusted EBITA1) | 2,563 | 1,078 | 618 | 943 | (76) | 2,270 | 1,078 | 620 | 672 | (100) | | | | | | 2018 | | | | Net Income | 1,097 | | | | Discontinued operations, net of income taxes | 213 | | | | Income tax expense | 193 | | | | Investments in associates, net of income taxes | 2 | | | | Financial expenses | 264 | | | | Financial income | (51) | | | | Income from operations | 1,719 | 629 | 399 | 796 | (105) | | | Amortization of intangible assets | 347 | 98 | 140 | 31 | 79 | | | EBITA1) | 2,066 | 727 | 539 | 827 | (27) | | | Restructuring and acquisition-related charges | 258 | 146 | 66 | 15 | 31 | | | Other items | 41 | 0 | 56 | 18 | (33) | | | Adjusted EBITA1) | 2,366 | 872 | 662 | 860 | (28) | |
Transactions between the segments are mainly related to components and parts included in the product portfolio of the other segments. The pricing of such transactions was at cost or determined on an arm’s length basis. Philips has no single external customer that represents 10% or more of sales. Philips Group Main countries in millions of EUR | | | sales1) | tangible and intangible assets2) |
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| 2021 | | | | Netherlands | | 570 | 1,934 | | United States | | 6,420 | 12,615 | | China | | 2,335 | 283 | | Japan | | 1,073 | 480 | | Germany | | 839 | 305 | | United Kingdom | | 481 | 567 | | France | | 397 | 49 | | Other countries | | 5,040 | 753 | | Total main countries | | 17,156 | 16,986 | | | sales1) | tangible and intangible assets2) | |
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| 2020 | | | | Netherlands | 555 | 1,926 | 404 | 1,926 | | United States | 6,636 | 9,080 | 6,580 | 9,080 | | China | 2,432 | 313 | 2,319 | 313 | | Japan | | 1,113 | 511 | | Germany | 1,314 | 302 | 980 | 302 | | Japan | 1,113 | 511 | | | United Kingdom | 545 | 509 | 545 | | France | 509 | 49 | | | Italy | | 383 | 111 | | Other countries | 6,432 | 968 | 5,024 | 906 | | Total main countries | 19,535 | 13,694 | 17,313 | 13,694 | | | | | | 2019 | | | | Netherlands | 522 | 2,148 | 391 | 2,148 | | United States | 6,667 | 9,864 | 6,626 | 9,864 | | China | 2,707 | 340 | 2,427 | 340 | | Japan | 1,186 | 550 | 1,185 | 550 | | Germany | 1,087 | 308 | 805 | 308 | | United Kingdom | | 436 | 611 | | France | 505 | 46 | 380 | 46 | | United Kingdom | 470 | 611 | | | Other countries | 6,338 | 1,119 | 4,898 | 1,119 | | Total main countries | 19,482 | 14,986 | 17,147 | 14,986 | | | | | | 2018 | | | | Netherlands | 510 | 1,666 | | | United States | 6,050 | 9,493 | | | China | 2,380 | 353 | | | Japan | 1,045 | 491 | | | Germany | 1,032 | 263 | | | France | 519 | 30 | | | South Korea | 498 | 3 | | | Other countries | 6,087 | 1,506 | | | Total main countries | 18,121 | 13,805 | |
1)The sales are reported based on country of destination.2)Consists of Property plant and equipment, Intangible assets excluding goodwill and Goodwill 4Discontinued operations and assets classified as held for saleIn 2021, 2020 and 2019 Discontinued operations consist primarily of net costs related to divestments formerly reported as discontinued operations.the Domestic Appliances business. The belowfollowing table summarizes the results of discontinued operations, net of income taxes, reported in the consolidated statements of income. Philips Group Discontinued operations, net of income taxes in millions of EUR | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
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| Signify | (198) | | | | | Combined Lumileds and Automotive businesses | 12 | | (1) | | | Domestic Appliances | | 202 | 206 | 2,698 | | Other | (27) | (19) | (9) | (19) | (10) | 13 | | Discontinued operations, net of income taxes | (213) | (19) | (10) | 183 | 196 | 2,711 |
Discontinued operations: SignifyDomestic Appliances
In 2020On March 25, 2021, Philips signed an agreement to sell its Domestic Appliances business to global investment firm Hillhouse Investment. Since the first quarter of 2021, the Domestic Appliances business is presented as a discontinued operation, and 2019 there were nocomparative results have been restated to reflect the treatment of the Domestic Appliances business as a discontinued operation, because the sale of the Domestic Appliances business constitutes the discontinuance of a major line of business from discontinued operations for Signify.
As from December 31, 2018, Philips was no longer able to exercise significant influence with respect to Signify. The results related to Philips' retained interest in Signify until the moment the company lost significant influence were recognized in discontinued operations. These results related to an overall EUR 198 million loss, which reflected dividends received of EUR 32 million and a loss due to value adjustments of EUR 218 million.
As of December 31, 2018 the remaining shareholding in Signify was part of continuing operations. For further details, please refer to Other financial assets.Personal Health segment.
The following table summarizes the results of SignifyDomestic Appliances included in the Consolidated statements of income as a discontinued operations.operation. Philips Group Results of Signify Domestic Appliances in millions of EUR | 2018 |
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Costs and expenses | (18) | Fair value adjustment retained interest | (218) | Dividend income | 32 | Income before tax | (204) | Income tax expense | 7 | Results from discontinued operations | (198) |
| | January to December |
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| | 2019 | 2020 | 2021 | | Sales | 2,335 | 2,222 | 1,516 | | Costs and expenses | (2,054) | (1,944) | (1,322) | | Income from operations | 280 | 279 | 194 | | Result on the sale of discontinued operations | | | 3,241 | | Income before tax | 280 | 279 | 3,435 | | Income tax expense1) | (79) | (72) | 6 | | Income tax related the sale of discontinued operations | | | (743) | | Results from discontinued operations | 202 | 206 | 2,698 |
1)The income tax expense from discontinued operations is calculated based on the separate return method, as if Domestic Appliances was filing its own separate tax returns. Costs of EUR 64 million incurred in relation to the separation of the Domestic Appliances business in 2021 have been accounted for in continuing operations, because these costs reflect expenses incurred by Royal Philips in the divestment process and are not considered representative of the core business results of the Domestic Appliances business. On September 1, 2021, the Company completed the sale of the Domestic Appliances business and recognized a transaction gain before tax of EUR 3,241 million. Philips received consideration of EUR 4,041 million, which is based on an enterprise value of EUR 3,850 million, increased by an amount of EUR 191 million for closing adjustments related to working capital and net indebtedness. The transaction gain before tax is the net effect of (i) the EUR 4,041 million consideration (ii) less the derecognition of net assets employed of EUR 715 million (iii) less transaction related costs of EUR 16 million, (iv) less the release of cumulative translation losses of EUR 69 million included in Other comprehensive income. The income tax charges related to the divestment process was EUR 743 million, resulting in an after-tax transaction gain of EUR 2,499 million. The income tax charge represents the consolidated tax expense resulting from asset transactions completed as part of the disentanglement of the business in anticipation of its sale, a significant portion of which relates to taxes payable in the Netherlands. In addition, Philips and the buyer entered into a 15-year brand license agreement with future annual payments that represents an estimated net present value of approximately EUR 0.7 billion, which will be received and recognized over time. Discontinued operations: OtherCertain costs related to other divestments, which were previously reported as discontinued operations, resulted in a net lossgain of EUR 913 million in 2020 (2019:2021 (2020: a net loss of EUR 1910 million, 2018:2019: a net loss of EUR 2719 million) Discontinued operations cash flowsThe following table presents the net cash provided by (used for) discontinued operations reported in the Consolidated statements of cash flows. Net cash provided by (used for) Discontinued operations cash flows in millions of EUR | | 2018 | 2019 | 2020 |
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| Cash flows from operating activities | (15) | (11) | (88) | | Cash flows from investing activities | 662 | (14) | | | Total discontinued operations cash flows | 647 | (25) | (88) |
| | 2019 | 2020 | 2021 |
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| Net cash provided by (used for) operating activities | 111 | 129 | 85 | | Net cash provided by (used for) investing activities | (14) | | 3,319 | | Net cash provided by (used for) discontinued operations | 98 | 129 | 3,403 |
In 2021, net cash provided by discontinued operations was EUR 3,403 million and consisted primarily of the net cash inflow of EUR 3,319 million from the sale of the Domestic Appliances business on September 1, 2021. In 2020, net cash used forprovided by discontinued operations mainly related towas EUR 129 million and consisted primarily of cash flows provided by operating activities of the Domestic Appliances business, partly offset by advance income tax payments amounting to EUR 78 million for which Philips expects to get a refund. In 2019, net cash used forprovided by discontinued operations was EUR 98 million and consisted primarily of cash flows provided by operating activities of the Domestic Appliances business, partly offset by a payment related to a divestment formerly reported as discontinued operations. In 2018, discontinued operations cash flows mainly include EUR 642 million related to the sale of Signify shares and dividend received from Signify reported in investing activities.
Assets classified as held for saleAs of December 31, 2021 assets held for sale consists of property, plant and equipment mainly related to the APAC Center Singapore building. As of December 31, 2020, assets held for sale mainly consisted of property, plantthe Personal Emergency Response Services (PERS) and equipment for an amount of EUR 2 million and assets and liabilities directly associated withSenior Living business (previously named the Aging and Caregiving (ACG) business of EUR 141 million, consisting mainly of intangible assets excluding goodwill. In 2020, the decisionbusiness) which was divested on June 30, 2021. For further information, refer to divest the ACG business was made after reviewing the Connected Care business portfolioAcquisitions and strategic priorities. We expect to divest the ACG business to a third-party buyer in 2021. As of December 31, 2019, assets held for sale consisted of property, plant and equipment for an amount of EUR 13 million.divestments.
5Acquisitions and divestments2021AcquisitionsIn 2021 Philips completed two acquisitions, BioTelemetry, Inc. and Capsule Technologies, Inc., that involved an aggregate net cash outflow of EUR 2,824 million. Upon acquisition, the company recognized aggregated Goodwill of EUR 2,102 million, Other intangible assets of EUR 840 million and related Deferred tax liabilities of EUR 206 million. The preliminary condensed opening balance sheets of BioTelemetry and Capsule Technologies were as follows: Opening balance sheet in millions of EUR | | At acquisition date | | | BioTelemetry | Capsule Technologies | | Assets | | | | Intangible assets excluding goodwill | 623 | 217 | | Property, plant and equipment | 42 | 11 | | Other non-current assets | 48 | - | | Deferred tax assets | 78 | 14 | | Inventories | 11 | 11 | | Receivables and other current assets | 75 | 97 | | Cash | 205 | 19 | | Total Assets | 1,083 | 368 | | | | | | Liabilities | | | | Accounts payable and other payables | (278) | (98) | | Deferred tax liabilities | (160) | (46) | | Long-term liabilities | (69) | (11) | | Acquired provision for contingent considerations | (16) | | | Total Liabilities | (523) | (155) | | | | | | Total identifiable net assets at fair value | 560 | 214 | | Goodwill arising on acquisition | 1,776 | 325 | | Purchase consideration transferred | 2,337 | 539 |
The opening balance sheet positions reflect the preliminary determination of the fair value of identifiable assets acquired and liabilities assumed with the acquisitions. The final determination of the fair values will be completed in 2022. As of December 31, 2021, the valuation studies necessary to determine the fair value of the intangible assets and the valuation of goodwill are preliminary. BioTelemetryOn February 9, 2021, Philips successfully completed a tender offer to acquire all issued and outstanding shares of BioTelemetry, Inc. for USD 72.00 per share. As a result, BioTelemetry shares were delisted from NASDAQ. The total equity purchase price and the settlement of stock option rights, including BioTelemetry’s cash and debt, involved an amount of EUR 2,132 million and EUR 172 million equity awards consideration paid to employees after the acquisition day. BioTelemetry, headquartered in Malvern, Pennsylvania, is a leading US-based provider of remote cardiac diagnostics and monitoring solutions. BioTelemetry offers a complete range of clinically validated ambulatory cardiac diagnostics and monitoring services: Short term Holter monitoring services, Long-term Holter monitoring services, Event recorder services, and Mobile Cardiac Outpatient Telemetry (MCOT) services. The acquisition of BioTelemetry is a strong fit with Philips’ cardiac care portfolio, and its strategy to transform the delivery of care along the health continuum with integrated solutions. BioTelemetry, forms part of the Connected Care segment. Goodwill recognized in the amount of EUR 1,776 million mainly represents revenue synergies expected from the combination of Philips’ cardiac care portfolio and its strategy to transform the delivery of care along the health continuum with integrated solutions, and BioTelemetry complete range of clinically validated ambulatory cardiac diagnostics and monitoring services. BioTelemetry Goodwill is not tax-deductible. The majority of the Intangible assets balance relates to the Customer relationships asset, the fair value of which is determined using the multi-period excess earnings method, which is a valuation technique that estimates the fair value of an asset based on market participants’ expectations of the cash flows associated with that asset over its remaining useful life. The fair value of the Customer relationships asset is based on an estimate of positive future cash flows associated with incremental profits related to excess earnings, discounted at a rate of 10.0%. The amortization period of the Customer relationships asset is 14 years. Receivables and other current assets reflect the best estimate at the acquisition date of the contractual cash flows expected to be received. Since the acquisition date through December 31, 2021, the contribution to sales to third parties and net income of BioTelemetry was EUR 387 million and EUR 32 million loss, respectively. The sales and net income would not differ materially from these amounts if the acquisition date had been on January 1, 2021. In 2021, acquisition-related costs of EUR 40 million were mainly recognized in General and administrative expenses. Capsule TechnologiesOn March 4, 2021, Philips acquired all shares of Capsule Technologies, Inc. for an amount of EUR 520 million in cash. Capsule Technologies, headquartered in Andover, Massachusetts, is a leading provider of medical device integration and data technologies for hospitals and healthcare organizations. Capsule Technologies offers a leading vendor-neutral Medical Device Information Platform with a software-as-a-service business model. The acquisition of Capsule Technologies is a strong fit with Philips’ strategy to transform the delivery of care along the health continuum with integrated solutions. Capsule Technologies, forms part of the Connected Care segment. Goodwill recognized in the amount of EUR 325 million mainly represents revenue synergies expected from the combination of Philips’ industry-leading portfolio of real-time patient monitoring, therapeutic devices, telehealth, informatics and interoperability solutions and Capsule’s leading Medical Device Information Platform, connected through Philips’ secure vendor-neutral cloud-based HealthSuite digital platform. Capsule Technologies Goodwill is not tax-deductible. The majority of the Intangible assets balance relates to the Customer relationships asset, the fair value of which is determined using the multi-period excess earnings method, which is a valuation technique that estimates the fair value of an asset based on market participants’ expectations of the cash flows associated with that asset over its remaining useful life. The fair value of the Customer relationships asset is based on an estimate of positive future cash flows associated with incremental profits related to excess earnings, discounted at a rate of 12.0%. The amortization period of the Customer relationships asset is 17 years. Receivables and other current assets reflect the best estimate at the acquisition date of the contractual cash flows expected to be received. Since the acquisition date through December 31, 2021, the contribution to sales to third parties and net income of Capsule was EUR 75 million and EUR 10 million loss, respectively. The sales and net income would not differ materially from these amounts if the acquisition date had been on January 1, 2021. In 2021, acquisition-related costs of EUR 11 million were mainly recognized in General and administrative expenses. Divestments During 2021 Philips completed three divestments. On September 1, 2021, Philips sold its Domestic Appliances business to global investment firm Hillhouse Investment. For further details on this transaction, refer to note Discontinued operations and assets classified as held for sale. In addition, the company completed the divestment of the PERS business on June 30, 2021 and completed the divestment of a small business of segment Other on September 17, 2021. As part of PERS divestment, Philips acquired shares in the buyer Connect America Investment Holdings, LLC with a value of EUR 40 million. The investment is classified as a financial asset measured at Fair Value through Other Comprehensive Income (FVTOCI) and is reported as part of Other non-current financial assets. The divestment resulted in a loss of EUR 75 million, which is included in Other Business Expenses in our Statement of Income. 2020AcquisitionsPhilips completed three acquisitions in 2020. The acquisitions involved an aggregated net cash outflow of EUR 259 million and a contingent consideration of EUR 70 million at fair value. The company recognized anIncluding final purchase price adjustment processed in the course of 2021, the aggregated impact on Goodwill of EUR 175168 million, Other intangible assets of EUR 184 million and Deferred tax liabilities generated from the Intangible assets of EUR 45 million. Opening balance positions are provisional and subject to final purchase price adjustments, which will be finalized in 2021. The primary provisional accounts subject to change are mainly related to the valuation of the intangible assets and goodwill, as the valuation studies necessary to determine the fair market value of the intangible assets and goodwill assumed are preliminary.
Intact Vascular, Inc. (Intact Vascular) was the most notable acquisition and is discussed below. The remaining two acquisitions involved an aggregated net cash outflow of EUR 2829 million. TheIncluding final purchase price adjustments, the two acquisitions resulted in an increase in Goodwill of EUR 20 million. Other intangible assets and the related Deferred tax liabilities increased by EUR 15 million and EUR 2 million respectively. Intact VascularOn September 4, 2020, Philips acquired all shares of Intact Vascular, headquartered in Wayne, Pennsylvania. Intact Vascular is a developer of medical devices for minimally invasive peripheral vascular surgery. Philips acquired Intact Vascular to expand its portfolio of minimally invasive therapy options for Peripheral Artery Disease with the Tack Endovascular System, an implant that restores blood flow in small limb vessels, promotes healing and preserves limbs. The Company has purchased shares for an amount of EUR 241 million cash and a contingent consideration of EUR 70 million. As of the acquisition date, Intact Vascular forms part of the Image-guided therapy business portfolio of the Diagnosis & Treatment segment. In 2020, acquisition-related costs of EUR 2 million were recognized in General and administrative expenses. The preliminary condensed opening balance sheet of Intact Vascular was as follows: Intact Vascular Opening Balance sheet in millions of EUR | | at acquisition date | | Assets | | | Intangible assets excluding goodwill | 169 | | Deferred tax assets | 1724 | | Inventories | 2 | | Receivables and other current assets | 1 | | Cash | 10 | | Total Assets | 200207 | | | | | Liabilities | | | Accounts payable and other payables | (2) | | Deferred tax liabilities | (42) | | Total Liabilities | (44) | | | | | Total identifiable net assets at fair value | 156163 | | Goodwill arising on acquisition | 155148 | | Total purchase on acquisition | 311 | | Of which: | | | Purchase consideration transferred | (241) | | Provision for contingent consideration | (70) |
Goodwill recognized in the amount of EUR 155148 million mainly represents revenue synergies expected from the combination of Philips’ interventional imaging platform and diagnostic and therapeutic devices with Intact Vascular’s unique, specialized implantable device to optimize the treatment of patients with Peripheral Artery Disease (PAD). Intact Vascular Goodwill is not tax deductible. The provision for contingent consideration represents a Long-term provision of EUR 70 million, due in 2022 and 2023. The contingent consideration is based on a specified percentage of forecast revenue share, for which the maximum amount is unlimited. The estimated fair value of the contingent consideration is re-measured at each reporting period. Therefore, any changes in the fair value impacts reported earnings in each reporting period, thereby resulting in variability in earnings. For more details about the fair value measurements, please refer to Fair value of financial assets and liabilities Other intangible assets were comprisedThe majority of the following:
Intact Vascular
Other intangibleIntangible assets
in millions of EUR unless otherwise stated
| | amount at acquisition date | amortization period in years |
|---|
| Technology | 160 | 14 | | Other | 9 | 14 | | Total other intangible assets | 169 | |
The balance relates to Technology, the fair value of Technologywhich is determined using the multi-period excess earnings method, which is a valuation technique that estimates the fair value of an asset based on market participants' expectations of the cash flows associated with that asset over its remaining useful life. The fair value of Technology is based on an estimate of positive future cash flows associated with incremental profits related to excess earnings, discounted at a rate of 15.0%. The line Other includes the Intact Vascular trademarks; Tack Endovascular System and Tack.
The opening balance position represent the preliminary determinationamortization period of the fair value of identifiable assets acquired and liabilities assumed from the acquisition. The final determination of the fair market values will be completed in 2021. As of December 31, 2020, the valuation studies necessary to determine the fair market value of the intangible assets and goodwill are preliminary. Technology is 14 years.
Intact Vascular is an early stage revenue acquisition. As of the acquisition date, Intact Vascular contribution to sales and net income was not material. The same applies to the combined entity for the reporting period as though the acquisition date had been as of the beginning of the reporting period. DivestmentsPhilips did not complete any divestments in 2020. Future ownership of Domestic Appliances business
On January 28, 2020, Philips announced that it will review options for future ownership of its Domestic Appliances business belonging to Personal Health. Philips started the process of creating a separate legal structure for this business within the Philips Group, which is expected to be completed in the course of 2021. Under the IFRS 5 assessment Philips has determined that Domestic Appliances business does not qualify as held for sale as of December 31, 2020. Philips concluded that the business as per December 31, 2020 is not available for immediate sale in its present condition to a third party. The Domestic Appliances business had EUR 2.2 billion sales in 2020. Following the disentanglement of the Domestic Appliances business, the retained Personal Health businesses will continue to play an important role in the company’s integrated health continuum approach through connected products and solutions to support the health and well-being of people.
2019
Acquisitions
Philips completed three acquisitions in 2019, with the Healthcare Information Systems business of Carestream Health being the most notable. The acquisitions involved an aggregated net cash outflow of EUR 199 million and a contingent consideration of EUR 11 million at fair value, the latter recognized as a Long-term provision. Including final purchase price adjustment processed in the course of 2020, the aggregated impact on Goodwill and Other intangible assets was EUR 83 million and EUR 105 million, respectively.
Divestments
Philips completed two divestments in 2019 which resulted in an aggregated cash consideration of EUR 122 million and a gain of EUR 62 million. The most notable was the sale of Photonics business in Germany.
6Interests in entitiesIn this section we discuss theThe nature of the company’s interests in its consolidated entities and associates, and the effects of those interests on the company’s financial position and financial performance.performance are discussed below.
Group companiesBelow is a list of material subsidiaries as perof December 31, 20202021 representing greater than 5% of either the consolidated group Sales, Income from operations or Income from continuing operations (before any intra-group eliminations) of Group legal entities. All of the entities are fully consolidated in the group accounts of the company.financial statements. Philips Group Interests in group companies in alphabetical order by country 20202021
| Legal entity name | Principal country of business | | Philips (China) Investment Company, Ltd. | China | | Philips GmbH | Germany | | Philips Medizin Systeme Böblingen GmbH | Germany | | Philips Medical Systems Technologies Ltd. | Israel | | Philips India Limited | India | | Philips Japan, Ltd. | Japan | | Philips Consumer Lifestyle B.V. | Netherlands | | Philips Medical Systems Nederland B.V. | Netherlands | | ATL International LLC | United States | | AllParts Medical LLC | United States | | Discus Holdings LLC | United States | | Philips Healthcare Informatics Inc. | United States | | Philips North America LLC | United States | | Philips Oral Healthcare LLC | United States | Philips North America LLCUSA Export Corporation | United States | Philips RS North AmericaSpectranetics LLC | United States | Philips USA Export Corporation | United States |
Information related to non-controlling interestsAs of December 31, 2020, 62021, 4 consolidated subsidiaries are not wholly owned by Philips (December 31, 2019:2020: 6). In 2020,2021, Sales to third parties and Net income for these subsidiaries in aggregate are EUR 468522 million (December 31, 2019:2020: EUR 581468 million) and EUR 639 million (December 31, 2019:2020: EUR 96 million) respectively. Investments in associatesPhilips has investments in a number of associates. During 2021, Philips purchased six investments in associates for a total amount of EUR 232 million. The most notable investment was a EUR 125 million investment in Candid Care Co. None of themthe investments are regarded as individually material. During 2020,material from the point of view of the consolidated financial statements. Due to loss of significant influence in American Well Co. during 2021, Philips purchased 6 investments in associates, which involved an aggregate amountreclassified the investment to Other non-current financial asset at FVTOCI (Level 1). On reclassification, Philips recorded a gain of EUR 37 million.33 million in Other operating income. For more information about Other-non current financial assets at FVTOCI, refer to Other financial assets and Fair value of financial assets and liabilities. Involvement with unconsolidated structured entitiesPhilips founded three Philips Medical Capital (PMC) entities, in the United States, France and Germany, in which Philips holds a minority interest. Philips Medical Capital, LLC in the United States is the most significant entity. PMC entities provide healthcare equipment financing and leasing services to Philips customers for diagnostic imaging equipment, patient monitoring equipment, and clinical IT systems. The company concluded that it does not control, and therefore should not consolidate the PMC entities. In the United States, PMC operates as a subsidiary of De Lage Landen Financial Services, Inc. The same structure and treatment is applied to the PMC entities in the other countries, with other majority shareholders. Operating agreements are in place for all PMC entities, whereby acceptance of sales and financing transactions resides with the respective majority shareholder. After acceptance of a transaction by PMC, Philips transfers control and does not retain any obligations towards PMC or its customers, from the sales contracts. AtAs of December 31, 2020,2021, Philips’ shareholding in Philips Medical Capital, LLC had a carrying value of EUR 2627 million (December 31, 2019:2020: EUR 2526 million).
The company does not have any material exposures to losses from interests in unconsolidated structured entities other than the invested amounts. 7Income from operationsFor information related to Sales on a segment and geographical basis, seerefer to Information by segment and main country. Philips Group Sales and costs by nature in millions of EUR | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
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| Sales | 18,121 | 19,482 | 19,535 | 17,147 | 17,313 | 17,156 | | Costs of materials used | (4,826) | (5,321) | (5,240) | (4,197) | (4,221) | (4,142) | | Employee benefit expenses | (5,827) | (6,307) | (6,490) | (6,097) | (6,289) | (6,246) | | Depreciation and amortization1) | (1,089) | (1,402) | (1,520) | (1,343) | (1,462) | (1,323) | | Shipping and handling | (605) | (636) | (689) | (509) | (554) | (645) | | Advertising and promotion | (937) | (972) | (920) | (741) | (696) | (752) | | Lease expense2)3)3) | (225) | (52) | (36) | | | Other operational costs4) | (2,947) | (3,114) | (3,047) | | | Lease expense2) | | (50) | (34) | (19) | | Other operational costs3)4) | | (2,811) | (2,741) | (3,524) | | Other business income (expenses) | 55 | (34) | (50) | (33) | (51) | 48 | | Income from operations | 1,719 | 1,644 | 1,542 | 1,366 | 1,264 | 553 |
1)Includes impairments; for impairment values please refer to Property, plant and equipment and Intangible assets excluding goodwill2)For 2020 Lease expense relatingrelates to short-term and low value leases amounts to EUR 36 million (2019: EUR 52 million).leases.3)Lease expense includes other costs, such as fuel and electricity, and taxes to be paid and reimbursed to the lessor for 2018: EUR 32 million.4)Other operational costs contain items which are dissimilar in nature and individually insignificant in amount to disclose separately. These costs contain among others expenses for outsourcing services, mainly in IT and HR, 3rd party workers, consultants, warranty, patents, costs for travelling, external legal services and EUR 107104 million government grants recognized in 2020 (2019:2021 (2020: EUR 9498 million 2018:2019: EUR 8187 million). The grants mainly relate to research and development activities and business development.4)The significant increase in other operational costs 2021 versus 2020 is mainly due to the field action provision. For more details on the field action provision, please refer to Provisions. Sales composition and disaggregationPhilips Group Sales composition in millions of EUR | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
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| Goods | 13,973 | 14,810 | 14,698 | 12,476 | 12,491 | 11,981 | | Services | 3,325 | 3,811 | 4,058 | 3,811 | 4,058 | 4,374 | | Royalties | 402 | 381 | 317 | 381 | 301 | 383 | | Total sales from contracts with customers | 17,700 | 19,003 | 19,073 | 16,668 | 16,851 | 16,738 | | Other sources1) | 421 | 479 | 462 | 479 | 462 | 418 | | Sales | 18,121 | 19,482 | 19,535 | 17,147 | 17,313 | 17,156 |
1)Other sources mainly relates to leases, including sublease income from right-of-use assets and related services of EUR 293 million (2020: EUR 325 million (2019:2019: EUR 307 million) At December 31, 2020,2021, the aggregate amount of the transaction price allocated to remaining performance obligations from a sale of goods and services was EUR 12,19314,305 million. The company expects to recognize approximately 48%50% of the remaining performance obligations within 1 year. Revenue expected to be recognized beyond 1 year is mostly related to longer term customer service and software contracts. Philips Group Disaggregation of Sales per segment in millions of EUR | | 2020 | 2021 |
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| | Sales at a point in time | Sales over time | Total sales from contracts with customers | Sales from other sources1) | Total sales2) | Sales at a point in time | Sales over time | Total sales from contracts with customers | Sales from other sources1) | Total sales2) |
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| Diagnosis & Treatment | 5,132 | 2,998 | 8,129 | 46 | 8,175 | 5,407 | 3,177 | 8,583 | 52 | 8,635 | | Connected Care | 4,204 | 944 | 5,147 | 417 | 5,564 | 3,135 | 1,090 | 4,227 | 366 | 4,593 | | Personal Health | 5,396 | 11 | 5,407 | 0 | 5,407 | 3,403 | 6 | 3,410 | | 3,410 | | Other | 61 | 327 | 389 | 0 | 389 | 195 | 323 | 518 | - | 519 | | Philips Group | 14,793 | 4,279 | 19,073 | 462 | 19,535 | 12,142 | 4,596 | 16,738 | 418 | 17,156 |
1)Other sources mainly relates to leases, including sublease income from right-of-use assets and related services of EUR 325 million.293 million 2)Represents revenue from external customers as required by IFRS 8 Operating Segments. Philips Group Disaggregation of Sales per segment in millions of EUR | | 2018 | | 2019 | 2020 |
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| | Total sales | | Sales at a point in time | Sales over time | Total sales from contracts with customers | Sales from other sources1) | Total sales2) | Sales at a point in time | Sales over time | Total sales from contracts with customers | Sales from other sources1) | Total sales2) |
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| Diagnosis & Treatment | 7,726 | | 5,428 | 2,988 | 8,417 | 68 | 8,485 | 5,132 | 2,998 | 8,129 | 46 | 8,175 | | Connected Care | 4,341 | | 3,545 | 718 | 4,263 | 411 | 4,674 | 4,208 | 943 | 5,152 | 417 | 5,568 | | Personal Health | 5,524 | | 5,848 | 6 | 5,854 | 0 | 5,854 | 3,170 | 4 | 3,173 | | 3,173 | | Other | 530 | | 162 | 308 | 469 | 0 | 469 | 69 | 327 | 396 | - | 396 | | Philips Group | 18,121 | | 14,982 | 4,021 | 19,003 | 479 | 19,482 | 12,580 | 4,272 | 16,851 | 462 | 17,313 |
1)Other sources mainly relates to leases, including sublease income from right-of-use assets and related services of EUR 325 million2)Represents revenue from external customers as required by IFRS 8 Operating Segments. Philips Group Disaggregation of Sales per segment in millions of EUR | | 2019 |
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| | Sales at a point in time | Sales over time | Total sales from contracts with customers | Sales from other sources1) | Total sales2) |
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| Diagnosis & Treatment | 5,428 | 2,989 | 8,417 | 68 | 8,485 | | Connected Care | 3,545 | 718 | 4,263 | 411 | 4,674 | | Personal Health | 3,513 | 3 | 3,516 | | 3,516 | | Other | 168 | 303 | 472 | - | 472 | | Philips Group | 12,655 | 4,013 | 16,668 | 479 | 17,147 |
1)Other sources mainly relates to leases, including sublease income from right-of-use assets and related services of EUR 307 million2)Represents revenue from external customers as required by IFRS 8 Operating Segments. Philips Group Disaggregation of Sales per geographical cluster in millions of EUR | | 2020 | 2021 |
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| | Sales at a point in time | Sales over time | Total sales from contracts with customers | Sales from other sources1) | Total sales2) | Sales at a point in time | Sales over time | Total sales from contracts with customers | Sales from other sources1) | Total sales2) |
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| Western Europe | 3,663 | 931 | 4,594 | 19 | 4,613 | 2,537 | 1,087 | 3,624 | 21 | 3,645 | | North America | 4,712 | 2,140 | 6,853 | 95 | 6,949 | 4,427 | 2,268 | 6,695 | 86 | 6,781 | | Other mature geographies | 1,145 | 373 | 1,518 | 342 | 1,860 | 1,000 | 386 | 1,386 | 309 | 1,694 | | Total mature geographies | 9,520 | 3,444 | 12,965 | 457 | 13,422 | 7,964 | 3,741 | 11,705 | 415 | 12,120 | | Growth geographies | 5,273 | 835 | 6,108 | 5 | 6,113 | 4,178 | 856 | 5,033 | 3 | 5,036 | | Sales | 14,793 | 4,279 | 19,073 | 462 | 19,535 | 12,142 | 4,596 | 16,738 | 418 | 17,156 |
1)Other sources mainly relates to leases, including sublease income from right-of-use assets and related services of EUR 325 million.293 million 2)Represents revenue from external customers as required by IFRS 8 Operating Segments. Philips Group Disaggregation of Sales per geographical cluster in millions of EUR | | 2018 | | 2019 | 2020 |
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| | Total sales | | Sales at a point in time | Sales over time | Total sales from contracts with customers | Sales from other sources1) | Total sales2) | Sales at a point in time | Sales over time | Total sales from contracts with customers | Sales from other sources1) | Total sales2) |
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| Western Europe | 3,990 | | 3,165 | 931 | 4,096 | 38 | 4,134 | 2,747 | 936 | 3,682 | 19 | 3,702 | | North America | 6,338 | | 4,944 | 1,894 | 6,837 | 114 | 6,951 | 4,654 | 2,135 | 6,789 | 95 | 6,884 | | Other mature geographies | 1,892 | | 1,226 | 357 | 1,583 | 322 | 1,905 | 1,035 | 373 | 1,408 | 342 | 1,750 | | Total mature geographies | 12,221 | | 9,335 | 3,181 | 12,515 | 474 | 12,990 | 8,435 | 3,444 | 11,879 | 457 | 12,336 | | Growth geographies | 5,901 | | 5,647 | 840 | 6,488 | 5 | 6,492 | 4,145 | 828 | 4,972 | 5 | 4,977 | | Sales | 18,121 | | 14,982 | 4,021 | 19,003 | 479 | 19,482 | 12,580 | 4,272 | 16,851 | 462 | 17,313 |
1)Other sources mainly relates to leases, including sublease income from right-of-use assets and related services of EUR 325 million2)Represents revenue from external customers as required by IFRS 8 Operating Segments. Philips Group Disaggregation of Sales per geographical cluster in millions of EUR | | 2019 |
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| | Sales at a point in time | Sales over time | Total sales from contracts with customers | Sales from other sources1) | Total sales2) |
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| Western Europe | 2,359 | 931 | 3,290 | 38 | 3,328 | | North America | 4,901 | 1,889 | 6,789 | 114 | 6,904 | | Other mature geographies | 1,125 | 357 | 1,482 | 322 | 1,804 | | Total mature geographies | 8,385 | 3,176 | 11,561 | 474 | 12,036 | | Growth geographies | 4,270 | 837 | 5,107 | 5 | 5,112 | | Sales | 12,655 | 4,013 | 16,668 | 479 | 17,147 |
1)Other sources mainly relates to leases, including sublease income from right-of-use assets and related services of EUR 307 million2)Represents revenue from external customers as required by IFRS 8 Operating Segments. Costs of materials usedCost of materials used represents the inventory recognized in cost of sales. Employee benefit expensesPhilips Group Employee benefit expenses in millions of EUR | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
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| Salaries and wages1) | 4,849 | 5,251 | 5,372 | 5,080 | 5,204 | 5,129 | | Post-employment benefits costs | 351 | 379 | 427 | 370 | 418 | 396 | | Other social security and similar charges: | | | | | | Required by law | 524 | 564 | 580 | 537 | 556 | 529 | | Voluntary | 103 | 112 | 112 | 111 | 192 | | Employee benefit expenses | 5,827 | 6,307 | 6,490 | 6,097 | 6,289 | 6,246 |
1)Salaries and wages includes EUR 121115 million (2019:(2020: EUR 105119 million, 2018:2019: EUR 102103 million) of share-based compensation expenses. The employee benefit expenses relate to employees who are working on the payroll of Philips, both with permanent and temporary contracts. For further information on post-employment benefit costs, seerefer to Post-employment benefits. For details on the remuneration of the members of the Board of Management and the Supervisory Board, seerefer to Information on remuneration. EmployeesThe average number of employees by category is summarized as follows: | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
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| Production | 30,774 | 35,640 | 39,770 | 31,222 | 35,482 | 38,618 | | Research & development | 10,700 | 12,287 | 11,129 | 11,669 | 10,812 | 10,751 | | Other | 26,175 | 24,301 | 24,110 | 22,924 | 22,474 | 22,543 | | Employees | 67,649 | 72,228 | 75,009 | 65,815 | 68,769 | 71,912 | | 3rd party workers | 7,239 | 6,164 | 5,522 | 5,614 | 4,998 | 4,533 | | Philips Group | 74,888 | 78,392 | 80,531 | 71,429 | 73,767 | 76,445 |
Employees consist of those persons working on the payroll of Philips and whose costs are reflected in the Employee benefit expenses table. 3rd party workers consist of personnel hired on a per-period basis, via external companies. Philips Group Employees per geographical location in FTEs | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
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| Netherlands | 11,427 | 11,679 | 11,585 | 11,252 | 11,146 | 11,142 | | Other countries | 63,460 | 66,713 | 68,946 | 60,177 | 62,621 | 65,303 | | Philips Group | 74,888 | 78,392 | 80,531 | 71,429 | 73,767 | 76,445 |
Depreciation and amortizationDepreciation of property, plant and equipment and amortization of intangible assets, including impairments, are as follows: Philips Group Depreciation and amortization1) in millions of EUR | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
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| Depreciation of property, plant and equipment | 438 | 645 | 726 | 611 | 691 | 630 | | Amortization of software | 64 | 75 | 86 | 66 | 76 | 88 | | Amortization of other intangible assets | 347 | 350 | 381 | 344 | 377 | 322 | | Amortization of development costs | 240 | 332 | 328 | 323 | 319 | 284 | | Depreciation and amortization | 1,089 | 1,402 | 1,520 | 1,343 | 1,462 | 1,323 |
Depreciation of property, plant and equipment is primarily included in cost of sales. Amortization of the categories of other intangible assets are reported in selling expenses for brand names and customer relationships and are reported in cost of sales for technology based and other intangible assets. Amortization of development cost is included in research and development expenses. Shipping and handlingShipping and handling costs are included in cost of sales and selling expenses in Consolidated statements of income. Further information on when costs are to be reported to cost of sales or selling expenses can be found in Significant accounting policies. Advertising and promotionAdvertising and promotion costs are included in selling expenses in Consolidated statements of income. Audit feesThe following table below shows the fees attributable to the fiscal years 2018, 2019, 2020 and 20202021 for services rendered by the respective Group auditors. Philips Group Agreed fees in millions of EUR | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
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| | EY NL1) | EY Network | Total | EY NL1) | EY Network | Total | EY NL1) | EY Network | Total | EY NL1) | EY Network | Total | EY NL1) | EY Network | Total | EY NL1) | EY Network | Total |
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| Audit fees | 7.2 | 5.0 | 12.2 | 8.4 | 6.2 | 14.6 | 8.8 | 5.6 | 14.4 | 8.4 | 6.2 | 14.6 | 9.0 | 5.6 | 14.6 | 9.7 | 5.3 | 15.0 | | consolidated financial statements | 7.2 | 2.4 | 9.6 | 8.4 | 3.4 | 11.8 | 8.8 | 2.9 | 11.7 | 8.4 | 3.4 | 11.8 | 9.0 | 2.9 | 11.9 | 9.7 | 2.7 | 12.4 | | statutory financial statements | | 2.6 | 2.6 | | 2.8 | 2.8 | | 2.7 | 2.7 | | 2.8 | 2.8 | | 2.7 | 2.7 | | 2.6 | 2.6 | | | | | | | | | | | | | | | | | | | | | | Audit-related fees2) | 0.6 | 0.4 | 1.0 | 0.5 | 0.3 | 0.8 | 2.0 | 0.5 | 2.5 | 0.5 | 0.3 | 0.8 | 2.2 | 0.5 | 2.7 | 0.6 | 0.2 | 0.8 | | divestment | | | | | | | 1.4 | 0.2 | 1.6 | | | | 1.5 | 0.2 | 1.7 | | | | | sustainability assurance | 0.4 | | 0.4 | 0.4 | | 0.4 | 0.5 | | 0.5 | 0.4 | | 0.4 | 0.5 | | 0.5 | 0.5 | | 0.5 | | other | 0.2 | 0.4 | 0.6 | 0.1 | 0.3 | 0.4 | 0.1 | 0.3 | 0.4 | 0.1 | 0.3 | 0.4 | 0.2 | 0.3 | 0.5 | 0.1 | 0.2 | 0.3 | | Tax fees | | | | | | | | | | | | All other fees | | | | | | | | | | | | Fees | 7.8 | 5.4 | 13.2 | 8.9 | 6.5 | 15.4 | 10.8 | 6.1 | 16.9 | 8.9 | 6.5 | 15.4 | 11.2 | 6.1 | 17.3 | 10.3 | 5.5 | 15.8 |
1)Ernst & Young Accountants LLP2)Also known as Assurance fees Other business income (expenses)Other business income (expenses) consists of the following: Philips Group Other business income (expenses) in millions of EUR | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
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| Result on disposal of businesses: | | | | | | income | 45 | 69 | 0 | 69 | - | - | | expense | 0 | (2) | 0 | (1) | - | (75) | | Result on disposal of fixed assets: | | | | | | income | 20 | 5 | 2 | 4 | 2 | 24 | | expense | (1) | 0 | 0 | - | (5) | | Result on other remaining businesses: | | | | | | income | 23 | 81 | 121 | 81 | 120 | 161 | | expense | (32) | (88) | (30) | (88) | (30) | (43) | | Impairment of goodwill | | (97) | (144) | (97) | (144) | (15) | | Other business income (expense) | 55 | (34) | (50) | (33) | (51) | 48 | | Total other business income | 88 | 155 | 123 | 154 | 122 | 186 | | Total other business expense | (33) | (188) | (173) | (186) | (173) | (138) |
The result on disposal of businesses was mainly due to divestment of non-strategic businesses. For more information please refer to Acquisitions and divestments. The result on disposal of fixed assets was mainly due to the sale of real estate assets. The result on other remaining businesses mainly relates to revaluation of contingent consideration, non-core revenue and various legal matters. In 2021 revisions to EPD's forecast resulted in a EUR 67 million decrease in the fair value of the respective contingent consideration liability, comprised of EUR 41 million due to more severe short-term impacts of COVID-19 and the competitive environment and EUR 26 million due to delays in achievement of certain milestones, and is reflected in Other business income. In 2020 revisions to EPD's forecast due to delays in commercialization caused by the need to do more work on the maturity of the technology resulted in a EUR 101 million decrease in the fair value of the respective contingent consideration liability and is reflected in Other business income. For more detailsinformation on the contingent consideration, updates, please refer to Provisions. ImpairmentIn 2021 a gain of goodwill is disclosedEUR 33 million related to a minority participation was recognized in detailOther business income. For information refer to Interests in theentities.
