Annual Report 2017 - Philips · Annual Report 2017 3 ... Income taxes 131 9 Earnings per shareNotes related to the balance sheet 135 10 Property, ... B Other business income 175 C

Annual Report 2017

Addressinghealthcare challengesthrough innovation

2 Annual Report 2017

Contents

IFRS basis of presentationThe financial information included in this document is based on IFRS, asexplained in note 1, Significant accounting policies, of this report, unlessotherwise indicated.

Dutch Financial Markets Supervision ActThis document comprises regulated information within the meaning of theDutch Financial Markets Supervision Act (Wet op het financieel toezicht).

Statutory financial statements and management reportThe chapters Group financial statements and Company financialstatements contain the statutory financial statements of the Company. Theintroduction to the chapter Group financial statements sets out which partsof this Annual Report form the Management report within the meaning ofSection 2:391 of the Dutch Civil Code (and related Decrees).

In 2017, Philips reinforced its leadership in image-guidedtherapy solutions with the global launch of PhilipsAzurion, the next-generation image-guided therapyplatform that enables clinicians to perform a wide rangeof routine and complex procedures, helping them tooptimize interventional lab performance and providesuperior care.

1 Message from the CEO 4

2 Our strategic focus 7

2.1 Addressing health challenges through innovation 7

2.2 How we create value 8

3 Group performance 10

3.1 Financial performance 10

3.2 Social performance 21

3.3 Environmental performance 26

3.4 Our commitment to Quality 31

3.5 Proposed distribution to shareholders 32

4 Segment performance 34

4.1 Personal Health businesses 35

4.2 Diagnosis & Treatment businesses 38

4.3 Connected Care & Health Informatics businesses 42

4.4 HealthTech Other 46

4.5 Legacy Items 49

5 Reconciliation of non-IFRS information 50

6 Risk management 58

6.1 Our approach to risk management 58

6.2 Risk categories and factors 62

6.3 Strategic risks 62

6.4 Operational risks 64

6.5 Compliance risks 66

6.6 Financial risks 67

7 Management 69

8 Supervisory Board 70

9 Supervisory Board report 71

9.1 Report of the Corporate Governance and

Nomination & Selection Committee

75

9.2 Report of the Remuneration Committee 76

9.3 Report of the Audit Committee 82

9.4 Report of the Quality & Regulatory Committee 83

10 Corporate governance 84

10.1 Board of Management and Executive Committee 85

10.2 Supervisory Board 88

10.3 General Meeting of Shareholders 92

10.4 Meeting logistics and other information 94

10.5 Investor Relations 96

Annual Report 2017 3

11 Group financial statements 98

11.1 Management’s report on internal control 99

11.2 Report of the independent auditor 100

11.3 Independent auditor’s report on internal control

over financial reporting

101

11.4 Consolidated statements of income 102

11.5 Consolidated statements of comprehensive

income

103

11.6 Consolidated balance sheets 104

11.7 Consolidated statements of cash flows 105

11.8 Consolidated statements of changes in equity 106

11.9 Notes 107

General, segment and main countriesinformation

1 Significant accounting policies 107

2 Information by segment and main country 122

3 Discontinued operations and assets classified

as held for sale

124

4 Acquisitions and divestments 126

5 Interests in entities 128

Notes related to the income statement6 Income from operations 129

7 Financial income and expenses 131

8 Income taxes 131

9 Earnings per share 135

Notes related to the balance sheet10 Property, plant and equipment 136

11 Goodwill 137

12 Intangible assets excluding goodwill 139

13 Other financial assets 140

14 Other assets 141

15 Inventories 141

16 Receivables 141

17 Equity 141

18 Debt 144

19 Provisions 146

20 Post-employment benefits 149

21 Accrued liabilities 152

22 Other liabilities 152

Notes related to the cash flow statement23 Cash flow statement supplementary

information

153

24 Contingent assets and liabilities 153

Other notes25 Related-party transactions 155

26 Share-based compensation 155

27 Information on remuneration 158

28 Fair value of financial assets and liabilities 162

29 Details of treasury / other financial risks 165

30 Subsequent events 170

12 Company financial statements 171

12.1 Statements of income 172

12.2 Balance sheets before appropriation of results 173

12.3 Statement of changes in equity 174

12.4 Notes 175

A Sales 175

B Other business income 175

C Sales and costs by nature 175

D Financial income and expense 175

E Income tax 175

F Employees 175

G Intangible assets 175

H Financial fixed assets 176

I Other financial assets 176

J Receivables 177

K Cash and cash equivalents 177

L Shareholders’ equity 177

M Debt 180

N Other current liabilities 180

O Contractual obligations and contingent

liabilities not appearing in the balance sheet

181

P Appropriation of profits and profit

distributions

181

Q Subsequent events 181

12.5 Independent auditor’s report 182

13 Sustainability statements 190

13.1 Approach to sustainability reporting 190

13.2 Economic indicators 196

13.3 Social statements 197

13.4 Environmental statements 209

13.5 Assurance report of the independent auditor 214

14 Five-year overview 216

15 Investor Relations 219

15.1 Key financials and dividend 219

15.2 Share information 221

15.3 Philips’ rating 223

15.4 Performance in relation to market indices 223

15.5 Financial calendar 226

15.6 Investor contact 226

16 Definitions and abbreviations 228

17 Forward-looking statements and otherinformation

230

Message from the CEO 1


1 Message from the CEO

“ I am pleased with our transformation progress to become a

focused leader in health technology and see tremendous

further potential to grow Philips’ market positions and

expand margins.” Frans van Houten, CEO Royal Philips

Dear Stakeholder,2017 was a good year of solid progress for Philips, as wecontinued our transformation to become a focusedleader in health technology and delivered on ourimprovement targets for the year. In line with ourcommitments we delivered 4% comparable salesgrowth1, resulting in a 10-basis-point gain in marketshare. We also improved operating profitability, with anAdjusted EBITA1 margin increase of 110 basis points, andgenerated a strong EUR 1.2 billion free cash flow1. Thisunderscores our ability to stay the course, in this caseagainst a background of challenging economiccircumstances in Europe and considerable uncertaintyin the US around healthcare policy.

Our organic growth initiatives are delivering tangibleresults. Overall we recorded 6% order growth for theyear. In Diagnostic Imaging, for instance, we ended theyear with high-single-digit order growth and realizedmarket share gains in China and India, driven by therenewal of 60% of our portfolio. We also noted a strongincrease in order intake in our Digital PathologySolutions business, double-digit growth of our Sleep &Respiratory Care devices, and the continued success ofour OneBlade hybrid facial hair styler. And weintroduced several important innovations, gainedtraction with our solutions approach – securingmultiple long-term strategic partnerships – andcontinued to invest in quality and talent.

We further strengthened our portfolio through targetedacquisitions, the largest being Spectranetics, a globalleader in vascular intervention and lead managementsolutions. The integration of these acquisitions is ontrack. Toward the end of the year we deconsolidatedPhilips Lighting as we reduced our shareholding tobelow 30%, in line with our stated aim to fully sell downour stake.

2017 saw the completion of the industry reclassificationof our stock to Healthcare at all major indices. Ourcustomers and the financial markets appreciate theway we have pivoted and executed on our strategicroadmap. And we increased our brand value to USD 11.5billion in the 2017 Interbrand ranking.

Continuing to drive our five-year ‘Healthy people,sustainable planet’ program, with its focus on CircularEconomy, Access to Care and Climate Action, weimproved the lives of 2.2 billion people around theworld in 2017, and we again received top rankings fromleading indices such as the Dow Jones SustainabilityIndex and the Carbon Disclosure Project. At the UnitedNations in September we made an extendedcommitment to improve the lives of 300 million peoplein underserved healthcare communities by 2025.

Overall, I am pleased with the progress we made in2017. Our purpose is very clear. We are here to improvehealth and healthcare through innovations! We have avibrant, highly committed workforce, with employeeengagement consistently above the high-performingnorm and rising from 74% to 76% this year. We havegood momentum on our way to position ourselves fora future with higher growth and earnings potential.Clearly, we can still improve operational excellence:making further progress on product performance andour commitment to quality is our highest priority for2018. However, I am very confident in our ability tocapture the opportunities and deal with the challengesahead, as we work toward our goal of improving thelives of 3 billion people a year by 2025.

Innovating with purposeIn the face of growing and aging populations, the riseof chronic diseases, and global resource constraints,health systems the world over are under enormousstrain. Digital technology is transforming the healthcareindustry, increasingly shifting value towards softwareand services. It also has the potential to enable moreand more people to actively take ownership of theirhealth and well-being.

For Philips – with leadership positions in both personalhealth and professional healthcare – we see thatinnovation can transform the delivery of care across thehealth continuum, enabling new relationships betweencare providers and patients/consumers, and drivingbetter patient outcomes, higher productivity and abetter user experience for all concerned.

1 Non-IFRS financial measure. For the definition and reconciliation to the most directly comparable IFRS measure, refer to chapter 5, Reconciliation of non-IFRS information, of this Annual Report



We are driving this transformation in different ways:

• By offering consumers connected solutions – like ourSonicare DiamondClean Smart oral care andDreamWear sleep therapy solutions – that supportsuperior preventive care and those living with chronicdisease respectively.

• By giving clinicians the solutions they need toperform care with better outcomes and higherproductivity, such as our Healthcare Informaticssolutions. These support first-time-right diagnosisand increase productivity by integrating radiology,pathology and genomics information at the point ofcare, with AI-driven clinical decision support.

• By empowering clinicians to deliver precisiontreatments supported by ground-breakinginnovations for image-guided therapies, includingour advanced live image-guidance solutions, hybridoperating rooms and smart devices such as ourdiagnostic and therapeutic catheters.

• By enabling the seamless flow of data needed to carefor patients in real time wherever they are, by ‘joiningup the dots’ from the ICU to the home with ourHealthSuite digital platforms and patient monitoringsolutions, again supported by powerful algorithmsthat can predict adverse patient incidents hours inadvance.

All of this with the objective of supporting the shift tovalue-based healthcare, a model that aims to improvepatient outcomes while at the same time increasingproductivity – that is innovation with purpose. Andthere’s more to come from our pipeline, thanks to ourconsistently high levels of investment in R&D, wheresome 60% of our people are focused on software anddata science.

The road forwardLooking ahead, we see significant opportunities tofurther increase the value we deliver – by boostinggrowth in our existing core business, growing inadjacencies, and driving customer and operationalexcellence. We know that our strategy has traction, sonow it is execution that matters most.

Boosting growth in core businessOne of the ways we will capture new growth in our corebusiness is by continuing to leverage products andsolutions that have worked well in mature markets andbringing them to growth geographies where we have astrong footprint and brand recognition – as we havedone with our Sonicare power toothbrushes in China.

In addition, we are increasingly partnering with hospitalcustomers in new business models, engaging in long-term strategic partnerships to innovate value-added,integrated solutions that deliver better outcomes andhigher productivity.

We now have over 110 of these long-term partnerships,up from 60-plus in 2016, and the number continues torise. The combination of compelling solutions andconsultative partnership contracts drives above-average growth rates and a higher proportion ofrecurring revenues.

Growing in adjacenciesWe have completed two substantial M&A transactionsover the last few years, Volcano and Spectranetics.These were targeted to meet our strategic objectives,to complement our leadership in cardiovascularinterventions with smart devices, so that we cansupport complete vascular procedures. Volcano hasworked out very well, having risen to double-digitgrowth and much improved profitability since weintegrated the business; and we have similarexpectations of Spectranetics, as we leverage our post-merger integration capabilities to unlock maximumvalue.

Another route to growth in adjacencies is throughorganic growth and investments in R&D. To extend ourstrong portfolio in patient monitoring, for example, wehave invested in medical-grade wearables so thatpatients don’t need to be wired up but can becontinuously measured, wherever they are. Wecontinue to invest in Digital Pathology, as we believethe digitization of tissue slides is going to completelytransform the clinical practice of pathology. We arepleased we are now able to market our IntelliSitePathology Solution for primary diagnostic use in theUSA, and we have since seen a sharp increase in ordergrowth.

At the same time, we do not need to do everythingourselves. In 2017, for example, we entered into apartnership with B. Braun to innovate and accelerategrowth in ultrasound-guided regional anesthesia andvascular access. And we have a host of other value-adding alliances where we have decided we can betterexpand our capabilities through partnering, rather thangoing it alone.

Continuing the digital transformation of Philips isabsolutely fundamental to our future. We continue toinvest in our secure HealthSuite digital eco-systemplatform – to enable digital health propositions thatconnect consumers and doctors to Philips through thecloud, enabling new business models and unlockingnew revenue streams. We currently have over 30 cloud-connected propositions in the market.

Today, we sell a large proportion of our Personal Healthproducts through online channels, aided by digitalmarketing. And now we are transferring that marketingcapability to our health systems channels, so that webecome more effective at reaching healthcareprofessionals. We are also connecting our back-officesystems to our customers to enable new recurring



revenue streams and enhanced customer loyalty inSoftware as a Service and Product as a Service businessmodels.

Driving customer and operational excellenceTo ensure that our solutions are truly customer-centric,we use ‘design thinking’ and our proven ‘Co-create’methodology, whereby we come together withhealthcare professionals to explore how our combinedknowledge, resources and shared vision could improvethe delivery of care.

In our drive for operational excellence we continue withdisciplined implementation of the Philips BusinessSystem and Lean principles. The adoption of Hoshinmethodology to plan and drive execution has yieldedsignificant gains across the group. Our productivitymeasures will add up to over EUR 1.2 billion over thethree-year period 2017-2019, having delivered aroundEUR 480 million in 2017.

We continue to drive quality and regulatoryperformance improvement throughout the company.Nevertheless, we did not fully deliver to our 2017 planas we continue to address two significant regulatorychallenges that arose from years ago. We mustcontinue our improvement journey forcefully.

Building on the strong 6% order growth for the full year2017, consistent execution on these value drivers willenable us to deliver, in 2018, on our medium-termtargets of 4-6% comparable sales growth1 and anaverage annual improvement in Adjusted EBITA1

margin of 100 basis points.

In conclusionWe have made strong progress in our transformation tobecome a focused leader in health technology. Goingforward, we are committed to single-mindedly improveperformance and attain higher levels of growth. To thisend we are continuing to strengthen our culture –putting our customers first, acting with quality andintegrity, teaming up to win, taking ownership to deliverfast, and learning, improving and inspiring each other,every step of the way.

I am confident that, by doing so, we will be able toexpand our strong positions across the healthcontinuum, extend our solutions capability to addressour customers’ unmet needs, and deliver the fullbenefits of data-enabled connected care.

It only remains for me to thank our customers,shareholders and other stakeholders for the supportthey continue to give us. And to thank our Philipspeople around the world for their tremendousengagement and efforts over the past year.

Frans van HoutenChief Executive Officer

1 Non-IFRS financial measure. For the definition and reconciliation to the most directly comparable IFRS measure, refer to chapter 5, Reconciliation of non-IFRS information, of this Annual Report

Our strategic focus 2


2 Our strategic focus

2.1 Addressing health challenges through innovation

All around the world, resource constraints are driving ashift to value-based healthcare – a system that aims toincrease access to care and improve patient outcomeswhile also raising cost productivity. At the same time,aging populations and the rise of chronic diseases likeheart disease and respiratory conditions are driving updemand for healthcare.

In parallel, a growing focus on healthy living andprevention means more and more people are lookingfor new ways to proactively monitor and manage theirhealth, also in home and community settings. And thedigitalization of healthcare has reached the pointwhere value is shifting from stand-alone products tosolutions combining systems, smart devices, softwareand services, which deliver greater benefits tocustomers.

Philips sees significant value in more integrated formsof healthcare, unlocking the power of data and artificialintelligence at the point of care, while at the same timeoptimizing care delivery across the health continuum.This includes putting increased emphasis on bothprimary and secondary prevention and populationhealth management programs.

At Philips, we are striving to make the world healthierand more sustainable through innovation, with the goalof improving the lives of 3 billion people a year by 2025.

In today’s increasingly connected world, theconvergence of Philips’ consumer technologies thatfacilitate healthy living, medical technologies that helpclinicians to deliver better diagnosis and treatment, andcloud-based technologies that support data sharingand analysis, will be a key enabler of more effective,lower-cost integrated health solutions.

We like to visualize healthcare as a continuum since itsuggests the notion of continuous care. And it becomesvery compelling when one thinks of this continuum asbeing connected.

By addressing healthcare as a ‘connected whole’ in thisway, we can unlock gains and efficiencies and driveinnovations that help deliver on the ‘quadruple aim’:enhancing the patient experience, improving healthoutcomes, lowering the cost of care, and improving thework life of care providers.

With our global reach, deep insights and leadinginnovations, we are uniquely positioned in ‘the lastyard’ to consumers and care providers, delivering:

• connected products and services supporting thehealth and well-being of people

• integrated modalities and clinical informatics todeliver definitive diagnosis

• real-time guidance and smart devices for minimallyinvasive interventions

• connected therapeutic products and services forchronic care patients.

Underpinning these solutions, and spanning the healthcontinuum, our connected care and health informaticssolutions enable us to:

• connect patients and providers for more effective,coordinated, personalized care

• manage population health, leveraging real-timepatient data and clinical analytics.

We are focusing on end-to-end pathways – at presentprimarily cardiology, oncology, respiratory care, andpregnancy and parenting – where we believe ourintegral approach can add even greater value for ourcustomers.

Healthy living Prevention Diagnosis Treatment Home care

Connected care and health informatics

Our strategic focus 2.1


More and more, we are teaming up with hospital and health systems to understand their needs, provide integratedsolutions, and engage in multi-year cooperation to drive improvements in terms of patient outcomes, quality of caredelivery and cost productivity.

In this context, we are pioneering new business models that fit our customers’ needs better. These include TechnologyManaged Services, as well as Software as a Service and Product as a Service models. We have also started to take co-accountability for our customers’ patient outcomes and productivity.

As we embark on the next phase of our health technology journey, the drivers below are designed to help deliver higherlevels of customer value and quality, boost growth, deliver winning solutions, and improve our results:

Focus on Driven by Resulting in

Growth in corebusinesses

• Capture geographic growth opportunities• Pivot to consultative customer partnerships and business models• Drive innovative value-added, integrated solutions

Growth inadjacencies

• Portfolio extensions through M&A, organic investments andpartnerships

Customer andoperationalexcellence

• Continue to lead the digital transformation• Improve customer experience, quality systems, operational

excellence and productivity

Revenue growth

Margin expansion

Increased cashgeneration

Improved returnon invested capital

Increasedshareholdervalue

2.2 How we create value

Meeting people’s unmet needsAt Philips, value creation always starts with listening topeople in local markets – consumers, doctors, nurses,hospital executives and administrators – so weunderstand the specific challenges they face in theirday-to-day work.

This gives us a deep insight into their needs andaspirations. We then apply our innovativecompetencies, strong brand, global footprint andtalented, engaged people – often in long-termpartnerships – to deliver solutions that meet theseneeds, making the world healthier and moresustainable.

To measure the impact we are having around the world,we have developed our independently verified LivesImproved model. We take a two-dimensional approach– social and ecological – to improving people’s lives.Products and solutions that directly support thecurative (care) or preventive (well-being) side ofpeople’s health, determine the contribution to thesocial dimension. The contribution to the ecologicaldimension is determined by means of our GreenProducts and Solutions portfolio.

Our business systemWith its four interlocking elements, the Philips BusinessSystem (PBS) is designed to help us deliver on ourmission and vision – and to ensure that success isrepeatable. As we execute our strategy and invest in thebest opportunities, leverage our unique strengths andbecome operationally excellent, we will be able toconsistently deliver value to our customers, consumersand other stakeholders.

• Strategy – Where we invest: We manage ourbusinesses with clearly defined strategies to deliversolutions across the health continuum and allocateresources to maximize value creation.

• Capabilities, Assets and Positions – Our uniquestrengths: We strengthen and leverage our coreCapabilities, Assets and Positions – our deepcustomer insights, technological innovation, globalfootprint, our people, and the trusted Philips brand –as they create differential value.

• Excellence – How we operate: We are a learningorganization that applies common operatingprinciples and practices to deliver to our customerswith excellence.

• Path to Value – What we deliver: We define andexecute business plans that deliver sustainableresults along a credible Path to Value.

The ‘Creating value for our stakeholders’ diagram,based on the International Integrated ReportingCouncil framework, shows how – with the PhilipsBusiness System at the heart of our endeavors – we usesix different forms of capital to drive value in the short,medium and long term. All numbers are for the yearended December 31, 2017.

Our strategic focus 2.2


Capital inputThe capitals (resources and relationships) thatPhilips draws upon for its business activities

Value outcomesThe result of the application of the capitals toPhilips’ business activities and processes asshaped by the Philips Business System

PhilipsBusiness

System

Capabilities, Assets andPositions

Our unique strengths

StrategyWhere we

invest

ExcellenceHow weoperate

Path to ValueWhat we deliver

Human• Employees 73,951, 120 nationalities,

36% female• Philips University 1,200 new courses,

830,000 hours, 570,000 trainingcompletions

• 27,997 employees in growth geographies• New Inclusion & Diversity programs

Intellectual• Invested in R&D EUR 1.76 billion

(Green Innovation EUR 233 million)• Employees in R&D 9,787 across the globe

including growth markets

Financial• Net debt EUR 2.8 billion• Equity EUR 12.0 billion• Market capitalization EUR 29.2 billion

Manufacturing• Manufacturing sites 38, cost of materials

used EUR 4.9 billion• Total assets EUR 25.3 billion• Capital expenditure EUR 420 million

Natural• Energy used in manufacturing

3,072 terajoules• Water used 888,000 m3

• Recycled plastics in our products 1,850 tonnes

Social• Philips Foundation• Stakeholder engagement• New volunteering policy

Human• Employee Engagement Index

76% positive• Sales per employee EUR 240,429• Employee benefit expenses

EUR 5,824 million

Intellectual• New patent filings 1,200• IP Royalties Adjusted EBITA

EUR 225 million• 165 design awards

Financial• Comparable sales growth 4%• Adjusted EBITA1) as a % of sales 12.1%• Net cash provided by operating activities

EUR 1,870 million• Net capital expenditures EUR 685 million• Dividend EUR 742 million• Corporate taxes paid EUR 349 million• 60% Green Revenues

Manufacturing• EUR 17.8 billion products and solutions

sold, with 2.2 billion Lives improved

Natural• 11% revenues from circular propositions• Net CO2 emissions 627 kilotonnes• 245,000 tonnes (estimated) products put

on the market• 24.6 kilotonnes waste, of which 80%

recycled• Environmental impact Philips’ operations

EUR 200 million

Social• Brand value USD 11.5 billion• Partnerships with UNICEF, Red Cross and

Ashoka

HumanWe employ diverse andtalented people and givethem the skills and trainingthey need to ensure theireffectiveness and theirpersonal development andemployability.