For information on impairment of goodwill, section, please refer to Goodwill. 8Financial income and expensesPhilips Group Financial income and expenses in millions of EUR | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
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| Interest income | 31 | 27 | 14 | 25 | 13 | 18 | | Interest income from loans and receivables | 8 | 10 | 8 | 10 | 8 | 7 | | Interest income from cash and cash equivalents | 22 | 17 | 7 | 15 | 5 | 11 | | Dividend income from financial assets | 2 | 52 | 3 | 52 | 3 | 2 | | Net gains from disposal of financial assets | 6 | 2 | 2 | 2 | 2 | - | | Net change in fair value of financial assets at fair value through profit or loss | | 17 | 129 | 17 | 129 | 95 | | Other financial income | 12 | 17 | 12 | 17 | 12 | 33 | | Financial income | 51 | 117 | 160 | 114 | 158 | 149 | | Interest expense | (188) | (196) | (173) | (196) | (173) | (159) | | Interest on debt and borrowings | (158) | (167) | (154) | (167) | (154) | (147) | | Finance charges under lease contract | (7) | (6) | (6) | (6) | (6) | (5) | | Interest expenses - pensions | (23) | (22) | (13) | (22) | (13) | (8) | | Provision-related accretion and interest | (15) | (22) | (22) | (23) | (22) | (14) | | Net foreign exchange losses | (2) | (2) | 3 | (2) | 4 | - | | Net change in fair value of financial assets at fair value through profit or loss | (1) | | | | | Other financial expenses | (58) | (13) | (12) | (12) | (11) | (15) | | Financial expense | (264) | (233) | (204) | (233) | (202) | (188) | | Financial income and expenses | (213) | (117) | (44) | (119) | (44) | (39) |
In 2021, Financial income and expenses decreased by EUR 5 million year-on-year, mainly due to higher other financial income and decreased interest expenses, offset by lower fair value gain. Fair value gains of EUR 95 million are from investments in limited life funds (mainly Gilde Healthcare) and other investments recognized at fair value through profit or loss. Net interest expense in 2021 was EUR 19 million lower than in 2020, mainly due to lower interest expenses on borrowings and provisions, and interest expenses on pensions. The increase in other financial income is mainly due to higher interest income on tax. In 2020, Financial income and expenses decreased by EUR 7375 million year-on-year, mainly due to fair value gains of EUR 133 million from investments in limited life funds (mainly Gilde Healthcare) and other investments recognized at fair value through profit or loss. The fair value gain from investments in limited life funds is caused by IPO’s by certain of the investments held by the limited life funds. Net interest expensesexpense in 2020 was EUR 1011 million lower than in 2019, mainly due to lower interest expenses on net debt*)borrowings and interest expenses on pensions. Dividend income from investmentsfinancial assets decreased by EUR 49 million versus prior year.2019. In 2019, Financial income and expenses were EUR 117 million, which was EUR 97 million lower than in 2018 mainly due to dividend income from investments, while 2018 included financial charges of EUR 46 million related to bonds redemptions. Net interest expense in 2019 was EUR 12 million higher than in 2018, mainly due to higher interest expenses on net debt*). The definition of this non-IFRS measure and a reconciliation to the IFRS measure is included in Equity.
9Income taxesThe income tax expensebenefit of continuing operations amounted to EUR 284103 million (2019:(2020: EUR 337212 million 2018tax expense, 2019: EUR 193 million)258 million tax expense). The components of income before taxes and income tax expense are as follows: Philips Group Income tax expense in millions of EUR | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
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| Income before taxes of continuing operations1) | 1,505 | 1,528 | 1,499 | 1,247 | 1,220 | 513 | | Current tax (expense) benefit | (314) | (324) | (475) | (251) | (380) | (298) | | Deferred tax (expense) benefit | 121 | (13) | 190 | (8) | 167 | 401 | | Income tax expense of continuing operations | (193) | (337) | (284) | (258) | (212) | 103 |
1)Income before tax excludes the result of investments in associates. Income tax expense of continuing operations excludes the tax expense of the discontinued operations of EUR 10737 million (2019:(2020: EUR 981 million, tax benefit, 2018:2019: EUR 14 million tax benefit)70 million). The components of income tax expense of continuing operations are as follows: Philips Group Current income tax expense in millions of EUR | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Current year tax (expense) benefit | (318) | (322) | (485) | (248) | (390) | (291) | | Prior year tax (expense) benefit | 4 | (2) | 10 | (3) | 10 | (7) | | Current tax (expense) | (314) | (324) | (475) | (251) | (380) | (298) |
Philips Group Deferred income tax expense In millions of EUR | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Changes to recognition of tax loss and credit carry forwards | (2) | 59 | 0 | 56 | 6 | 129 | | Changes to recognition of temporary differences | 4 | (32) | 19 | (32) | 19 | (1) | | Prior year tax (expense) benefit | 15 | (7) | (8) | (9) | (8) | 20 | | Tax rate changes | (26) | 2 | 13 | 4 | 12 | 10 | | Origination and reversal of temporary differences, tax losses and tax credits | 130 | (35) | 166 | (27) | 138 | 245 | | Deferred tax (expense) benefit | 121 | (13) | 190 | (8) | 167 | 401 |
Philips’ operations are subject to income taxes in various foreign jurisdictions. The statutory income tax rate varies per country, which results in a difference between the weighted average statutory income tax rate and the Netherlands’ statutory income tax rate of 25.0% (2019:(2020: 25.0% 2018:2019: 25.0%). A reconciliation of the weighted average statutory income tax rate to the effective income tax rate of continuing operations is as follows: Philips Group Effective income tax rate in % | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
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| Weighted average statutory income tax rate in % | 24.9 | 25.2 | 25.0 | 25.3 | 25.2 | 22.7 | | Recognition of previously unrecognized tax loss and credit carryforwards | (0.4) | (3.9) | (0.4) | (4.9) | (0.5) | (26.9) | | Unrecognized tax loss and credit carryforwards | 0.5 | 0.1 | 0.4 | 0.1 | 0.0 | 1.9 | | Changes to recognition of temporary differences | (0.3) | 2.1 | (1.3) | 2.6 | (1.6) | 0.3 | | Non-taxable income and tax incentives | (11.9) | (9.5) | (10.8) | (11.2) | (12.9) | (40.6) | | Non-deductible expenses | 3.7 | 5.3 | 5.8 | 6.1 | 7.0 | 19.3 | | Withholding and other taxes | 4.5 | 3.7 | 0.5 | 4.1 | 0.6 | 7.2 | | Tax rate changes | 1.8 | (0.1) | (0.9) | (0.2) | (1.0) | (1.9) | | Prior year tax | (1.3) | 0.6 | (0.1) | 0.7 | (0.2) | (2.4) | | Tax expense (benefit) due to change in uncertain tax treatments | (8.6) | (1.6) | 0.9 | (2.0) | 1.2 | 4.4 | | Others, net | (0.1) | 0.2 | (0.1) | 0.2 | (0.2) | (4.0) | | Effective income tax rate | 12.8 | 22.1 | 19.0 | 20.8 | 17.6 | (20.0) |
The effective income tax rate is lower than the weighted average statutory income tax rate in 20202021 mainly due to benefits from the recognition of deferred tax assets on loss carryforwards and recurring favorable tax incentives relatingrelated to R&D investments and export activities, partially offset with various non-deductible items. The effective income tax rate for 2021 is further impacted by the lower income before tax in 2021, as compared to 2020 and 2019, whereas Withholding and other taxes had a lower impact on the 2020 effective income tax rate, due to a one-off benefitsbenefit from a decrease in tax raterate. The recognition of deferred tax assets on loss carryforwards is the result from an intra-group business transfer and non-taxable results from participations,is presented under WithholdingRecognition of previously unrecognized tax loss and other taxes and Non-taxable income and tax incentives respectively. The decrease in effective income tax rate compared to 2019 is mainly due to these one-off benefits. This effect is partly offset by lower non-cash benefits from business integration compared to 2019.credit carryforwards.
Deferred tax assets and liabilitiesDeferred tax assets are recognized for temporary differences, unused tax losses, and unused tax credits to the extent that realization of the related tax benefits is probable. The ultimate realization of deferred tax assets is dependent upon the generation of future taxable income in the countries where the deferred tax assets originated and during the periods when the deferred tax assets become deductible. Management considers the scheduled reversal of deferred tax liabilities, projected future taxable income, and tax planning strategies in making this assessment. Net deferred tax assets relate to the following underlying assets and liabilities and tax loss carryforwards (including tax credit carryforwards) and their movements during the years 20202021 and 20192020 respectively are presented in the tables below.following tables. The net deferred tax assets of EUR 1,7612,134 million (2019:(2020: EUR 1,7211,761 million) consist of deferred tax assets of EUR 1,8202,216 million (2019:(2020:EUR 1,8651,820 million) and deferred tax liabilities of EUR 5983 million (2019:(2020: EUR 14359 million). Of the total deferred tax assets of EUR 1,8202,216 million at December 31, 2020 (2019:2021 (2020: EUR 1,8651,820 million), EUR 3512 million (2019:(2020: EUR 23935 million) is recognized in respect of entities in various countries where there have been tax losses in the current or preceding period. Management’s projections support the assumption that it is probable that the results of future operations will generate sufficient taxable income to utilize these deferred tax assets. At December 31, 20202021 the temporary differences associated with investments, including potential income tax consequences on dividends, for which no deferred tax liabilities are recognized, aggregate to EUR 298 million (2020: EUR 275 million (2019: EUR 327 million). The increase in the deferred tax assets on intangible assets mainly comprises the recognition of deferred tax assets on temporary differences resulting from an intra-group business transfer. Philips Group Deferred tax assets and liabilities in millions of EUR | | Balance as of January 1, 2020 | recognized in income statement | other1) | Balance as of December 31, 2020 | Assets | Liabilities | Balance as of January 1, 2021 | recognized in income statement | other1) | Balance as of December 31, 2021 | Assets | Liabilities |
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| Intangible assets | 132 | 147 | (39) | 240 | 379 | (140) | 240 | 535 | (188) | 587 | 716 | (130) | | Property, plant and equipment | 58 | (22) | (4) | 32 | 65 | (32) | 32 | 13 | (16) | 29 | 55 | (26) | | Inventories | 252 | 77 | (16) | 313 | 317 | (4) | 313 | 31 | 28 | 372 | 381 | (9) | | Other assets | 56 | 37 | 4 | 97 | 135 | (38) | 97 | (30) | 1 | 68 | 112 | (43) | | Pensions and other employee benefits | 269 | 4 | (27) | 245 | 251 | (6) | 245 | (45) | (21) | 180 | 182 | (2) | | Other liabilities | 334 | 81 | (30) | 384 | 436 | (52) | 384 | 91 | 25 | 499 | 584 | (84) | | Deferred tax assets on tax loss carryforwards | 620 | (133) | (38) | 449 | | 449 | (194) | 143 | 398 | | | Set-off deferred tax positions | | (212) | 212 | | (211) | 211 | | Net deferred tax assets | 1,721 | 190 | (151) | 1,761 | 1,820 | (59) | 1,761 | 401 | (28) | 2,134 | 2,216 | (83) |
1)Other includes the movements of assets and liabilities recognized in equity and OCI, which includes foreign currency translation differences, acquisitions and divestments. Philips Group Deferred tax assets and liabilities in millions of EUR | | Balance as of January 1, 2019 | recognized in income statement | other1) | Balance as of December 31, 2019 | Assets | Liabilities | Balance as of January 1, 2020 | recognized in income statement | other1) | Balance as of December 31, 2020 | Assets | Liabilities |
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| Intangible assets | (162) | 317 | (23) | 132 | 280 | (148) | 132 | 147 | (39) | 240 | 379 | (140) | | Property, plant and equipment | 12 | 38 | 8 | 58 | 67 | (9) | 58 | (22) | (4) | 32 | 65 | (32) | | Inventories | 257 | (6) | 1 | 252 | 259 | (7) | 252 | 77 | (16) | 313 | 317 | (4) | | Other assets | 50 | (15) | 21 | 56 | 90 | (33) | 56 | 37 | 4 | 97 | 135 | (38) | | Pensions and other employee benefits | 267 | 4 | (1) | 269 | 270 | (1) | 269 | 4 | (27) | 245 | 251 | (6) | | Other liabilities | 428 | (119) | 25 | 334 | 436 | (102) | 334 | 81 | (30) | 384 | 436 | (52) | | Deferred tax assets on tax loss carryforwards | 824 | (231) | 27 | 620 | | 620 | (133) | (38) | 449 | | | Set-off deferred tax positions | | (156) | 156 | | (212) | 212 | | Net deferred tax assets | 1,676 | (13) | 59 | 1,721 | 1,865 | (143) | 1,721 | 190 | (151) | 1,761 | 1,820 | (59) |
1)Other includes the movements of assets and liabilities recognized in equity and OCI, which includes foreign currency translation differences, acquisitions and divestments. The company has available tax loss and credit carryforwards, which expire as follows: Philips Group Expiry years of net operating loss and credit carryforwards in millions of EUR | | Total Balance as of December 31, 2019 | Unrecognized balance as of December 31, 2019 | Total Balance as of December 31, 2020 | Unrecognized balance as of December 31, 2020 | Total Balance as of December 31, 2020 | Unrecognized balance as of December 31, 2020 | Total Balance as of December 31, 2021 | Unrecognized balance as of December 31, 2021 |
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| Within 1 year | 3 | 0 | 5 | 1 | 5 | 1 | 1,593 | 1,592 | | 1 to 2 years | 6 | 3 | 1,546 | 1,541 | 1,546 | 1,541 | 6 | - | | 2 to 3 years | 1,680 | 1,679 | 13 | 3 | 13 | 3 | 9 | - | | 3 to 4 years | 14 | 7 | 235 | 0 | 235 | - | 7 | - | | 4 to 5 years | 519 | 3 | 23 | 0 | 23 | - | 18 | - | | Later | 1,173 | 12 | 1,026 | 24 | 1,026 | 24 | 751 | 21 | | Unlimited | 1,746 | 1,123 | 1,428 | 951 | 1,428 | 951 | 1,567 | 934 | | Total | 5,141 | 2,826 | 4,276 | 2,520 | 4,276 | 2,520 | 3,951 | 2,547 |
At December 31, 2020,2021, the amount of deductible temporary differences for which no deferred tax asset has been recognized in the balance sheet was EUR 33 million (2019:(2020: EUR 3133 million). Tax risksPhilips is exposed to tax risks and uncertainty over tax treatments. For particular tax treatments that are not expected to be accepted by tax authorities, Philips either recognizes a liability or reflects the uncertainty in the recognition and measurement of its current and deferred tax assets and tax attributes. For the measurement of the uncertainty, Philips uses the most likely amount or the expected value of the tax treatment. The expected liabilities resulting from the uncertain tax treatments are included in non-current tax liabilities (2020:(2021: EUR 291544 million, 2019:2020: EUR 186291 million, increase due to lower tax losses or similar tax carryforwards that can be used if uncertain tax treatments were settled for the presumed amount at balance sheet date). The positions include, among others, the following: Transfer pricing risksPhilips has issued transfer pricing directives, which are in accordance with international guidelines such as those of the Organization of Economic Co-operation and Development. In order to reduce the transfer pricing uncertainties, monitoring procedures are carried out by Group Tax to safeguard the correct implementation of the transfer pricing directives. However, tax disputes can arise due to inconsistent transfer pricing regimes and different views on "at arm's length" pricing. Tax risks on general and specific service agreements and licensing agreementsDue to the centralization of certain activities (such as research and development, IT and group functions), costs are also centralized. As a consequence, these costs and/or revenues must be allocated to the beneficiaries, i.e. the various Philips entities. For that purpose, service contracts such as intra-group service agreements and licensing agreements are signed with a large number of group entities. Tax authorities review these intra-group service and licensing agreements, and may reject the implemented intra-group charges. Furthermore, buy in/out situations in the case of (de)mergers could affect the cost allocation resulting from the intragroup service agreements between countries. The same applies to the specific service agreements. Tax risks due to disentanglements and acquisitionsWhen a subsidiary of Philips is disentangled, or a new company is acquired, tax risks may arise. Philips creates merger and acquisition (M&A) teams for these disentanglements or acquisitions. In addition to representatives from the involved business, these teams consist of specialists from various group functions and are formed, among other things, to identify tax risks and to reduce potential tax claims. Tax risks due to permanent establishmentsA permanent establishment may arise when a Philips entity has activities in another country, tax claims could arise in both countries on the same income. 10Earnings per sharePhilips Group Earnings per share in millions of EUR unless otherwise stated1) | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
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| Income from continuing operations | 1,310 | 1,192 | 1,205 | 990 | 999 | 612 | | Income (loss) attributable to non-controlling interest, from continuing operations | 7 | 5 | 8 | 5 | 8 | 4 | | Income from continuing operations attributable to shareholders | 1,303 | 1,186 | 1,197 | 985 | 991 | 608 | | Income from Discontinued operations | (213) | (19) | (10) | 183 | 196 | 2,711 | | Income from Discontinued operations attributable to shareholders | (213) | (19) | (10) | 183 | 196 | 2,711 | | Net income attributable to shareholders | 1,090 | 1,167 | 1,187 | 1,167 | 1,187 | 3,319 | | | | | | | | Weighted average number of common shares outstanding (after deduction of treasury shares) during the year2) | 941,067,388 | 921,062,109 | 907,721,150 | | | Weighted average number of common shares outstanding (after deduction of treasury shares) during the year | | 921,062,109 | 907,721,150 | 904,271,675 | | Plus incremental shares from assumed conversions of: | | | | | | Options | 2,007,703 | 1,288,001 | 757,622 | 1,288,001 | 757,622 | 387,125 | | Performance shares | 8,632,652 | 5,896,049 | 5,561,501 | 5,896,049 | 5,561,501 | 2,548,891 | | Restricted share rights | 2,223,382 | 2,524,606 | 2,584,728 | 2,524,606 | 2,584,728 | 2,376,736 | | Dilutive potential common shares3) | 12,863,738 | 9,708,656 | 8,903,851 | | | Diluted weighted average number of shares (after deduction of treasury shares) during the year2) | 953,931,126 | 930,770,765 | 916,625,001 | | | Basic earnings per common share in EUR2) | | | | | Forward contracts | | | 70,329 | | Dilutive potential common shares | | 9,708,656 | 8,903,851 | 5,383,080 | | Diluted weighted average number of shares (after deduction of treasury shares) during the year | | 930,770,765 | 916,625,001 | 909,654,754 | | Basic earnings per common share in EUR | | | | | Income from continuing operations attributable to shareholders | 1.38 | 1.29 | 1.32 | 1.07 | 1.09 | 0.67 | | Income from Discontinued operations attributable to shareholders | (0.23) | (0.02) | (0.01) | 0.20 | 0.22 | 3.00 | | Net income attributable to shareholders | 1.16 | 1.27 | 1.31 | 1.27 | 1.31 | 3.67 | | Diluted earnings per common share in EUR2)4) | | | | | Diluted earnings per common share in EUR2) | | | | | Income from continuing operations attributable to shareholders | 1.37 | 1.27 | 1.31 | 1.06 | 1.08 | 0.67 | | Income from Discontinued operations attributable to shareholders | (0.23) | (0.02) | (0.01) | 0.20 | 0.21 | 2.98 | | Net income attributable to shareholders | 1.14 | 1.25 | 1.29 | 1.25 | 1.29 | 3.65 | | | | | | | | Dividend distributed per common share in euros | 0.80 | 0.85 | 0.85 | 0.85 | 0.85 |
1)Shareholders in this table refers to shareholders of Koninklijke Philips N.V.2)Per share and weighted average share calculations have been adjusted retrospectively for all periods presented to reflect the issuance of shares for the share dividend in respect of 2019. Further reference is made to the narrative below the table.3)There are no antidilutive effects to be disclosed.4)The dilutive potential common shares are not taken into account in the periods for which there is a loss, as the effect would be antidilutive Change in per share calculations
On June 26, 2020, the Extraordinary General Meeting of Shareholders approved a dividend of EUR 0.85 per common share, in shares only. The dividend was settled in July through the issuance of 18,080,198 new common shares. In accordance with IAS 33 Earnings Per Share, per share calculations have been adjusted retrospectively for all periods presented to reflect the issuance of shares for the share dividend in respect of 2019.
The adjustment resulted in basic earnings per common share for income from continuing operations attributable to shareholders for 2019 being adjusted downwards from EUR 1.31 to EUR 1.29 (2018: EUR 1.41 to EUR 1.38). Similarly, diluted earnings per common share for income from continuing operations attributable to shareholders for 2019 was adjusted downwards from EUR 1.30 to EUR 1.27 (2018: EUR 1.39 to EUR 1.37).
The basic earnings per common share for net income attributable to shareholders for 2019 was adjusted downwards from EUR 1.29 to EUR 1.27 (2018: EUR 1.18 to EUR 1.16). Similarly, diluted earnings per common share for net income attributable to shareholders for 2019 was adjusted from EUR 1.28 to EUR 1.25 (2018: EUR 1.16 to EUR 1.14).
11Property, plant and equipmentPhilips Group Property, plant and equipment in millions of EUR | | land and buildings | machinery and installations | other equipment | prepayments and construction in progress | total | land and buildings | machinery and installations | other equipment | prepayments and construction in progress | total |
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| | owned | right-of-use | owned | right-of-use | owned | right-of-use | owned | right-of-use | owned | right-of-use | owned | right-of-use | owned | right-of-use | owned | right-of-use | owned | right-of-use | owned | right-of-use | | Balance as of January 1, 2020 | | | | | | | | | | | | | Balance as of January 1, 2021 | | | | | | | | | | | | | Cost | 876 | 1,355 | 1,531 | 251 | 1,548 | 233 | 323 | 1 | 4,279 | 1,839 | 1,076 | 1,147 | 1,506 | 199 | 1,572 | 213 | 261 | 1 | 4,415 | 1,560 | | Accumulated depreciation | (395) | (326) | (1,055) | (188) | (1,184) | (105) | | | (2,634) | (618) | (539) | (310) | (1,028) | (144) | (1,185) | (86) | | | (2,752) | (540) | | Book value | 481 | 1,029 | 476 | 63 | 365 | 127 | 323 | 1 | 1,645 | 1,221 | 537 | 837 | 478 | 55 | 387 | 126 | 261 | 1 | 1,663 | 1,020 | | Change in book value: | | | | | | | | | | | | | | | | | | | | | | Capital expenditures/additions | 28 | 80 | 60 | 53 | 84 | 97 | 399 | 2 | 571 | 231 | | | Capital expenditures | | 9 | 150 | 62 | 21 | 77 | 44 | 261 | | 409 | 215 | | Assets available for use | 117 | 2 | 162 | | 160 | 3 | (441) | (2) | (2) | 2 | 72 | 2 | 110 | | 117 | 3 | (305) | | (5) | 5 | | Acquisitions | | - | 43 | 9 | | 43 | | | | 53 | 43 | | Depreciation | (47) | (161) | (167) | (55) | (180) | (73) | 0 | 0 | (394) | (289) | (53) | (157) | (144) | (32) | (158) | (63) | | | (355) | (252) | | Impairments | (3) | (5) | (13) | (4) | (16) | 0 | 0 | | (32) | (10) | (1) | 1 | (6) | (5) | (11) | - | - | | (18) | (4) | | Transfer (to) from AHFS | | (87) | (7) | (16) | | (46) | (1) | (20) | | (170) | (8) | | Reclassifications | 0 | (64) | (7) | (7) | (1) | (21) | (3) | | (11) | (91) | 6 | - | 2 | | (10) | 2 | 1 | (1) | - | 1 | | Translations differences and other | (39) | (43) | (33) | 5 | (25) | (6) | (17) | 0 | (114) | (44) | 23 | 44 | 14 | (2) | 16 | (4) | 10 | - | 65 | 39 | | Total changes | 56 | (192) | 2 | (8) | 22 | (1) | (62) | 0 | 17 | (201) | (31) | 77 | 33 | (18) | 29 | (20) | (53) | (1) | (22) | 38 | | Balance as of December 31, 2020 | | | | | | | | | | | | | Balance as of December 31, 2021 | | | | | | | | | | | | | Cost | 1,076 | 1,147 | 1,506 | 199 | 1,572 | 213 | 261 | 1 | 4,415 | 1,560 | 1,097 | 1,332 | 1,585 | 176 | 1,382 | 216 | 208 | | 4,273 | 1,724 | | Accumulated depreciation | (539) | (310) | (1,028) | (144) | (1,185) | (86) | | | (2,752) | (540) | (591) | (418) | (1,074) | (139) | (967) | (109) | | | (2,632) | (666) | | Book value | 537 | 837 | 478 | 55 | 387 | 126 | 261 | 1 | 1,663 | 1,020 | 506 | 914 | 511 | 37 | 415 | 107 | 208 | | 1,641 | 1,058 |
Philips Group Property, plant and equipment in millions of EUR | | land and buildings | machinery and installations | other equipment | prepayments and construction in progress | total | land and buildings | machinery and installations | other equipment | prepayments and construction in progress | total |
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| | owned | right-of-use | owned | right-of-use | owned | right-of-use | owned | right-of-use | owned | right-of-use | owned | right-of-use | owned | right-of-use | owned | right-of-use | owned | right-of-use | owned | right-of-use | | Balance as of January 1, 2019 | | | | | | | | | | | | | Balance as of January 1, 2020 | | | | | | | | | | | | | Cost | 1,069 | 813 | 1,476 | 192 | 1,442 | 152 | 203 | | 4,190 | 1,158 | 876 | 1,355 | 1,531 | 251 | 1,549 | 232 | 323 | 1 | 4,279 | 1,839 | | Accumulated depreciation | (528) | (44) | (1,040) | (124) | (1,104) | (36) | | | (2,671) | (205) | (395) | (326) | (1,055) | (188) | (1,184) | (105) | | | (2,634) | (618) | | Book value | 541 | 769 | 436 | 68 | 338 | 116 | 203 | | 1,519 | 953 | 481 | 1,029 | 476 | 63 | 365 | 127 | 323 | 1 | 1,645 | 1,221 | | Change in book value: | | | | | | | | | | | | | | | | | | | | | | Capital expenditures | 5 | 373 | 34 | 96 | 40 | 59 | 425 | 3 | 505 | 532 | 28 | 80 | 60 | 53 | 84 | 97 | 399 | 2 | 571 | 231 | | Assets available for use | 51 | 6 | 108 | | 138 | 4 | (306) | (3) | (9) | 7 | 117 | 2 | 162 | | 160 | 3 | (441) | (2) | (2) | 2 | | Acquisitions | | | 0 | | 27 | | 1 | | 28 | | | | Depreciation | (30) | (157) | (123) | (80) | (157) | (57) | | | (310) | (293) | (47) | (161) | (167) | (55) | (180) | (73) | | | (394) | (289) | | Impairments | (17) | (1) | (14) | (1) | (9) | (1) | 0 | 0 | (40) | (2) | (3) | (5) | (13) | (4) | (16) | | - | - | (32) | (10) | | Reclassifications | (74) | 47 | 25 | (21) | (30) | 20 | 1 | 1 | (79) | 48 | | (64) | (7) | (7) | (1) | (21) | (3) | | (11) | (91) | | Translations differences and other | 4 | (9) | 9 | | 18 | (14) | 0 | 0 | 31 | (23) | (39) | (43) | (33) | 5 | (25) | (6) | (17) | - | (114) | (44) | | Total changes | (61) | 260 | 40 | (5) | 26 | 11 | 120 | 1 | 126 | 268 | 56 | (192) | 2 | (8) | 22 | (1) | (62) | | 17 | (201) | | Balance as of December 31, 2019 | | | | | | | | | | | | | Balance as of December 31, 2020 | | | | | | | | | | | | | Cost | 876 | 1,355 | 1,531 | 251 | 1,548 | 233 | 323 | 1 | 4,278 | 1,840 | 1,076 | 1,147 | 1,506 | 199 | 1,572 | 213 | 261 | 1 | 4,415 | 1,560 | | Accumulated depreciation | (395) | (326) | (1,055) | (188) | (1,184) | (105) | | | (2,634) | (619) | (539) | (310) | (1,028) | (144) | (1,185) | (86) | | | (2,752) | (540) | | Book value | 481 | 1,029 | 476 | 63 | 365 | 127 | 323 | 1 | 1,645 | 1,221 | 537 | 837 | 478 | 55 | 387 | 126 | 261 | 1 | 1,663 | 1,020 |
Land with a book value of EUR 4739 million (2019:(2020: EUR 5147 million) is not depreciated. The expected useful lives of property, plant and equipment are as follows: Philips Group Useful lives of property, plant and equipment in years | | |
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| Buildings | from 5 to 50 years | | Machinery and installations | from 3 to 20 years | | Other equipment | from 1 to 10 years |
12GoodwillThe changes in 20192020 and 20202021 were as follows: | | 2019 | 2020 | 2020 | 2021 |
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| Balance as of January 1: | | | | | | Cost | 9,908 | 10,182 | 10,182 | 9,094 | | Impairments | (1,405) | (1,528) | (1,528) | (1,080) | | Book value | 8,503 | 8,654 | 8,654 | 8,014 | | Changes in book value: | | | | | | Acquisitions | 83 | 189 | 189 | 2,095 | | Impairments | (97) | (144) | (144) | (15) | | Divestments and transfers to assets classified as held for sale | 0 | (12) | (12) | (189) | | Translation differences and other | 165 | (673) | (673) | 732 | | Balance as of December 31: | | | | | | Cost | 10,182 | 9,094 | 9,094 | 11,793 | | Impairments | (1,528) | (1,080) | (1,080) | (1,156) | | Book value | 8,654 | 8,014 | 8,014 | 10,637 |
In 2021, goodwill increased by EUR 2,623 million, primarily as a result of goodwill recognized on new acquisitions of BioTelemetry (EUR 1,776 million) and Capsule Technologies of (EUR 325 million), and translation differences of EUR 732 million. This was partially offset by EUR 15 million of impairment losses primarily related to the PERS CGU and EUR 189 million divested in the period, mostly relating to the Domestic Appliances business. For details on the impact of new acquisitions and the divestment of the Domestic Appliances business, refer to Acquisitions and divestments. In 2020, goodwill decreased by EUR 640 million, mainly due to translation differences which impacted goodwill denominated in USD and impairments totaling EUR 144 million related to Population Health Management (PHM). The decrease iswas partially offset by goodwill increases from the acquisition of Intact Vascular for an amount of EUR 155 million and other acquisitions as well as changes in the provisional opening balance sheet position for certain 2019 acquisitions (refer to Acquisitions and divestments). Goodwill increased by EUR 83 million in 2019 primarily as a result of several acquisitions of which none were individually material as well as changes in the provisional opening balance sheet position for certain 2018 acquisitions. The further increase of EUR 165 million is mainly due to translation differences which impacted the goodwill denominated in USD. These increases are offset by goodwill impairments identified in the second half of 2019 totaling EUR 97 million in the Population Insights & Care/Vital Health (PIC/VH) and Neuro cash generating units (CGUs),
Goodwill reallocations in 2021 and 2020 and 2019 In 2021 there was a change to the CGU structure following an internal reorganization (effective Q1 2021). This resulted in a goodwill reallocation across certain CGUs, none of which had a significant impact on headroom or led to goodwill impairments. These reallocations were performed using a relative value approach. In Q4 2020, the PHM CGU was split, resulting in a separate CGU for the Personal Emergency Response Services (PERS) and Senior Living business (previously named the Aging and Caregiving (ACG) businessbusiness) in anticipation of its future divestment. After theThe remaining PHM impairment, remaining goodwill was allocated to the ACGPERS CGU and remaining PHM CGU based on relative fair value. The goodwill allocated to the remaining PHM CGU iswas immaterial. An additional CGU change in 2020 resulted in a goodwill reallocation across certain CGUs, none of which had a significant impact on headroom or led to goodwill impairments. In 2019 there were several changes to the CGU structure following the reorganization announced in January 2019 in order to align business with customer needs. This resulted in goodwill reallocations across CGUs, none of which had a significant impact on headroom or lead to goodwill impairments.
In addition in 2021 and 2020, there were also certain CGU movements and/or combinations within businesses that did not result in a reallocation of goodwill, but resulted in changes to the business structure. This did not have a significant impact on headroom or lead to goodwill impairments. In ImpairmentsDuring 2021 a total impairment of EUR 15 million was recognized. The majority of this related to the PERS CGU which was classified as an asset held for sale as of Q4 20192020. At June 30, 2021 the PERS CGU PIC/VH and Aging and Caregiving combined into one Population Health Management (PHM) CGU. Unrelatedwas divested. Prior to this combination, prior to this in the third quarter of 2019, the then PIC/VH CGU recognizeddivestment a goodwill impairment of EUR 13 million was recorded to reflect a decrease in the recoverable amount of the CGU, this reduced the goodwill balance of the CGU to zero. The fair value less cost of disposal methodology was used to estimate the recoverable amount for the PERS CGU, this was based on Level 3 inputs. Key assumptions and inputs used in the calculation included the signed purchase agreement for the PERS divestment. The impairment of EUR 13 million was recorded in the Connected Care segment and in Other business expenses in the Statement of Income. For further explained below.information refer to Acquisitions and divestments . Impairments
In the fourth quarter of 2020, the PHM CGU was split, resulting in a separate CGU for the ACGPERS business in anticipation of its future divestment. The impairment test indicated that the pre-split PHM’s carrying balance of EUR 303 million exceeded the recoverable amount of EUR 195 million, resulting in a EUR 108 million goodwill impairment charge. After the PHM impairment, further described below, remaining goodwill in the amount of EUR 63 million was allocated to the ACGPERS CGU and remaining PHM CGU based on their relative fair value. Upon reallocation, standalone impairment tests were completed for ACGPERS and the remaining PHM business. This second impairment test indicated that ACG’sthe PERS carrying balance of EUR 186 million exceeded the recoverable amount of EUR 150 million resulting in a EUR 36 million impairment charge. In total, EUR 144 million of impairment charges were recorded within the Connected Care segment, in the line Other business expenses in the statement of income. In accordance with IFRS, the fair value less cost of disposal methodology was the basis used to estimate recoverable amount for these CGUs, as at the date of the impairment tests described above, the fair value less cost of disposal was higher than the value-in-use for these CGUs. The decline in the value-in-use as compared to the fair value less cost of disposal is mainly due to revisions to the financial forecast of our Personal Emergency Response System business as a result of lower demand. The fair value, determined by Management, reflects the current operating environment and business outlook, including COVID-19 uncertainties, for the PHM and ACG CGU. Refer to the ‘Key assumptions- general’ for further detail on the fair value methodology.
Remaining ACG goodwill post-reallocation and impairment charges totaled EUR 12 million, and was subsequently classified as asset held for sale (AHFS) after the impairment. Refer to Discontinued operations and assets classified as held for sale for further detail. Remaining PHM goodwill post-reallocation totaled EUR 15 million.
During the third quarter of 2019, it was determined that the PIC/VH CGU within the segment Connected Care would miss its forecast mainly due to a deterioration in EBITA*) driven by a lower sales outlook in the former Wellcentive business within the CGU. The business offers services and solutions leveraging data, analytics and actionable workflow products for solutions to improve clinical and financial results. The value of the CGU, determined based on the value in use methodology, presented a recoverable amount of EUR 158 million based on the revised downward forecast, while the carrying amount totaled EUR 236 million as of September 30, 2019. The results of that impairment test indicated that the recoverable amount was lower than the carrying value, resulting in a EUR 78 million impairment charge in the third quarter of 2019, which was booked in the line Other business expenses in the statement of income. The value in use test used a pre-tax discount rate of 10.1%, which is based on the PIC/VH WACC rate for Q3 as calculated and published by Group Treasury.
During December 2019, it was determined that the Neuro CGU within the segment D&T would be shut down. The Neuro business provided an integrated neurology solution comprising full head HD EEG with diagnostic imaging to map brain activity and anatomy for a wide range of neuro disorders, and uses machine learning to improve diagnosis of various neuro disorders. The value of the CGU based on the value in use test presented a recoverable amount of nil, while the carrying amount of goodwill totaled EUR 19 million at the time of impairment. This resulted in a write-off of the full goodwill balance and a EUR 19 million impairment charge, which was booked in the line Other business expenses in the statement of income.