IntellectualWe apply our innovationand design expertise tocreate new products andsolutions that meet localcustomer needs.

FinancialWe raise the funds weneed from shareholdersand other capitalproviders. We allocate thiscapital to the businessesand markets we think offerthe best prospects forgrowth and returns.

ManufacturingWe apply Lean techniquesto our manufacturingprocesses to producehigh-quality products. Wemanage our supply chainin a responsible way.

NaturalWe are a responsiblecompany and aim tominimize theenvironmental impact ofour supply chain, ouroperations, and also ourproducts and solutions.

SocialWe contribute to ourcustomers and societythrough our products andsolutions, our taxpayments, the productsand services we buy, andour investments in localcommunities.

1) Non-IFRS financial measure. For the definition and reconciliation to the most directly comparableIFRS measure, refer to chapter 5, Reconciliation of non-IFRS information, of this Annual Report.

Group performance 3


3 Group performance

“ 2017 was a year of solid progress, as we generated sales of

EUR 17.8 billion underpinned by a 4% comparable sales

growth, improved our operating profitability margin by 110

basis points, delivered a strong operating cash flow of EUR

1.9 billion, reduced our interest expenses by over EUR 100

million and increased net income from continuing

operations to EUR 1,028 million.” Abhijit Bhattacharya, CFO Royal Philips

3.1 Financial performance

Management summary• Sales rose to EUR 17.8 billion, a nominal increase of

2%, which reflected 3% nominal growth in thePersonal Health businesses and Diagnosis &Treatment businesses and flat year-on-year sales inthe Connected Care & Health Informatics businesses.On a comparable basis1) the 4% growth was driven by6% growth in the Personal Health businesses and 3%growth in the Connected Care & Health Informaticsand Diagnosis & Treatment businesses.

• As of December 31, 2017, Philips’ shareholding inPhilips Lighting was decreased to 29.01% of PhilipsLighting’s issued share capital. As a result, Philips nolonger has control over Philips Lighting and hasceased to consolidate Philips Lighting. With thecompletion of this transaction, Philips reached animportant milestone in pivoting Philips into a focusedhealth technology company. For further information,refer to sub-section 3.1.1, Philips Lighting sell-down,of this Annual Report.

• Net income amounted to EUR 1.9 billion andincreased by EUR 379 million compared to 2016,driven by improvements in operational performance,lower net financial expenses and higher discontinuedoperations results, partly offset by higherrestructuring and acquisition-related charges andhigher income taxes, which included a tax charge ofEUR 171 million due to the US Tax Cuts and Jobs Act.Net income is not allocated to segments as certainincome and expense line items are monitored on acentralized basis.

• Adjusted EBITA1) totaled EUR 2.2 billion, or 12.1% ofsales, an increase of EUR 232 million, or 110 basispoints as a % of sales, compared to 2016. The

productivity programs delivered annual savings ofapproximately EUR 483 million, ahead of thetargeted savings of EUR 400 million, and includedapproximately EUR 260 million procurementsavings, led by the Design for Excellence (DfX)program, and EUR 223 million savings from otherproductivity programs.

• Net cash provided by operating activities amountedto EUR 1.9 billion and increased by EUR 700 millioncompared to 2016. Free cash flow1) amounted to EUR1.2 billion and increased by EUR 756 millioncompared to 2016. The increase was mainly driven byhigher earnings and the dividend related to theretained interest in the combined businesses ofLumileds and Automotive, lower outflows related topension de-risking settlements, as well as the cashoutflows in Q4 2016 of EUR 280 million related to theMasimo agreements. For further information on theMasimo agreements, refer to note 19, Provisions.

• On June 28, 2017, Royal Philips announced a EUR 1.5billion share buyback program. Philips started theprogram in the third quarter of 2017 and continues tomake progress. As the program was initiated forcapital reduction purposes, Philips intends to cancelall of the shares acquired under the program.

• In line with our mission to improve people’s lives, wehave embedded sustainability at the heart of ourbusiness processes, and Philips was named industryleader in the Dow Jones Sustainability Index for the3rd year in a row. In the Carbon Disclosure Project, weachieved the highest score for the 5th year in a row.Green Revenues, including products and solutionssales, increased to 60% of total revenues in 2017.

1) Non-IFRS financial measure. For the definition and reconciliation to the most directly comparable IFRS measure, refer to chapter 5, Reconciliation of non-IFRS information, of this Annual Report.

Group performance 3.1


Philips GroupKey data in millions of EUR unless otherwise stated2015-2017

2015 2016 2017

Sales 16,806 17,422 17,780

Nominal sales growth 16% 4% 2%

Comparable sales growth1) 4% 5% 4%

Income from operations 658 1,464 1,517

as a % of sales 3.9% 8.4% 8.5%

Financial expenses, net (359) (442) (137)

Investments in associates 30 11 (4)

Income taxes (169) (203) (349)

Income from continuingoperations 160 831 1,028

Discontinued operations 479 660 843

Net income 638 1,491 1,870

Adjusted EBITA1) 1,688 1,921 2,153

as a % of sales 10.0% 11.0% 12.1%

Other indicators

Net income attributable toshareholders per common sharein EUR:

basic 0.68 1.58 1.78

diluted 0.68 1.56 1.75

Net cash provided by operatingactivities 598 1,170 1,870

Net capital expenditures (752) (741) (685)

Free cash flow1) (154) 429 1,185

1) Non-IFRS financial measure. For the definition and reconciliation to themost directly comparable IFRS measure, refer to chapter 5,Reconciliation of non-IFRS information, of this Annual Report.

3.1.1 Philips Lighting sell-downIn September 2014, Philips announced its plan tosharpen its strategic focus by establishing two stand-alone companies focused on the HealthTech andLighting opportunities respectively. To this end, astand-alone structure was established for PhilipsLighting within the Philips Group, effective February 1,2016. Then, on May 27, 2016, Philips Lighting was listedand started trading on Euronext in Amsterdam underthe symbol ‘LIGHT’. Following the listing of PhilipsLighting, Philips retained a 71.23% stake. The InitialPublic Offering resulted in a net cash inflow of EUR 863million and an increase of shareholders’ equity of EUR109 million.

In the course of 2017, Philips successfully completedthree accelerated bookbuild offerings to institutionalinvestors of a total of 65.35 million shares in PhilipsLighting, gradually reducing Philips’ stake in PhilipsLighting’s issued share capital to 29.01% by the end of2017.

The first two transactions in February and April 2017,involving 48.25 million shares, resulted in a net cashinflow of EUR 1,065 million and had a positive impacton shareholders’ equity of the Company of EUR 327million. In April 2017, we concluded that a loss of controlwas highly probable due to further sell-downs of theremaining shares within one year. From that dateLighting was presented as a discontinued operation.

In November 2017, by selling another 17.1 million shares,Philips lost control, resulting in the deconsolidation ofPhilips Lighting. The sale of shares resulted in a net cashinflow of EUR 544 million and a gain of EUR 599 millionrecognized in Discontinued operations.

As of December 31, 2017, the retained interest in PhilipsLighting represents a value of EUR 1,264 million. Philipswill sell down its retained interest in Philips Lightingwithin one year and it is therefore presented underAssets classified as held for sale. The current positionof 29.01% is a temporary position which fits in ouroverall single coordinated plan to sell Philips Lightingin its entirety. Consequently, any future results relatedto the retained interest – like value adjustments, resultsupon disposal and dividends – will be reflected inDiscontinued operations.

Subsequent to deconsolidation, Philips recognized avaluation loss of EUR 104 million in discontinuedoperations related to the retained interest, reflectingthe stock price developments of Philips Lighting untilDecember 31, 2017.

3.1.2 Results of operations

SalesThe composition of sales growth in percentage terms in2017, compared to 2016, is presented in the table below.

Philips GroupSales growth composition in %2017 versus 2016

nominalgrowth

currencyeffects

consolidationchanges

comparablegrowth1)

PersonalHealth 3.0 1.9 0.7 5.6

Diagnosis &Treatment 3.1 2.0 (1.6) 3.5

ConnectedCare &HealthInformatics 0.2 1.9 1.1 3.2

HealthTechOther (13.2) 0.2 0.1 (12.9)

PhilipsGroup 2.1 1.9 (0.1) 3.9


Group sales amounted to EUR 17,780 million in 2017 andincreased 2% on a nominal basis. Adjusted for a 1.8%negative currency effect and consolidation impact,comparable sales1) were 4% above 2016.

Our Personal Health businesses’ sales amounted toEUR 7,310 million, which was EUR 211 million higher thanin 2016, or 3% higher on a nominal basis and 6% higheron a comparable basis1). For further information, referto sub-section 4.1.3, Financial performance, of thisAnnual Report.


Group performance 3.1.2


Our Diagnosis & Treatment businesses’ sales amountedto EUR 6,891 million, which was EUR 205 million higherthan in 2016, or 3% higher on both a nominal and acomparable basis1). For further information, refer tosub-section 4.2.3, Financial performance, of this AnnualReport.

Our Connected Care & Health Informatics businesses’sales amounted to EUR 3,163 million, which was EUR 5million higher than in 2016, flat year-on-year on anominal basis and 3% higher on a comparable basis1).For further information, refer to sub-section 4.3.3,Financial performance, of this Annual Report.

HealthTech Other reported sales of EUR 415 million,which was EUR 63 million lower than in 2016. For furtherinformation, refer to sub-section 4.4.3, Financialperformance, of this Annual Report.

Performance per geographic clusterPhilips GroupSales by geographic cluster in millions of EUR2015 - 2017

3,675

6,063

1,646

5,421

16,806

‘15

3,756

6,279

1,792

5,596

17,422

‘16

3,802 Western Europe

6,409 North America

1,707 Other mature geographies

5,862 Growth geographies

17,780

‘17

Nominal sales growth by geographic cluster in %2015 - 2017

2015 2016 2017

Mature geographies1) 16.0 3.9 0.8

Growth geographies 15.3 3.2 4.8

Philips Group 15.8 3.7 2.1

1) Mature geographies include Western Europe, North America and Othermature geographies.

Comparable sales growth by geographic cluster1) in %2015 - 2017

2015 2016 2017

Mature geographies2) 2.7 3.3 1.9

Growth geographies 8.1 8.4 8.0

Philips Group 4.4 4.9 3.9


2) Mature geographies include Western Europe, North America and Othermature geographies.

Sales in mature geographies were EUR 91 million higherthan in 2016, or 1% higher on a nominal basis and 2%higher on a comparable basis1). Sales in Western Europewere 1% higher than in 2016 on a nominal basis and 3%

higher on a comparable basis1). Comparable sales inWestern Europe reflected mid-single-digit growth inthe Connected Care & Health Informatics businessesand Personal Health businesses, and flat year-on-yearsales in the Diagnosis & Treatment businesses. Sales inNorth America increased by EUR 130 million, or 2% ona nominal basis and 3% on a comparable basis1).Comparable sales in North America reflected mid-single-digit growth in the Connected Care & HealthInformatics businesses and low-single-digit growth inthe Personal Health businesses and Diagnosis &Treatment businesses. Sales in other maturegeographies decreased by 5% on a nominal basis andby 2% on a comparable basis1) .Comparable sales inother mature geographies showed low-single-digitgrowth in the Diagnosis & Treatment businesses, whilethe Connected Care & Health Informatics businessesand Personal Health businesses recorded a low-single-digit decline.

In growth geographies, sales were EUR 266 millionhigher than in 2016 and increased 5% on a nominalbasis. The 8% increase on a comparable basis1) reflecteddouble-digit growth in the Personal Health businesses,high-single-digit growth in the Diagnosis & Treatmentbusinesses and low-single-digit growth in theConnected Care & Health Informatics businesses. Theincrease was driven by double-digit growth in MiddleEast & Turkey and high-single-digit growth in China,Latin America and Central & Eastern Europe.

Gross marginIn 2017, Philips’ gross margin increased to EUR 8,181million, or 46.0% of sales, from EUR 7,939 million, or45.6% of sales, in 2016. Gross margin in 2017 includedEUR 98 million of restructuring and acquisition-relatedcharges, whereas 2016 included EUR 22 million ofrestructuring and acquisition-related charges. 2017 alsoincluded EUR 40 million of charges related to qualityand regulatory actions, EUR 14 million of chargesrelated to the consent decree focused on thedefibrillator manufacturing in the US, and a EUR 36million net release of provisions. Gross margin in 2016also included a EUR 12 million net release of provisionsand EUR 4 million of charges related to the separationof the Lighting business. The year-on-year increasewas mainly driven by improved operationalperformance in the Personal Health, Diagnosis &Treatment and Connected Care & Health Informaticsbusinesses, partly offset by higher restructuring andacquisition-related charges.

Selling expensesSelling expenses amounted to EUR 4,398 million in2017, or 24.7% of sales, compared to EUR 4,142 million,or 23.8% of sales, in 2016. Selling expenses in 2017included EUR 127 million of restructuring andacquisition-related charges, compared to EUR 47million in 2016. Selling expenses in 2017 also includedEUR 9 million related to the separation of the Lighting




business and EUR 4 million of charges related to theconsent decree. Selling expenses in 2016 also includedEUR 38 million related to the separation of the Lightingbusiness.

General and administrative expensesGeneral and administrative expenses decreased to EUR577 million, or 3.2% of sales, in 2017, compared to EUR658 million, or 3.8% of sales, in 2016. 2017 included EUR19 million of restructuring and acquisition related-charges, compared to EUR 5 million in 2016. Generaland administrative expenses in 2017 also includedcharges of EUR 21 million related to the separation ofthe Lighting business. 2016 also included charges ofEUR 109 million related to the separation of the Lightingbusiness, a EUR 26 million impairment of real estateassets, as well as a EUR 46 million gain from thesettlement of a pension-related claim.

Research and development expensesResearch and development costs increased from EUR1,669 million, or 9.6% of sales, in 2016 to EUR 1,764million, or 9.9% of sales, in 2017. Research anddevelopment costs in 2017 included EUR 72 million ofrestructuring and acquisition-related charges,compared to EUR 21 million in 2016. 2017 also includedcharges of EUR 22 million related to portfoliorationalization measures, EUR 7 million of chargesrelated to quality and regulatory actions, and EUR 2million of charges related to the consent decree. Theyear-on-year increase was mainly due to higherrestructuring and acquisition-related charges.Excluding these charges, research and developmentcosts amount to 9.3% of sales.

Philips GroupResearch and development expensesin millions of EUR unless otherwise stated2015 - 2017

2015 2016 2017

Personal Health 383 412 415

Diagnosis & Treatment 596 629 715

Connected Care & HealthInformatics 386 388 399

HealthTech Other 189 217 221

Legacy Items 8 23 14

Philips Group 1,562 1,669 1,764

as % of sales 9.3% 9.6% 9.9%

Net income, Income from operations (EBIT)and Adjusted EBITA1)

Net income is not allocated to segments as certainincome and expense line items are monitored on acentralized basis, resulting in them being shown on aPhilips Group level only.

The overview below shows sales, Income fromoperations and Adjusted EBITA1) according to the 2017segment classifications.

Philips GroupSales, Income from operations and Adjusted EBITA1)

in millions of EUR unless otherwise stated2016 - 2017

Sales

Incomefrom

opera-tions %

AdjustedEBITA1) %

2017

Personal Health 7,310 1,075 14.7% 1,221 16.7%

Diagnosis &Treatment 6,891 488 7.1% 716 10.4%

Connected Care& HealthInformatics 3,163 206 6.5% 372 11.8%

HealthTechOther 415 (149) (109)

Legacy Items 1 (103) (48)

Philips Group 17,780 1,517 8.5% 2,153 12.1%

2016

Personal Health 7,099 953 13.4% 1,108 15.6%

Diagnosis &Treatment 6,686 546 8.2% 631 9.4%

Connected Care& HealthInformatics 3,158 275 8.7% 324 10.3%

HealthTechOther 478 (129) (66)

Legacy Items 1 (181) (76)

Philips Group 17,422 1,464 8.4% 1,921 11.0%


Net income increased by EUR 379 million compared to2016, driven by improvements in operationalperformance, lower net financial expenses and higherdiscontinued operations results, partly offset by higherrestructuring and acquisition-related charges andhigher income taxes, which included a total non-cashtax charge of EUR 171 million due to the US Tax Cuts andJobs Act.

In 2017, Income from operations increased by EUR 53million year-on-year to EUR 1,517 million, or 8.5% ofsales. Restructuring and acquisition-related chargesamounted to EUR 316 million, including the chargesrelated to Spectranetics, compared to EUR 94 million in2016. Income from operations in 2017 also includedEUR 47 million of charges related to quality andregulatory actions, EUR 31 million of charges related tothe separation of the Lighting business, EUR 26 millionof provisions related to the CRT (Cathode Ray Tube)litigation in the US, EUR 22 million of charges related toportfolio rationalization measures, EUR 20 million ofcharges related to the consent decree focused on thedefibrillator manufacturing in the US, a EUR 59 millionnet gain from the sale of real estate assets, and a EUR36 million net release of provisions. 2016 also includedEUR 152 million of charges related to the separation ofthe Lighting business, a EUR 26 million impairment ofreal estate assets, a EUR 12 million net release ofprovisions, and a EUR 46 million gain from thesettlement of a pension-related claim.




Adjusted EBITA1) amounted to EUR 2,153 million, or12.1% of sales, and improved by EUR 232 million or 110basis points as a % of sales compared to 2016. Theimprovement was mainly attributable to highervolumes, procurement savings and other costproductivity.

Personal Health businessesIn 2017, Income from operations amounted to EUR1,075 million, or 14.7% of sales, an increase of EUR 122million and a margin increase of 130 basis pointscompared to 2016. Adjusted EBITA1) amounted to EUR1,221 million, or 16.7% of sales, an increase of EUR 113million or 110 basis points as a % of sales compared to2016. For further information, refer to sub-section 4.1.3,Financial performance, of this Annual Report.

Diagnosis & Treatment businessesIn 2017, Income from operations amounted to EUR 488million, or 7.1% of sales, a decrease of EUR 58 millionand a margin decrease of 110 basis points compared to2016. Adjusted EBITA1) amounted to EUR 716 million, or10.4% of sales, an increase of EUR 85 million or 100basis points as a % of sales year-on-year. For furtherinformation, refer to sub-section 4.2.3, Financialperformance, of this Annual Report.

Connected Care & Health Informatics businessesIn 2017, Income from operations totaled EUR 206million, or 6.5% of sales, a decrease of EUR 69 millionand a margin decrease of 220 basis points as a % ofsales compared to 2016. Adjusted EBITA1) totaled EUR372 million, or 11.8% of sales, an increase of EUR 48million or 150 basis points as a % of sales year-on-year.For further information, refer to sub-section 4.3.3,Financial performance, of this Annual Report.

HealthTech OtherIn HealthTech Other we report on the items Innovation,Emerging Businesses, IP Royalties, Central costs andOther.

In 2017, Income from operations amounted to a net costof EUR 149 million, compared to a net cost of EUR 129million in 2016. Adjusted EBITA1) amounted to a net costof EUR 109 million, compared to EUR 66 million in 2016.For further information, refer to sub-section 4.4.3,Financial performance, of this Annual Report.

Legacy ItemsIncome from operations in 2017 amounted to a loss ofEUR 103 million, and improved by EUR 78 millioncompared to 2016. For further information, refer to sub-section 4.5.1, Financial performance, of this AnnualReport.

Financial income and expensesA breakdown of Financial income and expenses ispresented in the following table.

Philips GroupFinancial income and expenses in millions of EUR2015 - 2017

2015 2016 2017

Interest expense (net) (300) (299) (182)

Sale of securities 20 3 1

Impairments (46) (24) (2)

Other (33) (122) 46

Financial income and expenses (359) (442) (137)

Net interest expense in 2017 was EUR 117 million lowerthan in 2016, mainly driven by lower interest expenseson net debt1), as a result of the bond redemptions. Otherfinancial income amounted to EUR 46 million in 2017,mainly due to dividend income related to the retainedinterest in the combined businesses of Lumileds andAutomotive. For further information, refer to note 7,Financial income and expenses.

Income taxesIncome taxes amounted to EUR 349 million, comparedto EUR 203 million in 2016. The effective income tax ratein 2017 was 25.3%, compared to 19.9% in 2016. Thisincrease was largely due to a tax charge of EUR 72million for a valuation adjustment of Philips’ USdeferred tax assets following the enactment of the USTax Cuts and Jobs Act in December 2017.

For 2018, we expect our effective tax rate to be withinthe range of 26%-28%, depending on the geographicalmix of taxable income.

Investment in associatesResults related to investments in associates decreasedfrom a gain of EUR 11 million in 2016 to a loss of EUR 4million in 2017, mainly due to an impairment of EUR 4million and lower share of income of associates in 2017compared to 2016.

Discontinued operationsDiscontinued operations consist primarily of thesegment Lighting, the combined Lumileds andAutomotive businesses, and certain divestmentsformerly reported as discontinued operations. Theresults related to these businesses are reported underDiscontinued operations in the Consolidatedstatements of income and Consolidated statements ofcash flows.

In 2017, Philips completed several transactions inPhilips Lighting shares, which reduced the interest inthis company from 71.23% as of December 31, 2016 to29.01% as of December 31, 2017. In April 2017, triggeredby a sale of Philips Lighting shares, we concluded thata loss of control was highly probable due to further sell-downs of the remaining shares within one year. Fromthat date Lighting was presented as a discontinuedoperation. In November 2017 Philips lost control,resulting in the deconsolidation of Philips Lighting.




On June 30, 2017, Philips completed the sale of an80.1% interest in the combined Lumileds andAutomotive businesses to certain funds managed byaffiliates of Apollo Global Management, LLC. Thecombined businesses of Lumileds and Automotivewere reported as discontinued operations as from theend of November 2014.

Philips GroupDiscontinued operations, net of income taxesin millions of EUR2015 - 2017

2015 2016 2017

Lighting 247 244 896

The combined Lumileds andAutomotive businesses 233 282 (29)

Other (1) 134 (24)

Discontinued operations, net ofincome taxes 479 660 843

Net income of Discontinued operationsDiscontinued operations results increased by EUR 183million, mainly due to a EUR 599 million net gain fromthe deconsolidation of Philips Lighting, partly offset bya EUR 104 million charge related to the change in valueof the retained interest in Philips Lighting, a tax chargeof EUR 99 million due to the US Tax Cuts and Jobs Act,and the exclusion of the operational results of thecombined businesses of Lumileds and Automotivefrom Discontinued operations following the divestmentin Q2 2017. The year 2016 included the Funai arbitrationaward.

For further information, refer to note 3, Discontinuedoperations and assets classified as held for sale.

Net incomeNet income amounted to EUR 1,870 million, an increaseof EUR 379 million compared to 2016, driven byimprovements in operational performance, lower netfinancial expenses and higher discontinued operationsresults, partly offset by higher restructuring andacquisition-related charges and higher income taxes,which included a tax charge of EUR 171 million due tothe US Tax Cuts and Jobs Act.

Basic earnings per common share from net incomeattributable to shareholders increased from EUR 1.58per common share in 2016 to EUR 1.78 per commonshare in 2017.

Net income is not allocated to segments as certainincome and expense line items are monitored on acentralized basis.

Non-controlling interestsNet income attributable to non-controlling interestsincreased from EUR 43 million in 2016 to EUR 214million in 2017, mainly as a result of three salestransactions in Philips Lighting shares, which reducedthe interest in this company from 71.23% as of

December 31, 2016 to 29.01% as of December 31, 2017.Philips Lighting was deconsolidated as from the end ofNovember 2017.

3.1.3 Advertising and promotionPhilips’ total advertising and promotion expenses wereEUR 939 million in 2017, an increase of EUR 24 millioncompared to 2016. The total advertising and promotioninvestment as a percentage of sales was 5.3% in 2017and was in line with 2016.

Philips’ brand value increased by 2% to over USD 11.5billion as measured by Interbrand. In the 2017 listing,Philips is ranked the 41st most valuable brand in theworld.

3.1.4 PensionsIn 2017, the total costs of post-employment benefitsamounted to EUR 69 million for defined-benefit plansand EUR 315 million for defined-contribution plans.These costs are reported in Income from operationsexcept for the net interest cost component which isreported in Financial expense. The net interest cost fordefined-benefit plans was EUR 37 million in 2017.

The overall funded status and balance sheet improvedin 2017, mainly due to the transfer of Lighting toDiscontinued operations and an additionalcontribution of EUR 219 million in the US.

2017 included a settlement of the Brazil pension plansleading to a decrease of the defined-benefit obligationof EUR 345 million and the recognition of a settlementloss of EUR 1 million.

In 2016, the total costs of post-employment benefitsamounted to EUR 29 million for defined-benefit plansand EUR 299 million for defined-contribution plans.The net interest cost for defined-benefit plans was EUR48 million in 2016.

2016 included a legal claim settlement gain of EUR 46million related to the UK pension plan.

The overall funded status and balance sheet improvedin 2016, mainly due to contributions of EUR 250 millionin the US, partly offset by an increase of the defined-benefit obligation due to lower discount rates.

For further information, refer to note 20, Post-employment benefits.



3.1.5 Restructuring and acquisition-relatedcharges and goodwill impairment charges

Philips GroupRestructuring and related charges in millions of EUR2015 - 2017

2015 2016 2017

Restructuring and related charges persegment:



Connected Care & Health Informatics 37 9 81

HealthTech Other (20) 27 59

Legacy Items 1

Philips Group 81 58 211

Cost breakdown of restructuring andrelated charges:

Personnel lay-off costs 105 63 150

Release of provision (55) (34) (37)

Restructuring-related assetimpairment 26 14 77

Transfer to Assets held for sales (5)

Other restructuring-related costs 5 14 27


In 2017, Income from operations included netrestructuring charges totaling EUR 211 million. The mostsignificant restructuring projects impacted theConnected Care & Health Informatics businesses,Diagnosis & Treatment businesses and HealthTechOther businesses and mainly took place in theNetherlands and the US. The restructuring comprisedmainly product portfolio rationalization and thereorganization of global support functions.

In 2016, Income from operations included net chargestotaling EUR 58 million for restructuring. The mostsignificant restructuring projects were mainly related tooverhead cost reduction programs in HealthTech Otherand took place in the Netherlands.

For further information on restructuring, refer to note 19,Provisions.

Philips GroupAcquisition-related charges in millions of EUR2015 - 2017

2015 2016 2017

Acquisition-related charges persegment:

Personal Health (1) 3


Connected Care & Health Informatics 1 4 10

HealthTech Other 1 5


In 2017, acquisition-related charges amounted to EUR106 million. The Diagnosis & Treatment businessesrecorded EUR 88 million of acquisition-related charges,mainly related to the acquisition of Spectranetics, a US-based global leader in vascular intervention and leadmanagement solutions. Acquisition-related charges

relating to Volcano were also included as part of theDiagnosis & Treatment businesses’ acquisition-relatedcharges.

The 2016 acquisition-related charges amounted to EUR37 million. The Diagnosis & Treatment businessesrecorded EUR 31 million of acquisition-related charges,mainly related to Volcano.

In 2017, in addition to the annual goodwill-impairmenttests for Philips, trigger-based impairment tests wereperformed during the year, resulting in a goodwillimpairment of EUR 9 million.

In 2016, in addition to the annual goodwill-impairmenttests for Philips, trigger-based impairment tests wereperformed during the year, resulting in a goodwillimpairment of EUR 1 million.

For further information on goodwill sensitivity analysis,please refer to note 11, Goodwill.

3.1.6 Acquisitions and divestments

AcquisitionsIn 2017, Philips completed several acquisitions, withThe Spectranetics Corporation (Spectranetics) beingthe largest. Spectranetics is a US-based global leaderin vascular intervention and lead managementsolutions and is present in 11 countries. Acquisitions in2017 and prior years led to acquisition and post-mergerintegration charges of EUR 88 million in the Diagnosis& Treatment businesses and EUR 10 million in theConnected Care & Health Informatics businesses.

In 2016, Philips completed two acquisitions, the largestbeing Wellcentive, a leading US-based provider ofpopulation health management software solutions.Acquisitions in 2016 and prior years led to acquisitionand post-merger integration charges of EUR 31 millionin the Diagnosis & Treatment businesses and EUR 4million in the Connected Care & Health Informaticsbusinesses.

DivestmentsApart from the sale of interest in Lumileds and PhilipsLighting, Philips completed two divestments during2017 for an aggregate cash consideration of EUR 54million.

For details regarding the sale of interests in Lumiledsand Philips Lighting, reference is made to note 3,Discontinued operations and assets classified as heldfor sale and sub-section 3.1.1, Philips Lighting sell-down, of this Annual Report.

For details, please refer to note 4, Acquisitions anddivestments.



3.1.7 Changes in cash and cash equivalents,including cash flowsThe movement in cash and cash equivalents for theyears ended December 31, 2015, 2016 and 2017 arepresented and explained below:

Condensed consolidated cash flow statements1)

in millions of EUR2015 - 2017

2015 2016 2017

Beginning cash balance 1,873 1,766 2,334



Free cash flows2) (154) 429 1,185

Acquisitions and divestments ofbusinesses (1,046) (197) (2,280)

Other cash flow from investingactivities (53) (156) (234)

Treasury share transactions (425) (526) (414)

Change in debt 1,252 (1,611) (205)

Dividend paid to shareholders of theCompany (298) (330) (384)

Sale of shares of Philips Lighting 825 1,060

Other cash flow items 80 (18) (186)

Net cash flows from discontinuedoperations 537 2,151 1,063

Ending cash balance 1,766 2,334 1,939

1) Please refer to section 11.7, Consolidated statements of cash flows, ofthis Annual Report.


Net cash provided by operating activitiesNet cash provided by operating activities amounted toEUR 1,870 million in 2017, which was EUR 700 millionhigher than in 2016, mainly due to EUR 379 millionhigher earnings in 2017 and the higher outflowsrecorded in 2016 related to the Masimo agreements.

Net cash provided by operating activities amounted toEUR 1,170 million in 2016, which was EUR 572 millionhigher than in 2015, mainly due to EUR 853 millionhigher earnings and EUR 198 million net improvementsin working capital-related inflows. Net cash provided byoperating activities in 2015 included EUR 382 millioncash outflows related to CRT litigation claims andhigher pension de-risking settlements. 2016 alsoincluded EUR 280 million outflow related to theMasimo agreements (refer to note 19, Provisions) and aEUR 91 million premium payment related to theOctober 2016 bond redemption.

Net cash used for investing activitiesIn 2017, acquisitions of businesses (includingacquisition of investments in associates) amounted toa cash outflow of EUR 2,344 million, which included theacquisition of Spectranetics for EUR 1.9 billion. Net cashproceeds from divestment of businesses amounted toEUR 64 million and were received mainly from divestedbusinesses held for sale. Other investing activitiesmainly included EUR 295 million net cash used forforeign exchange derivative contracts related to

activities for funding and liquidity management, partlyoffset by EUR 90 million received related to TPVTechnology Limited loans.

In 2016, acquisitions of businesses (includingacquisition of investments in associates) amounted toa cash outflow of EUR 197 million, which included theacquisition of Wellcentive. Other investing activitiesmainly included EUR 128 million net cash used forforeign exchange derivative contracts related toactivities for funding and liquidity management.

Net cash provided by (used for) financingactivitiesNet cash provided by financing activities in 2017 wasEUR 55 million. Philips’ shareholders were given EUR742 million in the form of a dividend, of which the cashportion of the dividend amounted to EUR 384 million.Net cash proceeds of EUR 1,060 million related to thesales of shares in Philips Lighting. Change in net debt1)

mainly reflected EUR 1.2 billion cash outflow related tothe bond redemption and EUR 1 billion cash inflow frombonds issued. Additionally, net cash outflows for sharebuy-back and share delivery totaled EUR 414 million.

Net cash used for financing activities in 2016 was EUR1,643 million. Philips’ shareholders were given EUR 732million in the form of a dividend, of which the cashportion of the dividend amounted to EUR 330 million.Net cash proceeds of EUR 825 million related to thesales of shares in Philips Lighting. Change in net debt1)

mainly reflected the repayment of a loan related to theVolcano acquisition of EUR 1,186 million. Additionally,net cash outflows for share buy-back and sharedelivery totaled EUR 526 million.

Cash flows from discontinued operations

Discontinued operations cash flows in millions of EUR2015 -2017

2015 2016 2017

Cash flows from operating activities 761 1,037 350

Cash flows from investing activities (203) (112) 856

Cash flows from financing activities (20) 1,226 (144)

Total discontinued operations cashflows 537 2,151 1,063

In 2017, cash flows from operating activities reflect theperiod prior to the divestment of the combinedLumileds and Automotive business (six months of cashflows) and prior to the deconsolidation of Lighting(eleven months of cash flows). In 2017, cash flows frominvesting activities includes the net cash outflow relatedto the deconsolidation of Philips Lighting of EUR 175million, consisting of EUR 545 million proceeds from thesale of shares on November 28, 2017, offset by thedeconsolidation of EUR 720 million of cash and cashequivalents, and proceeds of EUR 1.1 billion receivedfrom the sale of the combined Lumileds andAutomotive businesses.




In 2016, cash flows from investing activities includesEUR 144 million cash inflow related to the Funaiarbitration and cash flows from financing activitiesincludes new funding of EUR 1.2 billion attracted byPhilips Lighting.

3.1.8 FinancingCondensed consolidated balance sheets for the years2015, 2016 and 2017 are presented below:

Philips GroupCondensed consolidated balance sheet1) in millions of EUR2015 - 2017

2015 2016 2017

Intangible assets 12,216 12,450 11,054

Property, plant and equipment 2,322 2,155 1,591

Inventories 3,463 3,392 2,353

Receivables 5,287 5,636 4,148

Assets held for sale 1,809 2,180 1,356

Other assets 4,080 4,123 2,874

Payables (5,604) (6,028) (4,492)

Provisions (4,243) (3,606) (2,059)

Liabilities directly associatedwith assets held for sale (407) (525) (8)

Other liabilities (3,204) (3,052) (2,017)

Net asset employed 15,719 16,725 14,799

Cash and cash equivalents 1,766 2,334 1,939

Debt (5,760) (5,606) (4,715)

Net debt2) (3,994) (3,272) (2,776)

Non-controlling interests (118) (907) (24)

Shareholders’ equity (11,607) (12,546) (11,999)

Financing (15,719) (16,725) (14,799)

1) Please refer to section 11.6, Consolidated balance sheets, of this AnnualReport


3.1.9 Debt positionTotal debt outstanding at the end of 2017 was EUR 4,715million, compared with EUR 5,606 million at the end of2016.

Philips GroupBalance sheet changes in debt in millions of EUR2015 - 2017

2015 2016 2017

New borrowings/repaymentsshort-term debt (1,241) 1,319 4

New borrowings long-term debt (94) (1,304) (1,115)

Repayments long-term debt 104 362 1,332

Forward contracts (1,018)

Currency effects, consolidationchanges and other (425) (223) 347

Transfer to liabilities directlyassociated with assets held forsale 1,342

Changes in debt (1,656) 154 891

In 2017, total debt decreased by EUR 891 millioncompared to 2016. New borrowings of long-term debtof EUR 1,115 million were mainly due to the issuance ofEUR 500 million floating-rate bonds due 2019 and EUR500 million fixed-rate bonds due 2023. Repayments oflong-term debt amounted to EUR 1,332 million, mainly

due to the early redemption of the 5.750% bonds due2018 in the aggregate principal amount of USD 1,250million. Payment obligations from forward contractsare mainly related to the EUR 1.5 billion share buybackprogram for capital reduction purposes announced onJune 28, 2017 and are recorded as a financial liabilityunder Long-term and Short-term debt. Other changesmainly resulting from consolidation and currencyeffects led to a decrease of EUR 347 million. EUR 1,342million was transferred to Liabilities directly associatedwith assets held for sale, mainly Lighting debt.

In 2016, total debt decreased by EUR 154 millioncompared to 2015. New borrowings of EUR 1,304 millionwere mainly due to new loan facilities for PhilipsLighting of EUR 740 million and USD 500 million toreplace intragroup financing from Royal Philips.Repayments amounted to EUR 1,681 million, mainlydue to the repayment of a USD 1,300 million bridge loanused for the Volcano acquisition, as well as the earlyredemption of USD 285 million in the aggregateprincipal amount of USD bonds. Other changesresulting from consolidation and currency effects led toan increase of EUR 223 million.

At the end of 2017, long-term debt as a proportion ofthe total debt stood at 86% with an averageremaining term of 7.6 years, compared to 72% and 7.8years at the end of 2016.

For further information, please refer to note 18, Debt.

3.1.10 Liquidity positionAs of December 31, 2017, including the cash position(cash and cash equivalents), as well as its EUR 1 billioncommitted revolving credit facility, the Philips Grouphad access to available liquidity of EUR 2,939 million,versus Gross Debt (including short and long-term) ofEUR 4,715 million.

As of December 31, 2016, including the cash position(cash and cash equivalents), as well as its then existingEUR 2.3 billion committed revolving credit facilities(including EUR 1.8 billion for Royal Philips and EUR 500million for Philips Lighting), the Philips Group hadaccess to available liquidity of EUR 4,634 million, versusGross Debt (including short and long-term) of EUR5,606 million.

Philips GroupLiquidity position in millions of EUR2015 - 2017

2015 2016 2017


Committed revolving creditfacilities/CP program/Bilateralloan 1,800 2,300 1,000

Liquidity 3,566 4,634 2,939

Available-for-sale financial assetsat fair value 75 36 49

Short-term debt (1,665) (1,585) (672)

Long-term debt (4,095) (4,021) (4,044)

Net available liquidity resources (2,119) (936) (1,728)



As at December 31, 2017, the reduction in net availableliquidity resources compared to 2016 was mainly drivenby the refinancing of the revolving credit facility and thetransfer of the net liquidity of Philips Lighting (includingcash and cash equivalents, short-term debt and long-term debt) into Discontinued operations.

Royal Philips has a EUR 1 billion committed revolvingcredit facility which was signed in April 2017 and willmature in April 2022. The facility can be used for generalgroup purposes, such as a backstop of its CommercialPaper Programme.

The Commercial Paper Programme amounts to USD 2.5billion, under which Royal Philips can issue commercialpaper up to 364 days in tenor, both in the US and inEurope, in any major freely convertible currency. As ofDecember 31, 2017, Royal Philips did not have any loansoutstanding under these facilities.

Additionally, Philips held EUR 49 million of equityinvestments in available-for-sale financial assets (fairvalue at December 31, 2017). Refer to note 13, Otherfinancial assets. Furthermore, Philips is also ashareholder in Philips Lighting (EUR 1,264 million atyear-end 2017) which is publicly listed and classified asasset held for sale.

Royal Philips’ existing long-term debt is rated A- (withstable outlook) by Fitch, Baa1 (with stable outlook) byMoody’s, and BBB+ (with stable outlook) by Standard& Poor’s. Our net debt1) position is managed in such away that we seek to retain a strong investment gradecredit rating. Furthermore, the Group’s aim whenmanaging the net debt1) position is dividend stabilityand a pay-out ratio of 40% to 50% of continuing netincome after adjustments. Royal Philips’ outstandinglong-term debt and credit facilities do not containfinancial covenants. Adverse changes in the Company’sratings will not trigger automatic withdrawal ofcommitted credit facilities nor any acceleration in theoutstanding long-term debt (provided that the USD-denominated bonds contain a ‘Change of ControlTriggering Event’ and the EUR-denominated bondscontain a ‘Change of Control Put Event’). A descriptionof Philips’ credit facilities can be found in note 18, Debt.

As at January 20, 2017, Philips early-redeemed theoutstanding 5.750% bonds due 2018 having anaggregate principal amount of USD 1,250 million.

As at September 6, 2017, Philips successfully issuedEUR 500 million floating-rate bonds due 2019 and EUR500 million fixed-rate bonds due 2023. The netproceeds of the offering were used for the refinancingof the EUR 1 billion loan which was entered into for thepurpose of financing the acquisition of Spectraneticsand for general purposes.

Philips pools cash from subsidiaries to the extentlegally and economically feasible. Cash not pooledremains available for local operational or investmentneeds. The company also faces cross-border foreignexchange controls and/or other legal restrictions in afew countries which could limit its ability to make thesebalances available on short notice for general use bythe group.

Philips believes its current liquidity and direct access tocapital markets is sufficient to meet its present financingrequirements.

3.1.11 Shareholders’ equityShareholders’ equity decreased by EUR 547 million in2017 to EUR 11,999 million at December 31, 2017. Thedecrease was mainly due to the negative impact ofcurrency translation differences of EUR 984 million,share repurchases made in the open market over thecourse of the year, the purchase of forward contracts ofEUR 1,079 million, and dividend payments toshareholders of Koninklijke Philips N.V. of EUR 384million (including tax and service charges). This wasmainly offset by net results of EUR 1,870 million and thesale of Philips Lighting shares of EUR 327 million.

The number of outstanding common shares of RoyalPhilips at December 31, 2017 was 926 million (2016: 922million). At the end of 2017, the Company held 14.7million shares in treasury to cover the future delivery ofshares (2016: 7.2 million shares). This was in connectionwith the 20.8 million rights outstanding at the end of2017 (2016: 33.5 million rights) under the Company’slong-term incentive plans. At the end of 2017, theCompany held 4.6 million shares for cancellation (2016:0 shares). In 2016, Philips purchased call options onPhilips shares to hedge the majority of the optionsgranted to employees until 2013. As of December 31,2017 Philips held 6.3 million call options as a hedge of6.8 million remaining options granted to employees. Inorder to hedge share buy-back commitments, Philipsalso entered into several forward contracts in 2017. Thetotal of forward contracts amounted to EUR 1.1 billion in2017, of which EUR 60 million matured in 2017.

3.1.12 Cash obligations

Contractual cash obligationsThe table below presents a summary of the Group’s fixedcontractual cash obligations and commitments atDecember 31, 2017. These amounts are an estimate offuture payments, which could change as a result of variousfactors such as a change in interest rates, contractualprovisions, as well as changes in our business strategy andneeds. Therefore, the actual payments made in futureperiods may vary from those presented in the table below:




Philips GroupContractual cash obligations1,2) in millions of EUR2017

Payments due by period

total

lessthan 1

year 1-3

years 3-5

years after 5

years

Long-termdebt3) 4,314 465 1,170 878 1,801

Finance leaseobligations 306 93 131 53 29

Short-termdebt 120 120

Operatingleases 741 172 226 147 196

Derivativeliabilities 370 167 109 95

Interest ondebt 1,785 132 252 226 1,175

Purchaseobligations4) 480 145 217 86 31

Trade andotherpayables 2,090 2,090

Contractualcashobligations 10,205 3,383 2,105 1,389 3,328

1) Obligations in this table are undiscounted2) This table excludes pension contribution commitments and income tax

liabilities in respect of tax risks because it is not possible to make areasonably reliable estimate of the actual period of cash settlement

3) Long-term debt includes short-term portion of long-term debt andexcludes finance lease obligations

4) Purchase obligations are agreements to purchase goods or services thatare enforceable and legally binding for the Group. They specify allsignificant terms, including fixed or minimum quantities to be purchased,fixed, minimum or variable price provisions and the approximate timingof the transaction. They do not include open purchase orders or othercommitments which do not specify all significant terms.

Philips has no material commitments for capitalexpenditures.

Certain Philips suppliers factor their trade receivablesfrom Philips with third parties through supplier financearrangements. At December 31, 2017 approximatelyEUR 286 million of the Philips accounts payable wereknown to have been sold onward under sucharrangements whereby Philips confirms invoices.Philips continues to recognize these liabilities as tradepayables and will settle the liabilities in line with theoriginal payment terms of the related invoices.