Goodwill impairment testingFor impairment testing, goodwill is allocated to cash generating units (typically one level below segment level, i.e. at the business level), which represent the lowest level at which the goodwill is monitored internally for management purposes. Goodwill allocated to the cash generating units Image-Guided Therapy,Ambulatory Monitoring & AnalyticsDiagnostics, Image-Guided Therapy and Sleep & Respiratory Care is considered to be significant in comparison to the total book value of goodwill for the Group at December 31, 2020.2021. The amounts associated as of December 31, 20202021 are presented below:in the following table: Philips Group Goodwill allocated to the cash-generating units in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
|---|
| Ambulatory Monitoring & Diagnostics1) | | | 1,897 | | Hospital Patient Monitoring2) | | 1,246 | 1,663 | | Image-Guided Therapy | 2,673 | 2,610 | 2,610 | 2,802 | | Monitoring & Analytics | 1,360 | 1,246 | | | Sleep & Respiratory Care | 2,071 | 1,915 | 1,915 | 2,031 | | Other (units carrying a non-significant goodwill balance) | 2,550 | 2,244 | 2,244 | 2,245 | | Book value | 8,654 | 8,014 | 8,014 | 10,637 |
Unless otherwise noted, the basis of the recoverable amount used in the annual impairment tests for the units disclosed further in this note is the value in use. The fair value less cost to dispose methodology was used as a basis for the recoverable amount in the annual impairment test when greater than the value-in-use test. Refer to the ‘key assumptions- general’ section for further detail on the methodology. As a result of the uncertainty associated with the nature of the COVID-19 pandemic, the company includes various scenarios in the business forecasting process and the most reasonable and supportable assumptions that represent management’s best estimate is used as basis for the value-in-use test. While determining assumptions on COVID-19 recovery, management considered external factors including COVID-19 spread by country, specific dynamics for each CGU, other macroeconomic conditions as well as Philips specific assumptions, including expected customer capex spend and business market growth. Philips considered multiple scenarios for each market that included high, mid and low COVID recovery scenarios. The high recovery scenario suggests a more rapid recovery through the first half of the initial forecast period while the low scenario suggests a more prolonged recovery through the same period. By the end of the initial forecast period, all three scenarios converge to roughly the same market growth rates. Philips generally utilized the mid scenario forecasting short-term COVID-19 impacts with expected market recovery later in the initial forecast period. In addition, results of the goodwill impairment tests were analyzed to determine alignment with current market conditions. In the case that market data indicated that models didn’t fully consider impacts of COVID-19 within the forecasts, Philips would reexamine key inputs, such as forecast inputs or discount rates used. Upon this review, no additional changes were required. There were certain CGUs that were more negatively impacted by COVID-19 than others. Amongst those, IGT within the D&T segment as well as the CGUs within Personal Health were negatively impacted. Considering the current headroom in these CGUs, any reasonable change in these assumptions reflecting increased COVID-19 risks or prolonged impact would not cause the value in use to fall to the level of the carrying value. Refer to COVID-19 for further detail on COVID-19 considerations.
Key assumptions - generalKey assumptions used in the value-in-use impairment tests for the units were sales growth rates, EBITA%*) and the rates used for discounting the projected cash flows. These cash flow projections were determined using Royal Philips managements’ internal forecasts that cover an initial forecast period from 20212022 to 2024. Projections were extrapolated with stable or declining growth rates for aan extrapolation period of 34 years (2025-2027)(2025-2028), after which a terminal value was calculated per 2028.2029. In the case of acquisitions made during 2021, the acquisition business case is used as management’s forecast for the initial forecast and extrapolation period. For the terminal value calculation, growth rates were capped at a historical long-term average growth rate. This represents a change in methodology from previous years asIn the explicit2020 value-in-use tests the initial forecast increased from 3 toperiod was 4 years whileand the extrapolated growthextrapolation period decreased from 4 to 3 years. The change in methodology from 2019 to 2020 was based on changes inyears, this reflected the internal forecasting process.process at that time. The sales growth rates and EBITA*) used to estimate cash flows are based on past performance, external market growth assumptions and industry long-term growth averages. EBITA*) in all units mentioned in this note is expected to increase over the projection period as a result of volume growth and cost efficiencies. In 2021 the impact of COVID-19 has gradually reduced, however there continues to be uncertainty and volatility related to the impact of the pandemic, including global supply chain challenges. Where relevant, and to the extent possible, the estimated impact of the COVID-19 pandemic, supply chain challenges and resulting uncertainties have been reflected in the forecasts used for the VIU calculations. As was the case in 2020, the company uses scenarios in the business forecasting process and the most reasonable and supportable assumptions which represent management’s best estimate are used as the basis for the value-in-use tests. These scenarios take into account the expected impact of COVID-19, amongst other factors. In 2020 the forecasted sales growth rates were impacted by the COVID-19 consequences and uncertainties. In general these uncertainties have reduced throughout 2021, meaning that the current year assumptions are impacted to a lesser extent. The rates used for discounting the projected cash flows in goodwill impairment testing is based on a business weighted cost of capital (WACC), which in turn is based on business-specific inputs along with other inputs as mentioned below. The WACC is based on post-tax cost of equity and cost of debt, and is further calculated based on market data and inputs to accurately capture changes to the time value of money, such as the risk-free interest rate, the beta factor and country risk premium. In order to properly reflect the different risk-profiles of different businesses, a WACC is determined for each business. As such, the beta factor is determined based on a selection of peer companies, which can differ per business. Different businesses have different geographical footprints, resulting in business-specific inputs for variables like country risk. As previously noted, the fair value less cost of disposal methodology was used as the recoverable amount when the amount was greater than the value-in-use, specifically for the PHM and ACG CGUs. The fair value is based on Level 3 inputs. Key assumptions and inputs used in the fair value less cost of disposal calculation include the trading and M&A peer groups used to determine the sales market multiples, the control premium applied to the trading sales market multiples. These inputs were applied against 2020 actual revenue for the CGUs. The trading and M&A peer groups were comprised of public companies or publicly disclosed transactions in similar industries, markets, geographies and other relevant characteristics. This trading and M&A peer group was derived from input by the business, M&A and Treasury and was evaluated and challenged for completeness and inclusion based on management’s industry experience as well as the current business and market environment. External sources were used to determine the enterprise value and revenue for the trading peer group. A control premium was added to the trading sales market multiple to simulate the premium a market participant would pay, representing the high end of the range. The control premium was sourced from global public M&A transactions from 2019 and 2020. The sales market multiple with no premium represents the low end of the range. The recoverable amount for the test was a point in between the high and low end of the range.
Key assumptions and sensitivity analysis relating to cash-generating units to which a significant amount of goodwill is allocatedCashIn 2021 cash flow projections of Image-Guided Therapy,Ambulatory Monitoring & AnalyticsDiagnostics, Image-Guided Therapy and Sleep & Respiratory Care are based on the key assumptions included in the following table, below, which were used in the annual impairment test performed in the fourth quarter. For certain CGUs, including M&A and S&RC, the initial forecast period projects negative growth as these businesses experienced benefits from COVID-19 in 2020.
| | compound sales growth rate1) | | compound sales growth rate1) | |
|---|
| | initial forecast period | extra-polation period2) | used to calculate terminal value3) | pre-tax discount rates | initial forecast period | extrapolation period2) | used to calculate terminal value3) | pre-tax discount rates |
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| Ambulatory Monitoring & Diagnostics | | 24.5% | 11.9% | 2.5% | 7.3% | | Hospital Patient Monitoring4) | | 5.4% | 3.4% | 2.5% | 7.8% | | Image-Guided Therapy | 8.6% | 4.9% | 2.5% | 9.0% | 10.2% | 5.4% | 2.5% | 8.9% | | Monitoring & Analytics | (0.3)% | 3.3% | 2.5% | 9.4% | | | Sleep & Respiratory Care | (1.2)% | 4.4% | 2.5% | 9.7% | 9.2% | 5.0% | 2.5% | 9.2% |
1)Compound sales growth rate is the annualized steady nominal growth rate over the forecast period 2)Also referred to later in the text as compound long-term sales growth rate3)The historical long-term growth rate is only applied to the first year after the 4 year extrapolation period, after which no further growth is assumed for the terminal value calculation4)Previously named Monitoring & Analytics. The assumptions used for the 20192020 cash flow projections were as follows: | | compound sales growth rate1) | | compound sales growth rate1) | |
|---|
| | initial forecast period | extra-polation period2) | used to calculate terminal value3) | pre-tax discount rates | initial forecast period | extrapolation period2) | used to calculate terminal value3) | pre-tax discount rates |
|---|
| Hospital Patient Monitoring4) | | (0.3)% | 3.3% | 2.5% | 9.4% | | Image-Guided Therapy | 9.3% | 6.4% | 2.5% | 8.8% | 8.6% | 4.9% | 2.5% | 9.0% | | Monitoring & Analytics | 4.6% | 3.8% | 2.5% | 10.1% | | | Sleep & Respiratory Care | 8.1% | 4.8% | 2.5% | 9.7% | (1.2)% | 4.4% | 2.5% | 9.7% |
1)Compound sales growth rate is the annualized steady nominal growth rate over the forecast period 2)Also referred to later in the text as compound long-term sales growth rate3)The historical long-term growth rate is only applied to the first year after the 54 year extrapolation period, after which no further growth is assumed for the terminal value calculation4)Previously named Monitoring & Analytics. Impairment tests are performed based on forward looking assumptions, using the most recent available information. By their nature, these assumptions involve risk and uncertainty because they relate to future events and circumstances and there are many factors that could cause actual results and developments to differ materially from the plans, goals and expectations set forth in these assumptions. The results of the annual impairment tests of Sleep & Respiratory Care indicate that the value in use of the CGUs is sensitive to the assumptions set out above. This means that there is a higher risk that deviations in the mentioned key assumptions could cause the recoverable amount to fall below the level of its carrying value. This is due to the uncertainty associated with the initiated voluntary recall notification in the United States and field safety notice outside the United States for certain sleep and respiratory care products, and the associated legal matters. For further details refer to Provisions and Contingent assets and liabilities. Based on the annual impairment test of Sleep & Respiratory Care, it was noted that an increase of 200 basis points in the pre-tax discount rate, a 840 basis points decline in the compound long-term sales growth rate or a 29% decrease in terminal value would, individually, cause its recoverable amount to fall to the level of its carrying value. The results of the annual impairment test of Image-Guided Therapy,Ambulatory Monitoring & AnalyticsDiagnostics, Hospital Patient Monitoring and Sleep & Respiratory CareImage-Guided Therapy indicate that a reasonably possible change in key assumptions would not cause the value in use to fall to the level of the carrying value. Additional information relating to cash-generating units to which a non-significant amount relative to the total goodwill is allocatedFor the other cash generating units to which a non-significant amount relative to the total goodwill is allocated, any reasonable change in assumptions would not cause the value in use to fall to the level of the carrying value. 13Intangible assets excluding goodwillPhilips Group Intangible assets excluding goodwill in millions of EUR | | brand names | customer relationships | technology | product development | product development construction in progress | software | other | total | brand names | customer relationships | technology | product development | product development construction in progress | software | other | total |
|---|
| Balance as of January 1, 2020 | | | | Balance as of January 1, 2021 | | | | | | | | | | Cost | 709 | 2,476 | 2,491 | 2,387 | 578 | 784 | 154 | 9,579 | 556 | 2,036 | 2,434 | 2,519 | 480 | 723 | 135 | 8,883 | | Amortization/ impairments | (524) | (1,587) | (1,530) | (1,795) | (56) | (527) | (94) | (6,113) | (437) | (1,385) | (1,565) | (1,897) | (83) | (427) | (91) | (5,886) | | Book value | 184 | 890 | 961 | 592 | 523 | 257 | 59 | 3,466 | 120 | 651 | 869 | 622 | 398 | 295 | 44 | 2,997 | | Changes in book value: | | | | | | | | | | Additions | | 1 | 12 | 0 | 305 | 127 | 2 | 449 | | | 9 | 1 | 261 | 117 | 2 | 392 | | Assets available for use | | 373 | (374) | | 0 | | | | 247 | (247) | - | - | | Acquisitions | 8 | 1 | 175 | 0 | | 0 | 185 | 62 | 544 | 235 | | | - | - | 841 | | Amortization | (26) | (121) | (103) | (221) | 0 | (84) | (4) | (560) | (21) | (126) | (114) | (219) | - | (85) | (3) | (568) | | Impairments | 0 | (1) | (118) | (62) | (44) | (2) | (8) | (235) | | (3) | (57) | (51) | (15) | - | - | (126) | | Transfers to assets classified as held for sale | (33) | (55) | (1) | (8) | (2) | (3) | | (102) | (10) | (3) | (11) | (17) | (6) | (34) | | (82) | | Translation differences and other | (13) | (64) | (58) | (53) | (10) | 0 | (6) | (204) | 12 | 80 | 69 | 17 | 23 | (7) | 1 | 195 | | Total changes | (65) | (239) | (92) | 30 | (125) | 38 | (15) | (468) | 42 | 492 | 131 | (22) | 17 | (8) | 1 | 653 | | Balance as of December 31, 2020 | | | | Balance as of December 31, 2021 | | | | | | | | | | Cost | 556 | 2,036 | 2,434 | 2,519 | 480 | 723 | 135 | 8,883 | 644 | 2,590 | 2,605 | 2,701 | 505 | 754 | 146 | 9,944 | | Amortization/ impairments | (437) | (1,385) | (1,565) | (1,897) | (83) | (427) | (91) | (5,886) | (481) | (1,447) | (1,605) | (2,102) | (91) | (467) | (101) | (6,294) | | Book Value | 120 | 651 | 869 | 622 | 398 | 295 | 44 | 2,997 | 162 | 1,143 | 1,000 | 599 | 414 | 287 | 44 | 3,650 |
Philips Group Intangible assets excluding goodwill in millions of EUR | | brand names | customer relationships | technology | product development | product development construction in progress | software | other | total | brand names | customer relationships | technology | product development | product development construction in progress | software | other | total |
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| Balance as of January 1, 2019 | | | | | | | | | | | Balance as of January 1, 2020 | | | | | | | | | | | Cost | 689 | 2,421 | 2,400 | 2,103 | 532 | 684 | 168 | 8,997 | 709 | 2,476 | 2,491 | 2,387 | 578 | 784 | 154 | 9,579 | | Amortization/ impairments | (484) | (1,488) | (1,330) | (1,483) | (51) | (480) | (93) | (5,408) | (524) | (1,587) | (1,530) | (1,795) | (56) | (527) | (94) | (6,113) | | Book value | 205 | 934 | 1,070 | 621 | 481 | 204 | 75 | 3,589 | 184 | 890 | 961 | 592 | 523 | 257 | 59 | 3,466 | | | | | | | | | | | | | | | | | | | | Changes in book value: | | | | | | | | | | | | | | | | | | Additions | | 0 | 28 | (1) | 338 | 129 | 4 | 497 | | 1 | 12 | - | 305 | 127 | 2 | 449 | | Assets available for use | | | | 296 | (296) | | 0 | 1 | | | | 373 | (374) | | - | - | | Acquisitions | 3 | 56 | 24 | | | 0 | (5) | 77 | 8 | 1 | 175 | - | | | - | 185 | | Amortization | (31) | (119) | (127) | (229) | | (75) | (6) | (587) | (26) | (121) | (103) | (221) | - | (84) | (4) | (560) | | Impairments | 0 | (1) | (66) | (96) | (8) | 0 | | (171) | - | (1) | (118) | (62) | (44) | (2) | (8) | (235) | | Transfers to assets classified as held for sale | | (33) | (55) | (1) | (8) | (2) | (3) | | (102) | | Translation differences and other | 7 | 20 | 32 | 0 | 8 | 0 | (9) | 59 | (13) | (64) | (58) | (53) | (10) | - | (6) | (204) | | Total changes | (21) | (44) | (110) | (29) | 41 | 54 | (16) | (124) | (65) | (239) | (92) | 30 | (125) | 38 | (15) | (468) | | Balance as of December 31, 2019 | | | | | | | | | | | Balance as of December 31, 2020 | | | | | | | | | | | Cost | 709 | 2,476 | 2,491 | 2,387 | 578 | 784 | 154 | 9,579 | 556 | 2,036 | 2,434 | 2,519 | 480 | 723 | 135 | 8,883 | | Amortization/ impairments | (524) | (1,587) | (1,530) | (1,795) | (56) | (527) | (94) | (6,113) | (437) | (1,385) | (1,565) | (1,897) | (83) | (427) | (91) | (5,886) | | Book Value | 184 | 890 | 961 | 592 | 523 | 257 | 59 | 3,466 | 120 | 651 | 869 | 622 | 398 | 295 | 44 | 2,997 |
Acquisitions in 20202021 involved Intangible assets of EUR 185841 million in aggregate (2019:(2020: EUR 77185 million). For more information, please refer to Acquisitions and divestments. Impairments in 20202021 were EUR 126 million (2020: EUR 235 million.million) and mainly relate to technology (EUR 57 million) and product development (EUR 51 million). The most notable impairment in 20202021 is in the Diagnosis & Treatment segment, for technology assets in Image Guided Therapy-Systems (IGT-Systems)(IGT Systems) of EUR 9255 million. This impairment charge is based on a trigger-based test on the CGU EPD, which is a business category and an innovator in image-guided procedures for cardiac arrhythmias (heart rhythm disorders). The impairment charge is a result of revisions to forecast due to delays in commercialization caused bymore severe short-term impacts of COVID-19 and the need to do more work on the maturity of the technology.competitive environment. The basis of the recoverable amount used in this test is the value in use, and an after-tax discount rate of 6.92%6.5% is applied. After the impairment charge the recoverable amount of the related intangible assets is EUR 9329 million. Other notable impairments are in the Diagnosis & Treatment segment, for product development under construction in IGT-Devices of EUR 22 million and2021 were in the Connected Care segment, for product development in the business Therapeutic Care (TC) of EUR 23 million and in the business Sleep & Respiratory Care (S&RC) business of EUR 2335 million. The impairments in the IGT-Devices and TC business are the result of revision of strategies in the respective businesses and resulted in full impairment of the respective assets. The impairment in the business S&RC business is due to delays in commercialization as a result of further product improvements needed in combination with expected COVID-19 market dynamics. After impairment the carrying value of the related intangible asset is EUR 70 million. The basis of the recoverable amount used in these tests is the value in use. Asresource constraints as a result of the Respironics voluntary recall notification.
In 2021 the impact of COVID-19 has gradually reduced, however there continues to be uncertainty associated withand volatility related to the natureimpact of the pandemic, including global supply chain challenges. Where relevant, and to the extent possible, the estimated impact of the COVID-19 pandemic, supply chain challenges and resulting uncertainties have been taken into account when assessing the valuation of intangible assets excluding goodwill. As was the case in 2020, the company includes varioususes scenarios in the business forecasting process and the most reasonable and supportable assumptions thatwhich represent management’s best estimate isare used as the basis for the value-in-use test. While determining assumptions ontests. These scenarios take into account the expected impact of COVID-19, recovery, management considered external factors including COVID-19 spread by country, specific dynamics for each CGU,amongst other macroeconomic conditions as well as Philips specific assumptions, including expected customer capex spend and business market growth. Philips considered multiple scenarios for each business that included high, mid and low COVID recovery scenarios. The high recovery scenario suggests a more rapid recovery, while the low scenario suggests a more prolonged recovery over several years. The mid scenario suggests short-term COVID-19 impacts with expected market recovery earlier than the low scenario. For the impairment tests on product development in the business S&RC Philips utilized a scenario forecasting short-term COVID-19 impacts, which means a dip in demand post-COVID, with expected market recovery later in the forecast period. For the EPD impairment test, Philips used the high recovery scenario. A reasonably prolonged recovery would not materially affect the outcome of the impairment test. In addition, there were certain businesses that were more negatively impacted by COVID-19 than others. Amongst those, IGT within the D&T segment as well as the businesses within Personal Health were negatively impacted. Considering the current headroom in these CGUs, any reasonable change in these assumptions reflecting increased COVID-19 risks or prolonged impact would not cause the value in use to fall to the level of the carrying value. Refer to COVID-19 for further detail on COVID-19 considerations.factors. The amortization of intangible assets is specified in Income from operations. The expected useful lives of the intangible assets excluding goodwill are as follows: Philips Group Expected useful lives of intangible assets excluding goodwill in years | | |
|---|
| Brand names | 2-20 | | Customer relationships | 2-25 | | Technology | 3-20 | | Other | 1-10 | | Software | 1-10 | | Product development | 3-73-10 |
The weighted average expected remaining life of brand names, customer relationships, technology and other intangible assets is 9.19.6 years as of December 31, 2020 (2019: 8.22021 (2020: 9.1 years). The most notable intangible assetassets as of December 31, 2021 relate to the BioTelemetry customer relationships and technology with a carrying value of EUR 391 million and EUR 162 million and a remaining amortization period of 15 years and 11 years, respectively and Spectranetics customer relationships and technology with a carrying value of EUR 292 million and EUR 210 million and a remaining amortization period of 16 years and 11 years, respectively. The most notable intangible assets as of December 31, 2020 relatesrelate to the Spectranetics customer relationships and technology with a carrying value of EUR 287 million and EUR 212 million and a remaining amortization period of 17 years and 12 years, respectively. The most notable intangible asset of December 31, 2019 relates to Spectranetics customer relationships and technology with a carrying value of EUR 333 million and EUR 252 million and a remaining amortization period of 18 years and 13 years, respectively. 14Other financial assetsOther current financial assetsIn 2021, Other current financial assets increased from EUR 0 million to EUR 2 million. In 2020, Other current financial assets decreased from EUR 1 million to EUR 0 million. In 2019, Other current financial assets decreased by EUR 435 million from EUR 436 million to EUR 1 million. Philips sold all of its remaining shares in Signify for total proceeds of EUR 549 million. A cumulative gain of EUR 114 million was recognized in other comprehensive income and reclassified to retained earnings upon disposal.
Other non-current financial assetsThe changes during 2020 were as follows:
Philips Group
Other non-current financial assets
in millions of EUR
| | Non-current financial assets at FVTP&L | Non-current financial assets at FVTOCI | Non-current financial assets at Amortized cost | Total |
|---|
| Balance as of January 1, 2020 | 136 | 72 | 40 | 248 | | Changes: | | | | | | Acquisitions/additions | 44 | 82 | 4 | 131 | | Sales/redemptions/reductions | (59) | (3) | (2) | (65) | | Value adjustment through OCI | 0 | 3 | 0 | 3 | | Value adjustment through P&L | 133 | 0 | 0 | 133 | | Translation differences and other | (6) | (5) | (6) | (17) | | Reclassifications | 0 | (3) | 0 | (3) | | Balance as of December 31, 2020 | 248 | 146 | 37 | 430 |
Philips Group
Other non-current financial assets
in millions of EUR
| | Non-current financial assets at FVTP&L | Non-current financial assets at FVTOCI | Non-current financial assets at Amortized cost | Total |
|---|
| Balance as of January 1, 2019 | 116 | 198 | 46 | 360 | | Changes: | | | | | | Acquisitions/additions | 48 | 15 | 11 | 75 | | Sales/redemptions/reductions | (48) | (109) | (17) | (174) | | Value adjustment through OCI | 0 | (33) | 0 | (33) | | Value adjustment through P&L | 18 | 0 | 1 | 18 | | Translation differences and other | 1 | 2 | 0 | 3 | | Reclassifications | 1 | (1) | (1) | (1) | | Balance as of December 31, 2019 | 136 | 72 | 40 | 248 |
The company’s investments in Other non-current financial assets mainly consist of investments in common shares of companies in various industries and investments in limited life funds. The changes during 2021 and 2020 were as follows: Philips Group Other non-current financial assets in millions of EUR | | Non-current financial assets at FVTP&L | Non-current financial assets at FVTOCI | Non-current financial assets at Amortized cost | Total |
|---|
| Balance as of January 1, 2021 | 248 | 146 | 37 | 430 | | Changes: | | | | | | Acquisitions/additions | 54 | 59 | 10 | 123 | | Sales/redemptions/reductions | (122) | 0 | (3) | (126) | | Value adjustment through OCI | - | (43) | - | (43) | | Value adjustment through P&L | 95 | - | - | 95 | | Translation differences and other | 8 | 19 | 2 | 29 | | Reclassifications | (1) | 120 | 2 | 122 | | Balance as of December 31, 2021 | 283 | 300 | 47 | 630 |
Philips Group Other non-current financial assets in millions of EUR | | Non-current financial assets at FVTP&L | Non-current financial assets at FVTOCI | Non-current financial assets at Amortized cost | Total |
|---|
| Balance as of January 1, 2020 | 136 | 72 | 40 | 248 | | Changes: | | | | | | Acquisitions/additions | 44 | 82 | 4 | 131 | | Sales/redemptions/reductions | (59) | (3) | (2) | (65) | | Value adjustment through OCI | - | 3 | - | 3 | | Value adjustment through P&L | 133 | - | - | 133 | | Translation differences and other | (6) | (5) | (6) | (17) | | Reclassifications | - | (3) | - | (3) | | Balance as of December 31, 2020 | 248 | 146 | 37 | 430 |
At December 31, 2020,2021, equity investments of EUR 119273 million (2019:(2020: EUR 45119 million) are accounted under the FVTOCI category based on the company's election at initial recognition mainly because such investments are neither held for trading purposes nor primarily for their increase in value and the elected presentation is considered to reflect the nature and purpose of the investment. In 2020, the main addition2021, reclassifications refer to previous investments in associates that were reclassified to Other non-current financial assets at FVTOCI is related tofollowing the company's investment in DC Health Digital Medical Technologies Co., Ltd in Chinaloss of EUR 45 million.significant influence. The main movement in Other non-current financial assets at FVTPL is related to the value adjustments through P&L of EUR 95 million, which is mainly due to fair value gains of EUR 133 million from investments in limited life funds (mainly Gilde Healthcare) and other investments. The fair value gains from investments in limited life funds is caused by certain IPO’s of investments held by the limited life funds. 15Other assetsOther non-current assetsOther non-current assets in 20202021 were EUR 66129 million (2019:(2020: EUR 4766 million). These mainly related to prepaid expenses. Other current assetsOther current assets of EUR 424493 million (2019:(2020: EUR 476424 million) included contract assets EUR 229290 million (2019:(2020: EUR 247229 million), EUR 2631 million (2019:(2020: EUR 4126 million) accrued income and EUR 169172 million (2019:(2020: EUR 188169 million) for prepaid expense mainly related to Diagnosis & Treatment businesses and Connected Care businesses. 16InventoriesInventories are summarized as follows: Philips Group Inventories in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
|---|
| Raw materials and supplies | 901 | 992 | 992 | 1,143 | | Work in process | 403 | 537 | 537 | 646 | | Finished goods | 1,469 | 1,464 | 1,464 | 1,660 | | Inventories | 2,773 | 2,993 | 2,993 | 3,450 |
The write-down of inventories to net realizable value was EUR 187177 million in 2020 (2019:2021 (2020: EUR 138180 million). The write-down is included in cost of sales. 17ReceivablesNon-current receivablesNon-current receivables are associated mainly with customer financing in the Diagnosis & Treatment businesses amounting to EUR 2944 million (2019:(2020: EUR 3129 million), for Signify indemnification amounting to EUR 5546 million (2019:(2020: EUR 7655 million), advance income tax payments amounting to EUR 78 million for which Philips expects to get a refund (2020: EUR 78 million) and insurance receivables in Other in the US amounting to EUR 3837 million (2019:(2020: EUR 4138 million). Current receivablesCurrent receivables of EUR 4,1563,787 million (2019:(2020: EUR 4,5544,156 million) at December 31, 20202021 included trade accounts receivable (net of allowance) of EUR 3,9283,559 million (2019:(2020: EUR 4,2803,928 million), accounts receivable other of EUR 191188 million (2019:(2020: EUR 242191 million) and accounts receivable from investments in associates of EUR 3740 million (2019:(2020: EUR 3237 million). The accounts receivable, net, per segment are as follows: Philips Group Accounts receivables-net in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
|---|
| Diagnosis & Treatment | 1,905 | 1,653 | 1,653 | 1,759 | | Connected Care | 1,089 | 1,124 | 1,124 | 980 | | Personal Health | 1,122 | 1,017 | 1,017 | 575 | | Other | 163 | 133 | 133 | 245 | | Accounts receivable-net | 4,280 | 3,928 | 3,928 | 3,559 |
The aging analysis of accounts receivable, net, is set out below: Philips Group Aging analysis in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
|---|
| current | 3,591 | 3,413 | 3,413 | 3,075 | | overdue 1-30 days | 251 | 189 | 189 | 160 | | overdue 31-180 days | 333 | 224 | 224 | 245 | | overdue > 180 days | 105 | 102 | 102 | 79 | | Accounts receivable-net | 4,280 | 3,928 | 3,928 | 3,559 |
The above net accounts receivable represent current and overdue but not fully impaired receivables. The changes in the allowance for doubtful accounts receivable are as follows: Philips Group Allowance for accounts receivable in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
|---|
| Balance as of January 1 | 194 | 211 | 211 | 195 | | Additions charged to expense | 23 | 19 | 19 | 4 | | Deductions from allowance1) | (9) | (17) | (17) | (17) | | Transfer to assets held for sale | | (1) | (1) | (8) | | Other movements | 3 | (16) | (16) | 16 | | Balance as of December 31 | 211 | 195 | 195 | 190 |
1)Write-offs for which an allowance was previously provided. The allowance for doubtful accounts receivable has been primarily established for receivables that are past due. Included in the above balances as per December 31, 20202021 are allowances for individually impaired receivables of EUR 186188 million (2019:(2020: EUR 200186 million) . 18EquityCommon sharesAs of December 31, 2020,2021, authorized common shares consist of 2 billion shares (December 31, 2019:2020: 2 billion; December 31, 2018:2019: 2 billion) and the issued and fully paid share capital consists of 911,053,001883,898,696 common shares, each share having a par value of EUR 0.20 (December 31, 2019: 896,733,721;2020: 911,053,001; December 31, 2018: 926,195,539)2019: 896,733,721). Preference sharesAs a means to protect the Company against (an attempt at) an unsolicited takeover or other attempt to exert (de facto) control of the company, the ‘Stichting Preferente Aandelen Philips’ has been granted the right to acquire preference shares in the Company. As of December 31, 2020,2021, no such right has been exercised and no preference shares have been issued. Authorized preference shares consist of 2 billion shares as of December 31, 20202021 (December 31, 2019:2020: 2 billion; December 31, 2018:2019: 2 billion). Options, restricted and performance sharesUnder its share-based compensation plans, the Company granted stock options on its common shares up to 2013 and other rights to receive common shares in the future (see(refer to Share-based compensation). Treasury sharesIn connection with the Company’s share repurchase programs, shares which have been repurchased and are held in Treasury for the purpose of (i) delivery upon exercise of options, restricted and performance share programs, and (ii) capital reduction, are accounted for as a reduction of shareholders’ equity. Treasury shares are recorded at cost, representing the market price on the acquisition date. When issued, shares are removed from treasury shares on a first-in, first-out (FIFO) basis. When treasury shares are re-issueddelivered by the Company upon exercise of options (granted to employees up to 2013), the difference between the cost and the cash received is recorded in retained earnings. When treasury shares are delivered by the Company upon vesting of restricted shares or performance shares (granted under the Company’s share-based compensation plans), the difference between the market price of the shares issued and the cost is recorded in retained earnings, and the market price is recorded in capital in excess of par value. The following table shows the movements in the outstanding number of shares over the last three years: Philips Group Outstanding number of shares | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Balance as of January 1 | 926,191,723 | 914,184,087 | 890,973,790 | 914,184,087 | 890,973,790 | 905,128,293 | | Dividend distributed | 9,533,223 | 9,079,538 | 18,080,198 | 9,079,538 | 18,080,198 | 6,345,968 | | Purchase of treasury shares | (31,993,879) | (40,390,495) | (8,669,622) | (40,390,495) | (8,669,622) | (45,486,392) | | Re-issuance of treasury shares | 10,453,020 | 8,100,660 | 4,695,170 | | | Delivery of treasury shares | | 8,100,660 | 4,695,170 | 4,194,577 | | Issuance of new shares | | 48,757 | | 48,757 | | | Balance as of December 31 | 914,184,087 | 890,973,790 | 905,128,293 | 890,973,790 | 905,128,293 | 870,182,445 |
The following transactions took place resulting from former and current share-based remuneration plans: Philips Group Employee option and share plan transactions | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Shares acquired | 8,226,101 | 5,497,675 | 5,351,411 | 5,497,675 | 5,351,411 | 3,996,576 | | Average market price | EUR 32.59 | EUR 34.25 | EUR 33.81 | EUR 34.25 | EUR 33.81 | EUR 36.15 | | Amount paid | EUR 268 million | EUR 188 million | EUR 181 million | EUR 188 million | EUR 181 million | EUR 144 million | | Shares delivered | 10,453,020 | 8,100,660 | 4,695,170 | 8,100,660 | 4,695,170 | 4,194,577 | | Average price (FIFO) | EUR 32.66 | EUR 32.87 | EUR 34.35 | EUR 32.87 | EUR 34.35 | EUR 34.14 | | Cost of delivered shares | EUR 341 million | EUR 266 million | EUR 161 million | EUR 266 million | EUR 161 million | EUR 143 million | | Total shares in treasury at year-end | 7,871,452 | 5,268,467 | 5,924,708 | 5,268,467 | 5,924,708 | 5,726,708 | | Total cost | EUR 258 million | EUR 180 million | EUR 199 million | EUR 180 million | EUR 199 million | EUR 201 million |
In order to reduce share capital, theThe following transactions took place:place for capital reduction purposes:
Philips Group Share capital transactions | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Shares acquired | 23,767,778 | 34,892,820 | 3,318,211 | 34,892,820 | 3,318,211 | 41,489,816 | | Average market price | EUR 32.58 | EUR 34.29 | EUR 39.21 | EUR 34.29 | EUR 39.21 | EUR 36.22 | | Amount paid | EUR 774 million | EUR 1,196 million | EUR 130 million | EUR 1,196 million | EUR 130 million | EUR 1,503 million | | Cancellation of treasury shares (shares) | 24,246,711 | 38,541,356 | 3,809,675 | 38,541,356 | 3,809,675 | 33,500,000 | | Cancellation of treasury shares (EUR) | EUR 783 million | EUR 1,316 million | EUR 152 million | EUR 1,316 million | EUR 152 million | EUR 1,216 million | | Total shares in treasury at year-end | 4,140,000 | 491,464 | | 491,464 | | 7,989,816 | | Total cost | EUR 141 million | EUR 22 million | | EUR 22 million | | EUR 287 million |
Share purchase transactions related to employee option and share plans, as well as transactions related to the reduction of share capital, involved a cash outflow of EUR 3111,636 million. A cash inflow of EUR 4623 million from treasury shares mainly includes settlements of share-based remuneration plans. Share repurchase methods for share-based remuneration plans and capital reduction purposesPhilips uses different methods to repurchase shares in its own capital: (i) share buyback repurchases in the open market via an intermediary; (ii) repurchase of shares via forward contracts for future delivery of shares; and (iii) the unwinding of call options on own shares. During 2020,2021, Philips used methods (i) and (ii) to repurchase shares for capital reduction purposes and methods (ii) and (iii) to repurchase shares for share-based compensation plans. Forward share repurchase plans / contractsForward contracts to repurchase shares for share-based compensation plansOn May 19, 2021, Royal Philips announced that it will repurchase up to 2 million shares to cover certain of its obligations arising from its long-term incentive and employee stock purchase plans. Under this program, Philips entered into one forward contract for an amount of EUR 90 million to acquire 2 million shares with settlement dates varying between October 2023 and November 2023 and a weighted average forward price of EUR 44.85. On January 29, 2020, Philips announced that it will repurchase up to 6 million shares to cover certain of its obligations arising from its long-term incentive and employee stock purchase plans. Under this program, Philips entered into three forward contracts for an amount of EUR 174 million to acquire 5 million shares with settlement dates varying between October 2021 and November 2022 and a weighted average forward price of EUR 34.85. No further transactions are expectedAs of December 31, 2021, a total of 1.5 million shares under this program were acquired (all were settled in respect to this program.the fourth quarter of 2021). This resulted in EUR 61 million increase in retained earnings against treasury shares. On October 22, 2018, Philips announced and started a share repurchase program for an amount of up to EUR 174 million to cover its long-term incentive and employee stock purchase plans, after which it repurchased shares via an intermediary to allow for buybacks in the open market during both open and closed periods. On November 12, 2018, Philips announced to extend this program and entered into three forward contracts for an amount of EUR 319 million to repurchase 10 million shares with settlement dates varying between October 2019 and November 2021 and a weighted average forward price of EUR 31.89. As of December 31, 2020,2021, a total of 810 million shares under this program werehad been acquired (4 million of which were settledshares in the fourth quarter of 2019, and 4 million shares in the fourth quarter of 2020)2020 and 2 million shares in the fourth quarter of 2021). This resulted in EUR 256319 million increase in retained earnings against treasury shares (EUR 130 million, EUR 126 million and EUR 12662 million pertaining to 2019, 2020 and 20202021, respectively). As of December 31, 2020,2021, the remaining forward contracts to cover obligations under share-based remuneration plans related to 75.5 million shares.shares and amounted to EUR 203 million. Forward contracts to repurchase shares for capital reduction purposesOn July 26, 2021, Philips announced a share buyback program for share cancellation purposes for an amount of up to EUR 1.5 billion. Consequently, in the third quarter of 2021 Philips entered into three forward contracts for an amount of EUR 731 million to acquire 20 million shares with settlement dates in 2022, 2023 and 2024 and a weighted average forward price of 37.36. Philips executed the remainder of the program through open market purchases by an intermediary in the fourth quarter of 2021 (acquiring 21 million shares) and January 2022 (acquiring 0.8 million shares). This resulted in a EUR 781 million increase in retained earnings against treasury shares. As of December 31, 2021, all of these forward contracts were outstanding. On January 29, 2019, Philips announced a share buyback program for an amount of up to EUR 1.5 billion. Philips started the program in the first quarter of 2019. On March 23, 2020, Philips announced that 50.3% of the program had been completed through repurchases by an intermediary to allow for purchases in the open market during both open and closed periods, and that the remainder of the program would be executed through one or more individual forward transactions. Consequently, in the first half of 2020 Philips entered into four forward contracts for an amount of EUR 745 million to acquire 20 million shares with settlement dates varying between June 2021 and December 2021 and a weighted average forward price of EUR 36.40. As of December 31, 2020,2021, all shares under this program were acquired (of which 2.5 million shares in the second quarter of these forward contracts were outstanding.2021, 2.5 million shares in the third quarter of 2021 and 15.5 million shares in the fourth quarter of 2021). This resulted in EUR 745 million increase in retained earnings against treasury shares. Share call optionsIn 2016 Philips purchased EUREUR-denominated and USD-denominated call options on its own shares to hedge options granted to employees up to 2013. In 2020,2021, the company unwound 498,144374,826 EUR-denominated and 853,267121,750 USD-denominated call options against the transfer of the same number of its own shares (1,351,411(496,576 shares) and an additional 31EUR 9 million cash payment to the buyer of the call options. OnAs of December 31, 2020,2021, the remaining EUR-denominated options and USD-denominated call options related to 670,456295,630 and 274,315152,565 shares, respectively.
Shares cancellationIn June 2020December 2021 Philips completed the cancellation of 3,809,67533.5 million of its common shares (with a cost price of EUR 1521,228 million). The cancelled shares were acquired as part of the Philips’ EUR 1.5 billion share repurchase programprograms announced on January 29, 2019.2019 and EUR 1.5 billion share repurchase programs announced on July 26, 2021, respectively. Dividend distribution20202021
In July 2020,June 2021, Philips distributed a dividend of EUR 0.85 per common share, representing a total value of EUR 758773 million including costs. The(including costs). Shareholders could elect for a cash dividend was distributed inor a share dividend. Approximately 38%of the form of shares onlyshareholders elected for a share dividend, resulting in the issuance of 18,080,1986,345,968 new common shares. Per share calculations have been adjusted retrospectively for all periods presented to reflectThe settlement of the issuancecash dividend involved an amount of shares for the share dividend in respect of 2019. Further reference is made to Earnings per shareEUR 482 million (including costs). A proposal will be submitted to the 20212022 Annual General Meeting of Shareholders to pay a dividend of EUR 0.85 per common share, in cash or shares at the option of the shareholders,shareholder, against the net income of the Companycompany for 2020.2021. 2020In July 2020, Philips distributed a dividend of EUR 0.85 per common share, representing a total value of EUR 758 million (including costs). The dividend was distributed in the form of shares only resulting in the issuance of 18,080,198 new common shares. 2019In June 2019, Philips settled a dividend of EUR 0.85 per common share, representing a total value of EUR 775 million including costs.(including costs). Shareholders could elect for a cash dividend or a share dividend. Approximately 42% of the shareholders elected for a share dividend, resulting in the issuance of 9,079,538 new common shares. The settlement of the cash dividend involved an amount of EUR 453 million (including costs). 2018
In June 2018, Philips settled a dividend of EUR 0.80 per common share, representing a total value of EUR 738 million including costs. Shareholders could elect for a cash dividend or a share dividend. Approximately 46% of the shareholders elected for a share dividend, resulting in the issuance of 9,533,233 new common shares. The settlement of the cash dividend involved an amount of EUR 400 million (including costs).
Limitations in the distribution of shareholders’ equityAs atof December 31, 2020,2021, pursuant to Dutch law, certain limitations exist relating to the distribution of shareholders’ equity of EUR 8311,947 million. Such limitations relate to common shares of EUR 182177 million, as well as to legal reserves required by Dutch law included under retained earnings of EUR 626654 million and unrealized gainscurrency translation differences of EUR 1,117 million. The unrealized loss related to cash flow hedges of EUR 23 million. The unrealized currency translation differences of EUR 5825 million and unrealized lossesloss related to fair value through OCI financial assets of EUR 305344 million qualify as revaluation reserves and reduce the distributable amount due to the fact that these reserves are negative. The legal reservereserves required by Dutch law of EUR 626654 million included under retained earnings relates to any legal or economic restrictions on the ability of affiliated companies to transfer funds to the parent company in the form of dividends. As atof December 31, 2019,2020, these limitations in distributable amounts were EUR 1,870831 million and related to common shares of EUR 179182 million, as well as to legal reserves required by Dutch law included under retained earnings of EUR 713626 million and unrealized currency translation differences of EUR 97858 million. The unrealized losses related to fair value through OCI financial assets of EUR 303305 million and unrealized lossesgain related to cash flow hedges of EUR 2423 million qualify as a revaluation reserve and reduce the distributable amount due to the fact that this reserve is negative. Non-controlling interestsNon-controlling interests relate to minority stakes held by third parties in consolidated group companies. Capital managementPhilips manages capital based upon the IFRS measures, net cash provided by operating activities and net cash used for investing activities as well as the non-IFRS measure net debt*). The definition of this non-IFRS measure and a reconciliation to the IFRS measure is included below. Net debt*) is defined as the sum of long and short-term debt minus cash and cash equivalents. Group equity is defined as the sum of shareholders’ equity and non-controlling interests. This measure is used by Philips Treasury management and investment analysts to evaluate financial strength and funding requirements. The Philips net debt*) position is managed with the intention of retaining aour current strong investment grade credit rating. Furthermore, Philips’ aim when managing the net debt*) position is dividend stability and a pay-out ratio of 40% to 50% of Adjusted income from continuing operations attributable to shareholders*) (reconciliation to the most directly comparable IFRS measure, Net income, is provided at the end of this note). Philips Group Composition of net debt and group equity1) in millions of EUR unless otherwise stated | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
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| Long-term debt | 3,427 | 4,939 | 5,705 | 4,939 | 5,705 | 6,473 | | Short-term debt | 1,394 | 508 | 1,229 | 508 | 1,229 | 506 | | Total debt | 4,821 | 5,447 | 6,934 | 5,447 | 6,934 | 6,980 | | Cash and cash equivalents | 1,688 | 1,425 | 3,226 | 1,425 | 3,226 | 2,303 | | Net debt1) | 3,132 | 4,022 | 3,708 | 4,022 | 3,708 | 4,676 | | Shareholders' equity | 12,088 | 12,597 | 11,870 | 12,597 | 11,870 | 14,438 | | Non-controlling interests | 29 | 28 | 31 | 28 | 31 | 36 | | Group equity | 12,117 | 12,625 | 11,901 | 12,625 | 11,901 | 14,475 | | Net debt and group equity ratio1) | 21:79 | 24:76 | 24:76 | 24:76 | 24:76 |
Adjusted income from continuing operations attributable to shareholders*) is not a recognized measure of financial performance under IFRS. The reconciliation of Adjusted income from continuing operations attributable to shareholders*) to the most directly comparable IFRS measure, Net income for 20202021 is included in the table below.following table. Philips Group Adjusted income from continuing operations attributable to shareholders1) 2) in millions of EUR | | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Net income | 1,173 | 1,195 | 1,173 | 1,195 | 3,323 | | Discontinued operations, net of income taxes | 19 | 10 | (183) | (196) | (2,711) | | Income from continuing operations | 1,192 | 1,205 | 990 | 999 | 612 | | Continuing operations non-controlling interests | (5) | (8) | (5) | (8) | (4) | | Income from continuing operations attributable to shareholders1)2) | 1,186 | 1,197 | | | Income from continuing operations attributable to shareholders2) | | 985 | 991 | 608 | | Adjustments for: | | | | | | | Amortization of acquired intangible assets | 350 | 381 | | | Amortization and impairment of acquired intangible assets | | 344 | 377 | 322 | | Impairment of goodwill | 97 | 144 | 97 | 144 | 15 | | Restructuring costs and acquisition-related charges | 318 | 203 | 310 | 195 | 95 | | Other items | 153 | 301 | 153 | 299 | 1,069 | | Net finance expenses3) | 13 | (125) | | | Tax impact of adjusted items | (280) | (285) | | | Net finance income/expenses | | 13 | (125) | (84) | | Tax impact of adjusted items and tax only adjusting items | | (280) | (285) | (527) | | Adjusted Income from continuing operations attributable to shareholders1)2) | 1,838 | 1,814 | 1,622 | 1,594 | 1,497 |
19DebtPhilips has a USD 2.5 billion Commercial Paper Program and a EUR 1 billion committed standby revolving credit facility that can be used for general group purposes, such as a backstop of its Commercial Paper Program. AsPhilips issued commercial paper of December 31, 2020, Philips did not have any loans outstanding under either facility.EUR 300 million in May 2021 and EUR 150 million in July 2021, that was repaid in September 2021. The facility does not have a material adverse change clause, has no financial covenants and no credit-rating-related acceleration possibilities. As of December 31, 2021, Philips did not have any loans outstanding under either facility. As per 9 March 2020, Philips has established a Euro Medium-Term Note (EMTN) program, a framework that facilitates the issuance of notes for a total amount up to EUR 10 billion. In 2021 Philips did not issue any new notes under the program. The provisions applicable to all USD-denominated corporate bonds issued by the company in March 2008 and March 2012 (due 2038 and 2042) contain a ‘Change of Control Triggering Event’. If the company would experience such an event with respect to a series of corporate bonds the company might be required to offer to purchase the bonds that are still outstanding at a purchase price equal to 101% of their principal amount, plus accrued and unpaid interest, if any. Furthermore, the conditions applicable to the EUR-denominated corporate bonds issued in 2017, 2018, 2019 and 20192020 (due 2023, 2024, 2025, 2026, and 2028) and the new bonds issued in 2020 (due 20252028 and 2030) contain a similar provision (‘Change of Control Put Event’). Upon the occurrence of such an event, the company might be required to redeem or purchase any of such bonds at their principal amount together with interest accrued. Philips’ outstanding long-term debt do not contain financial covenants. In February 2021, Philips entered into two new bilateral loans amounting to a total of EUR 500 million (EUR 250 million each) with a tenor of up to one year, that were repaid in September 2021. In 2021, Philips also entered into a total amount of EUR 731 million of forward contracts relating to the EUR 1.5 billion share buyback program announced on July 26, 2021, with maturity dates in 2022, 2023 and 2024. A total amount of EUR 745 million of forward contracts matured in 2021, which completed the settlement of the EUR 1.5 billion share buyback program announced on January 29, 2019. In addition, Philips entered into a total amount of EUR 90 million of forward contracts in 2021 relating to the long-term incentive and employee stock purchase plans announced on May 19, 2021, with maturity dates in 2023, and a total amount of EUR 123 million of forward contracts matured in 2021 relating to the company's long-term incentive and employee stock purchase plans announced on October 22, 2018 and January 29, 2020. In March 2020, Philips issued a EUR 500 million fixed-rate sustainability innovation bond due in 2025 with a coupon rate of 1.375%, and a EUR 500 million fixed-rate bond due in 2030 with a coupon rate of 2.000% under the EMTN program. In 2020, Philips entered into a total amount of EUR 745 million of forward contracts to complete the remainder of the EUR 1.5 billion share buyback program announced on January 29, 2019, with maturity dates in 2021. In addition, Philips entered into a total amount of EUR 174 million of forward contracts in 2020 related to the long-term incentive and employee stock purchase plans announced on January 29,2020,29, 2020, and a total amount of EUR 126 million of forward contracts matured relating to the company's long-term incentive and employee stock purchase plans announced on October 22, 2018. As of January 1, 2019 lease liabilities of EUR 803 million were recognized upon the adoption of IFRS 16 and additional lease liabilities of EUR 256 million were recognized through December 31, 2019. In May 2019, Philips issued a fixed-rate Green Innovation Bond with an aggregate principal amount of EUR 750 million (0.500%, due 2026). In September 2019, EUR bonds of EUR 500 million were repaid upon their scheduled maturity. In 2019, a total nominal amount of EUR 576 million of forward contracts matured relating to the EUR 1.5 billion share buyback program announced on June 28, 2017. In addition, a total nominal amount of EUR 130 million of forward contracts matured relating to the company's long-term incentive and employee stock purchase plans.
Long-term debtThe belowfollowing tables present information about the long-term debt outstanding, its maturity and average interest rates in 20202021 and 2019.2020. Philips Group Long-term debt in millions of EUR unless otherwise stated | | amount outstanding in 2020 | Current portion | Non-current portion | Between 1 and 5 years | amount due after 5 years | average remaining term (in years) | average rate of interest | amount outstanding in 2021 | Current portion | Non-current portion | Between 1 and 5 years | amount due after 5 years | average remaining term (in years) | average rate of interest |
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| USD bonds | 1,210 | | 1,210 | 122 | 1,088 | 16.1 | 6.3% | 1,313 | | 1,313 | 255 | 1,058 | 15.1 | 6.3% | | EUR bonds | 3,229 | | 3,229 | 1,494 | 1,735 | 5.4 | 1.0% | 3,233 | | 3,233 | 2,242 | 991 | 4.4 | 1.0% | | Forward contracts | 982 | 869 | 113 | | 0.9 | | 934 | 196 | 738 | 738 | | 1.6 | | | Lease liability | 1,216 | 267 | 948 | 596 | 352 | 3.9 | 2.1% | 1,220 | 257 | 963 | 580 | 383 | 4.2 | 2.1% | | Bank borrowings | 205 | 1 | 203 | 3 | 200 | 4.1 | 0.2% | 203 | 1 | 202 | 202 | | 3.2 | 0.1% | | Other long-term debt | 16 | 15 | 1 | 0 | 1.0 | 0.0% | 30 | 5 | 26 | 18 | 8 | 8.6 | 3.5% | | Long-term debt | 6,857 | 1,153 | 5,705 | 2,329 | 3,376 | 6.3 | 2.0% | 6,933 | 459 | 6,473 | 4,034 | 2,439 | 6.0 | 2.1% |
Philips Group Long-term debt in millions of EUR unless otherwise stated | | amount outstanding in 2019 | Current portion | Non-current portion | Between 1 and 5 years | amount due after 5 years | average remaining term (in years) | average rate of interest | amount outstanding in 2020 | Current portion | Non-current portion | Between 1 and 5 years | amount due after 5 years | average remaining term (in years) | average rate of interest |
|---|
| USD bonds | 1,328 | | 1,328 | | 1,328 | 17.1 | 6.3% | 1,210 | | 1,210 | 122 | 1,088 | 16.1 | 6.3% | | EUR bonds | 2,234 | | 2,234 | 995 | 1,239 | 5.8 | 0.8% | 3,229 | | 3,229 | 1,494 | 1,735 | 5.4 | 1.0% | | Forward contracts | 188 | 126 | 62 | | 1.2 | | 982 | 869 | 113 | 113 | | 0.9 | | | Lease liability | 1,381 | 272 | 1,109 | 618 | 491 | 4.3 | 2.4% | 1,216 | 267 | 948 | 596 | 352 | 3.9 | 2.1% | | Bank borrowings | 206 | 1 | 205 | 5 | 200 | 5.1 | 0.3% | 205 | 1 | 203 | 3 | 200 | 4.1 | 0.2% | | Other long-term debt | 17 | | 1.0 | 1.8% | 16 | 15 | | | | 1.0 | 0.0% | | Long-term debt | 5,355 | 416 | 4,939 | 1,681 | 3,258 | 8.0 | 2.5% | 6,857 | 1,153 | 5,705 | 2,329 | 3,376 | 6.3 | 2.0% |
BondsThe belowfollowing table disclosespresents the amount outstanding and effective rate of bonds. Philips Group Unsecured Bonds in millions of EUR unless otherwise stated | | effective rate | 2019 | 2020 | effective rate | 2020 | 2021 |
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| Unsecured EUR Bonds | | | | | | Due 9/06/2023; 1/2% | 0.634% | 500 | 500 | 0.634% | 500 | 500 | | Due 5/02/2024; 3/4% | 0.861% | 500 | 500 | 0.861% | 500 | 500 | | Due 22/05/2026; 1/2% | 0.608% | 750 | 750 | 0.608% | 750 | 750 | | Due 5/02/2028; 1 3/8% | 1.523% | 500 | 500 | 1.523% | 500 | 500 | | Due 30/03/2025; 1 3/8% | 1.509% | | 500 | 1.509% | 500 | 500 | | Due 30/03/2030; 2% | 2.128% | | 500 | 2.128% | 500 | 500 | | Unsecured USD Bonds | | | | | | Due 5/15/2025; 7 3/4% | 7.429% | 56 | 51 | 7.429% | 51 | 56 | | Due 6/01/2026; 7 1/5% | 6.885% | 122 | 111 | 6.885% | 111 | 120 | | Due 5/15/2025; 7 1/8% | 6.794% | 75 | 68 | 6.794% | 68 | 74 | | Due 11/03/2038; 6 7/8% | 7.210% | 648 | 591 | 7.210% | 591 | 641 | | Due 3/15/2042; 5% | 5.273% | 446 | 407 | 5.273% | 407 | 441 | | Adjustments1) | | (35) | (39) | | (39) | (37) | | Unsecured Bonds | | 3,562 | 4,439 | | 4,439 | 4,545 | | | | |
1)Adjustments related to both EUR and USD bonds and concern bond discounts, premium and transaction costs. LeasesThe following table presents a reconciliation between the total of future minimum lease payments and their present value. Philips Group Lease liabilities in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
|---|
| | future minimum lease payments | interest | present value of minimum lease payments | future minimum lease payments | interest | present value of minimum lease payments | future minimum lease payments | interest | present value of minimum lease payments | future minimum lease payments | interest | present value of minimum lease payments |
|---|
| Less than one year | 292 | 20 | 272 | 290 | 23 | 267 | 290 | 23 | 267 | 280 | 22 | 257 | | Between one and five years | 698 | 80 | 618 | 651 | 55 | 596 | 651 | 55 | 596 | 636 | 56 | 580 | | More than five years | 543 | 52 | 491 | 384 | 31 | 352 | 384 | 31 | 352 | 417 | 34 | 383 | | Lease liability | 1,533 | 152 | 1,381 | 1,325 | 109 | 1,216 | 1,325 | 109 | 1,216 | 1,333 | 113 | 1,220 |
Short-term debtPhilips Group Short-term debt in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
|---|
| Short-term bank borrowings | 92 | 76 | 76 | 47 | | Current portion of long-term debt | 416 | 1,153 | 1,153 | 459 | | Short-term debt | 508 | 1,229 | 1,229 | 506 |
During 2020,2021, the weighted average interest rate on the bank borrowings was 1.2% (2020: 5.9% (2019: 14.2%). This decrease was mainly driven by both lowerthe term loan and commercial paper that were issued in 2021 with attractive market interest rates overall and a lower relative amount of borrowings in high interest rate countries compared with the prior year.rates. 20ProvisionsPhilips Group Provisions in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
|---|
| | long-term | short-term | total | long-term | short-term | total | long-term | short-term | total | long-term | short-term | total |
|---|
| Post-employment benefit1) | 824 | | 824 | 751 | | 751 | 751 | | 751 | 659 | | 659 | | Respironics field action provision | | | | | 52 | 525 | 577 | | Product warranty | 38 | 172 | 210 | 28 | 139 | 167 | 28 | 139 | 167 | 32 | 207 | 238 | | Environmental provisions | 145 | 25 | 170 | 162 | 21 | 183 | 162 | 21 | 183 | 99 | 26 | 124 | | Restructuring-related provisions | 31 | 125 | 156 | 17 | 100 | 117 | 17 | 100 | 117 | 8 | 58 | 66 | | Legal provisions | 14 | 40 | 55 | 19 | 53 | 72 | 19 | 53 | 72 | 53 | 39 | 91 | | Contingent consideration provisions | 245 | 108 | 354 | 203 | 114 | 318 | 203 | 114 | 318 | 156 | 52 | 208 | | Other provisions | 305 | 86 | 392 | 279 | 93 | 372 | 279 | 93 | 372 | 257 | 92 | 349 | | Provisions | 1,603 | 556 | 2,159 | 1,458 | 522 | 1,980 | 1,458 | 522 | 1,980 | 1,315 | 998 | 2,313 |
Assurance-type productRespironics field action provision
On June 14, 2021, Philips’ subsidiary, Philips Respironics initiated a voluntary recall notification in the United States and field safety notice outside the United States for certain sleep and respiratory care products related to the polyester-based polyurethane (PE-PUR) sound abatement foam in these devices. On December 23, 2021, Philips reported that test results to date for the first-generation DreamStation devices indicated that the volatile organic compound (VOC) concentrations are within the limits of safe exposure specified in the applicable safety standard (ISO 18562). Comprehensive particulate testing and analyses are expected to be completed in the second quarter of 2022. Following the substantial ramp-up of production, service and repair capacity, the repair and replacement program in the US and several other markets is under way. Because of prioritization of the repair and replace program, Philips is currently not taking new orders for sleep therapy systems, while masks and other consumables continue to be sold. As of January 2022, Philips Respironics has shipped a total of approximately 750,000 repair kits and replacement devices to customers and aims to complete the repair and replacement program in the fourth quarter of 2022. Philips has recognized a provision based on Philips' best estimate of the costs to repair or replace devices subject to the Respironics field action as follows: Philips Group Field action provision in millions of EUR | 2021 |
|---|
| Additions | 719 | | Utilizations | (175) | | Translation differences | 33 | | Balance as of December 31 | 577 |
The future developments are subject to significant uncertainties, which require management to make estimates and assumptions about items such as quantities and the portion to be replaced or repaired. As of December 31, 2021, the impact of changes in these main assumptions and estimates, holding other assumptions constant, on the field action provision are as follows: Philips Group Main assumptions in millions of EUR unless otherwise stated | | | Increase (decrease) in provision |
|---|
| Assumption | Estimate | Increase individual assumption by 10% | Decrease individual assumption by 10% | | Total quantity of devices | 5.2 million | 63 | (63) | | Replacement share | 46% | 44 | (44) |
Actual outcomes in future periods may differ from these estimates and affect the company's results of operations, financial position and cash flows. Philips Respironics continues to engage with the US Food and Drug Administration (FDA) and other relevant competent authorities. In addition, other charges related to the remediation, such as testing, external advisory and regulatory response, that are expensed as incurred amounted to EUR 94 million for the year ended December 31, 2021. Furthermore, Philips is a defendant in a number of consumer class action lawsuits from users of the affected devices and a number of individual personal injury and other compensation claims. For legal matters including claims refer to Contingent assets and liabilities. As of December 31, 2021, no provisions have been recognized for such remediation costs or legal matters. Product warrantyThe provisions for assurance-type product warranty reflect the estimated costs of replacement and free-of-charge services that will be incurred by the company with respect to products sold.sold, and include costs to execute field change orders. The field action provision in connection with the Philips Respironics voluntary recall notification is shown separately above. The company expects the provisions to be utilized mainly within the next year. Additions in 2021 include quality actions of EUR 94 million in the Connected Care segment. Philips Group Provisions for assurance-type product warranty in millions of EUR | | 2018 | 2019 | 2020 | 2020 | 2021 |
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| Balance as of January 1 | 201 | 190 | 210 | 210 | 167 | | Changes: | | | | | Additions | 248 | 291 | 239 | 239 | 364 | | Utilizations | (261) | (274) | (270) | (270) | (265) | | Transfer to liabilities associated with assets held for sale | | | (37) | | Translation differences and other | 2 | 3 | (12) | (12) | 10 | | Balance as of December 31 | 190 | 210 | 167 | 167 | 238 |
Environmental provisionsThe environmental provisions include accrued costs recorded with respect to environmental remediation in various countries. In the United States, subsidiaries of the company have been named as potentially responsible parties in state and federal proceedings for the clean-up of certain sites. Provisions for environmental remediation can change significantly due to the emergence of additional information regarding the extent or nature of the contamination, the need to utilize alternative technologies, actions by regulatory authorities as well as changes in judgments and discount rates. Approximately EUR 9171 million of the long-term provision is expected to be utilized after one to five years, with the remainder after five years. For more details on the environmental remediation reference is maderefer to Contingent assets and liabilities. Philips Group Environmental provisions in millions of EUR | | 2018 | 2019 | 2020 | 2020 | 2021 |
|---|
| Balance as of January 1 | 160 | 144 | 170 | 170 | 183 | | Changes: | | | | | Additions | 23 | 20 | 9 | 9 | 18 | | Utilizations | (15) | (18) | (16) | (16) | (15) | | Releases | (4) | (1) | 0 | 0 | (64) | | Changes in discount rate | (28) | 9 | 37 | 37 | (10) | | Accretion | 5 | 3 | 3 | 3 | | Translation differences and other | 4 | 12 | (19) | (19) | 9 | | Balance as of December 31 | 144 | 170 | 183 | 183 | 124 |
The additions and the releases of the provisions originate from additional insights in relation to factors like the estimated cost of remediation, changes in regulatory requirements and efficiencies in completion of various site work phases. Based on the progressive insight with respect to site remediation experience, technological progress and risk-based clean-up strategies, the estimated remaining duration of remediation activities for environmental liabilities for infinite environmental sites was revised in 2021 from 60 years to 30 years. The resulting release was EUR 55 million of which EUR 33 million is recorded in continuing operations and EUR 22 million in discontinued operations. Restructuring-related provisionsPhilips Group Restructuring-related provisions in millions of EUR | | Jan. 1, 2020 | additions | utilizations | releases | other changes | Dec. 31, 2020 | Jan. 1, 2021 | additions | utilizations | releases | other changes | Dec. 31, 2021 |
|---|
| Diagnosis & Treatment | 61 | 36 | (47) | (16) | (1) | 33 | 33 | 23 | (19) | (13) | 1 | 26 | | Connected Care | 28 | 17 | (21) | (5) | (2) | 17 | 17 | 16 | (12) | (4) | - | 17 | | Personal Health | 25 | 30 | (22) | (3) | (1) | 28 | 28 | 6 | (21) | (6) | 2 | 9 | | Other | 42 | 35 | (31) | (7) | 0 | 38 | 38 | 10 | (21) | (16) | 4 | 14 | | Philips Group | 156 | 118 | (122) | (32) | (4) | 117 | 117 | 55 | (73) | (39) | 6 | 66 |
In 2020,2021, the most significant restructuring projects impacted Diagnostic & Treatment and OtherConnected Care businesses and mainly took place in the Netherlands US and Germany.US. The restructuring comprised mainly product portfolio rationalization and the reorganization of global support functions. The company expects the provisions to be utilized mainly within the next year. 20192020
In 2019,2020, the most significant restructuring projects impacted Diagnostic & Treatment and Other businesses and mainly took place in the Netherlands, US and Germany. The movements in the provisions for restructuring in 20192020 are presented by segment as follows: Philips Group Restructuring-related provision in millions of EUR | | Jan. 1, 2019 | additions | utilizations | releases | other changes | Dec. 31, 2019 |
|---|
| Diagnosis & Treatment | 57 | 51 | (37) | (10) | 0 | 61 | | Connected Care | 22 | 33 | (16) | (9) | (2) | 28 | | Personal Health | 9 | 33 | (12) | (4) | 0 | 25 | | Other | 26 | 57 | (31) | (11) | 0 | 42 | | Philips Group | 114 | 175 | (97) | (34) | (1) | 156 |
2018
In 2018, the most significant restructuring projects impacted Diagnosis & Treatment, Connected Care & Health Informatics and Other businesses and mainly took place in the US, Germany and Netherlands.
The movements in the provisions for restructuring in 2018 are presented by segment as follows:
Philips Group
Restructuring-related provisions
in millions of EUR
| | Jan. 1, 2018 | additions | utilizations | releases | Dec. 31, 2018 | Jan. 1, 2020 | additions | utilizations | releases | other changes | Dec. 31, 2020 |
|---|
| Diagnosis & Treatment | 45 | 62 | (38) | (12) | 57 | 61 | 36 | (47) | (16) | (1) | 33 | | Connected Care | 15 | 24 | (10) | (8) | 22 | 28 | 17 | (21) | (5) | (3) | 17 | | Personal Health | 6 | 8 | (5) | (1) | 9 | 25 | 30 | (22) | (3) | (1) | 28 | | Other | 45 | 42 | (45) | (16) | 26 | 41 | 35 | (31) | (7) | - | 38 | | Philips Group | 112 | 136 | (98) | (37) | 114 | 156 | 118 | (122) | (32) | (4) | 117 |
Legal provisionsThe company and certain of its group companies and former group companies are involved as a party in legal proceedings, including regulatory and other governmental proceedings. Philips Group Legal provisions in millions of EUR | | 2018 | 2019 | 2020 | 2020 | 2021 |
|---|
| Balance as of January 1 | 50 | 26 | 55 | 55 | 72 | | Changes: | | | | | Additions | 17 | 69 | 72 | 72 | 43 | | Acquisitions | | | 38 | | Utilizations | (29) | (36) | (45) | (45) | (17) | | Releases | (11) | (6) | (6) | (6) | (48) | | Accretion | 2 | 1 | 1 | 1 | | Translation differences and other | (3) | 0 | (5) | (5) | 3 | | Balance as of December 31 | 26 | 55 | 72 | 72 | 91 |
The most significant proceedings
The majority of the movements in the above schedule areare: additions in part related to investigations in the Cathode Ray Tube (CRT) antitrust litigationSleep & Respiratory Care business (unrelated to the Philips Respironics voluntary recall notification), provisions recognized for certain pending investigations inherited with the acquisition of BioTelemetry, Inc. and a release following the positive outcome of the investigation withof the Italian Competition Authority (ICA). Italian Competition Authority (ICA) investigation
In 2020, the company for which a provision was recorded a legal provision in relation to an investigation initiated by the Italian Competition authority in February 2018. The investigation focusses on whether the company and certain other healthcare companies violated antitrust laws in the maintenance services aftermarket for medical diagnostic imaging devices.prior year.
Cathode Ray Tube (CRT) antitrust litigation
In 2020For details of other legal matters, including regulatory and 2018, the majority of the movements in relation to the CRT antitrust litigation were utilizations due to the transfer to other liabilities for which the company was able to reach a settlement. These settlements were subsequently paid out during the year or in the respective following year.
For more details,governmental proceedings, refer to Contingent assets and liabilities.
The company expects the provisions to be utilized mainly within the next three years. Contingent consideration provisionsPhilips Group Contingent consideration provisions in millions of EUR | | 2018 | 2019 | 2020 | 2020 | 2021 |
|---|
| Balance as of January 1 | 66 | 409 | 354 | 354 | 318 | | Acquisitions | 366 | 6 | 70 | 70 | 16 | | Utilizations | (48) | (44) | (14) | (14) | (48) | | FV changes | 26 | (17) | (93) | | | Fair value changes | | (93) | (78) | | Balance as of December 31 | 409 | 354 | 318 | 318 | 208 |
The provision for contingent consideration reflects the fair value of the expected payment to former shareholders of an acquiree for the exchange of control if specified future events occur or conditions are met, such as the achievement of certain regulatory milestones or the achievement of certain commercial milestones. The provision for contingent consideration can change significantly due to changes in the estimated achievement of milestones and changes in discount rates. Changes in fair value of the contingent consideration liability are reflected in other business income. EPDIn 2020 and 2021, the acquisitions through business combinations consistsfair value changes mainly related to EPD. In 2021, the decrease of a provision forEUR 67 million in the fair value of the contingent consideration comprised of EUR 7041 million relatingdue to the acquisitionrevisions to EPD’s forecast due to more severe short-term impacts of Intact Vascular. EPD
COVID-19 and the competitive environment, and EUR 26 million due to delays in achievement of certain milestones. In 2020, revisions to EPD’s forecast due to delays in commercialization caused by the need to do more work on the maturity of the technology, resulted in a EUR 101 million decrease in the respective fair value of the respective contingent consideration liability and is reflected in Other business income.consideration. For more details of the EPD contingent consideration refer to Fair value of financial assets and liabilities. In 2018, the acquisitions through business combinations mainly consisted of a provision for contingent consideration of EUR 239 million relating to the acquisition of EPD.
The company expects the provisions to be utilized mainly within the next three years. Other provisionsPhilips Group Other provisions in millions of EUR | | 2018 | 2019 | 2020 | 2020 | 2021 |
|---|
| Closing balance as of December 31 | 499 | 432 | 392 | | | IFRS 16 adjustment | | (6) | | | | Opening balance as of January 1 | 499 | 426 | 392 | | | Changes: | | | | | Balance as of January 1 | | 392 | 372 | | Additions | 169 | 143 | 161 | 161 | 89 | | Utilizations | (178) | (127) | (109) | (109) | (87) | | Releases | (57) | (61) | (49) | (49) | (29) | | Accretion | 2 | 1 | (1) | (1) | (5) | | Translation differences and other | (3) | 10 | (21) | (21) | 9 | | Balance as of December 31 | 432 | 392 | 372 | 372 | 349 |
The main elements of other provisions are: - provisions for possible taxes/social security of EUR
3937 million (2019:(2020: EUR 4639 million); - provisions for onerous contracts of EUR
2412 million (2019:(2020: EUR 024 million), reflecting non-cancellable commitments on supplies for which no future demand or alternative usage has been identified, primarily caused by volatility in demand due to COVID-19. For more details reference is maderefer to COVID-19. - provisions for employee jubilee funds EUR
9294 million (2019:(2020: EUR 8292 million); - self-insurance provisions of EUR
4543 million (2019:(2020: EUR 4745 million); - provisions for decommissioning costs of EUR
3033 million (2019:(2020: EUR 3330 million); - provisions for rights of return of EUR
3640 million (2019:(2020: EUR 4036 million); - the releases in
2018, 20192020 and 20202021 are due to the reassessment of the positions in other provisions throughout the year; - the remaining provisions relate to a variety of positions, for example provision for disability of employees and provision for royalty obligations.
The company expects the provisions to be utilized mainly within the next five years, except for: - provisions for employee jubilee funds of which half is expected to be utilized after five years;
- provisions for decommissioning costs of which half is expected to be utilized after five years;
- provisions for rights of return to be utilized mainly within the next year.
21Post-employment benefitsEmployee post-employment benefit plans have been established in many countries in accordance with the legal requirements, customs and the local practice in the countries involved. The larger part of post-employment benefits are company pension plans, of which some are funded and some are unfunded. All funded post-employment benefit plans are considered to be related parties. Most employees that take part in a company pension plan are covered by defined contribution (DC) pension plans. The main DC plans are in the Netherlands and the United States. The company also sponsors a number of defined benefit (DB) pension plans. The benefits provided by these plans are based on employees’ years of service and compensation levels. The company also sponsors a limited number of DB retiree medical plans. The benefits provided by these plans typically cover a part of the healthcare costs after retirement. None of these plans are individually significant to the company and are therefore not further separately disclosed. The larger funded DB and DC plans are governed by independent Trustees who have a legal obligation to protect the interests of all plan members and operate under the local regulatory framework. The DB plans in Germany and the United States (US) and Germany (DE) make up most of the defined benefit obligation (DBO) and the net balance sheet position. The company also has DB plans in the rest of the world (Other);world; however these are individually not significant to the company and do not have a significantly different risk profile that would warrant separate disclosure. The adjacent table provides a break-down of the present value of the funded and unfunded DBO, the fair value of plan assets and the net balance sheet position in Germany, the US, DEUnited States and Other.in Other Countries. Philips Group Post-employment benefits in millions of EUR | | United States | Germany | Other Countries | Total | Germany | United States | Other Countries | Total |
|---|
| | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2020 | 2021 | 2020 | 2021 | 2020 | 2021 | 2020 | 2021 |
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| Present value of funded DBO | (1,738) | (568) | (630) | (649) | (317) | (304) | (2,684) | (1,521) | (649) | (606) | (568) | (558) | (304) | (206) | (1,521) | (1,370) | | Present value of unfunded DBO | (148) | (141) | (351) | (344) | (166) | (147) | (666) | (633) | (344) | (316) | (141) | (149) | (147) | (135) | (633) | (600) | | Total present value of DBO | (1,886) | (709) | (981) | (993) | (484) | (451) | (3,350) | (2,153) | (993) | (921) | (709) | (708) | (451) | (341) | (2,153) | (1,970) | | Fair value of plan assets | 1,743 | 613 | 524 | 543 | 259 | 247 | 2,526 | 1,403 | 543 | 572 | 613 | 623 | 247 | 185 | 1,403 | 1,380 | | Net balance sheet position | (143) | (95) | (457) | (450) | (224) | (205) | (824) | (750) | | | Net position | | (450) | (349) | (95) | (84) | (205) | (157) | (750) | (590) |
The significant decrease in the present value of funded DBO in the United States in 2020 is a result of a partial settlement which is described in more detail below. The United States
The US DB pension plans are closed plans without future pension accrual. For the funding of any deficit in the US plan the Group adheres to the minimum funding requirementsclassification of the US Pension Protection Act.net position is as follows:
Philips Group Classification net position The assets of the US funded pension plans are in Trusts governed by fiduciaries. The non-qualified pension plans that cover accrual above the maximum salary of the funded qualified plan are unfunded.
The company’s qualified pension commitments in the United States are covered via the Pension Benefit Guaranty Corporation (PBGC) which charges a fee to US companies providing DB pension plans. The fee is also dependent on the amount of unfunded vested liabilities.
In continued efforts to de-risk the company’s existing and ongoing DB pension plans, the company executed a lump-sum window and annuity purchase program during 2020 regarding the US funded pension plan. Both events have been recognized as a settlement with a combined lossmillions of EUR 21 million in 2020.
| | Germany | United States | Other Countries | Total |
|---|
| | 2020 | 2021 | 2020 | 2021 | 2020 | 2021 | 2020 | 2021 |
|---|
| Total asset for plans in a surplus | | 3 | 46 | 65 | | 1 | 46 | 69 | | Total liability for plans in a deficit | (450) | (352) | (141) | (149) | (205) | (157) | (797) | (659) | | Provisions for post-employment benefit plans under AHFS | | | | | | - | | - | | Net position | (450) | (349) | (95) | (84) | (205) | (157) | (750) | (590) |
GermanyThe company has several DB plans in Germany which for the largest part are unfunded, meaning that after retirement the company is responsible for the benefit payments to retirees. Due to the relatively high level of social security in Germany, the company’s pension plans mainly provide benefits for the higher earners. The plans are open for future pension accrual. Indexation is mandatory due to legal requirements. Some of the German plans have a DC design, but are accounted for as DB plans due to a legal minimum return requirement. Company pension commitments in Germany are partly protected against employer bankruptcy via the “Pensions-Sicherungs-Verein” which charges a fee to all German companies providing pension promises. Philips is one of the sponsors of Philips Pensionskasse VVaG in Germany, which is a multi-employer plan. The plan is classified and accounted for as a DC plan. The United StatesThe US DB pension plans are closed plans without future pension accrual. For the funding of any deficit in the US plan the Group adheres to the minimum funding requirements of the US Pension Protection Act. The assets of the US funded pension plans are in Trusts governed by fiduciaries. The non-qualified pension plans that cover accrual above the maximum salary of the funded qualified plan are unfunded. The company’s qualified pension commitments in the United States are covered via the Pension Benefit Guaranty Corporation which charges a fee to US companies providing DB pension plans. The fee is also dependent on the amount of unfunded vested liabilities. Risks related to DB plansDB plans expose the company to various demographic and economic risks such as longevity risk, investment risks, currency and interest rate risk and in some cases inflation risk. The latter plays a role in the assumed wage increase but more importantly in some countries where indexation of pensions is mandatory. The company has an active de-risking strategy in which it constantly looks for opportunities to reduce the risks associated with its DB plans. Liability-driven investment strategies, lump sum cash-out options, buy-ins, buy-outs and a change to DC are examples of the strategy. The lump-sum window and cash-out and annuity-purchase program in the US pension plan in 2020 as mentioned above are examples of that strategy. Investment policy in our largest pension plansPension fund trustees are responsible for and have full discretion over the investment strategy of the plan assets. The plan assets of the Philips pension plans are invested in well diversified portfolios. The interest rate sensitivity of the fixed income portfolio is closely aligned to that of the plan’s pension liabilities for most of the plans. Any contributions from the sponsoring company are used to further increase the fixed income part of the assets. As part of the investment strategy, any improvement in the funded ratio over time is used to further decrease the interest rate mismatch between the plan assets and the pension liabilities. Summary of pre-tax costs for post-employment benefits and reconciliationsThe adjacent table contains the total of current and past service costs, administration costs and settlement results as included in Income from operations and the interest cost as included in Financial expenses. Philips Group Pre-tax costs for post-employment benefits in millions of EUR | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Defined-benefit plans | 46 | 56 | 74 | 56 | 74 | 36 | | - included in income from operations | 23 | 34 | 61 | 32 | 59 | 28 | | - included in financial expense | 23 | 22 | 13 | 22 | 13 | 8 | | - included in Discontinued operations | | | | 1 | 1 | | Defined-contribution plans | 327 | 346 | 366 | 346 | 366 | 375 | | - included in income from operations | 327 | 346 | 366 | 338 | 358 | 368 | | - included in Discontinued operations | | | | 8 | 7 | | Post-employment benefits costs | 374 | 401 | 440 | 401 | 440 | 411 |
Summary of the reconciliations for the DBO and plan assetsThe adjacent tables contain the reconciliations for the DBO and plan assets. Philips Group Defined-benefit obligations in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
|---|
| Balance as of January 1 | 2,998 | 3,350 | 3,350 | 2,153 | | Service cost | 36 | 39 | 39 | 36 | | Interest cost | 99 | 71 | 71 | 33 | | Employee contributions | 12 | 15 | 15 | 7 | | Actuarial (gains) / losses | | | | | | - demographic assumptions | (52) | 16 | 16 | 3 | | - financial assumptions | 304 | 163 | 163 | (86) | | - experience adjustment | 29 | 39 | 39 | (6) | | (Negative) past service cost | 0 | 2 | 2 | (5) | | Settlements | (5) | (1,185) | (1,185) | (90) | | Benefits paid from plan | (159) | (221) | (221) | (95) | | Benefits paid directly by employer | (41) | (35) | (35) | (33) | | Translation differences and other | 130 | (100) | (100) | 52 | | Balance as of December 31 | 3,350 | 2,153 | 2,153 | 1,970 |
Philips Group Plan assets in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
|---|
| Balance as of January 1 | 2,164 | 2,526 | 2,526 | 1,403 | | Interest income on plan assets | 77 | 58 | 58 | 25 | | Admin expenses paid | (1) | (1) | (1) | (1) | | Return on plan assets excluding interest income | 305 | 268 | 268 | 44 | | Employee contributions | 12 | 15 | 15 | 7 | | Employer contributions | 28 | 34 | 34 | 33 | | Settlements | (1) | (1,205) | (1,205) | (86) | | Benefits paid from plan | (159) | (221) | (221) | (96) | | Translation differences and other | 103 | (71) | (71) | 50 | | Balance as of December 31 | 2,526 | 1,403 | 1,403 | 1,380 |
The settlement amounts mainly relate to the execution of a lump-sum window and annuity purchase program during 2020 regarding the US funded pension plan (2020) and to the transfer of the provident fund plan into the government provident fund in India (2021).