Other cash commitmentsThe Company and its subsidiaries sponsor post-employment benefit plans in many countries inaccordance with legal requirements, customs and thelocal situation in the countries involved. For adiscussion of the plans and expected cash outflows,please refer to note 20, Post-employment benefits.

The Company had EUR 112 million restructuring-relatedprovisions by the end of 2017, of which EUR 87 millionis expected to result in cash outflows in 2018. Refer tonote 19, Provisions for details of restructuringprovisions.

A proposal will be submitted to the upcoming AnnualGeneral Meeting of Shareholders to declare a dividendof EUR 0.80 per common share (up to EUR 750 million

if all shareholders would elect cash), in cash or sharesat the option of the shareholder, against the net incomefor 2017. Further details will be given in the agenda forthe Annual General Meeting of Shareholders, to be heldon May 3, 2018.

GuaranteesPhilips’ policy is to provide guarantees and other lettersof support only in writing. Philips does not provide otherforms of support. The total fair value of guaranteesrecognized on the balance sheet amounts to EUR nilmillion for both 2016 and 2017. Remaining off-balance-sheet business and credit-related guarantees providedon behalf of third parties and associates decreased byEUR 11 million during 2017 to EUR 17 million (December31, 2016: EUR 28 million).

3.1.13 ProcurementIn spite of a challenging market environment, Philipscame through with the 2017 procurement performancecommitment. These results were driven by optimizingcosts via various programs, including many DfX events,Total Cost of Ownership (TCO) programs andnegotiations to secure the best possible outcome andovercome market headwinds.

Global growth is strengthening but the longer-termchallenges remain. Policy stimulus supported theupturn, but the private investment recovery wasmodest. Continued reliance on credit to fund growth isheightening the risk of an eventual adjustment in China.In addition, a further shift toward protectionist policiesin the US and a growing trend in Europe is a distinctthreat. The currency risk remains in 2018 as the euroappreciated strongly against the US dollar and Chineserenminbi in 2017. Geopolitical tensions, terrorism andthe European challenge with refugees could also playa key role in the outlook in several economies.

The higher commodity market prices over the last yearcreated a challenging environment for Philips. Thesituation in 2018 will remain the same or will be morechallenging, judging by the continuation of theeconomic improvement, speculation on further pick-upin commodity demand, and actual material marketprice increases over 2017. The low price levels of rawmaterials and energy during the period 2015-2016 haveled to reduced investment in future supply. This createsthe risk of new headwinds once real consumption picksup significantly again and the supply-demand situationreverses.

3.1.14 Real estatePhilips is present in more than 75 countries globally andhas its corporate headquarters located in Amsterdam,the Netherlands. In 2017, we further increased theefficiency of our global Real Estate footprint byreducing the space provision by approximately 8%. Ourreal estate sites are spread across the globe, with keymanufacturing and R&D sites in the Americas, Asia andEurope. As our company is very dynamic in streamliningand developing its business portfolio, the real estate



activities go hand-in-hand with that. In 2017, we madeseveral adjustments to our footprint in the US (i.e.Foster City Pittsburgh, Nashville Tennessee, andCambridge Massachusetts), but also in India (i.e.Chennai, Bangalore) and China (i.e. Shanghai), tooptimize our global business solutions. We alsorightsized and upgraded our Paris and Warsaw officesin EMEA and started to build our global businesssolutions in India, Poland and the United States. Toattract new R&D talent we grew locations in Foster City,Bangalore, Pittsburgh, Moscow and others. With allthese adjustments we have established a betterbalanced real estate footprint globally, which alsoenables our businesses to be close to their customerbase. The vast majority of our locations consist ofleased property, and we manage these closely to keepthe overall vacancy rates of our property below 3% andto ensure that the right level of space efficiency andflexibility is in place to follow our businessdevelopments. The net book value of our land andbuildings as at December 31, 2017, represented EUR 584million, and construction in progress represented EUR31 million. Our current facilities are in generally goodoperating condition and are adequate to meet therequirements of our present and foreseeable futureoperations.

3.1.15 Analysis of 2016 compared to 2015

The analysis of the 2016 financial results compared to2015, and the discussion of the critical accountingpolicies, have not been included in this Annual Report.These sections are included in Philips’ Form 20-F forthe financial year 2017, which will be filed electronicallywith the US Securities and Exchange Commission.

3.2 Social performanceWe are a purpose-driven company, aiming to improvethe lives of 3 billion people annually by 2025. Ourpeople find this purpose powerful, drawing inspirationfrom the societal impact we achieve. We have a highlyengaged and committed workforce; our employeeengagement score is consistently above the high-performing norm of 69%, rising from 71% in 2015, to 76%this year.

Our people strategy supports a constantly evolvingworkforce, capable of delivering strong businessperformance and executing our strategy. As such wefocus on our Workforce of the Future, and our deepcommitment to Inclusion and Diversity across ourworkforce, supported by a Culture of Performance. Thefuture will require a new type of networkedorganization, where teams dynamically draw fromacross the organization and unite around a commonpurpose.

3.2.1 Improving people’s livesAt Philips, we strive to make the world healthier andmore sustainable through innovation. Our goal is toimprove the lives of 3 billion people a year by 2025. To

guide our efforts and measure our progress, we take atwo-dimensional approach – social and ecological – toimproving people’s lives. Solutions from our portfoliothat directly support the curative or preventive side ofpeople’s health determine the contribution to the socialdimension. This is also our contribution to the UNSustainable Development Goal 3 (“to ensure healthylives and promote well-being for all at all ages”). Ashealthy ecosystems are also needed for people to livea healthy life, the contribution to the ecologicaldimension is determined by means of our steadilygrowing Green Solutions portfolio, such as our energyefficient products in our Personal Health businesses.This is our contribution to Sustainable DevelopmentGoal 12 (“to ensure sustainable consumption andproduction patterns”).

Through Philips products and solutions that supportpeople’s health, we improved the lives of 1.34 billionpeople in 2017 (2016: 1.22 billion), driven by allsegments. Our Green Solutions (including PhilipsLighting) that contribute to a healthy ecosystemcontributed 1.86 billion lives. After the elimination ofdouble counts – people touched multiple times – wearrived at 2.2 billion lives. This is an increase of around100 million compared to 2016, driven by all segments,mainly in China, India, and North America.

In 2014, Philips pledged to support the United Nation’sEvery Woman Every Child initiative, committing toimprove the lives of at least 100 million women andchildren in Africa and South East Asia by 2025. At theUnited Nations General Assembly week in September2017, Philips made an extended commitment toimprove the lives of 300 million people in underservedhealthcare communities by 2025. Philips therebyrecognized the often critical needs of women andchildren in many communities, but also the addedburden arising from the increase in non-communicablediseases (NCDs) in communities already strugglingwithout adequate access to healthcare. To monitor ourprogress on the extended commitment, we use thesame Lives Improved methodology and in 2017 weimproved the lives of 153 million people in underservedmarkets (an increase of 16 million compared to 2016).

More information on this metric can be found inMethodology for calculating Lives Improved.

Lives Improved per marketTo find out about our Lives Improved metric at global,regional and market level, go to https://www.results.philips.com/#!/interactive-worldmap

The following table shows the Lives Improved metricper market.

https://www.everywomaneverychild.org/commitment/philips/

https://www.philips.com/c-dam/corporate/about-philips/sustainability/lives-improved/Philips-Methodology-for-calculating-Lives-Improved-2017.pdf

https://www.results.philips.com/#!/interactive-worldmap




Philips Group

Lives Improved per market

Market Lives Improved (million)1)2) Population (million)3) GDP (USD billion)4)

Africa 54 1,210 2,353

ASEAN and the Pacific 246 961 6,213

Benelux 29 29 1,380

Central & East Europe 96 167 1,616

Germany, Austria and Switzerland 94 100 4,749

France 59 66 2,605

Greater China 477 1,422 12,852

Iberia 46 57 1,524

Indian subcontinent 216 1,531 2,799

Italy, Israel and Greece 55 82 2,508

Japan 38 127 4,884

Latin America 177 636 5,693

Middle East & Turkey 110 358 3,120

Nordics 26 27 1,541

North America 358 362 21,003

Russia and Central Asia 67 244 1,880

UK & Ireland 51 71 2,905

1) Source: Philips, double counts eliminated2) Includes Philips Lighting3) Source: The World Bank, CIA Factbook & Wikipedia4) Source: IMF, CIA Factbook & Wikipedia

Philips GroupLives improved in billions (includes Philips Lighting)

1.3by Philips

Health Productsand Solutions

1.9by Philips

Green Products

1.3by PhilipsLighting

Total: 2.2 billion (double counts eliminated)

Double counts

Conceptual drawing, areas do not reflect actual proportions

3.2.2 Workforce of the FutureChanging workforce demographics, the dynamicbusiness environment and limited availability ofstrategic skill sets mean that we need to focus onbuilding strategic capabilities that we can offer throughlocation and work arrangements. In 2017 we deepenedour Strategic workforce planning practices across ourbusinesses, geographies, and functions and continue toexpand on our strategic people’s practices, alongsidebusiness strategy and financials.

In Q3 2017 we addressed holistic workforcemanagement, bringing all contingent workers under theresponsibility of the HR function and recognizing thesignificant contribution of the skills and competenciesthat contingent workers offer. In 2018 we will further

manage workforce demand holistically throughworkforce modelling and talent intelligence, covering100% of our workforce.

3.2.3 Inclusion & DiversityAt Philips, we believe that our workforce should be areflection of the society in which we operate, areflection of our customers, and the markets we serve.

We value our full workforce in all aspects of diversity,whether generational, gender, experience, ethnicity,race, sexual orientation, ability, nationality, or otheraspects, and believe that an inclusive culture invites afull spectrum of ideas, opinions, and experiences intothe decision making.

We believe in fairness, that all individuals have theopportunity to be successful, to be heard and to bevalued, without prejudice, and we will strive for this tobe felt across Philips. We believe that an inclusiveculture and diverse workforce correlates to highperformance, and therefore consider improvements inInclusion & Diversity as a key opportunity forsustainable improvements in business performance.

Fostering Inclusion & Diversity will bring deepercustomer insight from a place of understanding, whichenables faster and more targeted responses to marketchanges, ultimately contributing to our collective abilityto work together to deliver improved value to ourcustomers.

In 2017 we set a renewed and enhanced intention forInclusion & Diversity with a number of activations; weset a target for 25% gender diversity of senior leadershipby 2020 and provided dashboards for our HR leadersto be able to track diversity for their organizations. Wepartnered with a leading Inclusion & Diversity training



provider to develop unconscious bias training, whichwill be delivered to our full workforce in 2018. Weagreed principles of transparency for appointment andpromotion opportunities, whereby we willtransparently share open positions, and aim for diversecandidate slates and diverse interview panels for therecruitment of all senior leadership positions. Weenhanced our existing Inclusion & Diversity leadershipofferings, increasing instances of our Senior Women’sLeadership Program and piloted a Women’sLeadership program focused toward emergingprofessionals. We also revitalized our existingemployee resource groups and launched an ExecutiveInclusion and Diversity Committee.

Philips GroupGender diversity in %2015 - 2017

59

41

‘15

59

41

‘16

58

42

‘17

Staff

70

30

‘15

69

31

‘16

69

31

‘17

Professionals

78

22

‘15

77

23

‘16

77

23

‘17

Management

81

19

‘15

82

18

‘16

82

18

‘17

Executives

66

34

‘15

66

34

‘16

65 Male

35 Female

‘17

Total

Data insights• 120+ nationalities bringing a rich diversity of

capabilities, opinions and perspectives• Gender diversity figures remained stable at 36%

overall, with slight increases in the Staff, Professionaland Management categories. Diversity of Executivesdipped slightly from 19% to 18% female executives

I&D awardsWe are delighted to be recognized externally for ourinclusive culture externally. This year we achieved threeawards in relation to our Life is better when#youareyou campaign, winning ‘Best mediarepresentation’ in Workday pride 2017, a Silver award inthe category of ‘society’ at the SponsoRing awards, anda silver in the ‘integration award’ for identifying andengaging influencers in the WOMMA awards.

3.2.4 Culture of PerformanceWe have made strong progress in increasingperformance. However to succeed as the leadinghealth technology company, we need to furtherimprove how we work and step up all aspects ofperformance. Our strategy requires us to work togetherto deliver compelling solutions across the healthcontinuum that bring true value to consumers andcustomers. Our current behaviors include; winning,taking ownership, teamwork and acting with integrity,yet we can sharpen our focus on customers, deliveringwith quality, acting fast, and being eager to improve.

Living our desired Philips culture is foundational tosucceeding in delivering on our vision, and to being thebest company in health technology for people whoshare our passion.

We recognize and value inspiring and inclusive leaders,through smart assessment, development planning,leadership programs, and coaching and sponsoring ourtalent. In 2017, 87% of Executive-level appointmentswere internal. We expect to continue to see a lowpercentage of external hiring at Executive level, wherewe will increasingly aim to develop and promote ourtalent from within, complemented with targetedexternal hiring for critical competencies.

Realizing a culture of performance is grounded inproper people management practices, high qualityfeedback, transparency and acting on performance andtalent outcomes. We will increase our focus onindividuals being able to drive their own career,supporting our employees with automation andArtificial Intelligence. We will ensure transparency ofopportunities, and fair and open HR processes.

3.2.5 Employee engagementHigh employee engagement is foundational toachieving our Philips health technology strategy. Ouremployee survey consistently reports high levels ofemployee engagement above the high performingnorm of 69%, rising from 71% favorable in 2015 to 76%in 2017.

Philips GroupEmployee Engagement Index in %2015 - 2017

71

22

7

‘151)

74

16

10

‘16

76 Favorable

16 Neutral

8 Unfavorable

‘17

1) 2015 includes Philips Lighting

At Philips, we care for our people and believe that weare at our best when our team are at theirs. Weunderstand work is only one part of life. That is why weoffer a variety of innovative benefits and healthprograms to help keep our people mentally andphysically strong, and foster flexibility to manage life’sunexpected moments. We also continue to improve theemployee journey, experience and value proposition,from attraction, through employment, developmentand progression, through to alumni. In 2017 we focused



on improving candidate experience and onboardingexperience, receiving a Glassdoor interview experienceaward.

Our quarterly employee survey supports us in keepingour finger on the pulse of employee sentiment towardthe company, listening to employees’ ideas forimprovement, demonstrating to employees that theirfeedback is valued, and working to ensure that everymember of our global team has a role in creating lastingvalue for our customers, shareholders, and otherstakeholders.

3.2.6 EmploymentIn 2017, we built out our health technology portfoliowith acquisitions in key areas including image-guidedtherapy, healthcare consultancy, population healthmanagement, digital pathology, and sleep andrespiratory care, growing our employee base by afurther 1,798.

The total number of Philips Group employees(continuing operations) was 73,951 at the end of 2017,compared to 70,968 at the end of 2016, an increase of2,983 employees. Following the sale of Lighting,Diagnosis & Treatment is now our largest employeesegment with 35%, Personal Health at 31%, ConnectedCare & Health Informatics at 15% and 19% in HealthTechOther.

Philips GroupEmployees per segment in FTEs at year-end2015 - 2017

2015 2016 2017

Personal Health 21,384 22,530 23,170

Diagnosis & Treatment 23,638 23,791 25,757

Connected Care & HealthInformatics 10,290 11,033 10,949

HealthTech Other 11,493 13,570 13,965

Legacy Items 43 109

Continuing operations 66,805 70,968 73,951

Discontinued operations 46,154 43,764

Philips Group 112,959 114,731 73,951

Philips GroupEmployment in FTEs

2015 2016 2017

Balance as of January 1 113,678 112,959 114,731

Consolidation changes:

Acquisitions 1,865 163 1,812

Divestments (300) (571) (332)

Changes in Discontinuedoperations 442 753 (43763)

Other changes (2,726) 1,427 1,502

Balance as of December 31 112,959 114,731 73,951

Further to net growth from acquisitions anddivestments, we increased our employee base by 1,480employees, driven by a 6% increase in comparablesales growth (CSG)1) in our Personal Health businesses,

an increased focus on Quality & Regulatory, and thetransition period to our future Global Business Servicesoperating model.

Geographic footprintApproximately 62% of the Philips workforce are locatedin mature geographies and 38% in growth geographies.In 2017, the number of employees in maturegeographies increased by 1,774, mainly due to theacquisitions of Spectranetics and others. The numberof employees in growth geographies increased by1,209, driven mainly by the Personal Health salesgrowth and Global Business Services program.

Philips GroupEmployees per geographic cluster in FTEs at year-end2015 - 2017

2015 2016 2017

Western Europe 21,569 20,657 21,055

North America 19,151 19,828 20,937

Other mature geographies 3,592 3,695 3,962

Mature geographies 44,311 44,180 45,954

Growth geographies 22,494 26,788 27,997


Discontinued operations 46,154 43,764

Philips Group 112,959 114,731 73,951

Employee turnoverIn 2017, employee turnover amounted to 13.6% (ofwhich 8.2% was voluntary) compared to 16.0% (9.6%voluntary) in 2016. The lower turnover in 2017 reflectsthe increasing employee engagement and strength ofour health technology strategy.

Philips GroupEmployee turnover in %2017

Staff Profes-sionals

Manage-ment

Executives Total

Female 19.2 11.3 10.9 21.4 15.0

Male 19.2 9.5 9.3 15.8 12.8

Philips Group 19.2 10.1 9.7 16.8 13.6

Philips GroupVoluntary turnover in %2017

Staff Profes-sionals

Manage-ment

Executives Total

Female 11.0 7.7 6.4 12.9 9.2

Male 11.5 5.9 4.4 5.2 7.7

Philips Group 11.3 6.5 4.9 6.6 8.2

3.2.7 Human RightsWe believe that businesses have the responsibility torespect Human Rights and the ability to contribute topositive Human Rights impacts. This is an area ofgrowing importance to our employees, investors,customers, the communities where we operate and civilsociety groups. There is therefore both a business caseand a moral requirement for ensuring that HumanRights are upheld across our own operations and ourvalue chain.




Our General Business Principles (GBP) express oursupport and respect for Human Rights. In addition, wehave employment-related policies that furtherreference and protect the rights of our people. In 2017,we developed an overarching Human Rights policy thataligns our different Human Rights-related policiestowards a single goal: embed the responsibility torespect Human Rights through all our businesses,markets and functions. Philips’ Human Rights policyratifies Philips’ commitment not to infringe people’srights and to address any adverse Human Rightsimpacts that we might cause. To that end, our policystates that we intend to conduct regular Human Rightsimpact assessments as part of an overall Human Rightsdue diligence process, and to remediate any negativeHuman Rights impacts. We are also firmly committed tocontinuous improvement: we will track and publiclyreport on progress (on an annual basis) as input to ourdialogues with our internal and external stakeholderswho are, or could potentially be, affected by ouractions.

3.2.8 General Business PrinciplesThe Philips General Business Principles (GBP)incorporate and represent the fundamental principlesby which all Philips businesses and employees aroundthe globe must abide. They set the minimum standardfor business conduct, both for individual employeesand for the company and our subsidiaries. Our GBP alsoserve as a reference for the business conduct we expectfrom our business partners and suppliers. Translationsof the GBP text are available in 32 languages, allowingalmost every employee to read the GBP in their nativelanguage. Detailed underlying policies, manuals,training, and tools are in place to give employeespractical guidance on how to apply and uphold the GBPin their daily work environments. Details can be foundat: www.philips.com/gbp.

In 2017, a total of 382 concerns were reported via thePhilips Ethics Line and through our network of GBPCompliance Officers. The previous reporting period(2016) saw a total of 339 concerns, resulting in anincrease of 13% in the number of reports.

This is a continuation of the upward trend reportedsince 2014, the year in which Philips updated its GeneralBusiness Principles and deployed a strengthenedglobal communication campaign. We believe this trendcontinues to be in line with our multi-year efforts toencourage our employees to speak up.

More information on the Philips GBP can be found inchapter 6, Risk management, of this Annual Report. Theresults of the monitoring measures in place are given insub-section 13.3.6, General Business Principles, of thisAnnual Report.

3.2.9 Health and SafetyAt Philips, we strive for an injury-free and illness-freework environment, with a focus on reducing the numberof injuries and improving processes. As of 2016, the

Total Recordable Cases (TRC) rate is defined as a KeyPerformance Indicator (KPI), on which we set yearlytargets for the company, Business Groups andindustrial sites. For data comparability reasons, we alsoprovide the Lost Workday Injury Cases (LWIC) rate.

We recorded 234 TRCs in 2017, a small decreasecompared to 239 in 2016. These are cases where aninjured employee is unable to work for one or moredays, had medical treatment, or sustained an industrialillness. We will continue to monitor this KPI and activelyset reduction targets for all our businesses in 2018.

In 2017, we recorded 113 LWICs. These are occupationalinjury cases where an injured person is unable to workfor one or more days after the injury. This represents a10% increase compared with 103 in 2016. The LWIC rateincreased to 0.17 per 100 FTEs in 2017, compared with0.16 in 2016. The number of Lost Workdays caused byinjuries increased by 965 days (30%) to 4,170 days in2017, mainly caused by longer recovery periods relatedto a limited number of incidents.

For more information on Health and Safety, pleaserefer to sub-section 13.3.7, Health and Safetyperformance, of this Annual Report.

3.2.10 Working with stakeholdersIn organizing ourselves around customers and markets,we conduct dialogues with our stakeholders in order toexplore common ground for addressing societalchallenges, building partnerships and jointlydeveloping supporting ecosystems for our innovationsaround the world. An overview of stakeholders andtopics discussed is provided in chapter 13, Sustainabilitystatements, of this Annual Report.

For more information on our stakeholder engagementactivities in 2017, please refer to sub-section 13.3.8,Stakeholder engagement, of this Annual Report.

3.2.11 Supplier sustainabilityRoyal Philips has a direct business relationship withapproximately 4,600 product and componentsuppliers and 18,000 service providers. In many casesthe sustainability issues deeper in our supply chainrequire us to intervene beyond tier 1 of the chain.

Supplier sustainability strategyManaging our large and complex supply chain in asocially and environmentally responsible way requiresa structured and innovative approach while beingtransparent and engaging with a wide variety ofstakeholders. Insights gained through our regularstakeholder engagement process are used as an inputto manage our supplier sustainability strategy.