The net impact of the transfer of the divestment of the Domestic Appliances business on the post-employment benefit liability amounts to EUR 12 million and is presented under 'Translation differences and other' in 2021. Plan assets allocationThe asset allocation in the company’s DB plans at December 31 was as follows: Philips Group Plan assets allocation in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
|---|
| Assets quoted in active markets | | | | | | - Debt securities | 1,476 | 782 | 782 | 790 | | - Equity securities | | | | | | - Other | 209 | 175 | 175 | 195 | | | | | | | | Assets not quoted in active markets | | | | | | - Debt securities | 9 | 7 | 7 | 1 | | - Equity securities | 473 | 133 | 133 | 122 | | - Other | 359 | 307 | 307 | 272 | | Total assets | 2,526 | 1,403 | 1,403 | 1,380 |
The plan assets in 20202021 contain 29% (2020: 32% (2019: 33%) unquoted plan assets. Plan assets in 20202021 do not include property occupied by or financial instruments issued by the company. AssumptionsThe mortality tables used for the company’s largest DB plans are: Germany: Heubeck-Richttafeln 2018 Generational, assuming 93% of mortality rates for male retirees between age 60 and 85
US: PRI-2012 Generational with MP2020MP2021 improvement scale + white collar adjustment
Germany: Heubeck-Richttafeln 2018 Generational The weighted averages of the assumptions used to calculate the DBO as of December 31 were as follows: Philips Group Assumptions used for defined-benefit obligations in Germany, the United States Germany and the rest of the world in % | | US | Germany | Other | Total | Germany | United States | Other Countries | Total |
|---|
| | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2020 | 2021 | 2020 | 2021 | 2020 | 2021 | 2020 | 2021 |
|---|
| Discount rate | 3.1% | 2.3% | 0.8% | 0.6% | 2.6% | 2.2% | 2.4% | 1.5% | 0.6% | 1.1% | 2.3% | 2.6% | 2.2% | 2.1% | 1.5% | 1.8% | | Inflation rate | 2.0% | 2.0% | 1.8% | 1.6% | 1.9% | 1.7% | 1.9% | 1.7% | 1.6% | 1.8% | 2.0% | 2.2% | 1.7% | 2.0% | 1.7% | 2.0% | | Salary increase | 0.0% | 0.0% | 2.5% | 2.5% | 2.8% | 2.7% | 2.6% | 2.5% | 2.5% | 2.5% | 0.0% | 0.0% | 2.7% | 2.9% | 2.5% | 2.6% |
The company changed the methodology for setting discount rates in 2021. As of December 31, 2021, Philips uses the Mercer yield curve methodology for setting the discount rate. The change of discount rate methodology is treated as a change in accounting estimate. The impact on the DBO amounts to a decrease of EUR 11 million and the impact on the current service cost amounts to a decrease lower than EUR 1 million. The impact of the change in accounting estimate has been estimated as of December 31, 2021. Sensitivity analysisThe following table illustrates the approximate impact on the DBO from movements in key assumptions. The DBO was recalculated using a change in the assumptions of 1% which overall is considered a reasonably possible change. The impact on the DBO because of changes in discount rate is normally accompanied by offsetting movements in plan assets, especially when using matching strategies. The average duration of the DBO of the DB plans is 11 years (Germany: 11, United States: 12, years (US:and Other countries: 11) as of December 31, 2021 (2020: 12 DE: 11 and Other: 10) as per 31 December 2020 (2019: 11 years). Philips Group Sensitivity of key assumptions in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
|---|
| Increase | | | | | | Discount rate (1% movement) | (340) | (226) | (226) | (196) | | Inflation rate (1% movement) | 113 | 86 | 86 | 99 | | Salary increase (1% movement) | 23 | 16 | 16 | 19 | | Longevity1) | 90 | 51 | 51 | 48 | | Decrease | | | | | | Discount rate (1% movement) | 401 | 265 | 265 | 241 | | Inflation rate (1% movement) | (107) | (78) | (78) | (83) | | Salary increase (1% movement) | (22) | (19) | (19) | (18) |
1)The mortality table (i.e. longevity) also impacts the DBO. The above sensitivity table illustrates the impact on the DBO of a further 10% decrease in the assumed rates of mortality for the company’s major plans. A 10% decrease in assumed mortality rates equals improvement of life expectancy by 0.5 - 1 year. Cash flows and costs in 20212022The company expects considerable cash outflows in relation to post-employment benefits which are estimated to amount to EUR 429457 million in 2021,2022, consisting of: - EUR
3023 million employer contributions to funded DB plans (US:(Germany: EUR 13 million, United States: EUR 0 million, DE:Other Countries: EUR 15 million, Other: EUR 1510 million); - EUR
3840 million cash outflows in relation to unfunded DB plans (US: EUR 9 million, DE:(Germany: EUR 19 million, Other:United States: EUR 10 million, Other Countries: EUR 11 million); and - EUR
361394 million employer contributions to DC plans (NL:(Netherlands: EUR 189194 million, US:United States: EUR 122139 million, Other:Other Countries: EUR 5061 million).
The service and administration cost for 20212022 is expected to amount to EUR 4234 million for DB plans. The net interest cost for 20212022 for the DB plans is expected to amount to EUR 89 million. The cost for DC pension plans in 20212022 is equal to the expected DC cash flow. 22Accrued liabilitiesAccrued liabilities are summarized as follows: Philips Group Accrued liabilities in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
|---|
| Personnel-related costs: | | | | | | - Salaries and wages | 554 | 614 | 614 | 566 | | - Accrued holiday entitlements | 118 | 124 | 124 | 127 | | - Other personnel-related costs | 66 | 78 | 78 | 108 | | Fixed-asset-related costs: | | | | | | - Gas, water, electricity, rent and other | 24 | 21 | 21 | 33 | | Communication and IT costs | 48 | 64 | 64 | 82 | | Distribution costs | 115 | 93 | 93 | 122 | | Sales-related costs: | | | | | | - Commission payable | 8 | 10 | 10 | 7 | | - Advertising and marketing-related costs | 186 | 197 | 197 | 175 | | - Other sales-related costs | 25 | 20 | 20 | 20 | | Material-related costs | 106 | 103 | 103 | 130 | | Interest-related accruals | 38 | 52 | 52 | 52 | | Other accrued liabilities | 343 | 302 | 302 | 362 | | Accrued liabilities | 1,632 | 1,678 | 1,678 | 1,784 |
23Other liabilitiesOther non-current liabilitiesNon-current liabilities were EUR 7456 million atas of December 31, 20202021 (December 31, 2019:2020: EUR 7174 million). Non-current liabilities are associated mainly with indemnification and non-current accruals. Other current liabilitiesOther current liabilities are summarized as follows: Philips Group Other current liabilities in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
|---|
| Accrued customer rebates that cannot be offset with accounts receivables for those customers | 427 | 412 | 412 | 280 | | Other taxes including social security premiums | 241 | 253 | 253 | 190 | | Other liabilities | 188 | 119 | 119 | 116 | | Other current liabilities | 856 | 785 | 785 | 587 |
The other liabilities per December 31, 2019 include reclassifications from litigation provisions to liabilities due to settlements reached. As per December 31, 2020 no material reclassification of such kind occurred. For more details reference is made to Litigation provisions in Provisions and to Legal proceedings in Contingent assets and liabilities.
Contract liabilitiesNon-current contract liabilities were EUR 403446 million atas of December 31, 20202021 (December 31, 2019:2020: EUR 348403 million) and current contract liabilities were EUR 1,2391,491 million atas of December 31, 20202021 (December 31, 2019:2020: EUR 1,1701,239 million). The current contract liabilities increased with EUR 70251 million. The year-on-year change is mainly driven by increase in deferred balance for customer service contracts. The current contract liabilities as perof December 31, 20192020 resulted in revenue recognized of EUR 1,1701,239 million in 2020.2021. 25Contingent assets and liabilitiesContingent assetsAs per December 31, 2020,2021, the company had no material contingent assets. Contingent liabilitiesGuaranteesPhilips’ policy is to provide guarantees and other letters of support only in writing. Philips does not stand by other forms of support. The total fair value of guarantees recognized on the balance sheet amounts to EUR nil million for both 20192021 and 2020. Remaining off-balance-sheet business related guarantees on behalf of third parties and associates decreased by EUR 514 million during 20202021 to EUR 162 million (December 31, 2019:2020: EUR 2116 million). Environmental remediationThe company and its subsidiaries are subject to environmental laws and regulations. Under these laws, the company and/or its subsidiaries may be required to remediate the effects of certain manufacturing activities on the environment. Legal proceedings The company and certain of its group companies and former group companies are involved as a party in legal proceedings, regulatory and other governmental proceedings, including discussions on potential remedial actions, relating to such matters as competition issues, commercial transactions, product liability, participations, and environmental pollution. While it is not feasible to predict or determine the outcome of all pending or threatened legal proceedings, regulatory and governmental proceedings, the company is of the opinion that the cases described below may have, or have had in the recent past, a significant impact on the company’s consolidated financial position, results of operations and cash flows.
Civil Litigation
Cathode Ray Tubes (CRT)Following the public investigations into alleged anticompetitive activities in the Cathode Ray Tubes industry that began in 2007, and which resulted in a EUR 509 million fine against the company from the European Commission in December 2012, certain Philips Group companies were named as defendants in numerous (class action) lawsuits in the United States, Canada, Germany, the Netherlands, Denmark, the United Kingdom, Turkey, and Israel. Plaintiffs in these cases varied from classes of indirect and direct purchasers, state attorneys general, electronics retailers and TVtelevision and monitor manufacturers. By the end of 2020, settlements2021, resolutions have been reached in most of these cases. Litigation is still pending or threatened in relation to: (i) the revised US indirect purchaser class settlement which received approval from the District Court for the Northern District of California in July 2020 but is still subject to appeal, (ii) potential claims that may still be filed by certain objectors to the original US indirect purchaser class settlement (iii)that was finally approved in 2021 (ii) a claim filed by the state attorney general for Puerto Rico, (iv)(iii) a claim filed by a monitor manufacturer in the UK, (v) a claim filed by three Brazilian TV manufacturers in the Netherlands, (vi)(iv) a consumer class action in Israel and (vii)(v) a consumer action in the Netherlands. In all cases, the same substantive allegations about anticompetitive activities in the CRT industry are made and damages are sought. Despite prior settlements, the company has concluded that due to the specific circumstances in the cases that settled, and the particularities and considerable uncertainty associated with the remaining matters, based on current knowledge, potential losses cannot be reliably estimated with respect to some of the matters that are still pending. In 2019, the company was served with a claim filed by LG Electronics (LGE) in the Seoul Central District Court. LGE claimsclaimed restitution of approximately EUR 210 million, representing a portion of the fine that LGE paid to the European Commission relating to the joint venture LG. Philips Displays for which LGE and the companyCompany were jointly and severally liable. LGE alleges that based on the manner in which the fine was calculated, the company should have paid proportionally more than it currently has. In November 2020, the Seoul Central District Court dismissed LGE’s case. LGE has appealedcase which decision was confirmed by the decision.
Seoul High Court on December 23, 2021. Public InvestigationsIn July 2018, theThe company was informed that the public prosecution service in Rio de Janeiro and the Brazilian antitrust authority CADE were conducting an investigation into tender irregularities in the medical device industry in Brazil. Philips was one of a number of companies involved in the investigation. After conducting an internal investigation into the matter focusing on certain transactions that took place before 2011, the company reached a leniency agreement with the Brazilian public prosecution service in 2020 under which the company agreed to pay EUR 9.7 million. The investigation by CADE is ongoing.
In respect of the investigation in Brazil, the company also received inquiries from the US Securities and Exchange Commission (SEC) and US Department of Justice (DoJ). In addition, starting in June 2019, the company has engaged in discussions with, and has provided information to, the SECUnited States Securities & Exchange Commission (SEC) and DoJDepartment of Justice (DoJ) regarding alleged tender irregularities in the medical device industry in certain other jurisdictions. These interactions are ongoing and focus primarily focused on a number of potential compliance findings that the company is addressing in China and Bulgaria.
In 2020, the company entered into a leniency agreement with the Brazilian public prosecution service for historic transactions involving tender irregularities in Brazil. An investigation by CADE, the Brazilian competition authority, focused on these transactions remains ongoing. The Brazilian matters are part of the discussions with the SEC and DoJ. Given the uncertainsignificant uncertainty regarding the nature of the relevant events and potential obligations, and based on current knowledge,Philips is not currently able to reliably estimate the financial effect if any, cannot be reliably estimated.of a range of possible outcomes in connection with these matters. The outcomeoutcomes of the uncertain eventsthese matters could have a material impact on the company’s consolidated financial position, results of operations and cash flows. Respironics field actionOn June 14, 2021, Philips’ subsidiary Philips RS North America LLC (Philips Respironics) issued a voluntary recall notification in the United States and field safety notice outside the United States for specific Philips Respironics Bi-Level PAP, CPAP, and mechanical ventilator devices. FDA inspectionOn August 26, 2021, the US Food and Drug Administration (FDA) commenced an inspection of the Philips Respironics manufacturing facility in Murrysville, Pennsylvania and provided Philips Respironics with its preliminary inspectional observations on November 9, 2021. Philips Respironics responded to the FDA’s inspectional observations in December 2021, which described the actions already taken by the company, as well as additional planned actions. Philips Respironics is also providing periodic updates to the FDA on its progress for the planned actions. Should the FDA decide that Philips Respironics’ written response and/or actions are not timely or sufficient to address the FDA’s inspectional observations, the FDA may take additional enforcement action, which may include monetary penalties. Product liability claimsFollowing the voluntary recall notification, a number of civil complaints have been filed in several jurisdictions against Philips Respironics and certain of its affiliates (including the company) generally alleging economic loss, personal injury and/or the potential for personal injury allegedly caused by devices subject to the recall. In the United States, as of December 31, 2021, approximately 100 consumer class action lawsuits and 1 commercial class action lawsuit had been filed alleging economic loss and/or medical monitoring claims. In addition, as of December 31, 2021, approximately 120 personal injury lawsuits had been filed in the United States. On October 8, 2021, a Multi-District Litigation (MDL) in the US District Court for the Western District of Pennsylvania was formed, and most of these class action and personal injury lawsuits have been consolidated in the MDL for pre-trial proceedings. In Australia, a consumer class action lawsuit alleging personal injury was filed against the company’s subsidiary Philips Electronics Australia Ltd on October 4, 2021. Philips Respironics and certain of its affiliates (including the company) are also defendants in consumer class action lawsuits in Canada and Israel alleging economic loss and/or personal injury. While the company believes it is probable that these lawsuits will in the aggregate lead to an outflow of economic resources for Philips Respironics or other Philips entities, given the significant uncertainty regarding the nature of the relevant events and potential obligations, the company is not currently able to reliably estimate the amount of the obligation associated with these various lawsuits. The final outcome of the individual lawsuits and the cost to resolve them cannot currently be determined due to a number of variables, including claimant-specific information that is not yet available. In addition, the company cannot reasonably predict the number of claims that may be asserted in the future in relation to this matter. An adverse outcome with respect to any or all of these lawsuits and/or any future claims could have a material impact on the company’s consolidated financial position, results of operations and cash flows. Securities class actionOn August 16, 2021, a securities class action complaint was filed against the company, its CEO and its CFO in the United States District Court for the Eastern District of New York alleging violations of the Securities Exchange Act of 1934 causing damage to investors. On January 3, 2022, the lead plaintiff in the case filed its amended complaint seeking to represent individuals that purchased Philips shares between February 23, 2016, through November 12, 2021. The amended complaint focuses on share price declines that allegedly occurred as a result of disclosures included in the Q1 2021 earnings release on April 26, 2021, the voluntary recall notification on June 14, 2021, the Q2 2021 earnings release on July 26, 2021, and the publication of the form 483 observations by the FDA on November 12, 2021. The Company’s motion to dismiss is currently due in the first quarter of 2022. It is the company’s assessment that it is possible but not probable that the case could lead to a certain outflow of economic resources. An adverse outcome of this case could have a material impact on the company’s consolidated financial position, results of operations and cash flows. Other claimsOn October 12, 2021, SoClean, a company offering ozone-based cleaning products for sleep devices, filed a lawsuit against the company and certain of its affiliates alleging that the defendants’ statements about the potential adverse effect ozone cleaning may have on the recalled devices has significantly damaged its business. The company believes that the claim is without merit and will vigorously defend itself. It is possible that additional related claims, including from customers or business partners regarding alleged economic losses suffered as a consequence of the voluntary recall, may be filed against Philips Respironics or other Philips entities in the future. In particular, Philips Respironics is engaging with certain customers on the level of compensation they allege to be entitled to under Philips Respironics’ repair and replacement program. In the event of an adverse outcome, these matters could have a material impact on the company’s consolidated financial position, results of operations and cash flows. To date no provisions have been recorded for the litigation associated with the Respironics field action. MiscellaneousFor details on other contractual obligations, please refer to liquidity risk in Details of treasury and other financial risks. 27Share-based compensationThe purpose of the share-based compensation plans is to align the interests of management with those of shareholders by providing incentives to improve the company’s performance on a long-term basis, thereby increasing shareholder value. The company has the following plans: - performance shares: rights to receive common shares in the future based on performance and service conditions;
- restricted shares: rights to receive common shares in the future based on a service condition; and
- options on its common shares, including the 2012 and 2013 Accelerate! grant.
Since 2013 the Board of Management and other members of the Executive Committee are only granted performance shares*). Performance shares as well as restricted shares can be granted to executives, certain selected employees and new employees. Prior to 2013 options were also granted. Under the terms of employee stock purchase plans established by the company in various countries, employees are eligible to purchase a limited number of Philips shares at discounted prices through payroll withholdings. Share-based compensation costs were EUR 116 million (2020: EUR 121 million (2019:million; 2019: EUR 105 million; 2018: EUR 102 million). This includes the employee stock purchase plan of EUR 67 million, which is not a share-based compensation that affects equity.equity . In the Consolidated statements of changes in equity EUR 116110 million is recognized in 20202021 and represent the costs of the share-based compensation plans. The amount recognized as an expense is adjusted for forfeiture. USD-denominated performance shares, restricted shares and options are granted to employees in the United States only. Performance sharesThe performance is measured over a three-year performance period. The performance shares granted in 2019 and 2018 have two performance conditions, relative Total Shareholders’ Return ('TSR') compared to a peer group of 20 companies including Philips (2019:(2020: 20 companies, 2018;2019; 20 companies) and adjusted Earnings Per Share growth ('EPS'). For performance shares granted in 2020 onwards, an additional non-financial criterion was added around sustainability. The introduction of the sustainability criterion reflects a further alignment of the remuneration package for the Board of Management with Philips‘ mission, vision and aim to act as a responsible member of society. The criterion is based on three Sustainable Development Goals ('SDG') as defined by the United Nations that are included in Philips’ strategy on sustainability (refer to Environment, Social and Governance). The performance shares vest three years after the grant date. The number of performance shares that will vest is dependent on achieving the performance conditions provided that the grantee is still employed with the company. For the performance shares with a grant date in 2019 or 2018 the two financial conditions, TSR and EPS, are equally weighted, while for the performance shares with a grant date in 2020 and 2021 the TSR is weighted 50%, EPS 40% and SDG 10%. The amount recognized as an expense is adjusted for actual performance of adjusted EPS growth and the actual realization of the SDGs since these are non-market performance conditions. It is not adjusted for non-vesting or extra vesting of performance shares due to a relative TSR performance that differs from the performance anticipated at the grant date, since this is a market-based performance condition. The fair value of the performance shares is measured based on Monte-Carlo simulation, which takes into account dividend payments between the grant date and the vesting date by including reinvested dividends as well as the market conditions expected to impact relative Total Shareholders’ Return performance in relation to selected peers. The following weighted-average assumptions were used for the 20202021 grants: - Risk-free rate:
(0.74)(0.69)% - Expected share price volatility:
25%28%
The assumptions were used for these calculations only and do not necessarily represent an indication of Management’s expectation of future developments for other purposes. The company has based its volatility assumptions on historical experience measured over a ten-year period. A summary of the status of the company’s performance share plans as of December 31, 20202021 and changes during the year are presented below:in the following table: | | shares | weighted average grant-date fair value | shares | weighted average grant-date fair value |
|---|
| EUR-denominated | | | | Outstanding at January 1, 2020 | 3,460,802 | 39.32 | | | Outstanding at January 1, 2021 | | 3,545,312 | 41.31 | | Granted | 1,201,093 | 44.30 | 1,121,001 | 50.73 | | Notional dividends1) | 70,865 | 41.27 | 62,872 | 45.22 | | Vested/Issued | 1,525,520 | 38.20 | 1,466,223 | 39.18 | | Forfeited | 223,040 | 40.13 | 272,873 | 45.90 | | Adjusted quantity2) | 561,111 | 38.30 | 107,624 | 37.67 | | Outstanding at December 31, 2020 | 3,545,312 | 41.31 | | | Outstanding at December 31, 2021 | | 3,097,713 | 45.28 | | | | | | USD-denominated | | | | Outstanding at January 1, 2020 | 2,213,962 | 45.06 | | | Outstanding at January 1, 2021 | | 2,412,767 | 47.10 | | Granted | 892,939 | 48.26 | 693,918 | 61.32 | | Notional dividends1) | 48,548 | 46.99 | 41,324 | 51.42 | | Vested/Issued | 929,676 | 41.68 | 947,772 | 47.48 | | Forfeited | 159,526 | 46.52 | 268,500 | 51.29 | | Adjusted quantity2) | 346,520 | 42.34 | 73,264 | 50.06 | | Outstanding at December 31, 2020 | 2,412,767 | 47.10 | | | Outstanding at December 31, 2021 | | 2,005,000 | 51.48 |
1)Dividend declared in 20202021 on outstanding shares.2)Adjusted quantity includes the adjustments made to Performance shares outstanding due to updates on the actual and expected EPS. AtAs of December 31, 2020,2021, a total of EUR 116110 million of unrecognized compensation costs relate to non-vested performance shares (at(as of December 31, 2020 EUR 116 million; as of December 31, 2019 EUR 106 million; at December 31, 2018 EUR 111 million). These costs are expected to be recognized over a weighted-average period of 1.841.89 years.
Restricted sharesThe fair value of restricted shares is equal to the share price at grant date. The Company issues restricted shares that, in general, have a 3 year cliff-vesting period provided that the grantee is still employed with the company. A summary of the status of the Company’s restricted shares as of December 31, 20202021 and changes during the year are presented below:in the following table: | | shares | weighted average grant-date fair value | shares | weighted average grant-date fair value |
|---|
| EUR-denominated | | | | Outstanding at January 1, 2020 | 1,866,864 | 34.63 | | | Outstanding at January 1, 2021 | | 1,813,385 | 36.20 | | Granted | 681,614 | 38.06 | 631,347 | 44.41 | | Notional dividends1) | 36,632 | 36.71 | 33,430 | 39.69 | | Vested/Issued | 654,018 | 31.25 | 671,703 | 33.96 | | Forfeited | 117,707 | 35.19 | 187,648 | 40.19 | | Outstanding at December 31, 2020 | 1,813,385 | 36.20 | | | Cancelled | | 323 | 35.72 | | Outstanding at December 31, 2021 | | 1,618,488 | 39.93 | | | | | | USD-denominated | | | | Outstanding at January 1, 2020 | 1,731,978 | 38.22 | | | Outstanding at January 1, 2021 | | 1,649,847 | 41.14 | | Granted | 620,540 | 41.60 | 721,469 | 53.42 | | Notional dividends1) | 33,916 | 42.50 | 30,551 | 44.99 | | Vested/Issued | 609,915 | 34.55 | 584,833 | 40.64 | | Forfeited | 126,672 | 40.09 | 206,013 | 46.09 | | Outstanding at December 31, 2020 | 1,649,847 | 41.14 | | | Outstanding at December 31, 2021 | | 1,611,021 | 46.26 |
1)Dividend declared in 20202021 on outstanding shares. At December 31, 2020,2021, a total of EUR 6266 million of unrecognized compensation costs relate to non-vested restricted shares (at December 31, 20192020 EUR 5962 million; at December 31, 20182019 EUR 59 million). These costs are expected to be recognized over a weighted-average period of 1.841.8 years. Option plansThe Company granted options that expire after ten years. These options vest after three years, provided that the grantee is still employed with the company. All outstanding options have vested as of December 31, 2020.2021. The following tables summarize information about the Company’s options as of December 31, 20202021 and changes during the year: Philips Group Options on EUR-denominated listed share | | options | weighted average exercise price |
|---|
| Outstanding at January 1, 2020 | 934,707 | 19.14 | | Exercised | 408,727 | 21.20 | | Expired | 34,066 | 23.94 | | Outstanding at December 31, 2020 | 491,914 | 17.10 | | | | | | Exercisable at December 31, 2020 | 491,914 | 17.10 |
| | options | weighted average exercise price |
|---|
| Outstanding at January 1, 2021 | 491,914 | 17.10 | | Exercised | 233,265 | 19.03 | | Expired | 19,572 | 20.48 | | Outstanding at December 31, 2021 | 239,077 | 14.93 | | | | | | Exercisable at December 31, 2021 | 239,077 | 14.93 |
The exercise prices range from EUR 14.82 to EUR 24.9.23.23. The weighted average remaining contractual term for options outstanding and options exercisable at December 31, 2020,2021, was 0.90.3 years. The aggregate intrinsic value of the options outstanding and options exercisable at December 31, 2020,2021, was EUR 134 million. The total intrinsic value of options exercised during 20202021 was EUR 6 million (2020: EUR 9 million, (2019:2019: EUR 13 million, 2018: EUR 15 million). Philips Group Options on USD-denominated listed share | | options | weighted average exercise price |
|---|
| Outstanding at January 1, 2020 | 928,975 | 26.26 | | Exercised | 478,798 | 27.73 | | Expired | 63,000 | 30.16 | | Outstanding at December 31, 2020 | 387,177 | 23.72 | | | | | | Exercisable at December 31, 2020 | 387,177 | 23.72 |
| | options | weighted average exercise price |
|---|
| Outstanding at January 1, 2021 | 387,177 | 23.72 | | Exercised | 220,662 | 26.12 | | Expired | 16,350 | 27.83 | | Outstanding at December 31, 2021 | 150,165 | 19.75 | | | | | | Exercisable at December 31, 2021 | 150,165 | 19.75 |
The exercise prices range from USD 19.50 to USD 33.51.30.27. The weighted average remaining contractual term for options outstanding and options exercisable atas of December 31, 2020,2021, was 0.90.3 years. The aggregate intrinsic value of the options outstanding and options exercisable atas of December 31, 2020,2021, was USD 123 million. The total intrinsic value of options exercised during 20202021 was USD7 million (2020; USD 11 million, (2019;2019: USD 11 million, 2018: USD 16 million). At December 31, 20202021 there were no unrecognized compensation costs related to outstanding options. Cash received from exercises under the Company’s option plans amounted to EUR 9 million in 2021 (2020: EUR 21 million, in 2020 (2019:2019: EUR 28 million, 2018: EUR 57 million), The actual tax deductions realized as a result of USD option exercises totaled approximately 1 million in 2021 (2020: EUR 3 million, in 2020 (2019:2019: EUR 2 million, 2018: EUR 3 million). The outstanding options as of December 31, 20202021 are categorized in exercise price ranges as follows: Philips Group Outstanding options in millions of EUR unless otherwise stated | | options | intrinsic value in millions | weighted average remaining contractual term | options | intrinsic value in millions | weighted average remaining contractual term |
|---|
| EUR-denominated | | | | 10-15 | 297,269 | 8.6 | 1.3 | 229,660 | 4.1 | 0.3 | | 15-20 | 14,961 | 0.4 | 1.2 | 8,100 | 0.1 | 0.5 | | 20-25 | 179,684 | 4.1 | 0.3 | 1,317 | | 1.0 | | Outstanding options | 491,914 | 13.1 | 0.9 | 239,077 | 4.3 | 0.3 | | | | | | USD-denominated | | | | 15-20 | 221,065 | 7.7 | 1.3 | 143,415 | 2.5 | 0.3 | | 20-25 | 6,300 | 0.2 | 1.3 | 3,600 | 0.1 | 0.4 | | 25-30 | 155,462 | 3.8 | 0.3 | | | 30-35 | 4,350 | 0.1 | 1.4 | 3,150 | | 0.9 | | Outstanding options | 387,177 | 11.8 | 0.9 | 150,165 | 2.6 | 0.3 |
The aggregate intrinsic value in the tables and text above represents the total pre-tax intrinsic value (the difference between the Company’s closing share price on the last trading day of 20202021 and the exercise price, multiplied by the number of in-the-money options) that would have been received by the option holders if the options had been exercised on December 31, 2020.2021. The following table summarizes information about the Company’s Accelerate! options as of December 31, 20202021 and changes during the year: | | options | weighted average exercise price |
|---|
| EUR-denominated | | | | Outstanding at January 1, 2020 | 220,200 | 17.04 | | Exercised | 57,000 | 15.24 | | Outstanding at December 31, 2020 | 163,200 | 17.66 | | | | | | Exercisable at December 31, 2020 | 163,200 | 17.66 | | | | | | USD-denominated | | | | Outstanding at January 1, 2020 | 75,000 | 20.02 | | Exercised | 32,200 | 20.02 | | Expired | 5,000 | 20.02 | | Outstanding at December 31, 2020 | 37,800 | 20.02 | | | | | | Exercisable at December 31, 2020 | 37,800 | 20.02 |
| | options | weighted average exercise price |
|---|
| EUR-denominated | | | | Outstanding at January 1, 2021 | 163,200 | 17.66 | | Exercised | 26,225 | 15.24 | | Outstanding at December 31, 2021 | 136,975 | 18.13 | | | | | | Exercisable at December 31, 2021 | 136,975 | 18.13 | | | | | | USD-denominated | | | | Outstanding at January 1, 2021 | 37,800 | 20.02 | | Exercised | 20,300 | 20.02 | | Expired | | | | Outstanding at December 31, 2021 | 17,500 | 20.02 | | | | | | Exercisable at December 31, 2021 | 17,500 | 20.02 |
The exercise prices of the Accelerate! options are EUR 15.24 and EUR 22.43 for EUR-denominated options and is USD 20.02 for USD-denominated options. The weighted average remaining contractual term for EUR-denominated Accelerate! options outstanding and exercisable at December 31, 20202021 was 1.40.5 years. The weighted average remaining contractual term for USD-Accelerate! options outstanding and exercisable at December 31, 20202021 was 1.10.1 years. The aggregate intrinsic value of the EUR-denominated Accelerate! options outstanding and exercisable at December 31, 2020,2021, was EUR 4.32 million. The aggregate intrinsic value of the USD-denominated Accelerate! options outstanding and exercisable at December 31, 20202021 was USD 1.30.30 million. The total intrinsic value of Accelerate! options exercised during 20202021 was EUR 1.60.7 million for EUR-denominated options (2019:(2020: EUR 21.6 million, 2018:2019: EUR 42 million) and USD 0.90.7 million for USD-denominated options (2019:(2020: USD 10.9 million, 2018:2019: USD 1 million). Cash received from exercises for EUR-denominated and USD-denominated Accelerate! options amounted to EUR 0.7 million in 2021 (2020: EUR 1.4 million, in 2020 (2019:2019: EUR 2 million, 2018: EUR 4 million). The actual tax deductions realized as a result of Accelerate! USD options exercises totaled approximately EUR 0.1 million in 2020 (2019:2021 (2020: EUR 0.20.1 million, 2018:2019: EUR 0.2 million). *)Executive Committee members can receive restricted share rights as a sign-on LTI awards upon hiring. 28Information on remunerationRemuneration of the Executive CommitteeIn 2020,2021, the total remuneration costs relating to the members of the Executive Committee (consisting of 1516 members throughout the year, including the members of the Board of Management) amounted to EUR 33.4 million (2020: EUR 33.2 million (2019:million; 2019: EUR 30.0 million; 2018: EUR 26.8 million) consisting of the elements in the following table. Philips Group Remuneration costs of the Executive Committee1) in EUR | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Base salary/Base compensation | 8,370,406 | 9,241,364 | 9,299,794 | 9,241,364 | 9,299,794 | 9,598,588 | | Annual incentive2) | 5,651,996 | 5,566,763 | 6,726,768 | 5,566,763 | 6,726,768 | 5,250,408 | | Performance shares3)4) | 8,896,369 | 11,143,320 | 13,153,975 | 11,143,320 | 13,153,975 | 12,610,073 | | Restricted share rights3) | 492,237 | 168,404 | 288,372 | 168,404 | 288,372 | 1,380,644 | | Pension allowances5) | 1,919,839 | 2,076,834 | 2,054,570 | 2,076,834 | 2,054,570 | 2,107,953 | | Pension scheme costs | 411,028 | 440,003 | 382,513 | 440,003 | 382,513 | 306,694 | | Other compensation6) | 1,013,128 | 1,331,990 | 1,264,908 | 1,331,990 | 1,264,908 | 2,104,044 | | Total | 26,755,003 | 29,968,678 | 33,170,901 | 29,968,678 | 33,170,901 | 33,358,405 |
1)The Executive Committee consisted of 1513 members as per December 31, 2020 (2019:2021 (2020: 15 members; 2019: 14 members; 2018: 13 members)2)The annual incentives are related to the performance in the year reported which are paid out in the subsequent year.3)Costs of performance shares and restricted share rights are based on accounting standards (IFRS) and do not reflect the value of performance shares at the vesting/release date4)For 2020,2021, a release of EUR 554,437 (2019:0 (2020: EUR 0; 2018:554,437; 2019: EUR 1,740,520)0) is included due to non-vesting of performance shares5)Pension allowances are gross taxable allowances paid to the Executive Committee members in the Netherlands. These allowances are part of the pension arrangement6)The stated amounts mainly concern (share of) allowances to members of the Executive Committee that can be considered as remuneration. In a situation where such a share of an allowance can be considered as (indirect) remuneration (for example, private use of the company car), then the share is both valued and accounted for here. The method employed by the fiscal authorities is the starting point for the value stated At December 31, 2020,2021, the members of the Executive Committee (including the members of the Board of Management) held 193,300 (2019: 291,520; 2018: 333,670)184,900 (2020: 193,300; 2019: 291,520) stock options at a weighted average exercise price of EUR 17.31 (2019:17.15 (2020: EUR 18.61; 2018:17.31; 2019: EUR 18.99)18.61). Remuneration of the Board of ManagementIn 2020,2021, the total remuneration costs relating to the members of the Board of Management amounted to EUR 10.3 million (2020: EUR 11.4 million (2019:million; 2019: EUR 9.7 million; 2018: EUR 9.8 million), see table below.the following table. Philips Group Remuneration costs of individual members of the Board of Management in EUR | | | base compensation/salary | annual incentive1) | performance shares2) | restricted share rights2) | pension allowances3) | pension scheme costs | other compensation | total costs |
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| 2021 | | | | F.A. van Houten | | 1,325,000 | 850,915 | 2,626,295 | - | 565,403 | 27,462 | 57,224 | 5,452,299 | | A. Bhattacharya | | 790,000 | 360,103 | 1,172,533 | - | 233,857 | 27,462 | 68,908 | 2,652,864 | | M.J. van Ginneken | | 605,000 | 317,192 | 886,035 | - | 150,755 | 27,462 | 42,610 | 2,029,054 | | | | 2,720,000 | 1,528,211 | 4,684,863 | - | 950,014 | 82,387 | 168,742 | 10,134,217 | | | base compensation/salary | annual incentive1) | performance shares2) | restricted share rights2) | pension allowances3) | pension scheme costs | other compensation | total costs | |
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| 2020 | | | | F.A. van Houten | 1,325,000 | 1,298,500 | 2,874,467 | 0 | 565,922 | 27,001 | 62,176 | 6,153,067 | 1,325,000 | 1,298,500 | 2,874,467 | - | 565,922 | 27,001 | 62,176 | 6,153,067 | | A. Bhattacharya | 785,000 | 596,600 | 1,295,996 | 0 | 233,126 | 27,001 | 70,267 | 3,007,990 | 785,000 | 596,600 | 1,295,996 | - | 233,126 | 27,001 | 70,267 | 3,007,990 | | M.J. van Ginneken | 580,000 | 437,920 | 952,453 | 0 | 158,800 | 27,001 | 46,986 | 2,203,160 | 580,000 | 437,920 | 952,453 | - | 158,800 | 27,001 | 46,986 | 2,203,160 | | | 2,690,000 | 2,333,020 | 5,122,916 | 0 | 957,849 | 81,004 | 179,428 | 11,364,217 | 2,690,000 | 2,333,020 | 5,122,916 | - | 957,849 | 81,004 | 179,428 | 11,364,217 | | | | | | 2019 | | | | F.A. van Houten | 1,295,000 | 1,091,800 | 2,235,166 | 0 | 559,052 | 26,380 | 52,713 | 5,260,111 | 1,295,000 | 1,091,800 | 2,235,166 | - | 559,052 | 26,380 | 52,713 | 5,260,111 | | A. Bhattacharya | 770,000 | 517,472 | 995,483 | 0 | 230,006 | 26,380 | 63,265 | 2,602,606 | 770,000 | 517,472 | 995,483 | - | 230,006 | 26,380 | 63,265 | 2,602,606 | | M.J. van Ginneken | 571,250 | 335,685 | 713,815 | 0 | 171,018 | 26,380 | 38,278 | 1,856,426 | 571,250 | 335,685 | 713,815 | - | 171,018 | 26,380 | 38,278 | 1,856,426 | | | 2,636,250 | 1,944,957 | 3,944,464 | 0 | 960,076 | 79,140 | 154,256 | 9,719,143 | 2,636,250 | 1,944,957 | 3,944,464 | - | 960,076 | 79,140 | 154,256 | 9,719,143 | | 2018 | | | | F.A. van Houten | 1,205,000 | 1,264,286 | 2,319,460 | 588 | 537,181 | 25,708 | 39,042 | 5,391,265 | | | A. Bhattacharya | 718,750 | 637,536 | 942,220 | 129 | 217,823 | 25,708 | 53,522 | 2,595,688 | | | M.J. van Ginneken | 557,500 | 362,611 | 711,806 | 66 | 168,210 | 25,708 | 35,299 | 1,861,200 | | | | 2,481,250 | 2,264,433 | 3,973,486 | 783 | 923,214 | 77,124 | 127,863 | 9,848,153 | |
1)The annual incentives are related to the performance in the year reported which are paid out in the subsequent year. For more details on the annual incentives refer to 2020 Annual Incentive2)Costs of performance shares and restricted share rights are based on accounting standards (IFRS) and do not reflect the value of performance shares at the vesting/release date3)The stated amounts mainly concern (share of) allowances to members of the Board of Management that can be considered as remuneration. In a situation where such a share of an allowance can be considered as (indirect) remuneration (for example, private use of the company car), then the share is both valued and accounted for here. The method employed by the fiscal authorities is the starting point for the value stated. For further information on remuneration costs, see Total remuneration costs in 2020.
The accumulated annual pension entitlements and the pension costs of individual members of the Board of Management are as follows: Philips Group Accumulated annual pension entitlements and pension-related costs in EUR unless otherwise stated | | age at December 31, 2020 | accumulated annual pension as of December 31, 2020 | total pension related costs | age at December 31, 2021 | accumulated annual pension as of December 31, 2021 | total pension related costs |
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| F.A. van Houten | 60 | 329,412 | 592,924 | 61 | 331,208 | 592,865 | | A. Bhattacharya | 59 | 33,307 | 260,128 | 60 | 35,102 | 261,319 | | M.J. van Ginneken | 47 | 46,220 | 185,802 | 48 | 48,015 | 178,217 | | Pension costs | | 1,038,853 | | 1,032,402 |
When pension rights are granted to members of the Board of Management, necessary payments (if insured) and all necessary provisions are made in accordance with the applicable accounting principles. In 2020,2021, no (additional) pension benefits were granted to former members of the Board of Management. Remuneration of the Supervisory BoardThe remuneration of the members of the Supervisory Board amounted to EUR 1.3 million (2019:(2020: EUR 1.21.3 million; 2018: 1.12019: 1.2 million). Former members received no remuneration. The members of the Supervisory Board do not receive any share-based remuneration. Therefore, at December 31, 20202021 the members of the Supervisory Board held no stock options, performance shares or restricted shares. The individual members of the Supervisory Board received, by virtue of the positions they held, the following remuneration: Philips Group Remuneration of the Supervisory Board in EUR | | membership | committees | other compensation1) | total | membership | committees | other compensation1) | total |
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| 20202) | | | | 2021 | | | | | | | F. Sijbesma | | 141,301 | 27,808 | 8,237 | 177,346 | | P.A.M. Stoffels | | 109,863 | 27,808 | 4,769 | 142,440 | | J. van der Veer | | 53,507 | 12,082 | 3,916 | 69,505 | | C.A. Poon | | 39,699 | 16,915 | 783 | 57,397 | | N. Dhawan | | 100,000 | 18,000 | 2,269 | 120,269 | | O. Gadiesh | | 34,521 | 4,833 | 783 | 40,137 | | D.E.I. Pyott | | 100,000 | 36,370 | 2,269 | 138,639 | | A.M. Harrison | | 100,000 | 14,000 | 2,269 | 116,269 | | M.E. Doherty | | 100,000 | 27,000 | 4,769 | 131,769 | | P. Löscher | | 100,000 | 32,000 | 4,769 | 136,769 | | I. Nooyi | | 100,000 | 14,000 | 2,269 | 116,269 | | S.K. Chua | | 65,753 | 11,836 | 1,492 | 79,081 | | | 1,044,644 | 242,652 | 38,595 | 1,325,891 | | 2020 | | | | | | | J. van der Veer | 155,000 | 35,000 | 11,345 | 201,345 | 155,000 | 35,000 | 11,345 | 201,345 | | C.A. Poon | 115,000 | 49,000 | 7,269 | 171,269 | 115,000 | 49,000 | 7,269 | 171,269 | | N. Dhawan | 100,000 | 18,000 | 7,269 | 125,269 | 100,000 | 18,000 | 7,269 | 125,269 | | O. Gadiesh | 100,000 | 14,000 | 2,269 | 116,269 | 100,000 | 14,000 | 2,269 | 116,269 | | D.E.I. Pyott | 100,000 | 42,000 | 12,269 | 154,269 | 100,000 | 42,000 | 12,269 | 154,269 | | P.A.M. Stoffels | 100,000 | 9,333 | 9,769 | 119,102 | 100,000 | 9,333 | 9,769 | 119,102 | | A.M. Harrison | 100,000 | 14,000 | 2,269 | 116,269 | 100,000 | 14,000 | 2,269 | 116,269 | | M.E. Doherty | 100,000 | 24,000 | 9,769 | 133,769 | 100,000 | 24,000 | 9,769 | 133,769 | | P. Löscher | 66,667 | 21,333 | 1,513 | 89,513 | 66,667 | 21,333 | 1,513 | 89,513 | | F. Sijbesma | 76,667 | 9,333 | 1,513 | 87,513 | 76,667 | 9,333 | 1,513 | 87,513 | | | 1,013,333 | 236,000 | 65,254 | 1,314,587 | 1,013,333 | 236,000 | 65,254 | 1,314,587 | | 20192) | | | | 2019 | | | | | | | J. van der Veer | 155,000 | 35,000 | 7,000 | 197,000 | 155,000 | 35,000 | 7,000 | 197,000 | | C.A. Poon | 115,000 | 50,167 | 22,000 | 187,167 | 115,000 | 50,167 | 22,000 | 187,167 | | H.N.F.M. von Prondzynski | 33,333 | 16,333 | 5,667 | 55,333 | 33,333 | 16,333 | 5,667 | 55,333 | | J.P. Tai | 25,000 | 10,250 | 5,500 | 40,750 | 25,000 | 10,250 | 5,500 | 40,750 | | N. Dhawan | 100,000 | 18,000 | 27,000 | 145,000 | 100,000 | 18,000 | 27,000 | 145,000 | | O. Gadiesh | 100,000 | 19,833 | 12,000 | 131,833 | 100,000 | 19,833 | 12,000 | 131,833 | | D.E.I. Pyott | 100,000 | 41,500 | 17,000 | 158,500 | 100,000 | 41,500 | 17,000 | 158,500 | | P.A.M. Stoffels | 100,000 | 0 | 14,500 | 114,500 | 100,000 | - | 14,500 | 114,500 | | A.M. Harrison | 100,000 | 9,333 | 12,000 | 121,333 | 100,000 | 9,333 | 12,000 | 121,333 | | M.E. Doherty | 41,667 | 1,500 | 8,333 | 51,500 | 41,667 | 1,500 | 8,333 | 51,500 | | | 870,000 | 201,917 | 131,000 | 1,202,917 | 870,000 | 201,916 | 131,000 | 1,202,916 | | 20182) | | | | J. van der Veer | 140,000 | 27,500 | 12,000 | 179,500 | | | C.A. Poon | 96,250 | 36,625 | 22,000 | 154,875 | | | H.N.F.M. von Prondzynski | 85,000 | 36,625 | 14,500 | 136,125 | | | J.P. Tai | 85,000 | 34,625 | 22,000 | 141,625 | | | N. Dhawan | 85,000 | 14,250 | 24,500 | 123,750 | | | O. Gadiesh | 85,000 | 14,250 | 22,000 | 121,250 | | | D.E.I. Pyott | 85,000 | 25,250 | 32,000 | 142,250 | | | P.A.M. Stoffels | 38,333 | 0 | 8,333 | 46,667 | | | A.M. Harrison | 31,667 | 0 | 10,667 | 42,333 | | | | 731,250 | 189,125 | 168,000 | 1,088,375 | |
1)The amounts mentioned under other compensation relate to the fee for intercontinental travel, inter-European travel, the entitlement of EUR 2,000 under the Philips product arrangement and the annual fixed net expense allowance.2)As of 2013, part of the remuneration of members of the Supervisory Board living in the Netherlands is subject to VAT. The amounts mentioned in this table are excluding VAT Supervisory Board members’ and Board of Management members’ interests in Philips sharesMembers of the Supervisory Board and of the Executive CommitteeBoard of Management are prohibited from writing call and put options or similar derivatives of Philips securities. Philips Group Shares held by Board members1)2) in number of shares | | December 31, 2019 | December 31, 2020 | December 31, 2020 | December 31, 2021 |
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| J. van der Veer | 18,366 | 18,738 | | | F.A. van Houten | 347,565 | 424,029 | 424,029 | 525,761 | | A. Bhattacharya | 90,083 | 123,077 | 123,077 | 148,365 | | M.J. van Ginneken | 67,600 | 88,996 | 88,996 | 110,528 |
1)Reference date for board membership is December 31, 2020.2021.2)The total shares held by the members of the Board of Management is less than 1% of the company's issued share capital. 29Fair value of financial assets and liabilitiesThe estimated fair value of financial instruments has been determined by the company using available market information and appropriate valuation methods. The estimates presented are not necessarily indicative of the amounts that will ultimately be realized by the company upon maturity or disposal. The use of different market assumptions and/or estimation methods may have a material effect on the estimated fair value amounts. The following tables show the carrying amounts and fair values of financial assets and financial liabilities, including their levels in the fair value hierarchy. Fair value information for financial assets and financial liabilities not carried at fair value is not included if the carrying amount is a reasonable approximation of fair value. As reflected in the following table, equity instruments carried at FVTOCI were designated as such upon the adoption of IFRS 9 and upon initial measurement of new equity instruments. Remaining financial assets are mandatorily classified as FVTPL or FVTOCI. Philips Group Fair value of financial assets and liabilities in millions of EUR 20202021
| | carrying amount | estimated fair value1) | Level 1 | Level 2 | Level 3 | carrying amount | estimated fair value1) | Level 1 | Level 2 | Level 3 |
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| Financial assets | | | | | | | | | | | | Carried at fair value: | | | | | | | | | | | | Debt instruments | 207 | 207 | | | 207 | 233 | 233 | | | 233 | | Equity instruments | 5 | 5 | 5 | | | 4 | 4 | 4 | | | | Other financial assets | 36 | 36 | | 30 | 5 | 46 | 46 | | 34 | 12 | | Financial assets carried at FVTPL | 248 | 248 | 5 | 30 | 212 | 283 | 283 | 4 | 34 | 245 | | Debt instruments | 27 | 27 | | 27 | | 27 | 27 | | 27 | | | Equity instruments | 119 | 119 | 12 | | 107 | 273 | 273 | 63 | | 210 | | Current financial assets | 0 | 0 | | | | - | - | | | | | Receivables - current | 91 | 91 | | | 91 | 68 | 68 | | | 68 | | Financial assets carried at FVTOCI | 237 | 237 | 12 | 27 | 198 | 368 | 368 | 63 | 27 | 278 | | Derivative financial instruments | 111 | 111 | | 111 | | 63 | 63 | | 63 | | | Financial assets carried at fair value | 596 | 596 | 17 | 168 | 411 | 714 | 714 | 67 | 124 | 523 | | | | | | | | | | | | | | Carried at (amortized) cost: | | | | | | | | | | | | Cash and cash equivalents | 3,226 | | | | | 2,303 | | | | | | Loans and receivables: | | | | | | | | | | | | Current loans receivables | 0 | | | | | 2 | | | | | | Other non-current loans and receivables | 37 | | | | | 47 | | | | | | Receivables - current | 4,065 | | | | | 3,720 | | | | | | Receivables - non-current | 230 | | | | | 224 | | | | | | Financial assets carried at (amortized) cost | 7,558 | | | | | 6,296 | | | | | | Total financial assets | 8,154 | | | | | 7,010 | | | | | | | | | | | | | | | | | | Financial liabilities | | | | | | | | | | | | Carried at fair value: | | | | | | | | | | | | Contingent consideration | (318) | (318) | | | (318) | (208) | (208) | | | (208) | | Financial liabilities carried at FVTP&L | (318) | (318) | | | (318) | (208) | (208) | | | (208) | | Derivative financial instruments | (163) | (163) | | (163) | | (202) | (202) | | (202) | | | Financial liabilities carried at fair value | (481) | (481) | | (163) | (318) | (410) | (410) | | (202) | (208) | | | | | | | | | | | | | | Carried at (amortized) cost: | | | | | | | | | | | | Accounts payable | (2,119) | | | | | (1,872) | | | | | | Interest accrual | (52) | | | | | (52) | | | | | | Debt (Corporate bonds and leases) | (5,655) | (6,431) | (5,216) | (1,216) | | (5,765) | (6,396) | (5,177) | (1,220) | | | Debt (excluding corporate bonds and leases) | (1,279) | | | | | (1,214) | | | | | | Financial liabilities carried at (amortized) cost | (9,104) | | | | | (8,904) | | | | | | Total financial liabilities | (9,585) | | | | | (9,314) | | | | |
1)For Cash and cash equivalents, Loans and receivables, Accounts payable, interest accrual and Debt (excluding corporate bonds and leases), the carrying amounts approximate fair value because of the nature of these instruments (including maturity and interest conditions) and therefore fair value information is not included in the table above. Philips Group Fair value of financial assets and liabilities in millions of EUR 20192020
| | carrying amount | estimated fair value1) | Level 1 | Level 2 | Level 3 | carrying amount | estimated fair value1) | Level 1 | Level 2 | Level 3 |
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| Financial assets | | | | | | | | | | | | Carried at fair value: | | | | | | | | | | | | Debt instruments | 92 | 92 | | | 92 | 207 | 207 | | | 207 | | Equity instruments | 7 | 7 | 7 | | | 5 | 5 | 5 | | | | Other financial assets | 37 | 37 | | 31 | 6 | 36 | 36 | | 30 | 5 | | Financial assets carried at FVTPL | 136 | 136 | 7 | 31 | 98 | 248 | 248 | 5 | 30 | 212 | | Debt instruments | 28 | 28 | | 27 | 0 | 27 | 27 | | 27 | - | | Equity instruments | 45 | 45 | 8 | | 37 | 119 | 119 | 12 | | 107 | | Current financial assets | 0 | 0 | | | | - | - | | | | | Receivables - current | 77 | 77 | | | 77 | 91 | 91 | | | 91 | | Financial assets carried at FVTOCI | 150 | 150 | 8 | 27 | 114 | 237 | 237 | 12 | 27 | 198 | | Derivative financial instruments | 39 | 39 | | 39 | | 111 | 111 | | 111 | | | Financial assets carried at fair value | 324 | 324 | 15 | 97 | 212 | 596 | 596 | 17 | 168 | 411 | | | | | | | | | | | | | | Carried at (amortized) cost: | | | | | | | | | | | | Cash and cash equivalents | 1,425 | | | | | 3,226 | | | | | | Loans and receivables: | | | | | | | | | | | | Current loans receivables | 1 | | | | | - | | | | | | Other non-current loans and receivables | 40 | | | | | 37 | | | | | | Receivables - current | 4,476 | | | | | 4,065 | | | | | | Receivables - non-current | 178 | | | | | 230 | | | | | | Financial assets carried at (amortized) cost | 6,121 | | | | | 7,558 | | | | | | Total financial assets | 6,445 | | | | | 8,154 | | | | | | | | | | | | | | | | | | Financial liabilities | | | | | | | | | | | | Carried at fair value: | | | | | | | | | | | | Contingent consideration | (354) | (354) | | | (354) | (318) | (318) | | | (318) | | Financial liabilities carried at FVTP&L | (354) | (354) | | | (354) | (318) | (318) | | | (318) | | Derivative financial instruments | (191) | (191) | | (191) | | (163) | (163) | | (163) | | | Financial liabilities carried at fair value | (544) | (544) | | (191) | (354) | (481) | (481) | | (163) | (318) | | | | | | | | | | | | | | Carried at (amortized) cost: | | | | | | | | | | | | Accounts payable | (2,089) | | | | | (2,119) | | | | | | Interest accrual | (38) | | | | | (52) | | | | | | Debt (Corporate bonds and finance leases) | (4,943) | (5,500) | (4,119) | (1,381) | | | | Debt (excluding corporate bonds and finance leases) | (504) | | | | | | | Debt (Corporate bonds and leases) | | (5,655) | (6,431) | (5,216) | (1,216) | | | Debt (excluding corporate bonds and leases) | | (1,279) | | | | | | Financial liabilities carried at (amortized) cost | (7,574) | | | | | (9,104) | | | | | | Total financial liabilities | (8,118) | | | | | (9,585) | | | | |
1)For Cash and cash equivalents, Loans and receivables, Accounts payable, interest accrual and Debt (excluding corporate bonds and finance leases), the carrying amounts approximate fair value because of the nature of these instruments (including maturity and interest conditions) and therefore fair value information is not included in the table above. The fair value of Philips’ debt is estimated on the basis of the quoted market prices for certain issuances, or on the basis of discounted cash flow analysis based upon market rates plus Philips’ spread for the particular tenors of the borrowing arrangement. Accrued interest is not included within the carrying amount or estimated fair value of debt. Specific valuation techniques used to value financial instruments include: Level 1Instruments included in level 1 are comprised primarily of listed equity investments classified as financial assets carried at fair value through profit or loss or carried at fair value through other comprehensive income. The fair value of financial instruments traded in active markets is based on quoted market prices at the balance sheet date. A market is regarded as active if quoted prices are readily and regularly available from an exchange, dealer, broker, industry group, pricing service, or regulatory agency, and those prices represent actual and regularly occurring market transactions on an arm’s length basis. Level 2The fair value of financial instruments that are not traded in an active market (for example, over-the-counter derivatives or convertible bond instruments) is determined by using valuation techniques. These valuation techniques maximize the use of observable market data where it is available and rely as little as possible on entity-specific estimates. If all significant inputs required to fair value an instrument are based on observable market data, the instrument is included in level 2. The fair value of derivatives is calculated as the present value of the estimated future cash flows based on observable interest yield curves, basis spread and foreign exchange rates. The valuation of convertible bond instruments uses observable market quoted data for the options and present value calculations using observable yield curves for the fair value of the bonds. Level 3If one or more of the significant inputs are not based on observable market data, such as third-party pricing information without adjustments, the instrument is included in level 3. Philips recognizes transfers between levels of the fair value hierarchy at the end of the reporting period during which the change has occurred. As part of the EPD acquisition Philips may be required to pay additional consideration to former shareholders if specified future events occur or conditions are met, such as the achievement of certain regulatory milestones or the achievement of certain commercial milestones. The fair value of this contingent consideration provision was determined using a probability-weighted and a risk-adjusted approach to estimate the achievement of future regulatory and commercial milestones, respectively. The discount rates used in the risk-adjusted approach are ranging from 78 to 9 percent and reflect the inherent risk related to achieving the commercial milestones. Both regulatory and commercial milestones are discounted for the time value of money at risk-free rates. The fair value measurement is based on management’s estimates and assumptions and hence classified as Level 3 in the fair value hierarchy. For further information on this and other contingent consideration provisions, (referrefer to Provisions). A sensitivity analysis of the EPD contingent consideration provision at December 31, 20202021 shows that if the probabilities of success for regulatory milestones are increased by 10 percentage points, with all other variables (including foreign exchange rates) held constant, the fair value of the provision would increase by approximately 9%11%. Similarly, a decrease in the probabilities of success for regulatory milestones by 10 percentage points would reduce the fair value by approximately 10%11%. If the discount rates for commercial milestones were to increase instantaneously by 100 basis points from the assumption at December 31, 2020,2021, with all other variables (including foreign exchange rates) held constant, the fair value of the provision would decrease by approximately 3%4%, while a decrease in the discount rates of 100 basis points would increase the fair value by approximately 4%. As a resultIn 2021 the impact of COVID-19 has gradually reduced, however there continues to be uncertainty and volatility related to the impact of the uncertainty associated withpandemic, including global supply chain challenges. Where relevant, the natureestimated impact of the COVID-19 pandemic, the company includes various scenariossupply chain challenges and resulting uncertainties have been reflected in the business forecasting process and the most reasonable and supportable assumptions that represent management’s best estimate isforecasts used as a basis for the fair values calculation of contingent considerations. While determining assumptions on COVID-19 recovery, management considered external factors including COVID-19 spread by country, specific dynamics, other macroeconomic conditions as well as Philips specific assumptions, including expected customer capex spend and business market growth. Philips considered multiple scenarios for each business that included high, mid and low COVID recovery scenarios. The high recovery scenario suggests a more rapid recovery, while the low scenario suggests a more prolonged recovery over several years. The mid scenario suggests short-term COVID-19 impacts with expected market recovery earlier than the low scenario. For the determination of the fair value of contingent considerations Philips generally utilized the high recovery scenario. A reasonably prolonged recovery would not materially affect the fair value of the contingent consideration liability. Refer to COVID-19 for further detail on COVID-19 considerations.consideration.
The following table below shows the reconciliation from the beginning balance to the end balance for Level 3 fair value measurements. Philips Group Reconciliation of Level 3 fair value measurements in millions of EUR | | Financial assets | Financial liabilities | Financial assets | Financial liabilities |
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| Balance at January 1, 2020 | 212 | 354 | | | Balance as of January 1, 2021 | | 411 | 318 | | Acquisitions | | 70 | | 16 | | Purchase | 127 | | 113 | | | Sales | (60) | | (122) | | | Utilizations | | (15) | | (48) | | Recognized in profit and loss: | | | | other business income | | (93) | | (87) | | financial income and expenses1) | 129 | 6 | 98 | 1 | | Recognized in other comprehensive income2) | (8) | (6) | 12 | 9 | | Receivables held to collect and sell | 11 | | (25) | | | Balance at December 31, 2020 | 411 | 318 | | | Reclassification from associates | | 36 | | | Balance as of December 31, 2021 | | 523 | 208 |
Philips Group Reconciliation of Level 3 fair value measurements in millions of EUR | | Financial assets | Financial liabilities | Financial assets | Financial liabilities |
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| Balance at January 1, 2019 | 255 | 409 | | | Balance as of January 1, 2020 | | 212 | 354 | | Acquisitions | | 6 | | 70 | | Purchase | 54 | | 127 | | | Sales | (24) | | (60) | | | Utilizations | | (44) | | (15) | | Recognized in profit and loss: | | | | other business income | | (35) | | (93) | | financial income and expenses | 2 | 14 | 129 | 6 | | Recognized in other comprehensive income1) | (120) | 4 | (8) | (6) | | Receivables held to collect and sell | 46 | | 11 | | | Balance at December 31, 2019 | 212 | 354 | | | Balance as of December 31, 2020 | | 411 | 318 |
1)Includes translation differences The following section below elaborates on transactions in derivatives. Transactions in derivatives are subject to master netting and set-off agreements. In the case of certain termination events, under the terms of the master agreement, Philips can terminate the outstanding transactions and aggregate their positive and negative values to arrive at a single net termination sum (or close-out amount). This contractual right is subject to the following: - The right may be limited by local law if the counterparty is subject to bankruptcy proceedings;
- The right applies on a bilateral basis.
Philips Group Financial assets subject to offsetting, enforceable master netting arrangements or similar agreements in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
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| Derivatives | | | | | | Gross amounts of recognized financial assets | 39 | 111 | 111 | 63 | | Gross amounts of recognized financial liabilities offset in the balance sheet | | | | | | Net amounts of financial assets presented in the balance sheet | 39 | 111 | 111 | 63 | | | | | | | | Related amounts not offset in the balance sheet | | | | | | Financial instruments | (33) | (55) | (55) | (47) | | Cash collateral received | | | | | | Net amount | 6 | 57 | 57 | 17 |
Philips Group Financial liabilities subject to offsetting, enforceable master netting arrangements or similar agreements in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
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| Derivatives | | | | | | Gross amounts of recognized financial liabilities | (191) | (163) | (163) | (202) | | Gross amounts of recognized financial assets offset in the balance sheet | | | | | | Net amounts of financial liabilities presented in the balance sheet | (191) | (163) | (163) | (202) | | | | | | | | Related amounts not offset in the balance sheet | | | | | | Financial instruments | 33 | 55 | 55 | 47 | | Cash collateral received | | | | | | Net amount | (158) | (109) | (109) | (155) |
30Details of treasury and other financial risksPhilips is exposed to several types of financial risks. This note further analyzes financial risks. Philips does not purchase or hold derivative financial instruments for speculative purposes. Information regarding financial instruments is included in Fair value of financial assets and liabilities. Liquidity riskLiquidity risk is the risk that an entity will encounter difficulty in meeting obligations associated with financial liabilities. Liquidity risk for the group is monitored through the Treasury liquidity committee, which tracks the development of the actual cash flow position for the group and uses input from a number of sources in order to forecast the overall liquidity position on both a short and longer term basis. Philips invests surplus cash in short-term deposits with appropriate maturities to ensure sufficient liquidity is available to meet liabilities when due and in money market funds. The rating of the company’s debt by major rating agencies may improve or deteriorate. As a result, Philips’ future borrowing capacity may be influenced and its financing costs may fluctuate. Philips has various sources to mitigate the liquidity risk for the group. At December 31, 2020,2021, Philips had EUR 3,2262,303 million in cash and cash equivalents (2019:(2020: EUR 1,4253,226 million), within which short-term deposits of EUR 1,9831,357 million (2019:(2020: EUR 8841,983 million). Cash and cash equivalents include all cash balances, money market funds and short-term highly liquid investments with an original maturity of three months or less that are readily convertible into known amounts of cash. Philips pools cash from subsidiaries to the extent legally and economically feasible; cash not pooled remains available for the company’s operational or investment needs. Philips faces cross-border foreign exchange controls and/or other legal restrictions in a few countries that could limit its ability to make these balances available on short notice for general use by the group. Furthermore, Philips has a USD 2.5 billion Commercial Paper ProgrammeProgram and a EUR 1.0 billion committed standby revolving credit facility that can be used for general group purposes, such as a backstop for its Commercial Paper Programme.Program. Philips issued commercial paper of EUR 300 million in May and EUR 150 million in July, that was repaid in September 2021. The facility does not have a material adverse change clause, has no financial covenants and no credit-rating-related acceleration possibilities. As of December 31, 2020,2021, Philips did not have any amountsloans outstanding under any of these facilities.either facility. As per 9 March 2020, Philips has established a Euro Medium-Term Note (EMTN) program, a framework that facilitates the issuance of notes for a total amount up to EUR 10 billion of which two bonds have been issued inbillion. In 2021, Philips did not issue any new notes under the year 2020 amounting to EUR 1 billion. Aprogram. For a description of Philips’ credit facilities, can be found inrefer to Debt. In addition to cash and cash equivalents, at December 31, 2020,2021, Philips also held EUR 1767 million of listed (level 1) equity investments at fair value (classified as other non-current financial assets). The following table below presents a summary of the Group’s fixed contractual cash obligations and commitments atas of December 31, 2020.2021. These amounts are an estimate of future payments which could change as a result of various factors such as a change in interest rates, foreign exchange, contractual provisions, as well as changes in our business strategy and needs. Therefore, the actual payments made in future periods may vary from those presented in the following table: Philips Group Contractual cash obligations1)2) in millions of EUR | | | payments due by period | | payments due by period |
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| | total | less than 1 year | 1-3 years | 3-5 years | after 5 years | total | less than 1 year | 1-3 years | 3-5 years | after 5 years |
|---|
| Long-term debt3) | 7,430 | 1,015 | 876 | 1,365 | 4,174 | 7,233 | 246 | 1,995 | 1,924 | 3,068 | | Lease obligations | 1,325 | 290 | 412 | 239 | 384 | 1,333 | 280 | 397 | 238 | 417 | | Short-term debt | 76 | | 47 | | | Derivative liabilities | 161 | 75 | 86 | | 208 | 87 | 121 | | | Purchase obligations4) | 539 | 273 | 223 | 43 | | 654 | 237 | 305 | 99 | 12 | | Trade and other payables | 2,119 | | 1,872 | | | Contractual cash obligations | 11,650 | 3,848 | 1,597 | 1,647 | 4,558 | 11,347 | 2,768 | 2,819 | 2,261 | 3,498 |
1)Amounts in this table are undiscounted2)This table excludes post-employment benefit plan contribution commitments and income tax liabilities in respect of tax risks because it is not possible to make a reasonably reliable estimate of the actual period of cash settlement.3)Long-term debt includes interest and the current portion of long-term debt and excludes lease obligations.4)Purchase obligations are agreements to purchase goods or services that are enforceable and legally binding for the Group. They specify all significant terms, including fixed or minimum quantities to be purchased, fixed, minimum or variable price provisions and the approximate timing of the transaction. They do not include open purchase orders or other commitments which do not specify all significant terms. Philips has contracts with investment funds where it committed itself to make, under certain conditions, capital contributions to these funds of an aggregated remaining amount of EUR 132104 million (2019:(2020: EUR 61132 million). As at December 31, 20202021 capital contributions already made to these investment funds are recorded as non-current financial assets. Philips offers voluntary supply chain finance programs with third parties which provide participating suppliers the opportunity to factor their trade receivables at the sole discretion of both the suppliers and the third parties. Philips continues to recognize these liabilities as trade payables and settles them accordingly on the invoice maturity date based on the terms and conditions these arrangements . At December 31, 20202021 approximately EUR 139 million (2020: EUR 227 million million)of the Philips account payable were transferred under these arrangements. With respect to the Respironics field action, please refer to Contingent assets and liabilities. The management continues to monitor the risks associated with such potential claims and its impact on liquidity position, if any. Leasing activitiesThe company leases various items of real estate, vehicles and other equipment where it acts as a lessee. The company has multiple extension and termination options in a number of lease contracts. These are used to maximize operational flexibility in terms of managing the assets used in the company's operations. The options considered reasonably certain are part of lease liabilities. However, the options not considered reasonably certain are not part of lease liability, which exposes the company to potential future cash outflows amounting to EUR 328381 million. In addition, the company is committed to leases not yet commenced to EUR 22391 million. The company's lease contracts do not contain financial covenants. The company enters into sale and lease back transactions primarily for its Sleep & Respiratory Care businesses. These transactions are accounted for at market value. The payments for these leases are considered in determining lease liabilities. Principal repayments are part of cash flows used for financing activities and interest payments are part of cash flows used for operating activities. The cash inflows arising from the sales transactions, are part of cash flows provided by financing activities. Lease payments under sale-and-leaseback arrangements for 20202021 were EUR 11285 million (2019:(2020: EUR 108112 million). The remaining minimum payment under sales-and-leaseback arrangements included in lease obligations above are as follows: Philips Group Lease - minimum payments under sale-and-leaseback arrangements in millions of EUR | | | |
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| 2021 | 85 | | | 2022 | 65 | 72 | | 2023 | 44 | 51 | | 2024 | 27 | 33 | | 2025 | 11 | 17 | | 2026 | | 8 | | Thereafter | 18 | 21 |
Philips has leasing activities where it acts as lessor. In such arrangements, Philips provides the customer with a right to use of medical equipment in exchange for a series of payments. Residual values of assets under lease form an insignificant part of the carrying amount of those assets. Residual values are influenced by asset market prices and are therefore subject to management estimation. Residual values are at least reassessed on an annual basis, or more often when necessary. Reassessments are based on a combination of realization of assets sold, expert knowledge and judgment of local markets. For lease receivables, the value of unguaranteed residual values on December 31, 20202021 was EUR 0.2 million (2019:(2020: EUR 0.70.2 million). In order to reduce residual value risk exposures there may be residual value guarantees or purchase options embedded in the customer contract. Credit risk for lease receivables is reviewed regularly and mitigated, for example, by retaining a security interest in the leased asset. Currency riskCurrency risk is the risk that reported financial performance or the fair value or future cash flows of a financial instrument will fluctuate because of changes in foreign exchange rates. Philips operates in many countries and currencies and therefore currency fluctuations may impact Philips’ financial results. Philips is exposed to currency risk in the following areas: - Transaction exposures, related to anticipated sales and purchases and on-balance-sheet receivables/payables resulting from such transactions
- Translation exposure of foreign-currency intercompany and external debt and deposits
- Translation exposure of net income in foreign entities
- Translation exposure of foreign-currency-denominated equity invested in consolidated companies
- Translation exposure to equity interests in non-functional-currency investments in associates and other non-current financial assets.
It is Philips’ policy to reduce the potential year-on-year volatility caused by foreign-currency movements on its net earnings by hedging the anticipated net exposure of foreign currencies resulting from foreign-currency sales and purchases. In general, net anticipated exposures for the Group are hedged during a period of 15 months in layers of 20% up to a maximum hedge of 80%. Philips’ policy requires significant committed foreign currency exposures to be fully hedged, generally using forwards. However, not every foreign currency can or shall be hedged as there may be regulatory barriers or prohibitive hedging cost preventing Philips from effectively and/or efficiently hedging its currency exposures. As a result, hedging activities cannot and will not eliminate all currency risks for anticipated and committed transaction exposures. The following table outlines the estimated nominal value in millions of EUR for committed and anticipated transaction exposure and related hedges for Philips’ most significant currency exposures consolidated as of December 31, 2020:2021: Philips Group Estimated transaction exposure and related hedges in millions of EUR | | Sales/Receivables | Purchases/Payable | Sales/Receivables | Purchases/Payable |
|---|
| | exposure | hedges | exposure | hedges | exposure | hedges | exposure | hedges |
|---|
| Balance as of December 31, 2020 | | | | Balance as of December 31, 2021 | | | | Exposure currency | | | | USD | 1,915 | (1,356) | (900) | 799 | 2,168 | (1,614) | (1,030) | 958 | | JPY | 689 | (372) | (9) | 9 | 665 | (306) | (11) | 10 | | GBP | 304 | (180) | (11) | 11 | 338 | (179) | (11) | 11 | | CNY | 438 | (290) | (146) | 145 | 624 | (433) | (83) | 71 | | CAD | 256 | (156) | | 338 | (173) | | | PLN | 155 | (92) | | 70 | (31) | | | AUD | 229 | (130) | | 240 | (122) | | | CHF | 124 | (68) | (10) | 10 | 124 | (57) | (2) | 2 | | CZK | 67 | (42) | | 63 | (29) | | | SEK | 88 | (53) | (1) | 1 | 71 | (30) | (1) | 1 | | RUB | 87 | (87) | | 125 | (113) | (2) | 2 | | Others | 355 | (323) | (412) | 293 | 306 | (275) | (419) | 267 | | Total 2021 | | 5,131 | (3,363) | (1,559) | 1,322 | | Total 2020 | 4,707 | (3,149) | (1,489) | 1,268 | 4,707 | (3,150) | (1,488) | 1,267 | | Total 2019 | 5,233 | (3,292) | (1,606) | 1,244 | | | | | | | | | |
Philips uses foreign exchange spot and forward contracts, as well as zero cost collars in hedging the exposure. The derivatives related to transactions are, for hedge accounting purposes, split into hedges of on-balance-sheet accounts receivable/ payable and forecasted sales and purchases. Changes in the value of on-balance-sheet foreign-currency accounts receivable/payable, as well as the changes in the fair value of the hedges related to these exposures, are reported in the income statement under costs of sales. Hedges related to forecasted transactions, where hedge accounting is applied, are accounted for as cash flow hedges. The results from such hedges are deferred in other comprehensive income within equity to the extent that the hedge is effective. As of December 31, 2020,2021, a gainloss of EUR 2325 million was deferred in equity as a result of these hedges (2019:(2020: EUR 2423 million loss)gain). The result deferred in equity will be released to earnings mostly during 20212022 at the time when the related hedged transactions affect the income statement. During 2020,2021, EUR nil million (2019:(2020: EUR 0.8nil million net gain) was recorded in the consolidated statement of income as a result of ineffectiveness on certain anticipated cash flow hedges. Ineffectiveness arises when anticipated exposures are no longer expected to be highly probable. During 2020,2021, a gain of EUR 2830 million included in the cash flow hedges reserve in equity pertaining to changes in fair value of foreign exchange forward contracts attributable to forward points and changes in the time value of option contracts was released to income statement. The total net fair value of hedges related to transaction exposure as of December 31, 2020,2021, was an unrealized gainliability of EUR 2627 million. The estimated impact of a 10% increase of value of the EUR is estimated to be EUR 136137 million. The following table contains an overview of the instantaneous 10% increase in the value of EUR against major currencies. Philips Group Estimated impact of 10% increase of value of the EUR on the fair value of hedges in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
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| USD | 85 | 71 | 71 | 78 | | JPY | 19 | 17 | 17 | 13 | | GBP | 14 | 15 | 15 | 14 | | CHF | 5 | 6 | 6 | 5 | | PLN | 9 | 8 | 8 | 3 | | RUB | 3 | 8 | 8 | 10 |
The EUR 136137 million increase includes a gain of EUR 1117 million that would impact the income statement, which would largely offset the opposite revaluation effect on the underlying accounts receivable and payable, and the remaining gain of EUR 125119 million would be recognized in equity to the extent that the cash flow hedges were effective. Foreign exchange exposure also arises as a result of inter-company loans and deposits. Where the company enters into such arrangements, the financing is generally provided in the functional currency of the subsidiary entity. The currency of the company’s external funding and liquid assets is matched with the required financing of subsidiaries, either directly through external foreign currency loans and deposits, or synthetically by using foreign exchange derivatives, including cross currency interest rate swaps and foreign exchange forward contracts. In certain cases where group companies may also have external foreign currency debt or liquid assets, these exposures are also hedged through the use of foreign exchange derivatives. Changes in the fair value of hedges related to this exposure are recognized within financial income and expenses in the statements of income. When such loans would be considered part of the net investment in the subsidiary, net investment hedging would be applied. Translation exposure of foreign-currency equity invested in consolidated entities is generally not hedged. If a hedge is entered into, it is accounted for as a net investment hedge. Net current-period change, before tax, of the currency translation reserve of negative EUR 1,0401,078 million mainly relates to the development of the USD versus the EUR. At December 31, 2020,2021, a weakening of USD by 10% versus the EUR would result in a decrease in the currency translation reserve in equity of approximately EUR 7871,132 million, while a strengthening of USD by 10% versus the EUR would result in an increase in the currency translation reserve in equity of approximately EUR 9621,383 million. Refer to the country risk paragraph for countries with significant foreign currency denominated equity invested. As of December 31, 2021, cross-currency interest rate swaps for a nominal value of USD 500 million (liability at fair value: EUR 116 million) and external bond funding for a nominal value of USD 1,473 million (liability at book value: EUR 1,313 million) were designated as net investment hedges of our financing investments in foreign operations for an equal amount. During 2021 a total gain of EUR 1.1 million was recognized in the income statement as ineffectiveness on net investment hedges, arising from counterparty and own credit risk. The total net fair value of financing derivatives as of December 31, 2021, was a liability of EUR 116 million. An instantaneous 10% increase in the value of the EUR against all currencies would lead to an increase of EUR 40 million in the value of the derivatives, including a EUR 40 million increase related to the USD. As of December 31, 2020, cross-currency interest rate swaps for a nominal value of USD 500 million (liability at fair value: EUR 83 million) and external bond funding for a nominal value of USD 1,473 million (liability at book value: EUR 1,210 million) were designated as net investment hedges of our financing investments in foreign operations for an equal amount. During 2020 a total gain of EUR 0.2 million was recognized in the income statement as ineffectiveness on net investment hedges, arising from counterparty and own credit risk. The total net fair value of financing derivatives as of December 31, 2020, was a liability of EUR 83 million. An instantaneous 10% increase in the value of the EUR against all currencies would lead to an increase of EUR 53 million in the value of the derivatives, including a EUR 86 million increase related to the USD. As of December 31, 2019, cross-currency interest rate swaps for a nominal value of USD 500 million (liability at fair value: EUR 123 million) and external bond funding for a nominal value of USD 1,473 million (liability at book value: EUR 1,328 million) were designated as net investment hedges of our financing investments in foreign operations for an equal amount. During 2019 a total loss of EUR nil million was recognized in the income statement as ineffectiveness on net investment hedges, arising from counterparty and own credit risk.
The total net fair value of financing derivatives as of December 31, 2019, was a liability of EUR 123 million. An instantaneous 10% increase in the value of the EUR against all currencies would lead to an increase of EUR 7 million in the value of the derivatives, including a EUR 53 million increase related to the USD.