Please refer to sub-section 13.3.9, Supplier indicators,of this Annual Report and to the Philips suppliersustainability website for more details on the Philipssupplier sustainability program.

https://www.philips.com/c-dam/corporate/about-philips/sustainability/downloads/sustainability-policies/human-rights-policy-february-2018.pdf

http://www.philips.com/gbp

https://www.philips.com/content/corporate/en_AA/about/company/suppliers/supplier-sustainability.html/



3.3 Environmental performancePhilips has a long sustainability history stretching all theway back to our founding fathers. In 1994, we launchedour first program and set sustainability targets for ourown operations. Next, we launched our secondprogram in 1998, which focused on the environmentaldimension of our operations and products. We alsostarted to focus on sustainability in our supply chain in2003. We extended our scope further in 2010 byincluding the social dimension of products andsolutions, which is now reflected in our company vision:

We strive to make the world healthier and moresustainable through innovation. Our goal is to improvethe lives of 3 billion people a year by 2025.

In 2016, our CEO Frans van Houten launched our newfive-year sustainability program, ‘Healthy people,sustainable planet’, addressing both social andenvironmental challenges and including associatedtargets to be achieved by 2020.

The three pillars of the ‘Healthy people, sustainableplanet’ program are:

• Creating value for our customers throughSustainable Solutions

• Leading by example in our Sustainable Operations• Multiplying our impact by driving Sustainability

through our supply chain

More details on the program, as well as the results in2017, have been addressed in this report.

Every year, Royal Philips publishes a full IntegratedAnnual Report. Our independent auditor Ernst & Young(EY) has not only audited our financial information buthas also provided reasonable (highest level) assuranceon Sustainability Information in chapter 13,Sustainability statements, of this Annual Report andsections section 3.2, Social performance, of this AnnualReport and section 3.3, Environmental performance, ofthis Annual Report. Please refer to section 13.5,Assurance report of the independent auditor, of thisAnnual Report. With this, Philips is a frontrunner in thisfield.

In this Environmental performance section an overviewis given of the most important environmentalparameters of the new program. Improving people’slives, Health and Safety, and Supplier Sustainability areaddressed in the Social performance section. Details ofthe ‘Healthy people, sustainable planet’ parameterscan be found in the chapter 13, Sustainabilitystatements, of this Annual Report.

Environmental impactPhilips has been performing Life-Cycle Assessment(LCAs) since the 1990s. These assessments provideinsight into the environmental impacts of our productsfrom cradle to grave, including the supply chain,manufacturing process at Philips, use phase anddisposal phase. The insights are used to steer ourEcoDesign efforts and to grow our Green solutionsportfolio.

As a logical next step we have measured ourenvironmental impact on society at large via a so-calledEnvironmental Profit & Loss (EP&L) account whichincludes the hidden environmental costs associatedwith our activities and products, again from cradle tograve. It will support our ‘Healthy people, sustainableplanet’ program by providing insights into the mainenvironmental hotspots from an overall business pointof view.

The EP&L account is based on LCA methodology inwhich the environmental impacts are expressed inmonetary terms using conversion factors as developedby CE Delft. We used expert opinions and estimates forsome parts of the calculations. The figures reported arePhilips’ best possible estimate. As we gain new insightsand retrieve more and better data, we may enhance themethodology and accuracy of results in the future. Formore information we refer to our methodology report.

The current EP&L account only includes the hiddenenvironmental costs along the complete lifecycle of ourproducts and solutions. It does not yet include thebenefits to society that Philips generates by improvingpeople’s lives through our products and solutions, e.g.our healthcare or healthy food preparation solutions.We have a well-established methodology to calculatethe number of lives we positively touch with ourproducts and solution. It is our aim to look into valuingthese societal benefits in monetary terms as well andinclude them in our future EP&L account, wherepossible.

Results 2017In 2017, Philips had an environmental impact (loss) ofEUR 7.2 billion of which EUR 200 million (3%) is directlycaused by Philips’ own operations, mainly driven byenergy consumption at our factories. The mainenvironmental impact, 86% of total, is related to theusage of our products which is due to electricityconsumption. Particulate matter formation and climatechange are the main environmental impacts accountingfor respectively 43% and 28% of the total impact.

http://www.cedelft.eu/en/publications/2012/environmental-pricing-manual-2017

https://www.philips.com/c-dam/corporate/about-philips/sustainability/downloads/ecovision-methodologies/EPL-Account-methodology-2017.pdf



PhilipsEnvironmental impact 2017

EUR35 M

Businesstravelling

EUR10 M

Philipsnon-industrial

sites

EUR30 M

Philipsindustrial

sites

EUR130 M

Logistics

EUR10 M

Productdisposal

EUR 7.2 billion

Materials &components

Supply Chain

EUR785 M

90%Electronics

& metals

10%Plastics

Share of materials/componentsin environmental footprint

Customeruse phase

EUR 6.2 billion

Conceptual drawing, areas do not reflect actual proportions

The environmental loss includes the environmentalimpact of the full life-time of our products that we puton the market in 2017, e.g. an average 7 years of usagein case of a vacuum cleaner or 10 years on average incase of a MRI system.

The environmental loss has been positively influencedover the years by our efforts to increase the energyefficiency of our products. This will be enhanced bysociety’s transition to a renewable energy system. Wealso expect a shift in our environmental impact from theuse phase to our supply chain, i.e. the materials we usein our products. Our supply chain currently has anenvironmental impact of some EUR 800 million, whichis 11% of our total environmental impact. The maincontributors are the electronic components, cables andsteel used in our products. Through our CircularEconomy and Supplier Sustainability programs we willcontinue to focus on reducing the environmentalimpact caused by the materials we source and apply inour products.

3.3.1 Green InnovationGreen Innovation is the Research & Developmentspend related to the development of new generationsof Green Products and Solutions and GreenTechnologies.

Sustainable Innovation is the Research & Developmentspend related to the development of new generationsof products and solutions that address the UnitedNations’ Sustainable Development Goals 3 (“to ensurehealthy lives and promote well-being for all at all ages”)or 12 (“to ensure sustainable consumption andproduction patterns”). With regard to the latter, Philips

set a target of EUR 7.5 billion (cumulative) for its healthtechnology businesses for the period 2016 - 2020 aspart of the ‘Healthy people, sustainable planet’program.

In 2017, Philips invested EUR 233 million in GreenInnovation while the health technology businessesinvested some EUR 1.4 billion in Sustainable Innovation.

Philips GroupGreen Innovation per segment in millions of EUR2015 - 2017

99

103

1821

241

‘15

96

133

38

10277

‘16

91 Personal Health

99 Diagnosis & Treatment

33 Connected Care & Health Informatics

10HealthTech Other233

‘17

Diagnosis & Treatment businessesPhilips develops innovative diagnosis and treatmentsolutions that enable first-time right diagnosis,precision interventions and therapy, while respectingthe boundaries of natural resources. Investments inGreen Innovation in 2017 amounted to EUR 99 million,a decrease compared to 2016, as a number of largeinnovation projects had been completed in 2016. AllPhilips Green Focal Areas are taken into account as we



aim to reduce environmental impact over the totallifecycle. Energy efficiency is an area of focus,especially for our large imaging systems such as MRI.Philips also pays particular attention to enabling theupgrading of pathways, so our customers can benefitfrom the most advanced enhancements in workflow,dose management, and imaging quality with theequipment that they already own which enablesreduced materials use and lower cost. Our Diagnosis &Treatment businesses actively support a voluntaryindustry initiative to improve the energy efficiency ofmedical imaging equipment. Moreover, we are activelypartnering with multiple leading care providers to looktogether for innovative ways to reduce theenvironmental impact of healthcare, for example bymaximizing energy-efficient use of medical equipmentand optimizing lifecycle value.

Connected Care & Health Informatics businessesPhilips innovates with connected health IT solutionsthat integrate, collect, combine and deliver quality datafor actionable insights to help improve access to qualitycare, while respecting the boundaries of naturalresources. It is our belief that well-designed e-healthsolutions can reduce the travel-related carbonfootprint of healthcare, and improve access to care andoutcomes. Investments in Green Innovation in 2017amounted to EUR 33 million, in line with previous years.All Philips Green Focal Areas are taken into account aswe aim to reduce environmental impact over the totallifecycle. Energy efficiency and material reduction arethe main areas of focus.

Personal Health businessesContinuous high R&D investments at our PersonalHealth businesses are also reflected in GreenInnovation spend, which amounted to EUR 91 million in2017, compared with EUR 96 million in 2016. Theinvestments resulted in high Green Revenues in allbusiness groups. The Personal Health businessescontinued their work on improving the energy efficiencyof their products, closing the materials loop (e.g. byusing 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 contactproducts. A breakthrough has been achieved with theimplementation of PVC-free internal wiring in ourSENSEO® portfolio and the application of recycledplastics in our air purification and coffee portfolio.Regarding the phase-out of PVC/BFR, close to 100% ofthe oral healthcare, mother and child care, malegrooming, skincare and female depilation products arePVC/BFR-free. Our new green battery-charged devicesoutperform the most stringent energy efficiencystandard in the world (USA Federal).

HealthTech OtherHealthTech Other invested EUR 10 million in GreenInnovations, spread over projects focused on globalchallenges related to water, air, energy, food, CircularEconomy, and access to affordable healthcare. TheResearch organization within HealthTech Other usedthe Sustainable Innovation Assessment tool, in whichinnovation projects are evaluated and scored alongenvironmental and social dimensions, in order toidentify those projects that most strongly drivesustainability. Transfers of Research projects include aLives Improved calculation to assess what the project’scontribution will be to Philips’ vision to improve the livesof 3 billion people a year by 2025. In a PhilipsResearch demonstration project, for example, a newand innovative ‘Philips Unified Monitoring Architecture’was developed containing standardized componentsfor next-generation patient monitoring, which helpsstreamline workflows and improve monitoring acrossthe health continuum. Sustainability impactassessment has shown significant improvements inboth environmental and social areas. This could berealized by smart concepts for smaller low-power andlight-weight modules, and increased battery lifetimes.Herewith a sustainability improvement of over 30% hasbeen demonstrated, while avoiding restrictedmaterials.

Circular EconomyThe transition from a linear to a circular economy isessential if we are to create a sustainable world. Acircular economy aims to decouple economic growthfrom the use of natural resources and ecosystems byusing these resources more effectively. It is a driver ofinnovation in the areas of material, component andproduct re-use, as well as new business models suchas system solutions and services. In a circular economy,more effective (re)use of materials enables the creationof more value, both by means of cost savings and bydeveloping new markets or growing existing ones. The‘Healthy people, sustainable planet’ program includesa target to generate 15% of our revenues in 2020 fromcircular products and solutions.

For more information on our Circular Economyactivities and the progress towards targets in 2017,please refer to sub-section 13.4.1, Circular Economy, ofthis Annual Report.

3.3.2 Green RevenuesGreen Revenues are generated through products andsolutions which offer a significant environmentalimprovement in one or more Green Focal Areas: Energyefficiency, Packaging, Hazardous substances, Weight,Circularity, and Lifetime reliability. Green Revenuesincreased to EUR 10.7 billion in 2017, or 60.2% of sales(58.5% in 2016), thereby reaching a record level forPhilips.



Philips GroupGreen Revenues per segmentin millions of EUR unless otherwise stated2015 - 2017

3,521

4,670

1,258

9,449

‘15

3,951

4,798

1,442

10,191

‘16

4,237 Personal Health

5,096 Diagnosis & Treatment

1,373 Connected Care & Health Informatics

10,706

‘17

56.2%

58.5%60.2% As a % of sales

Through our EcoDesign process we aim to createproducts and solutions that have significantly lessimpact on the environment during their whole lifecycle.Overall, the most significant improvements have beenrealized in our energy efficiency Green Focal Area, animportant objective of our program, although there wasalso growing attention for hazardous substances andrecyclability in all segments in 2017, the latter driven byour Circular Economy initiatives.

Diagnosis & Treatment businessesIn 2017, our Diagnosis & Treatment businessesmaintained their Green Product and Solutions portfoliowith redesigns of various Green Products with furtherenvironmental improvements. These products improvepatient outcomes, provide better value, and helpsecure access to high-quality care, while reducingenvironmental impact. We received third-partyconfirmation in 2017 that the Philips portfolio of 1.5TMRI scanners leads the industry in terms of their energyefficiency according to the COCIR SRI methodology.

Connected Care & Health Informatics businessesOur Connected Care & Health Informatics businessesmaintained its Green Product and Solutions portfolio in2017.

Personal Health businessesOur Personal Health businesses focus on GreenProducts and Solutions which meet or exceed ourminimum requirements in the areas of energyconsumption, packaging, and substances of concern.Green Revenues in 2017 surpassed 58% of total sales,compared to 56% in 2016. All our new consumer GreenProducts with rechargeable batteries (liketoothbrushes, shavers, and grooming products)outperform the world’s most stringent energy efficiencynorm set by the US Federal government. We are makingsteady progress in developing PVC/BFR-free products.More than 70% of our consumer product sales consistof PVC/BFR-free products, with the exception of thepower cords, for which there are not yet economicallyviable alternatives available. In the remaining 30% of

consumer product sales, PVC/BFR has already beenphased out to a significant extent, but the products arenot yet completely free of these substances.

3.3.3 Sustainable OperationsPhilips’ Sustainable Operations programs focus on themain contributors to climate change, recycling of waste,reduction of water consumption, and reduction ofemissions. Full details can be found in chapter 13,Sustainability statements, of this Annual Report.

Carbon footprint and energy efficiencyPhilips has committed to the ambition of becoming100% carbon-neutral in our operations and sourcing allour electricity usage from 100% renewable sources by2020.

As of 2008, Philips reports its climate performance toCDP (formerly known as the Carbon Disclosure Project),a global NGO that assesses the greenhouse gas (GHG)emission performance and management of reportingcompanies. For the fifth year in a row we received theClimate Leadership (A) score in 2017. In order to deliveron the carbon neutrality commitment we have setambitious reduction targets.

In 2017, our greenhouse gas emissions resulted in 847kilotonnes of carbon dioxide-equivalent (CO2e), butbecause of our carbon neutrality program, some of ouremissions have been compensated for via carbonoffsets, resulting in a total of 627 kilotonnes carbondioxide-equivalent (CO2e).

Philips reports all its emissions in line with theGreenhouse Gas Protocol (GHGP) as further describedin chapter 13, Sustainability statements, of this AnnualReport.

Philips GroupNet operational carbon footprintin kilotonnes CO2-equivalent2013 - 2017

812

‘13

743

‘14

757

‘15

821

‘16

627 Net operational carbon footprint

‘17

In 2017, our operational carbon intensity (in tonnesCO2e/EUR million sales) improved by 2%, even as ourcompany recorded 4% comparable sales growth. Thisstill excludes the acquired carbon offsets. As part of our



‘Healthy people, sustainable planet’ program we arecontinuing our efforts to decouple economic growthfrom our environmental impact.

The significant reductions in our scope 2 (indirect)emissions are mainly driven by our increased globalrenewable electricity share from 62% in 2016 to 79% in2017.

We achieved a major milestone as 100% of our USoperations are now powered by renewable electricityfrom the Los Mirasoles windfarm. In addition, ourrenewable electricity purchasing consortium withAkzoNobel, DSM and Google closed the second windenergy transaction in the Netherlands in 2017 - theBouwdokken windfarm in the province of Zeeland. Weexpect the first Dutch wind energy to be delivered in2018 and the two Dutch windfarms will power all ouroperations in the Netherlands by 2019.

Combined with the achieved energy reductions this ledto a 53% carbon reduction from our electricityconsumption (scope 2) in 2017 compared to 2016.

Our business travel emissions showed a reduction of15% compared to 2016, driven by an air travel limitationintroduced in 2017, which led to an air travel emissionreduction of 9%. The emissions resulting from our leasecars decreased by 23% and the emissions from rentalcars went down by 5%. In order to further decrease ourbusiness travel emissions we will continue to promotevideo conferencing as an alternative to travel, promotealternative modes of transport and set new fuelefficiency targets in our lease car policy.

As our sales grew, we recorded an increase of 23% inour logistics operations compared to 2016. This mainlyresulted from a strong increase in air freight shipmentsto meet demand. We plan to introduce variousmeasures to drive down air freight shipments byintroducing a stricter air freight policy and by optimizingour warehouse locations.

In 2017 we kicked off our carbon neutrality program bycompensating 220 kilotonnes of carbon emissions,equivalent to the annual uptake of approximately 6million medium-sized oak trees. This covers the totalemissions of our direct emissions in our sites, all ourbusiness travel emissions and part of our logisticsemissions. We do so by financing carbon reductionprojects in emerging regions that have a strong link withSDG 3 and SDG 12.

We are investing in several carbon emission reductionprojects to gradually drive down our emissions to zeroby 2020. We have selected projects in emerging regionsthat, in addition to generating emission reductions, alsodrive social, economic and additional environmentalprogress for the communities in which they operate,such as:

Providing access to safe drinking water while reducingwood consumption

These carbon emission reduction projects will providemillions of liters of safe drinking water in Uganda andEthiopia and will reduce the mortality risk from water-borne diseases. Additionally, less wood will be requiredfor boiling water, leading to less indoor air pollution andslowing down the deforestation rate.

Fighting against respiratory diseases anddeforestation by clean cookstoves

By financing high-efficient cookstoves in Kenya andUganda, less wood will be required for cooking, leadingto lower carbon emissions, a reduction in diseasescaused by indoor air pollution and a lowerdeforestation rate in these regions.

Providing access to clean energy while improvinghealth and education

This project will reduce the demand-supply gap in theDewas region in India and will provide renewableenergy to more than 50,000 households. The projectwill also provide a mobile medical unit in 24 villages,giving diagnosis and medicines free of charge twice amonth. Additional funding will be provided toeducational programs and improving sanitationfacilities in five local schools to maximize the socialimpact.

Philips GroupOperational carbon footprint by scopein kilotonnes CO2-equivalent2013 - 2017

2013 2014 2015 2016 2017

Scope 1 44 40 39 42 38

Scope 2 (marketbased) 114 109 106 121 58

Scope 2(location based) 213 210 212 252 225

Scope 3 654 594 612 658 751

Total (scope 1, 2(market based),and 3) 812 743 757 821 847

Emissionscompensated bycarbon offsetprojects 0 0 0 0 220

Net operationalcarbon emissions 812 743 757 821 627

During 2017, the applied emission factors used tocalculate our operational carbon footprint have beenupdated with the latest DEFRA (UK Department forEnvironment, Food & Rural Affairs) 2017 emissionfactors. Philips reports all its emissions in line with theGreenhouse Gas Protocol (GHGP) as further describedin Sustainability statements.



Philips GroupRatios relating to carbon emissions and energy use2013 - 2017

2013 2014 2015 2016 2017

Operational CO2

emissions in kilotonnesCO2-equivalent 812 743 757 821 847

Operational CO2

efficiencyin tonnes CO2-equivalent permillion EUR sales 57.27 53.36 46.58 48.48 47.64

Operationalenergy use in terajoules 5,918 5,747 5,639 5,526 4,858

Operationalenergy efficiencyin terajoules permillion EUR sales 0.42 0.41 0.35 0.33 0.27

WaterTotal water intake in 2017 was 888,000 m3, about 8%lower than in 2016. Personal Health, which consumes56% of total water usage recorded a 19% decrease. Thisdecrease was mainly due to a relocation of one of themanufacturing sites in China and water-saving actionsin various locations. The decrease was partiallymitigated by increases in other sites due to productionvolume increases.

Philips GroupWater intake in thousands of m3

2013 - 2017

2013 2014 2015 2016 2017

Personal Health 652 585 614 613 496

Diagnosis &Treatment 311 392 268 269 312

Connected Care& HealthInformatics 77 74 94 81 80

Philips Group 1,040 1,051 976 963 888

In 2017, 97% of water was purchased and 3% wasextracted from groundwater wells.

WasteIn 2017, total waste decreased by 1% compared to 2016to 24.6 kilotonnes, mainly due to operational changesand less packaging waste. The Personal Healthbusinesses contributed 61% of total waste, Diagnosis &Treatment businesses 34% and Connected Care &Health Informatics businesses 5%. The reportedincrease in waste in the Personal Health businesseswas mainly caused by higher production volumes.

Philips GroupTotal waste in kilotonnes2013 - 2017

2013 2014 2015 2016 2017

Personal Health 13.2 13.1 13.8 14.3 15.1

Diagnosis &Treatment 6.7 6.8 8.0 9.2 8.3

Connected Care& HealthInformatics 1.1 1.2 1.4 1.4 1.2

Philips Group 21.0 21.1 23.2 24.9 24.6

Total waste consists of waste that is delivered forlandfill, incineration or recycling. Our sites areaddressing both the recycling percentage as well aswaste sent to landfill as part of the new sustainabilityprogram. Materials delivered for recycling via anexternal contractor amounted to 20 kilotonnes, whichequals 80% of total waste, comparable to 2016. Of the20% remaining waste, 83% comprised non-hazardouswaste and 17% hazardous waste. Our Zero Waste toLandfill KPI excludes one-time-only waste and wastedelivered to landfill due to regulatory requirements.According to this definition, in 2017 we reported 2.5kilotonnes of waste sent to landfill. 17 out of our 38industrials sites achieved Zero Waste to Landfill status.

Philips GroupIndustrial waste delivered for recycling in %2017

26Paper

15Metal

15General

13Wood

11Chemical waste

9Plastics

11Other

EmissionsIn the ‘Healthy people, sustainable planet’ program,Royal Philips included new reduction targets for thesubstances that are most relevant for its businesses. Inorder to provide comparable information at Grouplevel, please find the summary of the emissions of theformerly targeted substances below. Emissions ofrestricted substances were reduced from 1 kilos in 2016to zero in 2017, mainly caused by one site in Chinawhich phased out a thinner containing benzene. Thelevel of emissions of hazardous substances decreasedfrom 10,496 kilos in 2016 to 5,243 kilos in 2017 (-50%),mainly driven by changes in the lacquering process andproduct mix in the Personal Health businesses.