Philips does not currently hedge the foreign exchange exposure arising from equity interests in non-functional-currency investments in associates and other non-current financial assets. Interest rate riskInterest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market interest rates. Philips had, at year-end, outstanding debt of EUR 6,9346,980 million (2019:(2020: EUR 5,4476,934 million), which constitutes an inherent interest rate risk with potential negative impact on financial results. At year-end, Philips held EUR 3,2262,303 million in cash and cash equivalents (2019:(2020: EUR 1,4253,226 million), and had total long-term debt of EUR 5,7056,473 million (2019:(2020: EUR 4,9395,705 million) and total short-term debt of EUR 1,229506 million (2019:(2020: EUR 5081,229 million) At December 31, 2020,2021, Philips had a ratio of fixed-rate long-term debt to total outstanding debt of approximately 79%90% compared to 87%79% one year earlier. Philips debt has a long maturity profile with an average tenor of long-term debt of 6.36.0 years with maturities up to 2042. The following table below provides the impact of a 1% increase/decrease of interest rates on the fair value of the debt and the annualized net interest expenses. Philips Group Net debt1) and interest rate sensitivity in millions of EUR | | 2019 | 2020 | 2020 | 2021 |
|---|
| Impact 1% interest increase on the fair value of the fixed-rate long-term debt2)3) | (300) | (345) | (345) | (297) | | Impact 1% interest decrease on the fair value of the fixed-rate long-term debt2)3) | 301 | 346 | 346 | 298 | | Impact 1% interest increase on the annualized net interest expense4) | 11 | 28 | 28 | 20 |
1)The definition of this non-IFRS measure and a reconciliation to the IFRS measure is included in Equity2)The sensitivity analysis conducted shows that if long-term interest rates were to increase/decrease instantaneously by 1% from their level of December 31st, 2020,31, 2021, with all other variables (including foreign exchange rates) held constant.3)Fixed-rate long-term debt is excluding forward contracts.4)The impact is based on the outstanding net cash position (after excluding fixed-rate debt) at December 31, 2020.2021. Global regulators and central banks have been driving international efforts to reform key benchmark interest rates (Interbank Offered Rate or IBOR rates). The market is therefore in transitionhas transitioned to alternative risk-free reference rates (RFRs) that are transaction-based. LIBOR discontinuationhas been discontinued for most currencies and maturities after December 31, December 2021, is widelyexcept for the US-dollar for which certain maturities are expected by market participants.to be phased out in 2023. The company is in the process of evaluatinghas evaluated the implications of such a phase out. The Company has no interest rate hedging relationships which get affected by the reform and do not expect any significant impact on existing contracts due to change in the interest rates. The company will continueCompany implemented new alternative risk free rates from January 1, 2022 and the impact due to monitor market developments.such change in interest rates based on outstanding positions as of December 31, 2021 is booked in income statement during the year 2022 amounting to EUR 1 million loss approximately. Equity price riskEquity price risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in equity prices. Philips is a shareholder in some publicly listed companies and as a result is exposed to potential financial loss through movements in their share prices. The aggregate equity price exposure in such financial assets amounted to approximately EUR 1767 million at December 31, 2020 (2019:2021 (2020: EUR 1517 million). Philips does not hold derivatives in the above-mentioned listed companies. Philips also has shareholdings in several privately-owned companies amounting to EUR 107210 million, mainly consisting of minority stakes in companies in various industries. As a result, Philips is exposed to potential value adjustments. Commodity price riskCommodity price risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in commodity prices. Philips is a purchaser of certain base metals, precious metals and energy. Philips may hedge certain commodity price risks using derivative instruments to minimize significant, unanticipated earnings fluctuations caused by commodity price volatility. As of December 31, 20202021 and 2019,2020, respectively, Philips did not have any significant outstanding financial commodity derivatives. Credit riskCredit risk represents the loss that would be recognized at the reporting date, if counterparties failed completely to perform their payment obligations as contracted. Credit risk is present within Philips trade receivables and contract assets. To have better insights into the credit exposures, Philips performs ongoing evaluations of the financial and non-financial condition of its customers and adjusts credit limits when appropriate. In instances where the creditworthiness of a customer is determined not to be sufficient to grant the credit limit required, there are a number of mitigation tools that can be utilized to close the gap, including reducing payment terms, cash on delivery, pre-payments and pledges on assets. Philips invests available cash and cash equivalents with various financial institutions and is exposed to credit risk with these counterparties. Philips is also exposed to credit risks in the event of non-performance by financial institutions with respect to financial derivative instruments. Philips actively manages concentration risk and on a daily basis measures the potential loss under certain stress scenarios, should a financial institution default. These worst-case scenario losses are monitored and limited by the company. The company does not enter into any financial derivative instruments to protect against default by financial institutions. However, where possible the company requires all financial institutions with which it deals in derivative transactions to complete legally enforceable netting agreements under an International Swap Dealers Association master agreement or otherwise prior to trading, and whenever possible, to have a strong credit rating. Philips also regularly monitors the development of the credit risk of its financial counterparties. Wherever possible, cash is invested and financial transactions are concluded with financial institutions with strong credit ratings or with governments or government-backed institutions. The following table below shows the number of financial institutions with credit rating A- and above with which Philips has cash at hand and short-term deposits above EUR 10 million as of December 31, 2020.2021. Philips Group Credit risk with number of counterparties for deposits above EUR 10 million | | 10-100 million | 100-500 million | 500 million and above | 10-100 million | 100-500 million | 500 million and above |
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| AA- rated bank counterparties | | 1 | | | A+ rated bank counterparties | 2 | 3 | 1 | 1 | 4 | | | A rated bank counterparties | 1 | | 1 | 1 | | | A- rated bank counterparties | | 3 | | 1 | 2 | | | | 3 | 6 | 2 | 4 | 7 | |
For an overview of the overall maximum credit exposure related to debt instruments, derivatives and loans and receivables, please refer to Fair value of financial assets and liabilities. Country riskCountry risk is the risk that political, legal, or economic developments in a single country could adversely impact our performance. The country risk per country is defined as the sum of the equity of all subsidiaries and associated companies in country cross-border transactions, such as intercompany loans, accounts receivable from third parties and intercompany accounts receivable. The country risk is monitored on a regular basis. As of December 31, 2020,2021, the company had country risk exposure of EUR 10.513.8 billion in the United States, EUR 1.21.3 billion in China (including Hong Kong). Other countries higher than EUR 500 million are Japan EUR 684 million and the United Kingdom EUR 726 million.799 million, Japan EUR 664 million, The Netherlands EUR 595 million, and Germany EUR 569 million. Other countriescountry which have significant exposure are Germany EUR 300 million andis India EUR 299305 million. The degree of risk of a country is taken into account when new investments are considered. The company does not, however, use financial derivative instruments to hedge country risk. The impact of hyperinflation is also routinely assessed and was not material for the periods presented. Other insurable risksPhilips is covered for a broad range of losses by global insurance policies in the areas of property damage/ business interruption, general and product liability, transport, directors’ and officers’ liability, employment practice liability, crime and cybersecurity. The counterparty risk related to the insurance companies participating in the above-mentioned global insurance policies is actively managed. As a rule, Philips only selects insurance companies with a financial strength of at least A-. Throughout the year the counterparty risk is monitored on a regular basis. To lower exposures and to avoid potential losses, Philips has a global Risk Engineering program in place. The main focus of this program is on property damage and business interruption risks including company interdependencies. Regular on-site assessments take place at Philips locations and business-critical suppliers by risk engineers of the insurer in order to provide an accurate assessment of the potential loss and its impact. The results of these assessments are shared across the company’s stakeholders. On-site assessments are carried out against the predefined Risk Engineering standards, which are agreed between Philips and the insurers. Recommendations are made in a Risk Improvement report and are monitored centrally. This is the basis for decision-making by the local management of the business as to which recommendations will be implemented. For all policies, deductibles are in place, which vary from EUR 0.3 million to EUR 5 million per occurrence and this variance is designed to differentiate between the existing risk categories within Philips. Above a first layer of working deductibles, Philips operates its own re-insurance captive, which during 20202021 retained EUR 5 million per claim and EUR 10 million in the annual aggregate for general, product and professional liability claims. New contracts were signed effective December 31, 2020,2021, for the coming year, whereby the re-insurance captive retentions remained unchanged. 31Subsequent eventsBioTelemetryVesper Medical
On December 18, 2020,January 11, 2022 Philips and BioTelemetry, Inc. (BioTelemetry) announcedcompleted the acquisition of Vesper Medical Inc, a US-based medical technology company that they have entered into a definitive merger agreement. BioTelemetry is a leading U.S.-based provider of remote cardiac diagnostics and monitoring.develops minimally-invasive peripheral vascular devices. The acquisition is part of Philips’ Image Guide Therapy segment and expand Philips’ portfolio of diagnostic and therapeutic devices with an advanced venous stent portfolio for the Philips strategy to be a leading providertreatment of patient care management solutions. On February 9, 2021, Philips completed a tender offer to acquire all of the issued and outstanding shares of BioTelemetry for USD 72.00 per share.deep venous disease. The total equityupfront purchase price and the settlement of stock option rights, including BioTelemetry’s cash and debt,paid involved an amount of USD 2.8 billion (approximately EUR 2.3 billion). BioTelemetry and its approximately 1,900 employees form part of Philips' Connected Care business segment. Philips consolidates 100% of BioTelemetry as of the acquisition date.227 million. Due to the recent closing date, additional IFRS disclosures cannot be made until the initial accounting for the business combination, including contingent consideration, has been completed. Capsule TechnologiesCardiologs
On January 19, 2021,7, 2022 Philips announced it had signed an agreement to acquire Capsulecompleted the acquisition of Cardiologs Technologies Inc.,SAS, a global leader inFrance-based medical device integrationtechnology company focused on transforming cardiac diagnostics using artificial intelligence (AI) and data technologies for hospitals and healthcare organizations.cloud technology. The acquisition will becomeis part of Philips’the Connected Care segment and expand Philips’ patient care management solutionssegment. The acquisition is regarded as not material for all care settings. Philips will acquire Capsule Technologies for a cash consideration of USD 635 million (approximately EUR 520 million based on the relevant exchange rate on the agreement date). The transaction is subject to certain closing conditions, including regulatory clearances in relevant jurisdictions, and is expected to be completed in the first quarter of 2021. New credit facilities
In February 2021, Philips entered and has drawn two new bilateral loans amounting to total EUR 500 million (EUR 250 million each) with a tenor of up to one year. These loans will be used for general group purposes and will strengthen the liquidity position of the company.disclosure purposes.
14Other information14.1Reconciliation of non-IFRS informationIn this Annual Report Philips presents certain financial measures when discussing Philips’ performance that are not measures of financial performance or liquidity under IFRS (‘non-IFRS’). These non-IFRS measures (also known as non-GAAP or alternative performance measures) are presented because management considers them important supplemental measures of Philips’ performance and believes that they are widely used in the industry in which Philips operates as a means of evaluating a company’s operating performance and liquidity. Philips believes that an understanding of its sales performance, profitability, financial strength and funding requirements is enhanced by reporting the following non-IFRS measures: - Comparable sales growth;
- EBITA;
- Adjusted EBITA;
- Adjusted income from continuing operations attributable to shareholders;
- Adjusted income from continuing operations attributable to shareholders per common share (in EUR) - diluted (Adjusted EPS);
- Adjusted EBITDA;
- Free cash flow;
- Net debt : group equity ratio; and
- Organic Return on Invested Capital (ROIC)
Non-IFRS measures do not have standardized meanings under IFRS and not all companies calculate non-IFRS measures in the same manner or on a consistent basis. As a result, these measures may not be comparable to measures used by other companies that have the same or similar names. Accordingly, undue reliance should not be placed on the non-IFRS measures contained in this Annual Report and they should not be considered as substitutes for sales, net income, net cash provided by operating activities or other financial measures computed in accordance with IFRS. This chapter contains the definitions of the non-IFRS measures used in this Annual Report as well as reconciliations from the most directly comparable IFRS measures. The non-IFRS measures discussed in this Annual Report are cross referenced to this chapter. These non-IFRS measures should not be viewed in isolation or as alternatives to equivalent IFRS measures and should be used in conjunction with the most directly comparable IFRS measures. The non-IFRS financial measures presented are not measures of financial performance or liquidity under IFRS, but measures used by management to monitor the underlying performance of Philips’ business and operations and, accordingly, they have not been audited or reviewed by Philips’ external auditors. Additionally, Philips provides forward-looking targets for comparable sales growth, adjusted EBITA margin improvement, free cash flow and organic ROIC, which are non-IFRS financial measures. Philips has not provided a quantitative reconciliation of these targets to the most directly comparable IFRS measures because certain information needed to reconcile these non-IFRS financial measures to the most comparable IFRS financial measures are dependent on specific items or impacts which are not yet determined, are subject to uncertainty and variability in timing and amount due to their nature, are outside of Philips’ control, or cannot be predicted, including items and impacts such as currency exchange rates, acquisitions and disposals, legal and tax gains and losses and pension settlements, charges and costs such as impairments, restructuring and acquisition-related charges, amortization of intangible assets and net capital expenditures. Accordingly, reconciliations of these non-IFRS forward looking financial measures to the most directly comparable IFRS financial measures are not available without unreasonable effort. Such unavailable reconciling items could significantly impact our results of operations and financial condition. Comparative results have been restated to reflect the treatment of the Domestic Appliances business as a discontinued operation (for more information, please refer to Discontinued operations and assets classified as held for sale). Comparable sales growthComparable sales growth represents the period-on-period growth in sales excluding the effects of currency movements and changes in consolidation. As indicated in Significant accounting policies, foreign currency sales and costs are translated into Philips’ presentation currency, the euro, at the exchange rates prevailing at the respective transaction dates. As a result of significant foreign currency sales and currency movements during the periods presented, the effects of translating foreign currency sales amounts into euros could have a material impact on the comparability of sales between periods. Therefore, these impacts are excluded when presenting comparable sales in euros by translating the foreign currency sales of the previous period and the current period into euros at the same average exchange rates. In addition, the years presented were affected by a number of acquisitions and divestments, as a result of which various activities were consolidated or deconsolidated. The effect of consolidation changes has also been excluded in arriving at the comparable sales. For the purpose of calculating comparable sales, when a previously consolidated entity is sold or control is lost, relevant sales for that entity of the corresponding prior year period are excluded. Similarly, when an entity is acquired and consolidated, relevant sales for that entity of the current year period are excluded. Comparable sales growth is presented for the Philips Group, operating segments and geographic clusters. Philips’ believes that the presentation of comparable sales growth is meaningful for investors to evaluate the performance of Philips’ business activities over time. Comparable sales growth may be subject to limitations as an analytical tool for investors, because comparable sales growth figures are not adjusted for other effects, such as increases or decreases in prices or quantity/volume. In addition, interaction effects between currency movements and changes in consolidation are not taken into account. Philips Group Sales growth composition per segment in % | | nominal growth | consolidation changes | currency effects | comparable growth | nominal growth | consolidation changes | currency effects | comparable growth |
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| 2021 versus 2020 | | | | Diagnosis & Treatment | | 5.6 | 0.0 | 2.5 | 8.1 | | Connected Care | | (17.5) | (7.2) | 2.2 | (22.6) | | Personal Health | | 7.4 | 0.0 | 1.6 | 9.0 | | Philips Group | | (0.9) | (2.5) | 2.2 | (1.2) | | 2020 versus 2019 | | | | Diagnosis & Treatment | (3.7) | (1.0) | 2.3 | (2.3) | (3.7) | (1.0) | 2.3 | (2.3) | | Connected Care | 19.1 | 0.7 | 2.3 | 22.0 | 19.1 | 0.7 | 2.3 | 22.1 | | Personal Health | (7.6) | 0.0 | 3.5 | (4.2) | (9.8) | 0.0 | 2.8 | (6.9) | | Philips Group | 0.3 | (0.4) | 2.6 | 2.5 | 1.0 | (0.5) | 2.4 | 2.9 |
2019 versus 2018 | | | | Diagnosis & Treatment | 9.8 | (1.2) | (3.2) | 5.5 | 9.8 | (1.2) | (3.2) | 5.5 | | Connected Care | 7.7 | (0.4) | (4.2) | 3.1 | 7.7 | (0.4) | (4.2) | 3.0 | | Personal Health | 6.0 | 0.2 | (1.2) | 5.0 | 7.2 | 0.0 | (1.8) | 5.4 | | Philips Group | 7.5 | (0.3) | (2.8) | 4.5 | 8.0 | (0.4) | (3.1) | 4.5 |
2018 versus 2017 | | | | Diagnosis & Treatment | 4.9 | (2.4) | 4.1 | 6.6 | | | Connected Care | 0.2 | (1.6) | 4.1 | 2.7 | | | Personal Health | (2.8) | 0.6 | 4.6 | 2.3 | | | Philips Group | 1.9 | (1.4) | 4.2 | 4.7 | |
Philips Group Sales growth composition per geographic cluster in % | | nominal growth | consolidation changes | currency effects | comparable growth | nominal growth | consolidation changes | currency effects | comparable growth |
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| 2021 versus 2020 | | | | Western Europe | | (1.5) | (1.3) | (0.4) | (3.2) | | North America | | (1.5) | (5.5) | 3.6 | (3.4) | | Other mature geographies | | (3.2) | (0.1) | 3.6 | 0.3 | | Total mature geographies | | (1.8) | (3.5) | 2.4 | (2.8) | | Growth geographies | | 1.2 | - | 1.8 | 3.0 | | Philips Group | | (0.9) | (2.5) | 2.2 | (1.2) | | 2020 versus 2019 | | | | Western Europe | 11.6 | (0.9) | 0.1 | 10.8 | 11.2 | (1.1) | 0.1 | 10.2 | | North America | 0.0 | (0.3) | 1.9 | 1.5 | (0.3) | 1.9 | 1.3 | | Other mature geographies | (2.3) | (0.5) | 0.5 | (2.3) | (3.0) | (0.5) | 0.4 | (3.1) | | Total mature geographies | 3.3 | (0.5) | 1.1 | 3.9 | 2.5 | (0.6) | 1.1 | 3.0 | | Growth geographies | (5.8) | (0.1) | 5.7 | (0.3) | (2.6) | (0.2) | 5.4 | 2.6 | | Philips Group | 0.3 | (0.3) | 2.6 | 2.5 | 1.0 | (0.5) | 2.4 | 2.9 |
2019 versus 2018 | | | | Western Europe | 3.6 | (1.0) | (0.2) | 2.4 | 2.3 | (1.2) | (0.2) | 0.8 | | North America | 9.7 | (0.6) | (5.5) | 3.5 | 10.0 | (0.6) | (5.6) | 3.8 | | Other mature geographies | 0.7 | (0.3) | (3.7) | (3.4) | 0.6 | (0.4) | (4.0) | (3.7) | | Total mature geographies | 6.3 | (0.7) | (3.5) | 2.1 | 6.3 | (0.8) | (3.8) | 1.8 | | Growth geographies | 10.0 | 0.6 | (1.0) | 9.6 | 12.2 | 0.5 | (1.2) | 11.4 | | Philips Group | 7.5 | (0.3) | (2.8) | 4.5 | 8.0 | (0.4) | (3.1) | 4.5 |
2018 versus 2017 | | | | Western Europe | 4.9 | (2.6) | 0.4 | 2.7 | | | North America | (1.1) | (2.6) | 4.4 | 0.7 | | | Other mature geographies | 10.8 | (0.4) | 4.1 | 14.5 | | | Total mature geographies | 2.5 | (2.3) | 3.1 | 3.3 | | | Growth geographies | 0.7 | 0.4 | 6.5 | 7.6 | | | Philips Group | 1.9 | (1.4) | 4.2 | 4.7 | |
EBITA and Adjusted EBITAThe term Adjusted EBITA is used to evaluate the performance of Philips and its segments. EBITA represents Income from operations excluding amortization and impairment of acquired intangible assets and impairment of goodwill. Adjusted EBITA represents EBITA excluding gains or losses from restructuring costs, acquisition-related charges and other items. Restructuring costs are defined as the estimated costs of initiated reorganizations, the most significant of which have been approved by the Executive Committee, and which generally involve the realignment of certain parts of the industrial and commercial organization. Acquisition-related charges are defined as costs that are directly triggered by the acquisition of a company, such as transaction costs, purchase accounting related costs and integration-related expenses. Other items are defined as any individual item with an income statement impact (loss or gain) that is deemed by management to be both significant and incidental to normal business activity. Other items may extend over several quarters and are not limited to the same financial year. Philips considers the use of Adjusted EBITA appropriate as Philips uses it as a measure of segment performance and as one of its strategic drivers to increase profitability through re-allocation of its resources towards opportunities offering more consistent and higher returns. This is done with the aim of making the underlying performance of the businesses more transparent. EBITA excludes amortization and impairment of acquired intangible assets (and impairment of goodwill), which primarily relates to brand names, customer relationships and technology, as Philips believes that such amounts are inconsistent in amount and frequency, are significantly impacted by the timing and/or size of acquisitions and do not factor into its decisions on allocation of its resources across segments. Although we exclude amortization and impairment of acquired intangible assets from our Adjusted EBITA measure, Philips believes that it is important for investors to understand that these acquired intangible assets contribute to revenue generation. Philips believes Adjusted EBITA is useful to evaluate financial performance on a comparable basis over time by factoring out restructuring costs, acquisition-related charges and other incidental items which are not directly related to the operational performance of Philips Group or its segments. Adjusted EBITA may be subject to limitations as an analytical tool for investors, as it excludes restructuring costs, acquisition-related charges and other incidental items and therefore does not reflect the expense associated with such items, which may be significant and have a significant effect on Philips’ net income. Adjusted EBITA margin refers to Adjusted EBITA divided by sales expressed as a percentage. Adjusted EBITA is not a recognized measure of financial performance under IFRS. The reconciliation of Adjusted EBITA to the most directly comparable IFRS measure, Net income, for the years indicated is included in the following table. Net income is not allocated to segments as certain income and expense line items are monitored on a centralized basis, resulting in them being shown on a Philips Group level only. Philips Group Reconciliation of Net income to Adjusted EBITA in millions of EUR | | | Philips Group | Diagnosis & Treatment | Connected Care | Personal Health | Other |
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| 2021 | | | | Net Income | | 3,323 | | | Discontinued operations, net of income taxes | | (2,711) | | | Income tax expense | | (103) | | | Investments in associates, net of income taxes | | 4 | | | Financial expenses | | 188 | | | Financial income | | (149) | | | Income from operations | | 553 | 941 | (732) | 585 | (242) | | Amortization and impairment of acquired intangible assets | | 322 | 153 | 148 | 15 | 6 | | Impairment of goodwill | | 15 | 2 | 13 | | | EBITA | | 890 | 1,097 | (571) | 600 | (236) | | Restructuring and acquisition-related charges | | 95 | 7 | 93 | (1) | (5) | | Other items | | 1,069 | (32) | 965 | - | 136 | | Adjusted EBITA | | 2,054 | 1,071 | 488 | 599 | (105) | | | Philips Group | Diagnosis & Treatment | Connected Care | Personal Health | Other | |
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| 2020 | | | | Net Income | 1,195 | | 1,195 | | | Discontinued operations, net of income taxes | 10 | | (196) | | | Income tax expense | 284 | | 212 | | | Investments in associates, net of income taxes | 9 | | 9 | | | Financial expenses | 204 | | 202 | | | Financial income | (160) | | (158) | | | Income from operations | 1,542 | 495 | 708 | 619 | (280) | 1,264 | 497 | 711 | 356 | (300) | | Amortization of acquired intangible assets | 381 | 209 | 134 | 20 | 18 | | | Amortization and impairment of acquired intangible assets | | 377 | 209 | 134 | 16 | 18 | | Impairment of goodwill | 144 | | 144 | | 144 | - | 144 | | | | EBITA | 2,067 | 704 | 986 | 639 | (262) | 1,784 | 706 | 989 | 371 | (282) | | Restructuring and acquisition-related charges | 203 | 29 | 97 | 40 | 37 | 195 | 29 | 97 | 31 | 37 | | Other items | 301 | 83 | 112 | 25 | 81 | 299 | 83 | 112 | 24 | 81 | | Adjusted EBITA | 2,570 | 816 | 1,195 | 704 | (145) | 2,277 | 818 | 1,198 | 426 | (165) | | | | | | 2019 | | | | Net Income | 1,173 | | 1,173 | | | Discontinued operations, net of income taxes | 19 | | (183) | | | Income tax expense | 337 | | 258 | | | Investments in associates, net of income taxes | (1) | | (1) | | | Financial expenses | 233 | | 233 | | | Financial income | (117) | | (114) | | | Income from operations | 1,644 | 660 | 267 | 844 | (127) | 1,366 | 660 | 269 | 589 | (152) | | Amortization of acquired intangible assets | 350 | 177 | 141 | 25 | 8 | | | Amortization and impairment of acquired intangible assets | | 344 | 177 | 141 | 18 | 8 | | Impairment of goodwill | 97 | 19 | 78 | | 97 | 19 | 78 | | | EBITA | 2,091 | 856 | 486 | 869 | (119) | 1,807 | 856 | 488 | 607 | (144) | | Restructuring and acquisition-related charges | 318 | 149 | 64 | 50 | 54 | 310 | 149 | 64 | 42 | 54 | | Other items | 153 | 73 | 67 | 23 | (11) | 153 | 73 | 67 | 23 | (11) | | Adjusted EBITA | 2,563 | 1,078 | 618 | 943 | (76) | 2,270 | 1,078 | 620 | 672 | (100) | | | | | | 2018 | | | | Net Income | 1,097 | | | | Discontinued operations, net of income taxes | 213 | | | | Income tax expense | 193 | | | | Investments in associates, net of income taxes | 2 | | | | Financial expenses | 264 | | | | Financial income | (51) | | | | Income from operations | 1,719 | 629 | 399 | 796 | (105) | | | Amortization of acquired intangible assets | 347 | 98 | 140 | 31 | 79 | | | EBITA | 2,066 | 727 | 539 | 827 | (27) | | | Restructuring and acquisition-related charges | 258 | 146 | 66 | 15 | 31 | | | Other items | 41 | - | 56 | 18 | (33) | | | Adjusted EBITA | 2,366 | 872 | 662 | 860 | (28) | |
Adjusted income from continuing operations attributable to shareholdersThe term Adjusted income from continuing operations attributable to shareholders represents income from continuing operations less continuing operations non-controlling interests, amortization and impairment of acquired intangible assets, impairment of goodwill, excluding gains or losses from restructuring costs and acquisition-related charges, other items, adjustments to net finance expenses, adjustments to investments in associates and theadjustments to tax impact of the adjusted items.expense. Shareholders refers to shareholders of Koninklijke Philips N.V. Restructuring costs, acquisition-related charges and other items are all defined in the EBITA and Adjusted EBITA section above. Net finance expenses are defined as either the financial income or expense component of an individual item already identified to be excluded as part of the Adjusted income from continuing operations, fair value movements of equity investments in limited life funds recognized at fair value through profit or loss or a financial income or expense component with an income statement impact (gain or loss) that is deemed by management to be both significant and incidental to normal business activity. The Taxadjustments to tax expense include the tax impact of the adjustedadjustments to income from continuing operations as well as tax only adjusting items, is calculated usingand uses the Weighted Average Statutory Tax Rate plus any recurring tax costs or benefits. In 2020, Philips revised the definition of net finance expenses used in the calculation of Adjusted income from continuing operations attributable to shareholders, to exclude fair value movements of limited life fund investments recognized at fair value through profit and loss. This change leads to more relevant information as the fair value movements are not indicative of Philips' performance. In addition, the fair value movements do not represent cash items. Philips believes making this change is helpful for investors to evaluate Philips' performance. Limited life fund investments are presented under Other non-current financial assets and classified as financial assets at fair value through profit or loss (refer to note Other financial assets), and related fair value movements are presented in financial income and expense (refer to note Financial income and expenses). Fair value movements of equity investments in limited life funds in 2020 were EUR 131 million. Fair value movements of equity investments in limited life funds in 2019 were EUR 1 million.
Philips considers the use of Adjusted income from continuing operations attributable to shareholders appropriate as Philips uses it as the basis for the Adjusted income from continuing operations attributable to shareholders per common share (in EUR) - diluted, a non-IFRS measure. Adjusted income from continuing operations attributable to shareholders may be subject to limitations as an analytical tool for investors, as it excludes certain items and therefore does not reflect the expense associated with such items, which may be significant and have a significant effect on Philips’ net income. Net income, for the years indicated is included in the following table. Net income is not allocated to segments as certain income and expense line items are monitored on a centralized basis, resulting in them being shown on a Philips Group level only. Adjusted income from continuing operations attributable to shareholders is not a recognized measure of financial performance under IFRS. The reconciliation of Adjusted income from continuing operations attributable to shareholders to the most directly comparable IFRS measure, Net income, for the years indicated is included in the following table. Adjusted income from continuing operations attributable to shareholders per common share (in EUR) - diluted (Adjusted EPS)Adjusted income from continuing operations attributable to shareholders per common share (in EUR) - diluted is calculated by dividing the Adjusted income from continuing operations attributable to shareholders by the diluted weighted average number of shares (after deduction of treasury shares) outstanding during the period, as defined in Significant accounting policies, earnings per share section. Philips considers the use of Adjusted income from continuing operations attributable to shareholders per common share (in EUR) - diluted appropriate as it is a measure that is useful when comparing its performance to other companies in the HealthTech industry. However, it may be subject to limitations as an analytical tool for investors, as it uses Adjusted income from continuing operations attributable to shareholders which has certain items excluded. Adjusted income from continuing operations attributable to shareholders per common share (in EUR) - diluted is not a recognized measure of financial performance under IFRS. The most directly comparable IFRS measure, income from continuing operations attributable to shareholders per common share (in EUR) - diluted for the years indicated, is included in the table below.following table. Philips Group Adjusted income from continuing operations attributable to shareholders1) in millions of EUR unless otherwise stated | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
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| Net income | 1,097 | 1,173 | 1,195 | 1,173 | 1,195 | 3,323 | | Discontinued operations, net of income taxes | 213 | 19 | 10 | (183) | (196) | (2,711) | | Income from continuing operations | 1,310 | 1,192 | 1,205 | 990 | 999 | 612 | | Continuing operations non-controlling interests | (7) | (5) | (8) | (5) | (8) | (4) | | Income from continuing operations attributable to shareholders1) | 1,303 | 1,186 | 1,197 | 985 | 991 | 608 | | Adjustments for: | | | | | | Amortization of acquired intangible assets | 347 | 350 | 381 | | | Amortization and impairment of acquired intangible assets | | 344 | 377 | 322 | | Impairment of goodwill | | 97 | 144 | 97 | 144 | 15 | | Restructuring costs and acquisition-related charges | 258 | 318 | 203 | 310 | 195 | 95 | | Other items | 41 | 153 | 301 | 153 | 299 | 1,069 | | Net finance expenses2) | 57 | 13 | (125) | | | Tax impact of adjusted items | (365) | (280) | (285) | | | Net finance income/expenses | | 13 | (125) | (84) | | Tax impact of adjusted items and tax only adjusting items | | (280) | (285) | (527) | | Adjusted Income from continuing operations attributable to shareholders1) | 1,643 | 1,838 | 1,814 | 1,622 | 1,594 | 1,497 | | Earnings per common share:3) | | | | | Earnings per common share: | | | | | Income from continuing operations attributable to shareholders1) per common share (in EUR) - diluted | 1.37 | 1.27 | 1.31 | 1.06 | 1.08 | 0.67 | | Adjusted income from continuing operations attributable to shareholders1) per common share (in EUR) - diluted | 1.72 | 1.98 | 1.98 | 1.74 | 1.65 |
1)Shareholders refers to shareholders of Koninklijke Philips N.V.2)The comparative figures have been restated to conform to the revised definitions. Refer to the Reconciliation of non-IFRS information.3)Per share and weighted average share calculations have been adjusted retrospectively for all periods presented to reflect the issuance of shares for the share dividend in respect of 2019. Further reference is made to Earnings per share. Adjusted EBITDAAdjusted EBITDA is defined as Income from operations excluding amortization and impairment of intangible assets, impairment of goodwill, depreciation and impairment of property, plant and equipment, restructuring costs, acquisition-related charges and other items. Philips understands that Adjusted EBITDA is broadly used by analysts, rating agencies and investors in their evaluation of different companies because it excludes certain items that can vary widely across different industries or among companies within the same industry. Philips considers Adjusted EBITDA useful when comparing its performance to other companies in the HealthTech industry. However, Adjusted EBITDA may be subject to limitations as an analytical tool because of the range of items excluded and their significance in a given reporting period. Furthermore, comparisons with other companies may be complicated due to the absence of a standardized meaning and calculation framework. Our management compensates for the limitations of using Adjusted EBITDA by using this measure to supplement IFRS results to provide a more complete understanding of the factors and trends affecting the business rather than IFRS results alone. In addition to the limitations noted above, Adjusted EBITDA excludes items that may be recurring in nature and should not be disregarded in the evaluation of performance. However, we believe it is useful to exclude such items to provide a supplemental analysis of current results and trends compared to other periods. This is because certain excluded items can vary significantly depending on specific underlying transactions or events. Also, the variability of such items may not relate specifically to ongoing operating results or trends and certain excluded items, while potentially recurring in future periods and may not be indicative of future results. A reconciliation from net income to Adjusted EBITDA is provided below.in the following table. Net income, for the years indicated is included in the following table. Net income is not allocated to segments as certain income and expense line items are monitored on a centralized basis, resulting in them being shown on a Philips Group level only. Philips Group Reconciliation of Net income to Adjusted EBITDA in millions of EUR | | | Philips Group | Diagnosis & Treatment | Connected Care | Personal Health | Other |
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| 2021 | | | �� | | | Net Income | | 3,323 | | | Discontinued operations, net of income taxes | | (2,711) | | | Income tax expense | | (103) | | | Investments in associates, net of income taxes | | 4 | | | Financial expenses | | 188 | | | Financial income | | (149) | | | Income from operations | | 553 | 941 | (732) | 585 | (242) | | Depreciation, amortization and impairment of fixed assets | | 1,323 | 459 | 384 | 130 | 350 | | Impairment of goodwill | | 15 | 2 | 13 | | | Restructuring and acquisition-related charges | | 95 | 7 | 93 | (1) | (5) | | Other items | | 1,069 | (32) | 965 | - | 136 | | Adding back impairment of fixed assets included in Restructuring and acquisition-related changes and Other items | | (70) | (21) | (51) | | 2 | | Adjusted EBITDA | | 2,985 | 1,358 | 672 | 714 | 241 | | | Philips Group | Diagnosis & Treatment | Connected Care | Personal Health | Other | |
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| 2020 | | | | Net Income | 1,195 | | 1,195 | | | Discontinued operations, net of income taxes | 10 | | (196) | | | Income tax expense | 284 | | 212 | | | Investments in associates, net of income taxes | 9 | | 9 | | | Financial expenses | 204 | | 202 | | | Financial income | (160) | | (158) | | | Income from operations | 1,542 | 495 | 708 | 619 | (280) | 1,264 | 497 | 711 | 356 | (300) | | Depreciation, amortization and impairment of fixed assets | 1,520 | 536 | 415 | 187 | 382 | 1,462 | 536 | 415 | 144 | 368 | | Impairment of goodwill | 144 | - | 144 | | 144 | - | 144 | | | Restructuring and acquisition-related charges | 203 | 29 | 97 | 40 | 37 | 195 | 29 | 97 | 31 | 37 | | Other items | 301 | 83 | 112 | 25 | 81 | 299 | 83 | 112 | 24 | 81 | | Adding back impairment of fixed assets included in Restructuring and acquisition-related changes and Other items | (102) | (35) | (64) | 1 | (4) | (102) | (35) | (64) | 1 | (4) | | Adjusted EBITDA | 3,608 | 1,108 | 1,412 | 872 | 215 | 3,262 | 1,111 | 1,415 | 556 | 180 | | | | | | 2019 | | | | Net Income | 1,173 | | 1,173 | | | Discontinued operations, net of income taxes | 19 | | (183) | | | Income tax expense | 337 | | 258 | | | Investments in associates, net of income taxes | (1) | | (1) | | | Financial expenses | 233 | | 233 | | | Financial income | (117) | | (114) | | | Income from operations | 1,644 | 660 | 267 | 844 | (127) | 1,366 | 660 | 269 | 589 | (152) | | Depreciation, amortization and impairment of fixed assets | 1,402 | 564 | 327 | 186 | 326 | 1,343 | 564 | 326 | 140 | 313 | | Impairment of goodwill | 97 | 19 | 78 | | 97 | 19 | 78 | | | Restructuring and acquisition-related charges | 318 | 149 | 64 | 50 | 54 | 310 | 149 | 64 | 42 | 54 | | Other items | 153 | 73 | 67 | 23 | (11) | 153 | 73 | 67 | 23 | (11) | | Adding back impairment of fixed assets included in Restructuring and acquisition-related changes and Other items | (111) | (109) | (2) | - | (1) | (111) | (109) | (2) | - | (1) | | Adjusted EBITDA | 3,503 | 1,357 | 802 | 1,104 | 241 | 3,159 | 1,357 | 804 | 794 | 204 | | | | | | 2018 | | | | Net Income | 1,097 | | | | Discontinued operations, net of income taxes | 213 | | | | Income tax expense | 193 | | | | Investments in associates, net of income taxes | 2 | | | | Financial expenses | 264 | | | | Financial income | (51) | | | | Income from operations | 1,719 | 629 | 399 | 796 | (105) | | | Depreciation, amortization and impairment of fixed assets | 1,089 | 349 | 326 | 171 | 244 | | | Restructuring and acquisition-related charges | 258 | 146 | 66 | 15 | 31 | | | Other items | 41 | - | 56 | 18 | (33) | | | Adding back impairment of fixed assets included in Restructuring and acquisition-related changes and Other items | (15) | (7) | (8) | - | 1 | | | Adjusted EBITDA | 3,093 | 1,116 | 839 | 1,000 | 139 | |
Free cash flowFree cash flow is defined as net cash flows from operating activities minus net capital expenditures. Net capital expenditures are comprised of the purchase of intangible assets, expenditures on development assets, capital expenditures on property, plant and equipment and proceeds from sales of property, plant and equipment. Philips discloses free cash flow as a supplemental non-IFRS financial measure, as Philips believes it is a meaningful measure to evaluate the performance of its business activities over time. Philips understands that free cash flow is broadly used by analysts, rating agencies and investors in assessing its performance. Philips also believes that the presentation of free cash flow provides useful information to investors regarding the cash generated by the Philips operations after deducting cash outflows for purchases of intangible assets, capitalization of product development, expenditures on development assets, capital expenditures on property, plant and equipment and proceeds from disposal of property, plant and equipment. Therefore, the measure gives an indication of the long-term cash generating ability of the business. In addition, because free cash flow is not impacted by purchases or sales of businesses and investments, it is generally less volatile than the total of net cash provided by (used for) operating activities and net cash provided by (used for) investing activities. Free cash flow may be subject to limitations as an analytical tool for investors, as free cash flow is not a measure of cash generated by operations available exclusively for discretionary expenditures and Philips requires funds in addition to those required for capital expenditures for a wide variety of non-discretionary expenditures, such as payments on outstanding debt, dividend payments or other investing and financing activities. In addition, free cash flow does not reflect cash payments that may be required in future for costs already incurred, such as restructuring costs. Philips adopted IFRS 16 on January 1, 2019. As a result, Philips calculation of Free cash flow for the year ended December 31, 2020 and 2019 includes the impact of IFRS 16. Free cash flow calculations for the year ended December 31, 2018 have not been restated for this impact.