Philips GroupRestricted and hazardous substances in kilos2013 - 2017

2013 2014 2015 2016 2017

Restrictedsubstances 29 20 18 1 -

Hazardoussubstances 27,262 24,712 22,394 10,496 5,243

For more details on emissions from substances, pleaserefer to sub-section 13.4.3, Sustainable Operations, ofthis Annual Report.

3.4 Our commitment to QualityWe continue to drive quality and regulatoryperformance improvement throughout the PhilipsGroup. Under our governance model, the ExecutiveCommittee is ultimately accountable for Quality atPhilips, supported by the Quality & Regulatory team.The Quality & Regulatory team drives to one common



set of standards through the Philips QualityManagement System (PQMS), as well as providingtransparency on performance and opportunities forfurther improvement. Inclusion of quality metrics inmonthly business reviews has driven transparency andimprovement execution.

Our year-over-year performance continues to showimprovement. On key end-to-end transformationinitiatives, we progressed significantly in 2017, includingmaking headway with the implementation of PQMS forall business groups.

However, 2017 was also an eventful year from aregulatory compliance perspective:

• In August 2017, the Food and Drug Administration(FDA) conducted an inspection of Philips’ ComputedTomography/Advanced Molecular Imaging (CT/AMI)facility in Cleveland, Illinois. This was the first FDAinspection of the site since the temporary, voluntarysuspension of manufacturing and shipping of CT/AMIproducts from Cleveland in 2014. Following theinspection, Philips submitted its response to theinspectional observations for review by the FDA. InDecember 2017, the company had a constructivemeeting with the FDA. Philips will provide monthlystatus reports to the FDA on its progress in addressingthe observations.

• In October 2017, Philips entered into a consentdecree with the US Department of Justice,representing the FDA, related to compliance withcurrent good manufacturing practice requirementsarising from past inspections in and before 2015,focusing primarily on Philips’ Emergency Care &Resuscitation (ECR) business operations in Andover(Massachusetts, US) and Bothell (Washington, US).The decree also provides for increased scrutiny, for aperiod of time, of the compliance of the other patientcare businesses at these facilities with the QualitySystem Regulation. Under the decree, Philips has suspended themanufacturing and distribution of externaldefibrillators manufactured at these facilities, subjectto certain exceptions, until FDA certifies throughinspection the facilities’ compliance with the QualitySystem Regulation. The decree allows Philips tocontinue the manufacture and distribution of certainautomated external defibrillator (AED) models andPhilips will continue to service ECR devices andprovide consumables and the relevant accessories.

We are fully engaged with FDA staff concerning bothmatters and anticipate follow-up inspections of thesefacilities by FDA in 2018 after further complianceimprovements have been made.

Currently we are also focusing on the European UnionMedical Devices Regulation (EU MDR) compliance forfuture market access, and early identification andcollaboration in the changing regulatory environment.

Looking ahead we will continue to raise theperformance bar, also including Quality in theevaluation of all senior management. With consistencyof purpose, top-down accountability, standardization,and leveraging continuous improvement we aim todrive greater speed in the adoption of a Quality mindsetthroughout the enterprise.

3.5 Proposed distribution toshareholdersPursuant to article 34 of the articles of association ofRoyal Philips, a dividend will first be declared onpreference shares out of net income. The remainder ofthe net income, after any retention by way of reservewith the approval of the Supervisory Board, shall beavailable for distribution to holders of common sharessubject to shareholder approval after year-end. As ofDecember 31, 2017, the issued share capital consistsonly of common shares; no preference shares havebeen issued. Article 33 of the articles of association ofRoyal Philips gives the Board of Management thepower to determine what portion of the net incomeshall be retained by way of reserve, subject to theapproval of the Supervisory Board.

A proposal will be submitted to the upcoming AnnualGeneral Meeting of Shareholders to declare a dividendof EUR 0.80 per common share (up to EUR 750 millionif all shareholders would elect cash), in cash or in sharesat the option of the shareholder, against the net incomefor 2017.

If the above dividend proposal is adopted, the shareswill be traded ex-dividend as of May 7, 2018 at the NewYork Stock Exchange and Euronext Amsterdam. Incompliance with the listing requirements of the NewYork Stock Exchange and the stock market of EuronextAmsterdam, the dividend record date will be May 8,2018.

Shareholders will be given the opportunity to maketheir choice between cash and shares between May 9,2018 and June 1, 2018. If no choice is made during thiselection period the dividend will be paid in cash. OnJune 1, 2018 after close of trading, the number of sharedividend rights entitled to one new common share willbe determined based on the volume weighted averageprice of all traded common shares Koninklijke PhilipsN.V. at Euronext Amsterdam on May 30 and 31, andJune 1, 2018. The Company will calculate the number ofshare dividend rights entitled to one new commonshare (the ‘ratio’), such that the gross dividend in shareswill be approximately equal to the gross dividend incash. The ratio and the number of shares to be issuedwill be announced on June 5, 2018. Payment of thedividend and delivery of new common shares, withsettlement of fractions in cash, if required, will takeplace from June 6, 2018. The distribution of dividend incash to holders of New York Registry shares will bemade in USD at the USD/EUR rate as per WM/ ReutersFX Benchmark 2 PM CET fixing of June 4, 2018.



Further details will be given in the agenda for the 2018Annual General Meeting of Shareholders. All datesmentioned remain provisional until then.

Dividend in cash is in principle subject to 15% Dutchdividend withholding tax, which will be deducted fromthe dividend in cash paid to the shareholders. Dividendin shares paid out of net income and retained earningsis subject to 15% dividend withholding tax, but only inrespect of the par value of the shares (EUR 0.20 pershare).

In 2017, a dividend of EUR 0.80 per common share waspaid in cash or shares, at the option of the shareholder.For 48.3% of the shares, the shareholders elected for ashare dividend resulting in the issue of 11,264,163 newcommon shares, leading to a 1.2% dilution. EUR 384million was paid in cash. See also chapter 15, InvestorRelations, of this Annual Report.

The balance sheet presented in this report, as part ofthe Company financial statements for the period endedDecember 31, 2017, is before appropriation of the resultfor the financial year 2017.

Segment performance 4


4 Segment performance

Our structure in 2017Koninklijke Philips N.V. (‘Royal Philips’ or the‘Company’) is the parent company of the Philips Group(‘Philips’ or the ‘Group’), headquartered in Amsterdam,the Netherlands. The Company is managed by themembers of the Executive Committee (comprising theBoard of Management and certain key officers) underthe supervision of the Supervisory Board. The ExecutiveCommittee operates under the chairmanship of theChief Executive Officer and shares responsibility for thedeployment of Philips’ strategy and policies, and theachievement of its objectives and results.

In September 2014, Philips announced its plan tosharpen its strategic focus by establishing two stand-alone companies focused on the HealthTech andLighting opportunities respectively. To this end, astand-alone structure was established for PhilipsLighting within the Philips Group, effective February 1,2016. Then, on May 27, 2016, Philips Lighting was listed

and started trading on Euronext in Amsterdam underthe symbol ‘LIGHT’. Following the listing of PhilipsLighting, Philips retained a 71.225% stake. In the courseof 2017, Philips gradually reduced its stake in PhilipsLighting’s issued share capital to approximately29.01%, in line with its stated objective to fully sell downits stake in Philips Lighting within one year.

Following the latter accelerated bookbuild offering onNovember 28, 2017, Philips no longer has control overPhilips Lighting and ceased to consolidate PhilipsLighting as from the end of November 2017.

The reportable segments are Personal Healthbusinesses, Diagnosis & Treatment businesses, andConnected Care & Health Informatics businesses, eachbeing responsible for the management of its businessworldwide. Additionally, Philips identifies HealthTechOther and Legacy Items, as shown below:

PersonalHealthbusinesses

Health & Wellness

Personal Care

DomesticAppliances

Sleep &Respiratory Care

Diagnosis &Treatmentbusinesses

DiagnosticImaging

Image-GuidedTherapy

Ultrasound

Connected Care &Health Informaticsbusinesses

Patient Care &Monitoring Solutions

Healthcare Informatics

Population HealthManagement

HealthTech Other

Innovation

Emerging Businesses

IP Royalties

Central costs

Other

LegacyItems

Legacy litigation

Separation cost

Focus of external reporting

Segment performance 4.1


4.1 Personal Health businessesEgbert van Acht was appointed Chief Business Leaderof the Personal Health businesses effective October 1,2017, succeeding Pieter Nota. Egbert joined Philips in2002 and has held various senior leadership roles in thecompany. Most recently, he led the Health & Wellnessbusiness group for seven years. Egbert started hiscareer at Procter & Gamble.

4.1.1 About Personal Health businessesOur Personal Health businesses play an important roleon the health continuum – in the healthy living,prevention and home care stages – deliveringintegrated, connected solutions that support healthierlifestyles and those living with chronic disease.

Leveraging our deep consumer expertise and extensivehealthcare know-how, we enable people to live ahealthy life in a healthy home environment, and toproactively manage their own health.

Through our various businesses, Personal Health hasdelivered sustained strong growth and marginexpansion in recent years, driven by five main factors:

• Share gains in growing markets• Geographical expansion with proven propositions• Innovation at the forefront of digital health• High-impact consumer marketing programs• Leadership in online sales

Through 2017, we have driven above-market growthand stepped up profitability into the mid-teens,building on a strong track record. Personal Health hasmany distinct product categories and associatedcompetitors, including Procter & Gamble in PersonalCare and Oral Healthcare, Groupe SEB in DomesticAppliances and ResMed in Sleep & Respiratory Care.

In 2017, the Personal Health segment consisted of thefollowing areas of business:

• Health & Wellness: mother and child care, oralhealthcare

• Personal Care: male grooming, beauty• Domestic Appliances: kitchen appliances, coffee, air,

garment care, floor care• Sleep & Respiratory Care: sleep, respiratory care,

respiratory drug delivery

Personal HealthTotal sales by business as a %2017

21Health & Wellness

25Personal Care

32Domestic Appliances

22Sleep & Respiratory Care

Through our Personal Health businesses, we offer abroad range of products in various consumer pricesegments, always aiming to realize premium value. Wecontinue to expand our portfolio and increase itsaccessibility, particularly in lower-tier cities in growthgeographies. We are well positioned to capture furthergrowth in online sales and continue to build our digitaland e-commerce capabilities. We also continue to roll-out high-impact consumer marketing programs insupport of key innovations. In 2017, we further rolledout Philips OneBlade, accompanied by an innovativeDigital Advocacy Marketing Program, for which wereceived a Euro Gold Effie Award 2017 in the category‘Product/Service launch’.

The company’s wide portfolio of connected consumerhealth platforms – such as uGrow, DiamondCleanSmart and DreamFamily – leverages PhilipsHealthSuite, a cloud-enabled connected healthecosystem of devices, apps and digital tools thatenable personalized health and continuous care.

We are leveraging connectivity to engage consumers innew and impactful ways through social media anddigital innovation. For example, in 2017 we launchedthe Philips Sonicare DiamondClean Smart toothbrush,a complete oral care solution for a healthier mouth. Thistoothbrush gives users exceptional results thanks tonew, high-performance brush heads and personalizedcoaching enabled by smart sensor technology. Via thePhilips HealthSuite digital platform, the app is a virtualhub for personal oral healthcare, enabling users tomanage their brushing and breath quality on a dailybasis, share results with their dental practitioners, andreceive personalized guidance and advice.

Under normal economic conditions, Philips’ PersonalHealth businesses experience seasonality, with highersales in the fourth quarter.

In 2017, Personal Health employed 23,170 peopleworldwide. The global sales and service organizationcovered more than 50 mature and growth geographies.In addition, we operated manufacturing and businesscreation organizations in Argentina, Austria, Brazil,China, India, Indonesia, Italy, the Netherlands,Romania, the UK and the US.

Philips’ Personal Health businesses are subject toregulatory requirements in the markets where theyoperate. This includes the European Union’s Wastefrom Electrical and Electronic Equipment (WEEE),Restriction of Hazardous Substances (RoHS),Registration, Evaluation, Authorization and Restrictionof Chemicals (REACH), Energy-using Products (EuP)requirements and Product Safety Regulations. We havea growing portfolio of medically regulated products inour Health & Wellness, Personal Care and Sleep &Respiratory Care businesses. For these products we aresubject to the applicable requirements of the US FDA,the European Medical Device Directive, the CFDA in

Segment performance 4.1.1


China and comparable regulations in other countries.Through our growing beauty, oral healthcare andmother and child care product portfolio the range ofapplicable regulations has been extended to includerequirements relating to cosmetics and, on a very smallscale, pharmaceuticals.

With regard to quality, please refer to section 3.4, Ourcommitment to Quality, of this Annual Report.

With regard to sourcing, please refer to sub-section13.3.9, Supplier indicators, of this Annual Report.

4.1.2 2017 business highlightsAt the International Dental Show in Germany, theworld’s leading trade fair for the dental sector, Philipsintroduced the Philips Sonicare DiamondClean Smarttoothbrush and Philips Sonicare Breath care systemwith breath analyzer, an all-in-one connected oral careplatform. Philips also presented the results of a newclinical study demonstrating the effectiveness of PhilipsSonicare power toothbrushes and Philips AirFloss Ultra.

Philips acquired UK-based Health & Parenting, aleading developer of mobile applications for expectantand new parents, used by one in two expectantmothers in the UK.

As a driver of new care models, Philips teamed up withleading telehealth provider American Well to jointlydeliver virtual care solutions around the world byembedding American Well’s mobile telehealth servicesinto an array of Philips solutions, starting with thePhilips Avent uGrow parenting platform, giving parents24/7 access to professional medical consultations.

Launched less than two years ago, the revolutionaryOneBlade hybrid styler, which can trim, edge and shaveany length of male facial hair, generated annual salesof more than EUR 100 million within 18 months of itslaunch.

Building on the company’s market-leadingpropositions in healthy eating, Philips launched thelatest generation of the Philips Airfryer, which featuresan innovative technology to prepare tasty, healthierfood with little to no oil. As a leader in this category,Philips has sold close to 10 million Airfryers globally todate.

Philips’ Sleep & Respiratory Care business continues togrow in respiratory care, with strong acceptance of itsmarket-leading home ventilation offerings. Thisportfolio was further extended with the launch of theconnected Trilogy ventilator in North America, linking itto Philips’ unique patient management solution CareOrchestrator. In sleep care, continued mask share gainswere driven by strong traction of the DreamWear familyof masks, including the recently introduced DreamWearPillow mask.

Philips acquired Respiratory Technologies, a US-basedprovider of an innovative airway clearance solution forpatients with chronic respiratory conditions.

In China, Philips partnered with Oranger, a serviceprovider specialized in chronic respiratory diseasemanagement, and Health 100, the largest healthexamination organization in China, to provideintegrated solutions for chronic respiratory diseasesthat cover screening, referral, treatment and recovery.As part of the agreement, Philips acquired a minorityinterest in Oranger.

Building on its strategy to deliver relevant solutions andbusiness models, Philips acquired Australian PharmacySleep Services (APSS), a pioneer in pharmacy sleeptesting. APSS will complement Philips’ sleep andrespiratory care portfolio and will help to accelerate thebusiness’s home sleep testing offering through thepharmacy channel in Australia.

4.1.3 Financial performanceNet income is not allocated to segments as certainincome and expense line items are monitored on acentralized basis.

Personal HealthKey data in millions of EUR unless otherwise stated2015 - 2017

2015 2016 2017

Sales 6,751 7,099 7,310

Sales growth



Income from operations 736 953 1,075

as a % of sales 10.9% 13.4% 14.7%

Adjusted EBITA1) 966 1,108 1,221

as a % of sales 14.3% 15.6% 16.7%

1) Non-IFRS financial measure. For the definition and reconciliation to themost directly comparable IFRS measure, refer to chapter 5,Reconciliation of non-IFRS information, of this Annual Report

In 2017, sales amounted to EUR 7,310 million, a nominalincrease of 3% compared to 2016. Excluding a 3%negative currency impact, comparable sales1) were 6%higher year-on-year, driven by high-single-digitgrowth in Health & Wellness and mid-single-digitgrowth in Sleep & Respiratory Care, DomesticAppliances and Personal Care. Green Revenuesamounted to EUR 4,237 million, or 58% of total segmentsales.

Sales in growth geographies increased 7% on a nominalbasis and on a comparable basis1) growth geographiesshowed double-digit growth, reflecting double-digitgrowth in Latin America, Middle East & Turkey andIndia, and high-single-digit growth in China and Central& Eastern Europe. Mature geographies increased 1% ona nominal basis and on a comparable basis recordedlow-single-digit growth, driven by mid-single-digit




growth in Western Europe and low-single-digit growthin North America, partly offset by a low-single-digitdecline in other mature geographies.

Income from operations in 2017 increased to EUR 1,075million, or 14.7% of sales compared to EUR 953 million,or 13.4% of sales in 2016. The year 2017 included EUR136 million of amortization charges, mainly related tointangible assets in Sleep & Respiratory Care,compared to 2016 which include EUR 139 million ofamortization charges, mainly related to intangibleassets at Sleep & Respiratory Care. Restructuring andacquisition-related charges were EUR 11 million,compared to EUR 16 million in 2016.

Adjusted EBITA1) increased by EUR 113 million or 110basis points as a % of sales compared to 2016. Theincrease was attributable to higher volumes andprocurement savings, partly offset by investments inadvertising & promotion.

Personal HealthSales per geographic cluster in millions of EUR2015 - 2017

1,689

1,777

594

2,691

6,751

‘15

1,800

1,901

643

2,755

7,099

‘16


1,936 North America

615 Other mature

2,939 Growth

7,310

‘17

Personal HealthIncome from operations and Adjusted EBITA 1)


149

81

736

966

‘15

139

16

953

1,108

‘16

135 Amortization andimpairment in value

11 Adjusted items in value2)

1,075 Income from operationsin value

1,221Adjusted EBITA in value1)

‘17

14.3%

15.6%16.7% Adjusted EBITA as a % of sales1)


2) Adjusted items include restructuring, acquisition-related and othercharges

4.1.4 Healthy people, sustainable planetSustainability continued to play an important role in thePersonal Health businesses in 2017, with the main focuson optimizing the sustainability performance of ourproducts and operations. Green Revenues – i.e. salesof products and solutions which meet or exceed ourminimum requirements in the area of energyconsumption, packaging and/or substances of concern– accounted for 58% of total sales in 2017. All GreenProducts with rechargeable batteries exceed thestringent California energy efficiency standard by atleast 10%. And over 70% of total consumer sales arePVC- and/or BFR-free products (excluding powercords).

As part of our Circular Economy program we havecontinued to increase the use of recycled materials inour products. Over 1,850 tons of recycled plastics wereused in kitchen appliances, vacuum cleaners, irons, airpurification and coffee machines, compared to 1,440tons in 2016. The revenue from Circular Productsreached over EUR 473 million in 2017, comprised ofturnover generated from performance- and access-based business models in Sleep & Respiratory Care andproducts with recycled plastic materials. Furthermore,circular opportunities across multiple products havebeen explored through pilots with access-basedbusiness models, which have the potential to generatefuture circular revenues. To maximize the use ofresources and capture value from our commercialreturns, pilots are running to sell refurbished productsto our consumers – at the same time, capabilities arealso being developed to enable the scale-up of thesepilots.

As a concrete example of our commitment tosustainability we have improved the design of the 2000Series Air Cleaner to ensure it meets the green productrequirements. This means that the device meets theChinese requirements for high cleaning energyefficiency, is free of polyvinylchloride (except powercord) and has over 600 grams of recycled plastics in theinterior parts of the product.

In our operations, we continue to make positiveprogress towards our ultimate aim of having carbon-neutral production sites by 2020. In 2017, 47% of theelectricity used in manufacturing sites came fromrenewable sources and 85% of the industrial waste wasrecycled. We sent 6% of our manufacturing waste tolandfill in 2017. At the end of 2017, 9 out of 18 PersonalHealth businesses’ manufacturing sites reported zerowaste to landfill, with five achieving this status duringthe year. Based on detailed action plans we are workingclosely with the remaining sites to achieve zero wasteto landfill status by the end of 2020.




4.2 Diagnosis & Treatment businessesThe Chief Business Leader of the Diagnosis &Treatment businesses segment, Rob Cascella, joinedPhilips in April 2015. He has more than 30 years ofexperience in the healthcare industry and has servedon the boards of several companies, including 10 yearsas President and later CEO of Hologic Inc.

4.2.1 About Diagnosis & Treatment businessesOur Diagnosis & Treatment businesses are foundationalto our health technology strategy, delivering on thepromise of precision medicine and least-invasivetreatment and therapy. We enable our customers torealize the full potential of their ‘quadruple aim’ – toimprove outcomes, lower the cost of care delivery andenhance patient and staff experiences – by enablingfirst-time-right diagnosis and treatment. We arefocused on solutions (consisting of suites of systems,smart devices, software and services) that are robustand easy to use, while providing the most efficient pathto obtaining a definitive diagnosis by integratingmultiple sources of information and combining the datato create a comprehensive patient view. By bringingtogether imaging morphology, pathology andgenomics, we are able to interrogate and extract theinformation needed to offer highly personalized care.Informatics is central to everything we do: our KLAS-awarded IntelliSpace Portal platform, for example,provides artificial intelligence to make more consistentdecisions, as well as making it easier to share andcollaborate.

We are expanding the applications for image-guidedtreatment and therapy – where clinicians are providedwith the technology necessary to determine thepresence of disease, guide procedures, deliver least-invasive treatment, and confirm effectiveness. Oursolutions enable patient-specific treatment planningand selection, simplify complex procedures throughintegrated real-time guidance, and provide clinicallyproven treatment solutions. In 2017, we reinforced ourleadership in image-guided therapy solutions with theglobal launch of Philips Azurion, the next-generationimage-guided therapy platform that enables cliniciansto perform a wide range of routine and complexprocedures, helping them to optimize interventional labperformance and provide superior care. We provideimage guidance both in our proprietary products andby partnering with radiation therapy companies likeElekta and IBA to deliver real-time, precise cancertreatment.