Philips Group Composition of free cash flow in millions of EUR | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Net cash flows provided by operating activities | 1,780 | 2,031 | 2,777 | 1,813 | 2,511 | 1,629 | | Net capital expenditures: | (796) | (978) | (924) | (891) | (876) | (729) | | Purchase of intangible assets | (123) | (156) | (127) | (138) | (114) | (107) | | Expenditures on development assets | (298) | (339) | (302) | (327) | (296) | (259) | | Capital expenditures on property, plant and equipment | (422) | (518) | (513) | (486) | (485) | (397) | | Proceeds from disposals of property, plant and equipment | 46 | 35 | 18 | 60 | 19 | 33 | | Free cash flow | 984 | 1,053 | 1,852 | 923 | 1,635 | 900 |
Net debt : group equity ratioNet debt : group equity ratio is presented to express the financial strength of Philips. Net debt is defined as the sum of long- and short-term debt minus cash and cash equivalents. Group equity is defined as the sum of shareholders’ equity and non-controlling interests. This measure is used by Philips Treasury management and investment analysts to evaluate financial strength and funding requirements. This measure may be subject to limitations because cash and cash equivalents are used for various purposes, not only debt repayment. The net debt calculation deducts all cash and cash equivalents whereas these items are not necessarily available exclusively for debt repayment at any given time. Philips Group Composition of net debt to group equity in millions of EUR unless otherwise stated | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Long-term debt | 3,427 | 4,939 | 5,705 | 4,939 | 5,705 | 6,473 | | Short-term debt | 1,394 | 508 | 1,229 | 508 | 1,229 | 506 | | Total debt | 4,821 | 5,447 | 6,934 | 5,447 | 6,934 | 6,980 | | Cash and cash equivalents | 1,688 | 1,425 | 3,226 | 1,425 | 3,226 | 2,303 | | Net debt | 3,132 | 4,022 | 3,708 | 4,022 | 3,708 | 4,676 | | Shareholders' equity | 12,088 | 12,597 | 11,870 | 12,597 | 11,870 | 14,438 | | Non-controlling interests | 29 | 28 | 31 | 28 | 31 | 36 | | Group equity | 12,117 | 12,625 | 11,901 | 12,625 | 11,901 | 14,475 | | Net debt : group equity ratio | 21:79 | 24:76 | 24:76 | 24:76 | 24:76 |
Organic Return on Invested CapitalOrganic Return on Invested Capital (ROIC) is defined as organic return which includes income from operations for the year excluding the impact of: Income or Loss from operations of businesses acquired in the five year period prior to the measurement date; certain tax gains and losses determined by management to be material in nature and require separate disclosure and; certain other items; and tax effects of the other adjustments (calculated at group effective tax rate) divided by average of the Net operating capital at the end of each of the five quarters ending on the relevant measurement date excluding the average net operating capital at the end of each of the five quarters ending on the relevant measurement date of the businesses acquired in the five year period prior to the measurement date, expressed as a percentage. Net operating capital is defined as tangible fixed assets, intangible fixed assets, including goodwill, inventories and receivable balances, minus payable balances and provisions, all as further defined below. Net operating capital is also adjusted to exclude assets and liabilities of businesses acquired in the five year period prior to the relevant measurement date. Organic ROIC is calculated after taxes. Other items are defined as material in nature and require separate disclosure and have the same nature as the items excluded from Adjusted EBITA. In the years 2019-20202019-2021 these other items included legal provisions, pension settlements and results of divestments. Refer to Net income, Income from operations (EBIT) and Adjusted EBITA within Results of operations section of Financial performance. The term Organic Return on Invested Capital (ROIC) is used by management to evaluate Philips’ efficiency at allocating the capital under its control to profitable investments and how well the company uses capital to generate returns. Philips believes that Organic ROIC provides useful information to investors because it excludes the impact of recently acquired businesses, giving a more accurate representation of how the Philips Business System is leveraged to drive operational excellence and removes irregularity caused by various operating models of recently acquired businesses. Philips also believes that excluding certain items determined by management to be material in nature and requiring separate disclosure enhances comparability across several periods. Organic ROIC may be subject to limitations as an analytical tool for investors, as it excludes Income or Loss from operations of acquired businesses and tax gains and losses and certain other items, which may have a significant effect on ROIC. Organic ROIC is not a recognized measure of financial performance under IFRS. The most comparable IFRS measure to Organic ROIC is Return on total assets, calculated as Income from operations for the year divided by total assets as of the end of the year. Return on total assets as of the balance sheet date for the years ended December 31, December 2019, 2020 and 20202021 is included in the table below.following table. Philips Group Return on total assets in millions of EUR unless otherwise stated | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Income from operations | 1,719 | 1,644 | 1,542 | 1,366 | 1,264 | 553 | | Total assets | 26,019 | 27,016 | 27,713 | 27,016 | 27,713 | 30,961 | | Return on total assets (%) | 6.6% | 6.1% | 5.6% | 5.1% | 4.6% | 1.8% |
The reconciliation of Average Net operating capital and the reconciliation of Net income to Organic ROIC for the years ended December 31, December 2018, 2019, 2020 and 20202021 are included in the following tables. Philips adopted IFRS 16 on January 1, 2019. As a result, Philips calculation of Organic ROIC for the year ended December 31, 2020 and 2019 includes the impact of IFRS 16. Organic ROIC calculations for the year ended December 31, 2018 have not been restated for this impact. Philips Group Reconciliation of Average Net operating capital1) in millions of EUR unless otherwise stated | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Tangible fixed assets | 1,603 | 2,412 | 2,799 | 2,412 | 2,799 | 2,716 | | Intangible fixed assets (including goodwill) | 11,473 | 12,242 | 11,789 | | | Intangible assets (including goodwill) | | 12,242 | 11,789 | 13,454 | | Inventories | 2,611 | 2,918 | 3,056 | 2,918 | 3,056 | 3,248 | | Receivables balances2) | 4,514 | 4,955 | 5,010 | | | Receivable balances2) | | 4,955 | 5,010 | 4,648 | | Payable balances3) | (6,245) | (6,461) | (6,520) | (6,461) | (6,520) | (6,627) | | Provisions4) | (2,091) | (2,183) | (2,066) | (2,183) | (2,066) | (2,178) | | Group Average Net operating capital | 11,865 | 13,882 | 14,068 | 13,882 | 14,068 | 15,261 | | Net operating capital of businesses acquired | (3,798) | (4,176) | (3,176) | (4,176) | (3,176) | (5,511) | | Average Net operating capital | 8,067 | 9,706 | 10,892 | 9,706 | 10,892 | 9,750 |
1)All line items represent the average of each of the five quarters ending before the relevant measurement date.2)Receivable balances consists of (Non-)Current receivables, Other (non-)current assets, (Non-)Current derivative financial assets and Income tax receivable.3)Payable balances consist of Accounts payable, Accrued liabilities, (Non-)Current contract liabilities, Other (Non-)current liabilities, (Non-) current derivative financial liabilities and (Non-)Current tax liabilities.4)Provisions consist of Long-term and Short-term provisions. Philips Group Reconciliation of Net Income to Organic ROIC in millions of EUR unless otherwise stated | | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Net Income | 1,097 | 1,173 | 1,195 | 1,173 | 1,195 | 3,323 | | Discontinued operations, net of income taxes | 213 | 19 | 10 | (183) | (196) | (2,711) | | Income tax expense | 193 | 337 | 284 | 258 | 212 | (103) | | Investments in associates, net of income taxes | 2 | (1) | 9 | (1) | 9 | 4 | | Financial expenses | 264 | 233 | 204 | 233 | 202 | 188 | | Financial Income | (51) | (117) | (160) | (114) | (158) | (149) | | Income from operations | 1,719 | 1,644 | 1,542 | 1,366 | 1,264 | 553 | | (Income) Loss from operations of businesses acquired | 194 | 301 | 265 | 301 | 265 | 124 | | Tax gains and losses | (188) | | (22) | | (22) | (197) | | Other items | | (18) | 59 | (18) | 59 | 887 | | Income tax expense | (193) | (337) | (284) | (258) | (212) | 103 | | Tax effects of other adjustments | (24) | (61) | 30 | (61) | 30 | (33) | | Organic return | 1,508 | 1,529 | 1,590 | 1,330 | 1,384 | 1,437 | | Average Net operating capital | 8,067 | 9,706 | 10,892 | 9,706 | 10,892 | 9,750 | | Organic ROIC (%) | 18.7% | 15.8% | 14.6% | 13.7% | 12.7% | 14.7% |
14.2Other Key Performance IndicatorsIn addition to monitoring the IFRS and non-IFRS financial measures discussed under Financial performance, Philips’ management also uses the following other key performance indicators to monitor the performance of the business and to manage the business. Lives Improved
The purpose of Philips is to improve people’s health and well-being through meaningful innovation and we aim to improve the lives of 2 billion people a year by 2025, including 300 million in underserved communities, rising to 2.5 billion and 400 million respectively by 2030. We use Lives Improved as a measurement of our societal impact. We define Lives Improved as the number of individuals who have interacted with Philips products that contribute to the social or ecological dimension over the lifetime of a product. We calculate Lives Improved as the number of individual interactions for each product sold (based on market intelligence and statistical data) and multiply by the number of those products delivered in a year (eliminating double counting for multiple different product touches per individual). See Improving people’s lives for more information on Lives Improved.
Operational Carbon Footprint
As a responsible company, we aim to minimize our environmental impact and we use the Operational Carbon Footprint as one of the measurements of our impact. We define Operational Carbon Footprint as the total greenhouse gas emissions caused by an organization, event, product or person; expressed in kilotonnes CO2-equivalent. We calculate our Operational Carbon Footprint on a half-year basis and include industrial sites (manufacturing and assembly sites), non-industrial sites (offices, warehouses, IT centers and R&D facilities), business travel (lease and rental cars and airplane travel) and logistics (air, sea and road transport) See Sustainable Operations for more information on our Operational Carbon Footprint.
Circular Revenues
As a company committed to the transition to a circular economy, we aim to decouple economic growth from the use of natural resources and ecosystems by using those resources more effectively. We define Circular Revenues as revenues generated through products and solutions that meet specific Circular Economy requirements (including performance and access-based business models, refurbished, reconditioned and remanufactured products and systems, refurbished, reconditioned and remanufactured components, upgrades or refurbishment on site or remote, and products with a recycled plastics content of >25% post-consumer recycled plastics or >30% post-industrial/postconsumer recycled plastics by total weight of eligible plastics). We calculate Circular Revenues as annual revenues attributable to products and solutions that meet the Circular Economy requirements.
Waste to Landfill
At Philips, as a responsible company, we strive to reduce our environmental impact. We define Waste to Landfill as total waste that is delivered for landfill and exclude one-time-only waste and waste delivered to landfill due to regulatory requirements. We calculate Waste to Landfill in kilotonnes per year. See Sustainable Operations for more information on Waste to Landfill.
Closing the Loop
At Philips, we are committed to offer a trade-in on all our professional medical equipment and to take care of responsible repurposing of such trade-in systems. We call this “Closing the Loop”. We calculate Closing the Loop as Process Adherence (%) * Reclaim (%). Process adherence (%) is defined as the % of won Replacement Philips deals which are associated with a trade in request in our CRM system. Reclaim (%) is defined as the % of won Replacement Philips deals with a customer accepted trade in request in our CRM system and a repurposing strategy that fulfills our reclaim requirements.
Philips believes that the five other key performance indicators described above (Lives Improved, Operational Carbon Footprint, Circular Revenues, Waste to Landfill and Closing the Loop) provide important information to investors and are important to understanding the long-term performance and prospects of the business. In addition, these other key performance indicators are also used for management compensation purposes. Members of the Board of Management are eligible for grants of performance shares under the Long-Term Incentive (LTI) Plan, and the vesting of the performance shares is subject to performance over a period of 3 years and based on certain criteria, including a 10% weighting for Sustainability Objectives, which Philips defines as the five other key performance indicators described above: Lives Improved, Carbon Footprint, Circular Revenues, Waste to Landfill and Closing the Loop. Philips believes that including these other key performance indicators in our remuneration policy encourages management to act responsibly and sustainably, supporting the company’s overall performance and enhancing the long-term value of the company. See Remuneration of the Board of Management in 2020 for more information on the Philips’ Long-Term Incentive (LTI) Plan.
Comparable order intake
Comparable order intake represents the period-on-period growth, expressed as a percentage, in order intake excluding the effects of currency movements and changes in consolidation. Comparable order intake is reported for equipment and software in the Diagnoses & Treatment and Connected Care businesses, and is defined as the total contractually committed value of equipment and software to be delivered within a specified timeframe, and is an approximation of expected future revenue growth in the respective businesses. Comparable order intake does not derive from the financial statements and a quantitative reconciliation is thus not provided.
Effective 2020, Philips has simplified its order intake policy by aligning horizons for all modalities to 18 months to revenue, compared to previously used delivery horizons of 6 months for Ultrasound, 12 months for Connected Care and 15 months for Diagnosis & Treatment. At the time, Philips has aligned order intake for software contracts to the same 18 months to revenue horizon, meaning that only the next 18 months conversion to revenue under the contract is recognized, compared to the full contract values recognized previously. This change eliminates major variances in order intake growth and better reflects expected revenue in the short term from order intake booked in the reporting period. Prior-year comparable order intake amounts Comparative results have been restated accordingly. This realignment has not resulted in any material additional order intake recognition.
Philips uses comparable order intaketo reflect the treatment of the Domestic Appliances business as an indicator of business activitya discontinued operation (for more information, please refer to Discontinued operations and performance. Comparable order intake is not an alternative to revenue and may be subject to limitationsassets classified as an analytical tool due to differences in amount and timing between booking orders and revenue recognition. Due to divergence in practice, other companies may calculate this or a similar measure (such as order backlog) differently and therefore comparisons between companies may be complicated.held for sale).
14.3Five-year overview (condensed)
Philips Group Other Key Performance Indicators | | 2016 | 2017 | 2018 | 2019 | 2020 | 2019 | 2020 | 2021 |
|---|
| Lives improved, in billions | 1.36 | 1.47 | 1.54 | 1.64 | 1.75 | 1.42 | 1.53 | 1.67 | | Operational carbon footprint, in kilotonnes CO2-equivalent | 812 | 881 | 786 | 706 | 535 | 668 | 518 | 519 | | Circular revenues | 9% | 11% | 12% | 13% | 15% | 13% | 15% | 16% | | Waste to landfill | 12% | 11% | 7% | 5% | 2% | 6.3% | 2.6% | 0.1% | | Closing the Loop1)2) | | | | | 100% | | | Comparable order intake1) | | 6% | 10% | 6% | 9% | | | Closing the Loop1) | | N/A | 34% | | Comparable order intake | | 6% | 9% | 4% |
1)Data onlyWe have expanded the definition of our Closing the Loop practices to include all professional medical equipment in 2021. Complete figures are not available for the years disclosed.2)For all large medical equipment returned to us by end of November2019 and 2020. Lives Improved
The purpose of Philips is to improve people’s health and well-being through meaningful innovation and we aim to improve the lives of 2 billion people a year by 2025, including 300 million in underserved communities, rising to 2.5 billion and 400 million respectively by 2030. We use Lives Improved as a measurement of our societal impact. In the course of 2021 we changed the definition of ‘lives improved’ (effective January 2021) to align more closely with our purpose. The new definition includes only products or solutions that contribute to people’s health and well-being, and no longer includes the contribution from our Green Products and Solutions that support a healthy ecosystem. Additionally, as we discontinued our Domestic Appliances business, we have removed the impact of this business from the Lives Improved results. The combined impact of these changes resulted in an overall drop of 223 million lives improved in 2021. We calculate Lives Improved as the number of individual interactions for each product sold (based on market intelligence and statistical data) and multiply by the number of those products delivered in a year (eliminating double counting for multiple different product touches per individual). See Improving people’s lives for more information on Lives Improved. Operational Carbon Footprint
We aim to minimize our environmental impact and we use the Operational Carbon Footprint as one of the measurements of our impact. We define Operational Carbon Footprint as the total greenhouse gas emissions caused by an organization, event, product or person; expressed in kilotonnes CO2-equivalent. We calculate our Operational Carbon Footprint on a monthly basis and include industrial sites (manufacturing and assembly sites), non-industrial sites (offices, warehouses, IT centers and R&D facilities), business travel (lease and rental cars and airplane travel) and logistics (air, sea and road transport) See Sustainable Operations for more information on our Operational Carbon Footprint. Circular Revenues
As a company committed to the transition to a circular economy, we aim to decouple economic growth from the use of natural resources and ecosystems by using those resources more effectively. We define Circular Revenues as revenues generated through products and solutions that meet specific Circular Economy requirements (including performance and access-based business models, refurbished, reconditioned and remanufactured products and systems, refurbished, reconditioned and remanufactured components, upgrades or refurbishment on site or remote, and products with a recycled plastics content of >25% post-consumer recycled plastics or >30% post-industrial/postconsumer recycled plastics by total weight of eligible plastics). We calculate Circular Revenues as annual revenues attributable to products and solutions that meet the Circular Economy requirements. Waste to Landfill
At Philips, as a responsible company, we strive to reduce our environmental impact. We define Waste to Landfill as total waste that is delivered for landfill and exclude one-time-only waste and waste delivered to landfill due to regulatory requirements. We calculate Waste to Landfill in kilotonnes per year. See Sustainable Operations for more information on Waste to Landfill. Closing the Loop
At Philips, we are committed to offer a trade-in on all our professional medical equipment and to take care of responsible repurposing of such trade-in systems. We call this “Closing the Loop”. We calculate Closing the Loop as Process Adherence (%) * Reclaim (%). Process adherence (%) is defined as the % of won Replacement Philips deals which are associated with a trade in request in our CRM system. Reclaim (%) is defined as the % of won Replacement Philips deals with a customer accepted trade in request in our CRM system and a repurposing strategy that fulfills our reclaim requirements. Philips believes that the five other key performance indicators described above (Lives Improved, Operational Carbon Footprint, Circular Revenues, Waste to Landfill and Closing the Loop) provide important information to investors and are important to understanding the long-term performance and prospects of the business. In addition, these other key performance indicators are also used for management compensation purposes. Members of the Board of Management are eligible for grants of performance shares under the Long-Term Incentive (LTI) Plan, and the vesting of the performance shares is subject to performance over a period of 3 years and based on certain criteria, including a 10% weighting for Sustainability Objectives, which Philips defines as the five other key performance indicators described above: Lives Improved, Carbon Footprint, Circular Revenues, Waste to Landfill and Closing the Loop. Philips believes that including these other key performance indicators in our remuneration policy encourages management to act responsibly and sustainably, supporting the company’s overall performance and enhancing the long-term value of the company. See Remuneration of the Board of Management in 2021 for more information on the Philips’ Long-Term Incentive (LTI) Plan. Comparable order intake
Comparable order intake represents the period-on-period growth, expressed as a percentage, in order intake excluding the effects of currency movements and changes in consolidation. Comparable order intake is reported for equipment and software in the Diagnoses & Treatment and Connected Care businesses, and is defined as the total contractually committed value of equipment and software to be delivered within a specified timeframe, and is an approximation of expected future revenue growth in the respective businesses. Comparable order intake does not derive from the financial statements and a quantitative reconciliation is thus not provided. Effective 2020, Philips has simplified its order intake policy by aligning horizons for all modalities to 18 months to revenue, compared to previously used delivery horizons of 6 months for Ultrasound, 12 months for Connected Care and 15 months for Diagnosis & Treatment. At the time, Philips has aligned order intake for software contracts to the same 18 months to revenue horizon, meaning that only the next 18 months conversion to revenue under the contract is recognized, compared to the full contract values recognized previously. This change eliminates major variances in order intake growth and better reflects expected revenue in the short term from order intake booked in the reporting period. Prior-year comparable order intake amounts have been restated accordingly. This realignment has not resulted in any material additional order intake recognition. Philips uses comparable order intake as an indicator of business activity and performance. Comparable order intake is not an alternative to revenue and may be subject to limitations as an analytical tool due to differences in amount and timing between booking orders and revenue recognition. Due to factors suchdivergence in practice, other companies may calculate this or a similar measure (such as acquisitionsorder backlog) differently and divestments, the amounts, percentages and ratios are not directly comparable.therefore comparisons between companies may be complicated. Philips Group
Selected financial data
in millions of EUR unless otherwise stated
| | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|
| Sales | 17,422 | 17,780 | 18,121 | 19,482 | 19,535 | | Income from operations | 1,464 | 1,517 | 1,719 | 1,644 | 1,542 | | Financial income and expenses - net | (442) | (137) | (213) | (117) | (44) | | Income (loss) from continuing operations | 830 | 1,028 | 1,310 | 1,192 | 1,205 | | Income (loss) from continuing operations attributable to shareholders1)2) | 826 | 1,017 | 1,303 | 1,186 | 1,197 | | Income (loss) from discontinued operations | 660 | 843 | (213) | (19) | (10) | | Net income (loss) | 1,490 | 1,870 | 1,097 | 1,173 | 1,195 | | Net income (loss) attributable to shareholders1) | 1,448 | 1,657 | 1,090 | 1,167 | 1,187 | | | | | | | | | Total assets | 32,269 | 25,315 | 26,019 | 27,016 | 27,713 | | Net assets | 13,435 | 12,023 | 12,117 | 12,625 | 11,901 | | Debt | 5,606 | 4,715 | 4,821 | 5,447 | 6,934 | | Provisions | 3,605 | 2,059 | 2,151 | 2,159 | 1,980 | | Shareholders’ equity | 12,546 | 11,999 | 12,088 | 12,597 | 11,870 | | Non-controlling interests | 907 | 24 | 29 | 28 | 31 | | | | | | | | | Weighted average shares outstanding:3) | | | | | | | basic | 936,096 | 946,878 | 941,067 | 921,062 | 907,721 | | diluted | 946,869 | 963,212 | 953,931 | 930,771 | 916,625 | | Amount of common shares outstanding at year-end | 922,437 | 926,192 | 914,184 | 890,974 | 905,128 | | Basic earnings per common share:3) | | | | | | | Income (loss) from continuing operations attributable to shareholders1) | 0.88 | 1.07 | 1.38 | 1.29 | 1.32 | | Net income (loss) attributable to shareholders1) | 1.55 | 1.75 | 1.16 | 1.27 | 1.31 | | Diluted earnings per common share:3) | | | | | | | Income (loss) from continuing operations attributable to shareholders1) | 0.87 | 1.06 | 1.37 | 1.27 | 1.31 | | Net income (loss) attributable to shareholders1) | 1.53 | 1.72 | 1.14 | 1.25 | 1.29 | | Dividend distributed per common share | 0.80 | 0.80 | 0.80 | 0.85 | 0.85 | | | | | | | | | Total employees at year-end (FTEs) | 114,731 | 73,951 | 77,400 | 80,495 | 81,592 |
1)Shareholders in this table refers to shareholders of Koninklijke Philips N.V.2)The presentation of 2016 and 2017 information has been updated to adjust for elements of Net income that were attributable to discontinued operations.3)Per share and weighted average share calculations have been adjusted retrospectively for all periods presented to reflect the issuance of shares for the share dividend in respect of 2019. Further reference is made to Earnings per share. 14.414.3Investor information
14.4.214.3.2Financial calendar
| Annual General Meeting of Shareholders | | Record date 20212022 AGM | April 8, 202112, 2022 | 20212022 AGM | May 6, 202110, 2022 | | Quarterly reports1) | | First quarter results 20212022 | April 26, 202125, 2022 | Second quarter results 20212022 | July 26, 202125, 2022 | Third quarter results 20212022 | October 18, 202124, 2022 | Fourth quarter results 20212022 | January 24, 202230, 2023 |
1)Subject to confirmation.updates of the financial calendar as published on the company's website 20212022 Annual General Meeting of Shareholders
The Agenda and the explanatory notes to the Agenda for the Annual General Meeting of Shareholders on May 6, 2021,10, 2022, will be published on the company’s website. For the 20212022 Annual General Meeting of Shareholders, a record date of April 8, 202112, 2022 will apply. Those persons who, on that date, hold shares in the Company, and are registered as such in one of the registers designated by the Board of Management for the Annual General Meeting of Shareholders, will be entitled to participate in, and vote at, the meeting. 14.4.314.3.3Investor contact
Shareholder servicesShareholders and other interested parties can make inquiries about the Annual Report 20202021 to: Royal Philips
Annual Report Office
Philips Center
P.O. Box 77900
1070 MX Amsterdam, The Netherlands
E-mail: annual.report@philips.com The Annual Report on Form 20-F is filed electronically with the US Securities and Exchange Commission. Holders of shares listed on Euronext AmsterdamCommunications concerning share transfers, share certificates, dividends and change of address should be directed to: ABN AMRO Bank N.V.
Department Equity Capital Markets/Corporate Broking HQ7212
Gustav Mahlerlaan 10, 1082 PP Amsterdam
The Netherlands
Telephone: +31-20-34 42000
+31-20-628-6070 E-mail: corporate.broking@nl.abnamro.com Holders of New York Registry sharesCommunications concerning share transfers, share certificates, dividends and change of address should be directed to: Deutsche Bank Trust Company Americas
C/O AST
6201 15th Avenue Brooklyn, NY 11219
Telephone (toll-free US): +1-866-706-8374
Telephone (outside of US): +1-718-921-8137
Website: www.astfinancial.com
E-mail: db@astfinancial.com International direct investment programPhilips offers a Dividend Reinvestment and Direct Stock Purchase Plan designed for the US market. This program provides existing shareholders and interested investors with an economical and convenient way to purchase and sell Philips New York Registry shares (listed at the New York Stock Exchange) and to reinvest cash dividends. Deutsche Bank (the registrar of Philips NY Registry shares) has been authorized to implement and administer both plans for registered shareholders of and new investors in Philips NY Registry shares. Philips does not administer or sponsor the Program and assumes no obligation or liability for the operation of the plan. For further information on this program and for enrollment forms, contact: Deutsche Bank Global Direct Investor Services
Telephone (toll-free US): +1-866-706-8374
Telephone (outside of US): +1-718-921-8137
Monday through Friday 8:00 AM EST through 8:00 PM EST
Website www.astfinancial.com
E-mail: db@astfinancial.com or write to: Deutsche Bank Trust Company Americas
IC/O AST
6201 15th Avenue Brooklyn, NY 11219 Analysts’ coveragePhilips is covered by approximately 25 analysts. For a list of our current analysts, please refer to: www.philips.com/a-w/about/investor/stock-info/analyst-coverage.html How to reach usThe registered office of Royal Philips is:
High Tech Campus 5, 5656 AE Eindhoven, The Netherlands Investor Relations contactRoyal Philips
Philips Center
P.O. Box 77900
1070 MX Amsterdam, The Netherlands
Telephone: +31-20-59 77222
Website: www.philips.com/investor
E-mail: investor.relations@philips.com Leandro Mazzoni
Head of Investor Relations
Telephone: +31-20-59 77222 Derya Guzel
Investor Relations Director
Telephone: +31-20-59 77222 Global Sustainability contactRoyal Philips
High Tech Campus 51, 1st floor
5656 AG Eindhoven, The Netherlands
Telephone: +31-40-27 83651
Website: www.philips.com/sustainability
E-mail: philips.sustainability@philips.com Global Press Office contactRoyal Philips
Philips Center
Amstelplein 2
1096 BC Amsterdam, The Netherlands
E-mail: group.communications@philips.com
For media contacts please refer to:
https://www.philips.com/a-w/about/news/contacts.html 14.4.414.3.4New York Registry Shares
Fees and Charges Payable by a Holder of New York Registry SharesDeutsche Bank Trust Company Americas (“Deutsche Bank”), as the US registrar, transfer, dividend disbursement and shareholder servicing agent (“Agent”) under Philips’ New York Registry Share program (the “Program”), collects fees for the issuance, cancellation and/or transfer of New York Registry Shares directly from investors depositing ordinary shares or surrendering New York Registry Shares for the purpose of withdrawal or from intermediaries acting for them. The Agent collects fees for making distributions to investors by deducting those fees from the amounts distributed or by selling a portion of the distributable property to pay the fees. The charges of the Agent payable by investors are as follows: The New York Transfer Agent chargesmay charge shareholders a fee of up to USD 5.00 per 100 shares for the exchange of New York Registry shares for ordinary shares and vice versa.versa, for certain free distributions of shares and for shares issued upon exercise of rights, as well as for certain taxes, fees and expenses incurred in connection with issuances and cancellations. The Agent is also permitted to charge a distribution fee of USD 0.05 per share to holders of New York Registry Shares in connection with a corporate action or event unless certain fees are otherwise charged to Philips.
Fees and Payments made by the Agent to PhilipsThe Agent has agreed to reimburse certain expenses of Philips related to the Program and incurred by Philips in connection with the Program. The Agent has also agreed to waive certain fees for standard costs associated with the administration of the program. The Agent has reimbursed EUR 401,691391,885 directly to Philips in the year ended December 31, 2019.2021. The Agent paid a total amount of EUR 152,76389,114 directly to third parties in the year ended December 31, 2019.2021. Category of Expense paid directly to third parties in EUR | | amount in the year ended December 31, 20202021 |
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| | | | Reimbursement of Proxy Process Expenses | 88,29758,723 | | Reimbursement of Scrip Dividend Expenses | 6,737 | | NYSE Listing Fee | 57,72830,391 | | Expense paid directly to third parties | 152,76389,114 |
Under certain circumstances, including removal of the Agent or termination of the Program by Philips, Philips is required to repay the Agent certain amounts reimbursed and/or expenses paid to or on behalf of Philips. 14.514.4Definitions and abbreviations
Brominated flame retardants (BFR)Brominated flame retardants are a group of chemicals that have an inhibitory effect on the ignition of combustible organic materials. Of the commercialized chemical flame retardants, the brominated variety are most widely used. CO2-equivalentCO2-equivalent or carbon dioxide equivalent is a quantity that describes, for a given mixture and amount of greenhouse gas, the amount of CO2 that would have the same global warming potential (GWP), when measured over a specified timescale (generally 100 years). Circular economyA circular economy aims to decouple economic growth from the use of natural resources and ecosystems by using those resources more effectively. By definition it is a driver for innovation in the areas of material, component and product reuse, as well as new business models such as solutions and services. In a Circular Economy, the more effective use of materials makes it possible to create more value, both by cost savings and by developing new markets or growing existing ones. Circular RevenuesCircular Revenues are defined by revenues generated through products and solutions that meet specific Circular Economy requirements. These include performance and access-based business models, refurbished, reconditioned and remanufactured products and systems, refurbished, reconditioned and remanufactured components, upgrades or refurbishment on site or remote, and products with a recycled plastics content of >25% post-consumer recycled plastics or >30% post-industrial/post-consumer recycled plastics by total weight of eligible plastics. Dividend yieldThe dividend yield is the annual dividend payment divided by Philips’ market capitalization. All references to dividend yield are as of December 31 of the previous year. Employee Engagement Index (EEI)The Employee Engagement Index (EEI) is the single measure of the overall level of employee engagement at Philips. It is a combination of perceptions and attitudes related to employee satisfaction, commitment and advocacy. Energy-using Products (EuP)An energy-using product is a product that uses, generates, transfers or measures energy (electricity, gas, fossil fuel). Examples include boilers, computers, televisions, transformers, industrial fans and industrial furnaces. Full-time equivalent employee (FTE)Full-time equivalent is a way to measure a worker’s involvement in a project. An FTE of 1.0 means that the person is equivalent to a full-time worker, while an FTE of 0.5 signals that the worker works half-time. Global Reporting Initiative (GRI)The Global Reporting Initiative (GRI) is a network-based organization that pioneered the world’s most widely used sustainability reporting framework. GRI is committed to the framework’s continuous improvement and application worldwide. GRI’s core goals include the mainstreaming of disclosure on environmental, social and governance performance. GreenGreen/EcoDesigned Innovation
GreenGreen/EcoDesigned Innovation comprises all R&D activities directly contributing to the intended development of GreenGreen/EcoDesigned Products or GreenGreen/EcoDesigned Technologies. Innovation projects are characterized as GreenGreen/EcoDesigned based on the innovation brief; this designation is not revised during the project lifetime.
GreenGreen/EcoDesigned Products
GreenGreen/EcoDesigned Products offer a significant environmental improvement in one or more Green Focal Areas: Energy efficiency, Packaging, Hazardous substances, Weight, Circularity, and Lifetime reliability. The life cycle approach is used to determine a product’s overall environmental improvement. It calculates the environmental impact of a product over its total life cycle (raw materials, manufacturing, product use and disposal).
Green Green/EcoDesigned Products need to prove leadership in at least one Green Focal Area compared to industry standards, which is defined by a segment-specific peer group. This is done either by outperforming reference products (which can be a competitor or predecessor product in the particular product family) by at least 10%, by outperforming product-specific eco-requirements or by being awarded with a recognized eco-performance label. Because of different product portfolios, business segments have specified additional criteria for GreenGreen/EcoDesigned Products, including product specific minimum requirements where relevant.
GreenGreen/EcoDesigned Revenues
GreenGreen/EcoDesigned Revenues are generated through products and solutions which offer a significant environmental improvement in one or more of the Green Focal Areas: Energy efficiency, Packaging, Hazardous substances, Weight, Circularity, and Lifetime reliability. GreenGreen/EcoDesigned Revenues are determined by classifying the environmental impact of the product or solution over its total life cycle.
Philips uses GreenGreen/EcoDesigned Revenues as a measure of social and economic performance in addition to its environmental results. The use of this measure may be subject to limitations as it does not have a standardized meaning and similar measures could be determined differently by other companies. A product or solution that has been determined to contribute to GreenGreen/EcoDesigned Revenues will continue to do so until it is decommissioned. Growth geographiesGrowth geographies are the developing geographies comprising of Asia Pacific (excluding Japan, South Korea, Australia and New Zealand), Latin America, Central & Eastern Europe, Middle East & Turkey (excluding Israel) and Africa. Hazardous substancesHazardous substances are generally defined as substances posing imminent and substantial danger to public health and welfare or the environment. Income from operations (EBIT)Income from operations as reported on the IFRS consolidated statement of income. The term EBIT (earnings before interest and tax) has the same meaning as Income from operations. Income from continuing operationsIncome from continuing operations as reported on the IFRS consolidated statement of income, which is net income from continuing operations, or net income excluding discontinued operations.
Large medical equipmentMRI systems, CT scanners, NM systems, DXR equipment, and IGT Fixed systems. This includes all Main Article Groups (MAGs) in the portfolio of these business units, except for the MAGs that represent non-life-extending upgrades: 'T82', 'Q72', 'I66', 'X19', 'Q71', 'W62', 'P10', 'S08', 'S14', 'Q74', 'S47', 'S33', 'Z44', 'S66', 'Q76', 'BI9'. LeanThe basic insight of Lean thinking is that if every person is trained to identify wasted time and effort in their own job and to better work together to improve processes by eliminating such waste, the resulting enterprise will deliver more value at less expense. Lives improved by PhilipsTo calculate how many lives we are improving, market intelligence and statistical data on the number of people touched by the products contributing to the social or ecological dimension over the lifetime of a product are multiplied by the number of those products delivered in a year. After elimination of double counts – multiple different product touches per individual are only counted once – the number of lives improved by our innovative solutions is calculated. Long-term strategic partnershipMulti-year contractual agreement that represents a partnership to enable long-term collaborationcollaboration. Market/Market GroupA Market consists of one or more countries operating as a single organization under a Market Leader. Our 17 Market organizations are organized in three market groups: North America, Greater China and International Markets. Mature geographiesMature geographies are the highly developed markets comprising of Western Europe, North America, Japan, South Korea, Israel, Australia and New Zealand. Net Promoter Score
Net Promoter Score®, or NPS®, measures customer experience and predicts business growth. NPS is calculated by taking the answer to a key question on a 0-10 scale: How likely is it that you would recommend [brand] to a friend or colleague?
Respondents are grouped as follows:
• Promoters (score 9-10) are loyal enthusiasts who will keep buying and refer others, fueling growth.
• Passives (score 7-8) are satisfied but unenthusiastic customers who are vulnerable to competitive offerings.
• Detractors (score 0-6) are unhappy customers who can damage the brand and impede growth through negative word-of-mouth.
Subtracting the percentage of Detractors from the percentage of Promoters yields the Net Promoter Score, which can range from a low of -100 (if every customer is a Detractor) to a high of 100 (if every customer is a Promoter). Operational carbon footprintA carbon footprint is the total set of greenhouse gas emissions caused by an organization, event, product or person; usually expressed in kilotonnes CO2-equivalent. Philips' operational carbon footprint is calculated on a half-year basis and includes industrial sites (manufacturing and assembly sites), non-industrial sites (offices, warehouses, IT centers and R&D facilities), business travel (lease and rental cars and airplane travel) and logistics (air, sea and road transport). Philips Lighting/SignifyReferences to 'Signify' in this Annual Report relate to Philips' former Lighting segment (prior to deconsolidation as from the end of November 2017 and when reported as discontinued operations), Philips Lighting N.V. (before or after such deconsolidation) or Signify N.V. (after its renaming in May 2018), as the context requires. Polyvinyl chloride (PVC)Polyvinyl chloride, better known as PVC or vinyl, is an inexpensive plastic so versatile it has become completely pervasive in modern society. Quadruple AimAt Philips, we make value-based care principles actionable by addressing the Quadruple Aim – better health outcomes, improved patient experience, improved staff experience, and lower cost of care. REACHRegistration, Evaluation, Authorization and Restriction of Chemicals (REACH) is a European Union regulation that addresses the production and use of chemical substances, and their potential impact on both human health and the environment. Responsible Business Alliance (RBA)The Responsible Business Alliance (formerly known as The Electronic Industry Citizenship Coalition (EICC)) was established in 2004 to promote a common code of conduct for the electronics and information and communications technology (ICT) industry. EICC now includes more than 100 global companies and their suppliers. Restriction on Hazardous Substances (RoHS)The RoHS Directive prohibits all new electrical and electronic equipment placed on the market in the European Economic Area from containing lead, mercury, cadmium, hexavalent chromium, poly-brominated biphenyls (PBB) or polybrominated diphenyl ethers (PBDE), except in certain specific applications, in concentrations greater than the values decided by the European Commission. These values have been established as 0.01% by weight per homogeneous material for cadmium and 0.1% for the other five substances. SolutionA combination of Philips (and 3rd-party) systems, devices, software, consumables and services, configured and delivered in a way to solve customer (segment)-specific needs and challenges. Sustainable Development GoalsThe Sustainable Development Goals (SDGs) are a collection of 17 global goals set by the United Nations. The broad goals are interrelated though each has its own targets. The SDGs cover a broad range of social and economic development issues. These include poverty, hunger, health, education, climate change, water, sanitation, energy, environment and social justice. Sustainable InnovationSustainable Innovation is the Research & Development spend related to the development of new generations of products and solutions that address the United Nations Sustainable Development Goals 3 (Ensure healthy lives and promote well-being for all at all ages) or 12 (Ensure sustainable consumption and production patterns). This includes all Diagnosis & Treatment and Connected Care innovation spend. In addition, innovation spend that contributes to Green Products and healthy living at Personal Health is included. Finally, innovation spend at Other that addresses the SDGs 3 and 1 is included. VOCVolatile organic compounds (VOCs) are organic chemicals that have a high vapor pressure at ordinary room temperature. Their high vapor pressure results from a low boiling point, which causes large numbers of molecules to evaporate or sublimate from the liquid or solid form of the compound and enter the surrounding air, a trait known as volatility. Voluntary turnoverVoluntary turnover covers all employees who resigned of their own volition. Waste Electrical and Electronic Equipment (WEEE)The Waste Electrical and Electronic Equipment Directive (WEEE Directive) is the European Community directive on waste electrical and electronic equipment setting collection, recycling and recovery targets for all types of electrical goods. The directive imposes the responsibility for the disposal of waste electrical and electronic equipment on the manufacturers of such equipment. Weighted Average Statutory Tax Rate (WASTR)The reconciliation of the effective tax rate is based on the applicable statutory tax rate, which is a weighted average of all applicable jurisdictions. This weighted average statutory tax rate (WASTR) is the aggregation of the result before tax multiplied by the applicable statutory tax rate without adjustment for losses, divided by the group result before tax. 15ExhibitsIndex of exhibits| Exhibit 1 | English translation of the Articles of Association of the Company (incorporated by reference to Exhibit 1 to the Annual Report on Form 20-F (File No. 001-05146-01) filed with the Securities and Exchange Commission on February 27, 2019 | | Exhibit 2 | Description of securities registered under Section 12 of the Exchange Act (Incorporated by reference to Exhibit 2 to the Annual Report on Form 20-F (File No. 001-05146-01) filed with the Securities and Exchange Commission on February 25, 2020)
The total amount of long-term debt securities of the Company and its subsidiaries authorized under any instrument does not exceed 10% of the total assets of Philips and its subsidiaries on a consolidated basis. Philips agrees to furnish copies of any or all such instruments to the Securities and Exchange Commission upon request. | | Exhibit 4 | Material Contracts. | | Exhibit 4 (a) | Services contract between the Company and F.A. van Houten (Incorporated by reference to Exhibit 4 (a) to the Annual Report on Form 20-F (File No. 001-05146-01) filed with the Securities and Exchange Commission on February 25, 2020) | | Exhibit 4 (b) | Services contract between the Company and A. Bhattacharya (Incorporated by reference to Exhibit 4 (b) to the Annual Report on Form 20-F (File No. 001-05146-01) filed with the Securities and Exchange Commission on February 25, 2020) | | Exhibit 4 (c) | Services contract between the Company and M.J. van Ginneken (Incorporated by reference to Exhibit 4 (c) to the Annual Report on Form 20-F (File No. 001-05146-01) filed with the Securities and Exchange Commission on February 20, 2018)
| | Exhibit 4 (d) | Global Philips Performance Share Plan applicable to the Board of Management of Koninklijke Philips N.V.
(Incorporated by reference to Exhibit 4(d) to the Annual Report on Form 20-F (File No. 001-05146-01) filed with the Securities and Exchange Commission on February 23, 2021) | | Exhibit 8 | List of Subsidiaries. | | Exhibit 12 (a) | Certification of F.A. van Houten filed pursuant to 17 CFR 240. 13a-14(a). | | Exhibit 12 (b) | Certification of A. Bhattacharya filed pursuant to 17 CFR 240. 13a-14(a). | | Exhibit 13 (a) | Certification of F.A. van Houten furnished pursuant to 17 CFR 240. 13a-14(b). | | Exhibit 13 (b) | Certification of A. Bhattacharya furnished pursuant to 17 CFR 240. 13a-14(b). | | Exhibit 15 (a) | EY Consent of independent registered public accounting firm. | | 101.INS | XBRL Instance Document - the instance document does not appear in the Interactive Data File because its XBRL tags are embedded within the Inline XBRL document. | | 101.SCH | XBRL Taxonomy Extension Schema Document. | | 101.CAL | XBRL Taxonomy Extension Calculation Linkbase Document. | | 101.DEF | XBRL Taxonomy Extension Definition Linkbase Document. | | 101.LAB | XBRL Taxonomy Extension Label Linkbase Document. | | 101.PRE | XBRL Taxonomy Extension Presentation Linkbase Document. |
SignaturesThe registrant hereby certifies that it meets all of the requirements for filing on Form 20-F and that it has duly caused and authorized the undersigned to sign this Annual Report on its behalf. KONINKLIJKE PHILIPS N.V. (Registrant)
| /s/F.A. van Houten
F.A. van Houten (Chief Executive Officer, Chairman of the Board of Management and the Executive Committee) | /s/A. Bhattacharya
A. Bhattacharya (Chief Financial Officer, Member of the Board of Management and the Executive Committee) | | Date: February 23, 202122, 2022 |
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