In 2017, Philips made two significant acquisitions tofurther strengthen our Diagnosis & Treatmentbusinesses. Spectranetics’ portfolio – including laseratherectomy catheters, the AngioSculptX drug-coatedscoring balloon and the Stellarex drug-coated balloon– is highly complementary to Philips’ and will supportour expansion in image-guided therapy devices –specifically addressing peripheral vascular disease.Furthermore, to reinforce our leadership position in

ultrasound, Philips acquired TomTec Imaging Systems,a leading provider of clinical applications andintelligent image-analysis software.

In addition to our solutions for disease-specific clinicalpathways, we provide a range of technologies to helpour customers improve their operations and workflow.In 2017 we continued to build out our comprehensivePerformanceBridge suite of software services designedto improve radiology department operations, e.g. byproviding practice management, dose managementand service analytics. And we received FDA clearancefor IntelliSpace Portal 9.0 and a range of innovativeapplications for radiology. The platform gives cliniciansa comprehensive view of each patient, enablingefficient diagnosis of a broad range of conditions.

Our Diagnosis & Treatment businesses’ valueproposition to customers is based on leveraging ourextensive clinical experience with our broad portfolio oftechnologies – making us uniquely capable to providemeaningful solutions that ultimately can improve thelives of the patients we serve while lowering the cost ofcare delivery for our customers.

Through our various businesses, Diagnosis & Treatmentis focused on growing market share and profitability by:

• driving operational excellence in Diagnostic Imagingby delivering integrated products that are robust indesign, easy to use, and promote efficient workflow

• enhancing our offerings in oncology, cardiology andradiology and expanding our solutions offering,which comprises systems, smart devices, softwareand services

• leveraging the Volcano and Spectraneticsacquisitions and driving expansion into devices fortreatment

• addressing underpenetrated adjacencies in generalimaging and obstetrics/gynecology in Ultrasound, aswell as expanding in point-of-care with newproducts and our partnership with B.Braun toinnovate and accelerate growth in ultrasound-guided regional anesthesia and vascular access.

Philips is one of the world’s leading health technologycompanies (based on sales) along with Medtronic,General Electric and Siemens. The competitivelandscape in the healthcare industry is evolving withthe emergence of new market players. The UnitedStates, our largest market, represented 34% ofDiagnosis & Treatment’s global sales in 2017, followedby China, Japan and Germany. Growth geographiesaccounted for 34% of Diagnosis & Treatment’s sales. In2017, Diagnosis & Treatment had 25,757 employeesworldwide.

Through 2017 we consistently focused on our value-creation strategy to ensure continued growth andmargin improvement.



In 2017, the Diagnosis & Treatment segment consistedof the following areas of business:

• Diagnostic Imaging: Magnetic Resonance Imaging,Computed Tomography, Advanced MolecularImaging, Diagnostic X-Ray, which includes digital X-ray and mammography, and integrated clinicalsolutions, which include radiation oncologytreatment planning, disease-specific oncologysolutions and X-Ray dose management

• Image-Guided Therapy: interventional X-raysystems, encompassing cardiology, radiology andsurgery, and interventional imaging and therapydevices that include Intravascular Ultrasound (IVUS),Fractional Flow Reserve (FFR) and atherectomycatheters and drug-coated balloons for thetreatment of coronary artery and peripheral vasculardisease

• Ultrasound: imaging products focused on diagnosis,treatment planning and guidance for cardiology,general imaging, obstetrics/gynecology, and point-of-care applications, as well as proprietary softwarecapabilities to enable advanced diagnostics andintervention.

Diagnosis & TreatmentTotal sales by business as a %2017

49Diagnostic Imaging

30Image-Guided Therapy

21Ultrasound

Sales at Philips’ Diagnosis & Treatment businesses aregenerally higher in the second half of the year, largelydue to the timing of new product availability andcustomer spending patterns.

Sales channels are a mix of a direct sales force,especially in all the larger markets, combined withonline sales portal and distributors – this varies byproduct, market and price segment. Sales are mostlydriven by a direct sales force that has an intimateknowledge of the procedures for which our devices areused, and visits our customer base frequently.

Philips’ Diagnosis & Treatment businesses arecommitted to compliance with regulatory productapproval and quality system requirements in everymarket we serve, by addressing specific requirementsof local and national regulatory authorities includingthe US FDA, the CFDA in China and comparableagencies in other countries, as well as the EuropeanUnion’s Waste from Electrical and ElectronicEquipment (WEEE), Restriction of Hazardous

Substances (RoHS) and Registration, Evaluation,Authorization and Restriction of Chemicals (REACH)regulations.

The imaging businesses and image processingapplications are governed by regulatory approvals inthe markets that we serve. In almost all cases, newproducts that we introduce are subject to a regulatoryapproval process (e.g. 510k for FDA approvals in theUSA). Failing to comply with the regulatoryrequirements can have severe consequences. Thenumber and diversity of regulatory bodies in the variousmarkets we operate in globally adds complexity andtime to product introductions. Regulatory approval is aprerequisite for market introduction of medical devices.

With regard to the US Food and Drug Administration(FDA) inspection of the Cleveland facility (Illinois, USA)and Philips’ Management System improvementprogram, please refer to section 3.4, Our commitmentto Quality, of this Annual Report.


4.2.2 2017 business highlightsPhilips reinforced its leadership in image-guidedtherapy solutions with the global launch of PhilipsAzurion, the next-generation image-guided therapyplatform that enables clinicians to perform a wide rangeof routine and complex procedures, helping them tooptimize interventional lab performance and providesuperior care.

To further strengthen its Diagnosis & Treatmentbusinesses, Philips acquired Spectranetics. Its highlycomplementary portfolio, including laser atherectomycatheters, the AngioSculptX drug-coated scoringballoon and the Stellarex drug-coated balloon, willsupport Philips’ expansion in image-guided therapydevices. Furthermore, to reinforce its leadershipposition in ultrasound, Philips acquired TomTecImaging Systems, a leading provider of clinicalapplications and intelligent image-analysis software.

Philips Volcano continued its strong performance asthe business reached an important milestone with theresults of two large clinical trials demonstrating thebenefits of Philips’ Instant Wave-Free Ratio (iFR)technology compared to Fractional Flow Reserve(FFR), the current standard, removing a critical barrierfor the use and adoption of iFR to decide, guide andconfirm appropriate therapies.

B. Braun and Philips entered into a strategic alliance toinnovate and accelerate growth in ultrasound-guidedregional anesthesia and vascular access. The alliancelaunched Xperius, a new co-branded mobileultrasound system specifically designed as the platformto support current and future integrated solutions in thisfast-growing market.



Further strengthening its portfolio of imaging solutions,Philips received FDA 510(k) clearance for its ElastQultrasound imaging technology for non-invasiveassessment of liver conditions. Philips also launchedAccess CT, a new CT system designed for healthcareorganizations seeking to establish or enhance CTimaging capabilities at affordable cost.

Building on its portfolio of long-term strategicpartnerships, Philips signed multiple new agreements.For example, Philips has partnered with the SingaporeInstitute of Advanced Medicine Holdings to provide itsnew oncology center with a range of Philips’ advanceddiagnostic imaging systems, combined with clinicalinformatics and services for a multi-year term.

Philips continued its strong growth momentum inChina, driven by its innovative consumer health andprofessional healthcare portfolio, focused initiatives tostep up market share and customer partnerships. Thisis illustrated by the double-digit growth in DiagnosticImaging order intake1), which was in part driven by thestrong traction in the private hospital segment, such asthe new strategic partnership with Health 100, thelargest health examination organization in China.

Driving its expansion in the fast-growing Obstetrics andGynecology segment, Philips introduced new OB/GYNultrasound innovations that are designed to supportearlier, easier and more confident diagnoses.Highlighted features include anatomical-intelligenceclinical decision support and workflow enhancementssuch as fingertip control and enhanced imagingversatility.

As part of Philips’ new introductions to drive growth indiagnostic imaging, the company launched its digitalMR Prodiva 1.5T system, which provides enhancedclinical performance and increased productivity, andintroduced the latest configuration of its IQon SpectralCT, which is optimized to support the needs ofemergency and oncology care. Moreover, since thethird quarter of 2017, Philips has been shipping Vereos,the world’s first and only fully digital PET/CT system,which is achieving market success due to its superbresolution, accuracy and efficiency.

Philips strengthened its Radiology Solutions offeringwith the acquisition of Analytical Informatics. Their suiteof workflow improvement applications complementsPhilips’ PerformanceBridge Practice to enable imagingdepartments to make data-driven improvementdecisions. For example, Philips and Banner Healthextended their partnership to include adoption ofPhilips’ PerformanceBridge Practice across Banner’s 28radiology departments.


Diagnosis & TreatmentKey data in millions of EUR unless otherwise stated2015 - 2017

2015 2016 2017

Sales 6,484 6,686 6,891

Sales growth


Comparable salesgrowth1) 6% 4% 3%

Income from operations 322 546 488

as a % of sales 5.0% 8.2% 7.1%

Adjusted EBITA1) 515 631 716

as a % of sales 7.9% 9.4% 10.4%

In 2017, sales amounted to EUR 6,891 million, 3% higherthan in 2016 on a nominal basis. Excluding a 1% negativecurrency effect, comparable sales1) increased by 3%,driven by mid-single-digit growth in Ultrasound andImage-Guided Therapy and low-single-digit growth inDiagnostic Imaging. Green Revenues amounted to EUR5,096 million, or 74% of total segment sales.

From a geographic perspective, nominal salesincreased by 5% in growth geographies and oncomparable sales1) showed high-single-digit growth,mainly driven by double-digit growth in China andhigh-single-digit growth in Latin America. Sales inmature geographies showed a 2% increase on anominal basis and on a comparable basis recordedlow-single-digit-growth, reflecting low-single-digitgrowth in North America and other mature geographies,while sales in Western Europe were flat year-on-year.

Income from operations decreased to EUR 488 million,or 7.1% of sales, compared to EUR 546 million, or 8.2%of sales, in 2016. The year 2017 included EUR 55 millionof amortization charges, mainly related to intangibleassets in Image-Guided Therapy compared to 2016,which included EUR 48 million of amortization charges,mainly related to acquired intangible assets in Image-Guided Therapy. Restructuring and acquisition-relatedcharges were EUR 151 million, compared to EUR 37million in 2016. The year 2017 also included charges ofEUR 22 million related to portfolio rationalizationmeasures.

Adjusted EBITA1) increased by EUR 85 million or 100basis points as a % of sales year-on-year. The increasewas mainly attributable to higher volumes.




Diagnosis & TreatmentSales per geographic cluster in millions of EUR2015 - 2017

1,368

2,307

720

2,089

6,484

‘15

1,368

2,340

763

2,215

6,686

‘16


2,449 North America

751 Other mature

2,325 Growth

6,891

‘17

Diagnosis & TreatmentIncome from operations and Adjusted EBITA1)


55

138

350

515

‘15

48

37

546

631

‘16



488Income from operationsin value

716Adjusted EBITA in value1)

‘17

7.9% 9.4% 10.4% Adjusted EBITA as a % of sales1)



4.2.4 Healthy people, sustainable planetSustainability continued to play an important role in theDiagnosis & Treatment businesses in 2017. Philipscontinues to improve lives around the globe bydeveloping diagnosis and treatment solutions thatenable first-time-right diagnosis, precisioninterventions and therapy, while respecting theboundaries of natural resources.

In 2017, Green Revenues in Diagnosis & Treatmentamounted to EUR 5,096 million, thanks to a largeportfolio of Philips Green Products and Solutions thatsupport energy efficiency, materials reduction andother sustainability goals. Philips actively collaborateswith care providers around the globe to look for waysto minimize the environmental impact of healthcare. Ina project together with Rijnstate Hospital in Arnhem(Netherlands), Philips has calculated that this hospitalis saving about 64,000 kWh of electricity annuallysimply by powering-off imaging systems after hours.Philips has received third-party confirmation fromCOCIR that we are the frontrunner in MRI energyefficiency according to the COCIR SRI methodology andthat our performance is 30% better than the industryaverage.

Supporting the transition to a circular economy, wehave continued to expand the Diamond Selectrefurbishment program, spare parts recovery andSmartPath upgrading program for all modalities in theDiagnosis & Treatment portfolio. Philips is committed to‘closing the loop’ on all large medical imagingequipment that becomes available to us. This meansthat we will actively pursue the trade-in of equipmentsuch as MRI, CT and cardiovascular systems and we willtake full control to ensure that all traded-in materialsare repurposed in a responsible way. We plan tocontinue to expand these practices until we havecovered all professional healthcare equipment.

Also in our operations we continue to make positiveprogress towards a circular economy by recycling 71%of our industrial waste. At the end of 2017, 5 out of 15Diagnosis & Treatment businesses’ manufacturing sitesreported zero waste to landfill. Based on detailed actionplans we are working closely with the remaining sites toachieve zero waste to landfill status by the end of 2020.



4.3 Connected Care & Health Informatics businessesDr. Carla Kriwet is Chief Business Leader of theConnected Care & Health Informatics businessessegment. She was appointed to this role in February2017, succeeding Jeroen Tas. Prior to assuming hercurrent role, Carla led Philips’ Patient Care & MonitoringSolutions business group and was the Philips MarketLeader of Germany, Austria & Switzerland. Before this,she held leadership positions with ABB Daimler Benz,The Boston Consulting Group, Linde AG andDraegerwerk in Europe and Asia. Carla is also Vice-Chairperson of Zeiss Meditec AG.

4.3.1 About Connected Care & Health InformaticsbusinessesSpanning the entire health continuum, the ConnectedCare & Health Informatics businesses aim to improvepatient outcomes, increase efficiency and drive towardvalue-based care. Our solutions build on Philips’strength in patient monitoring and clinical informaticsto improve clinical and economic outcomes in all caresettings, within and outside the hospital.

Philips has a deep understanding of clinical care andthe patient experience that, when coupled with ourconsultative approach, allows us to be an effectivepartner for transformation, both across the enterpriseand at the level of the individual clinician. Philipsdelivers services that take the burden off hospital staffwith a smooth integration process, improved workflow,customized training and improved accessibility acrossour application landscape.

This requires a common digital platform that connectsand aligns consumers, patients, payers and healthcareproviders. Philips’ platforms aggregate and leverageinformation from clinical, personal and historical datato support care providers in delivering first-time-rightdiagnoses and treatment. Philips continually builds outnew capabilities within Philips HealthSuite – a cloud-based connected health ecosystem of devices, appsand digital tools – to accomplish just that.

Philips delivers personalized insights by applyingpredictive analytics and artificial intelligence across oursolutions. As an example, we are able to supporthealthcare professionals caring for elderly patientsliving independently at home in making clinicaldecisions and alerting medical teams to potentialproblems. Our integrated and data-driven approachpromotes seamless patient care, helps identify risksand needs of different groups within a population, andprovides clinical decision support.

In 2017, the Connected Care & Health Informaticssegment consisted of the following areas of business:

• Patient Care & Monitoring Solutions: Enterprise-wide patient monitoring solutions, from valuesolutions to sophisticated solutions, for real-timeclinical information at the patient’s bedside; patientanalytics, patient monitoring and clinical decision

support systems, including diagnostic ECG datamanagement for improved quality of cardiac care;therapeutic care, including cardiac resuscitation,emergency care solutions, invasive and non-invasiveventilators for acute and sub-acute hospitalenvironments and respiratory monitoring devices;consumables across the patient monitoring andtherapeutic care businesses; customer service,including clinical, IT, technical and remote customerpropositions. Effective 2018, Patient Care & Monitoring Solutionswill transition into two focused business groups –Monitoring & Analytics and Therapeutic Care – toallow us to better fulfill the specific customer needsof each business.

• Healthcare Informatics: Advanced healthcare IT,clinical and advanced visualization andquantification informatics solutions for radiology,cardiology and oncology departments; UniversalData Management solutions, Picture Archiving andCommunication Systems (PACS) and fully integratedElectronic Medical Record (EMR) systems to supporthealthcare enterprises in optimizing health systemperformance; advanced clinical and hospital ITplatforms which are leveraged across Philips. OurIntelliSpace Portal application platform is recognizedas industry-leading by KLAS. Today, with the role ofthe hospital CIO as a key decision maker increasing,integrated informatics solutions address challengesacross the enterprise. We use artificial intelligence atthe point of care to optimize the clinician experience,help improve productivity and total cost ofownership, and streamline patient experiencesacross the clinical pathway. Proof of clinical andeconomic outcomes, connectivity and cybersecurityare key priorities of our engagement with ourcustomers.

• Population Health Management: Our services andsolutions leverage data, analytics and actionableworkflow products for solutions to improve clinicaland financial results and increase patientengagement, satisfaction and compliance. Thesesolutions include: technology-enabled monitoringand intervention (telehealth, remote patientmonitoring, personal emergency response systemsand care coordination) to improve the experience ofelderly people and those living with chronicconditions; actionable programs to predict risk(including medication and care compliance,outreach, and fall prediction); cloud-based solutionsfor health organizations to manage populationhealth. Leveraging the 2016 acquisition ofWellcentive, a leading US-based provider ofpopulation health management software solutions,our solutions enable health systems to analyze theirpatient population along clinical and financialcriteria, coordinate care outside the hospital, and



engage patients in their health. They help drivequality improvement and business transformation forthose transitioning to value-based care.

Connected Care & Health InformaticsTotal sales by business as a %2017

78Patient Care & Monitoring Solutions

15Healthcare Informatics

7Population Health Management

In 2017, Connected Care & Health Informatics had10,949 employees worldwide.

Sales at Philips’ Connected Care & Health Informaticsbusinesses are generally higher in the second half ofthe year, largely due to customer spending patterns.

Sales channels include a mix of a direct salesforce(especially in larger markets), paired with an onlinesales portal and distributors (varying by product,market and price segment). Sales are mostly driven bya direct salesforce with an intimate knowledge of theprocedures that use our integrated solutions’ smartdevices, systems, software and services. Philips workswith customers and partners to co-create solutions,drive commercial innovation and adapt to new modelslike monitoring-as-a-service, outcome-based models(pay based on clinical and economical outcomes) andprovider market models allowing providers to provideprices for episodes of care.

Philips’ Connected Care & Health Informaticsbusinesses are committed to compliance withregulatory product approval and quality systemrequirements in every market we serve, by addressingspecific requirements of local and national regulatoryauthorities including the US FDA, the CFDA in China andcomparable agencies in other countries, as well as theEuropean Union’s Waste from Electrical and ElectronicEquipment (WEEE), Restriction of HazardousSubstances (RoHS) and Registration, Evaluation,Authorization and Restriction of Chemicals (REACH)regulations.

The connected care and health informatics applicationsare governed by regulatory approvals in the marketsthat we serve. In almost all cases, new products that weintroduce are subject to a regulatory approval process(e.g. 510k for FDA approvals in USA, CE Mark in theEuropean Union). Failing to comply with the regulatoryrequirements of the target markets can preventshipment of products. The number and diversity ofregulatory bodies in the various markets we operate inglobally adds complexity and time to productintroductions. Regulatory approval is a prerequisite formarket introduction.

With regard to the consent decree agreed to by Philipsand the US government, as announced in Philips’ pressrelease on October 11, 2017, please refer to section 3.4,Our commitment to Quality, of this Annual Report


4.3.2 2017 business highlightsDemonstrating the success of telehealth technologies,Emory Healthcare (US) achieved savings of USD 4.6million over a period of 15 months by using Philips’ eICUplatform. Similarly, with the help of Philips’ IntensiveAmbulatory Care program, Banner Health (US) reducedhospitalizations for chronically ill patients with multipleconditions by nearly 50%, reducing overall cost of careby more than one third.

Expanding its health informatics portfolio, Philipslaunched its IntelliSpace Enterprise Edition, anindustry-first managed service solution for hospital-wide clinical informatics and data management. Thehigh-performance, secure and scalable healthinformatics platform enables health systems to managethe growth and cost of their clinical enterprise with apay-per-use model.

In line with Philips’ focus on solutions selling, thecompany signed several multi-year agreements. Forexample, in Italy Philips signed a long-term strategicpartnership agreement with the San Giovanni CalibitaFatebenefratelli Hospital in Rome to provide medicaltechnologies, clinical informatics and services for state-of-the-art mother and child care. In the US, Philipsexpanded its relationship with Advocate Health Care,the largest health system in Illinois, to assist them instandardizing their clinical IT and patient monitoringsolutions across the enterprise for improved patientoutcomes and predictable costs. Furthermore, Philipssigned an agreement with Lakeland Health in the US foradvanced monitoring of patients in the hospital’sgeneral ward with the Philips IntelliVue GuardianSolution with Early Warning Scoring.

Demonstrating further progress on advanced dataanalytics, Philips received FDA clearance for itsIntelliSpace Portal 10 and a range of innovativeapplications for radiology. The platform gives cliniciansa comprehensive view of each patient, helping them todiagnose conditions. Further highlighting its leadershipin health informatics, Philips signed several multi-yearagreements with hospitals in the US to provide themwith enterprise imaging informatics solutions.

Philips signed a new 10-year Managed EquipmentServices agreement for patient monitoring solutionswith Le Confluent, one of the top three private hospitalsin France for cardiovascular care.

Expanding its health informatics portfolio, Philipsacquired interoperability provider Forcare in theNetherlands. Philips also partnered with US-based



Nuance to bring Artificial Intelligence into radiologyreporting by leveraging functionalities from Philips’Illumeo and Nuance’s PowerScribe 360. Furthermore,Philips launched its new IntelliSpace Enterprise Editionfor Radiology, providing radiology departments withcomprehensive tools to increase efficiency andenhance throughput.

To further expand its Population Health Managementbusiness, Philips acquired VitalHealth, whose highlycomplementary portfolio of advanced analytics, carecoordination, patient engagement and outcomemanagement solutions will support Philips’commitment to deliver integrated solutions for careproviders.


Connected Care & Health InformaticsKey data in millions of EUR unless otherwise stated2015 - 2017

2015 2016 2017

Sales 3,022 3,158 3,163

Sales growth


Comparable salesgrowth1) 0% 4% 3%

Income from operations 173 275 206

as a % of sales 5.7% 8.7% 6.5%

Adjusted EBITA1) 294 324 372

as a % of sales 9.7% 10.3% 11.8%

In 2017, sales amounted to EUR 3,163 million andremained flat compared with 2016 on a nominal basis.The 3% increase on a comparable basis1) was driven bymid-single-digit growth in Patient Care & MonitoringSolutions and low-single-digit growth in HealthcareInformatics. Green Revenues amounted to EUR 1,373million, or 43% of segment sales.

From a geographic perspective, sales on a nominalbasis decreased by 2% in growth geographies; on acomparable basis sales1) showed low-single-digitgrowth, mainly driven by low-single-digit growth inChina. Sales in mature geographies increased by 1% ona nominal basis and showed low-single-digit growth ona comparable basis, driven by mid-single-digit growthin Western Europe and North America, partly offset bya low-single-digit decline in other mature geographies.

Income from operations in 2017 decreased to EUR 206million compared to EUR 275 million in 2016. The year2017 included EUR 44 million of amortization charges,mainly related to acquired intangible assets inPopulation Health Management compared to 2016which included EUR 46 million of amortization charges,mainly related to acquired intangible assets atPopulation Health Management and Patient Care &

Monitoring Solutions. Restructuring and acquisition-related charges amounted to EUR 91 million comparedto EUR 14 million in 2016. The year 2017 also includedEUR 47 million of charges related to quality andregulatory actions, EUR 20 million of charges related tothe consent decree focused on the defibrillatormanufacturing in the US and a EUR 36 million netrelease of provisions.

Adjusted EBITA1) improved by EUR 48 million or 150basis points as a % of sales year-on-year, mainly dueto higher volumes, procurement savings and other costproductivity.

Connected Care & Health InformaticsSales per geographic cluster in millions of EUR2015 - 2017

496

1,768

271

487

3,022

‘15

472

1,906

311

469

3,158

‘16

485 Western Europe

1,925 North America

295 Other mature

458 Growth

3,163

‘17

Connected Care & Health InformaticsIncome from operations and Adjusted EBITA1)


54

67

173

294

‘15

47

2

275

324

‘16



206Income from operationsin value

372Adjusted EBITA in value1)

‘17

9.7% 10.3%11.8% Adjusted EBITA as a % of sales1)



1) Non-IFRS financial measure. For the definition and reconciliation to the most directly comparable IFRS measure, refer tochapter 5, Reconciliation of non-IFRS information, of this Annual Report.



4.3.4 Healthy people, sustainable planetSustainability continued to play an important role in theConnected Care & Health Informatics businesses in2017.

Green Revenues in Connected Care & HealthInformatics amounted to EUR 1,373 million, 43% of totalsegment sales, with substantial contributions from allbusinesses. This reflects a continuous effort to improveenergy efficiency, materials reductions and other greenfocus areas. With the growth of our software productsand services and platform solutions, we are reducingour environmental footprint in a number of ways. Forinstance through software products that can replacehardware and the virtualization of servers. Andindirectly through eHealth and connected caresolutions that enable hospital workers to deliver faster,more personalized care while at the same time reducingtransport to and from hospital.

In the transition towards a circular economy, we areactively pursuing innovations in design and businessmodels that will help us ‘close the loop’. This includesworking together with customers and suppliers onimproving takeback and upgrades of monitors. We arealso working on closing loops for medical consumablesand sensors, partly through partnerships with suppliersof refurbished materials. With our platform solutionslike PACS and EMR, we continue to support fast, first-time-right diagnosis of patients, while at the same timehelping hospitals to make efficient use of resources.

Also in our operations, we continue to make positiveprogress towards a circular economy by recycling 69%of our industrial waste. At the end of 2017, 3 out of 5Connected Care & Health Informatics businesses’manufacturing sites reported zero waste to landfill.Based on detailed action plans we are working closelywith the remaining sites to achieve zero waste to landfillstatus by the end of 2020.

.



4.4 HealthTech OtherIn our external reporting on HealthTech Other we reporton the items Innovation, Emerging Businesses, IPRoyalties, Central costs and Other.

4.4.1 About HealthTech Other

Innovation & StrategyThe central Innovation & Strategy organizationincludes, among others, the Chief Technology Office,Research, Digital Platforms, the Chief Medical Office,Innovation Services, Design, Strategy, andSustainability. Key locations include Eindhoven(Netherlands), Cambridge (USA), Bangalore (India) andShanghai (China).

Innovation & Strategy is responsible for collaboratingwith the operating businesses and the markets tocontinuously update the company strategy, in line withour growth and profitability ambitions, in the context ofthe changing competitive landscape and market trends,while fully leveraging Philips’ capabilities, assets andpositions.

Innovation & Strategy facilitates innovation from ideato market as co-creator and strategic partner for thePhilips businesses and complementary partners. Itdoes so through cooperation between research,design, marketing, strategy and businesses ininterdisciplinary teams along the innovation chain, fromfront-end to first-of-a-kind proposition development.In addition, it opens up new value spaces beyond thedirect scope of current businesses, manages theCompany-funded R&D portfolio, and creates synergiesfor cross-segment initiatives and integrated solutions.

Innovation & Strategy actively participates in OpenInnovation through relationships with academic,clinical, industrial partners and start-ups, as well as viapublic-private partnerships. It does so in order toimprove innovation effectiveness and efficiency,capture and generate new ideas, enhance technologypartnering capabilities, and share the related financialexposure.

Finally, Innovation & Strategy also has the functionalresponsibility for R&D, Innovation, Design, MedicalAffairs, and Sustainability, with representatives orteams embedded in the business groups. Innovation &Strategy sets the agenda and drives continuousimprovement in the efficiency and effectiveness ofinnovation, as well as the creation and adoption ofdigital platforms, and the uptake of new technologiessuch as data science and artificial intelligence.

The CTO organizationThe CTO organization is an integrated group ofinnovation organizations that plays a strong role inorchestrating innovation across Philips’ businesses andmarkets, as well as initiating game-changing innovationthat disrupts and crosses boundaries in healthtechnology.

The CTO organization includes the followingorganizations:

• Innovation Management, responsible for end-to-end innovation strategy and portfolio management,integrated roadmaps linked to solutions and ourdesignated ‘health spaces’, the commoncomponents strategy, R&D competencymanagement, innovation performance managementand public funding programs.

• Philips Research, the co-creator and strategicpartner of the Philips businesses, markets andcomplementary open innovation ecosystemparticipants driving front-end innovation.

• The Clinical Research Board, responsible formanaging key global academic accounts andpositioning Philips as a leading partner for clinicalresearch.

• The Chief Architect Office, responsible for defining,steering and ensuring compliance and uptake of thePhilips Unified Architecture, software harmonizationand standards.

• Philips HealthWorks, responsible for de-risking andaccelerating breakthrough innovation and for drivinga mindset change towards a more entrepreneurialand open innovation culture. HealthWorks incubatesearly-stage ventures and engages with the externalstart-up ecosystem.

• HealthSuite Insights, our data science and artificialintelligence platform and entrepreneurial team,offering a consistent set of tools, technologies, andproprietary clinical assets for data scientists anddevelopment teams to use in analyzing their data.Our customers can leverage existing assets, or buildand host new assets on Philips’ infrastructure as partof our data science marketplace.

One of the ventures reporting into the Chief TechnologyOffice is Philips Photonics, a global leader in VCSELtechnology. VCSELs are infrared lasers for a rapidlygrowing range of consumer and professionalapplications like gesture control, environmentalsensing, precise scene illumination for surveillancecameras and ultra-fast data communication.

Philips HealthSuite Digital PlatformsThe Philips HealthSuite Digital Platforms are ourcommon digital framework that connects consumers,patients and healthcare providers in a cloud-basedconnected health ecosystem of devices, apps andtools.

• HealthSuite Cloud allows Philips and our partners tocreate the next generation of connected health andwellness innovations from a clinical and technicalperspective.

• HealthSuite Premise enables our customers to hosttheir own data, control the flow of informationbetween their own systems and the cloud, and stillbenefit from the digital capabilities that we have tooffer.



• HealthSuite Insights, already mentioned above, isour data science and AI platform, which can also bedeployed in the cloud or on-premise.

• HealthSuite Consumer Engagement is our platformfor reusable components across our consumer andIoT (Internet of Things) landscape. A commonarchitecture not only enables shorter developmenttimes and lower costs – it also enables seamlessinteroperability across businesses and propositions,creating stronger and more unique valuepropositions.

• HealthSuite Clinical Platform provides a consistentclinical user experience across enterprise, diagnosticimaging and interventional systems.

The Philips HealthSuite Digital Platforms are managedand orchestrated across Innovation & Strategy and allPhilips businesses.

Chief Medical OfficeThe Chief Medical Office is responsible for clinicalinnovation and strategy, health economics and marketaccess, and medical thought leadership. This includesengaging with stakeholders across the care continuumto extend Philips’ leadership in health technology andacting with agility on new value-based reimbursementmodels that benefit the patient and care provider.

Leveraging the knowledge and expertise of the medicalprofessional community across Philips, the ChiefMedical Office includes many healthcare professionalswho practice in the world’s leading health systems.Supporting the company’s objectives across the healthcontinuum, its activities include strategic guidance,leveraging clinical and scientific knowledge, fosteringpeer-to-peer relationships in relevant medicalcommunities, liaising with medical regulatory bodies,and supporting clinical and marketing evidencedevelopment.

Philips DesignPhilips Design is the global design function for thecompany, ensuring that innovations are meaningful,people-focused and locally relevant. Design is alsoresponsible for ensuring that the Philips brandexperience is differentiating, consistently expressed,and drives customer preference.

Philips Design partners with stakeholders across theorganization to develop methodologies and enablersto define value propositions, implement data-enableddesign tools and processes to create meaning fromdata and leverage Cocreate methodologies to definesolutions with all key stakeholders. Our design-thinkingCocreate approach facilitates collaboration withcustomers and patients to create solutions that aretailored specifically to the challenges facing themtoday, as local circumstances and workflows are keyingredients in the successful implementation ofsolutions to the challenges our customers face.

To ensure that we connect end users along the healthcontinuum we create a consistent experience across alltouchpoints. A key enabler for this is a consistent anddifferentiating design language that applies tosoftware, hardware and services across our operatingbusinesses. In recognition of our continued excellence,Philips Design received 165 awards in 2017.

Innovation ServicesInnovation Services offers a wide range of expertservices in technology development, realization andindustry consulting, ranging from mechatronics andsystems engineering, to micro-electro mechanicalsystems and devices. Its skills are leveraged by Philips’businesses, markets and Innovation & Strategy in allregions.

Innovation HubsTo ensure a critical mass of innovation capabilities thatleverage the strengths of relevant innovation healthtechnology ecosystems and that can optimally servemarket-driven innovation as well as new businesscreation, we have established four Innovation Hubs forthe Philips Group: Cambridge (US), Eindhoven(Netherlands), Bangalore (India) and Shanghai (China).Each Hub includes a combination of technical, designand clinical capabilities, representing Group Innovation& Strategy, selected R&D groups from our businesses,market innovation teams and other functions. TheseHubs, where most of the Group Innovation & Strategyorganization is concentrated, complement thebusiness-specific innovation capabilities of our R&Dcenters that are integrated in our global business sites.

• The Philips Innovation Center Eindhoven is Philips’largest Innovation Hub worldwide, hosting the globalheadquarters of many of our innovationorganizations.

• The Philips Cambridge, MA, Innovation Labs ishome to both researchers and employees from otherinnovation functions and ventures. Being within closeproximity to the MIT campus and clinicalcollaboration partners allows researchers tocollaborate easily with MIT faculties and PhDstudents on jointly defined research programs, aswell as to participate in Open Innovation projects.

• The Philips Innovation Campus Bangalore hostsactivities from most of our operating businesses,Research, Design, IP&S and IT. R&D activities at thesite include Diagnostic Imaging, Patient Care &Monitoring Solutions, Sleep & Respiratory Care,Personal Health, and Healthcare Informatics. Thecampus works with growth geographies to buildmarket-specific solutions, and several businesseshave also located business organizations focusing ongrowth geographies at the site.

• The China Innovation Hub in Shanghai combinesdigital innovation, research and solutionsdevelopment capabilities responsible for developinglocally and globally relevant innovations.



Alongside the hubs, where most of the centralInnovation & Strategy organization is concentratedtogether with selected business R&D and marketinnovation teams, we continue to have significant, morefocused innovation capabilities integrated into keytechnology centers at our global business sites.

Emerging BusinessesEmerging Businesses is a business group dedicated toa mission of bringing intelligence to advance diagnosisin pathology and neurology and to guide therapy. Itincludes, among others:

• Digital & Computational Pathology is focused ontwo key missions: to digitize diagnosis in anatomicpathology, and to use Artificial Intelligence to aiddetection of disease and progression to reduce inter-observer variability and improve outcomes. Philips isthe global market leader in routine primary diagnosisusing Digital Pathology and the only company in themarket to have an FDA-approved solution forprimary diagnosis.

• Philips Neuro is focused on a mission to advanceneuroscience for better care. The business providesan integrated neurology solution comprising FullHead HD EEG with diagnostic imaging to map brainactivity and anatomy for a wide range of neurodisorders, and uses machine learning to improvediagnosis of various neuro disorders. In June 2017,Philips acquired Electrical Geodesics, Inc., a US-based company that designs, develops andcommercializes a range of non-invasivetechnologies used to monitor and interpret brainactivity.

IP RoyaltiesPhilips Intellectual Property & Standards proactivelypursues the creation of new Intellectual Property (IP) inclose co-operation with Philips’ operating businessesand Innovation & Strategy. IP&S is a leading industrialIP organization providing world-class IP solutions toPhilips’ businesses to support their growth,competitiveness and profitability.

Royal Philips’ total IP portfolio currently consists of62,000 patent rights, 37,600 trademarks, 47,800design rights and 3,000 domain names. Philips filed1,200 new patents in 2017, with a strong focus on thegrowth areas in health and well-being.

IP&S participates in the setting of standards to createnew business opportunities for the Philips operatingbusinesses. A substantial portion of revenue and costsis allocated to the operating businesses. Philipsbelieves its business as a whole is not materiallydependent on any particular patent or license, or anyparticular group of patents and licenses.

Central costsThe central cost organization supports the creation ofvalue, connecting Philips with key stakeholders,especially our employees, customers, governments

and society. It includes the Executive Committee, BrandManagement, Sustainability, New Venture Integration,the Group functions related to strategy, humanresources, legal and finance, as well as country andregional management. It also includes functionalservices to businesses in areas such as IT, Real Estateand Accounting, thereby helping to drive global costefficiencies.

4.4.2 2017 business highlightsHighlighting Philips’ leadership in digital pathology, thePathology Institute in Hall (Austria) and the PathologyInstitute at Tirol Kliniken Innsbruck (Austria) fullydigitized their diagnostic process with Philips’comprehensive IntelliSite Pathology Solution.

In the 2017 Interbrand annual ranking of the world’smost valuable brands, Philips ranked #41 with anincreased estimated brand value of USD 11.5 billion.

Philips’ IntelliSite Pathology Solution is currently theonly digital pathology solution in the US to receive FDAclearance for primary diagnostic use. This achievementreinforces Philips’ leadership in digital pathology, asolution that is central to the diagnosis of complexdiseases such as cancer.

Philips was named Industry Leader in the DiversifiedIndustrials category in the 2017 Dow JonesSustainability Index for the third year in a row, achievingbest-in-class scores in several categories, includingcorporate governance, climate strategy andoperational eco-efficiency.

Philips signed an agreement for a new EUR 1 billionRevolving Credit Facility with an interest rate that isdependent on the company’s year-on-yearimprovement in its sustainability performance.

Philips was one of the signatories to the Dutch GoldSector International Responsible Business Conduct(IRBC) Agreement, which aims to ensure greater respectfor human rights, the environment and biodiversitythroughout the chain, from mining to recycling.




HealthTech OtherKey data in millions of EUR2015 - 2017

2015 2016 2017

Sales 503 478 415

Income from operations 49 (129) (149)

Adjusted EBITA1) 8 (66) (109)

IP Royalties 284 286 225

Innovation (186) (207) (212)

Central costs (83) (137) (105)

Other (7) (8) (17)


In 2017, sales amounted to EUR 415 million comparedto EUR 478 million in 2016, mainly due to lower royaltyincome.

In 2017, Income from operations totaled to EUR (149)million compared to EUR (129) million in 2016. The year2017 included restructuring and acquisition-relatedcharges of EUR 64 million and a EUR 59 million net gainfrom the sale of real estate assets. The year 2016included restructuring and acquisition-related chargesof EUR 28 million and a EUR 26 million impairment ofreal estate assets. The year-on-year decrease wasmainly due to lower royalty income, higherrestructuring and acquisition-related charges andhigher provision-related charges, partly offset by lowerCentral costs.

Adjusted EBITA1) decreased by EUR 43 millioncompared to 2016, mainly due to lower royalty incomeand higher provision-related charges in Other, partlyoffset by lower Central costs.

4.5 Legacy ItemsLegacy Items consists mainly of separation costs,legacy legal items, legacy pension costs, environmentalprovisions and stranded costs.

4.5.1 Financial performance

Legacy ItemsKey data in millions of EUR unless otherwise stated2015 - 2017

2015 2016 2017

Separation costs (183) (152) (31)

Other (439) (29) (73)

Income from operations (622) (181) (103)

Income from operations in 2017 mainly included EUR 31million of charges related to the separation of theLighting business, EUR 26 million of provisions relatedto the CRT litigation in the US, EUR 15 million of costsrelated to environmental provisions, and EUR 14 millionof stranded costs related to the combined Lumileds andAutomotive businesses.


Reconciliation of non-IFRS information 5


5 Reconciliation of non-IFRSinformation

In this Annual Report Philips presents certain financialmeasures when discussing Philips’ performance thatare not measures of financial performance or liquidityunder IFRS (‘non-IFRS’). These non-IFRS measures(also known as non-GAAP or alternative performancemeasures) are presented because managementconsiders them important supplemental measures ofPhilips’ performance and believes that they are widelyused in the industry in which Philips operates as ameans of evaluating a company’s operatingperformance and liquidity. Philips believes that anunderstanding of its sales performance, profitability,financial strength and funding requirements isenhanced by reporting the following non-IFRSmeasures:

• Comparable sales growth;• Adjusted EBITA;• Adjusted EBITDA;• Free cash flow;• Net debt : group equity ratio; and• Comparable order intake.

Non-IFRS measures do not have standardizedmeanings under IFRS and not all companies calculatenon-IFRS measures in the same manner or on aconsistent basis. As a result, these measures (and ratiosbased on these measures) may not be comparable tomeasures used by other companies that have the sameor similar names. Accordingly, undue reliance shouldnot be placed on the non-IFRS measures contained inthis Annual Report and they should not be consideredas substitutes for sales, net income, net cash providedby operating activities or other financial measurescomputed in accordance with IFRS.

This chapter contains the definitions of the non-IFRSmeasures used in this Annual Report as well asreconciliations from the most directly comparable IFRSmeasures. The non-IFRS measures discussed in thisAnnual Report are cross referenced to this chapter.These non-IFRS measures should not be viewed inisolation or as alternatives to equivalent IFRS measuresand should be used in conjunction with the mostdirectly comparable IFRS measures.

The non-IFRS financial measures presented are notmeasures of financial performance or liquidity underIFRS, but measures used by management to monitor

the underlying performance of Philips’ business andoperations and, accordingly, they have not beenaudited or reviewed by Philips’ external auditors.Furthermore, they may not be indicative of Philips’future results and should not be construed as anindication that Philips’ future results will be unaffectedby exceptional or non-recurring items.

Comparable sales growthComparable sales growth represents the period-on-period growth in sales excluding the effects of currencymovements and changes in consolidation. As indicatedin note 1, Significant accounting policies, to the PhilipsGroup financial statements, foreign currency sales andcosts are translated into Philips’ presentation currency,the euro, at the exchange rates prevailing at therespective transaction dates. As a result of significantforeign currency sales and currency movements duringthe periods presented, the effects of translating foreigncurrency sales amounts into euros could have amaterial impact on the comparability of sales betweenperiods. Therefore, these impacts are excluded whenpresenting comparable sales in euros by translating theforeign currency sales of the previous period and thecurrent period into euros at the same average exchangerates. In addition, the years under review were affectedby a number of acquisitions and divestments, as a resultof which various activities were consolidated ordeconsolidated. The effect of consolidation changeshas also been excluded in arriving at the comparablesales. For the purpose of calculating comparable sales,when a previously consolidated entity is sold or controlis lost, relevant sales for that entity of the correspondingprior year period are excluded. Similarly, when an entityis acquired and consolidated, relevant sales for thatentity of the current year period are excluded.

Comparable sales growth is presented for the PhilipsGroup, operating segments and geographic clusters.Philips’ believes that the presentation of comparablesales growth is meaningful for investors to evaluate theperformance of Philips’ business activities over time.Comparable sales growth may be subject to limitationsas an analytical tool for investors, because comparablesales growth figures are not adjusted for other effects,such as increases or decreases in prices or quantity/volume. In addition, interaction effects betweencurrency movements and changes in consolidation(second order effects) are not taken into account.



Philips GroupSales growth composition per segment in %2015 - 2017

nominal growth currency effects consolidation

changes comparable

growth

2017 versus 2016

Personal Health 3.0 1.9 0.7 5.6

Diagnosis & Treatment 3.1 2.0 (1.6) 3.5

Connected Care & Health Informatics 0.2 1.9 1.1 3.2

HealthTech Other (13.2) 0.2 0.1 (12.9)

Philips Group 2.1 1.9 (0.1) 3.9

2016 versus 2015

Personal Health 5.2 2.0 0.0 7.2

Diagnosis & Treatment 3.1 0.9 (0.4) 3.6

Connected Care & Health Informatics 4.5 0.1 (0.1) 4.5

HealthTech Other (5.0) 0.0 0.0 (5.0)

Philips Group 3.7 1.1 0.1 4.9

2015 versus 2014

Personal Health 13.5 (8.6) 0.0 4.9

Diagnosis & Treatment 22.7 (10.9) (5.7) 6.1

Connected Care & Health Informatics 12.6 (12.2) 0.0 0.4

HealthTech Other 3.3 (0.3) (1.9) 1.1

Philips Group 15.8 (9.9) (1.5) 4.4

Philips GroupSales growth composition per geographic cluster in %2015 - 2017

nominal growth currency effects consolidation

changes comparable

growth

2017 versus 2016

Western Europe 1.2 1.1 0.5 2.8

North America 2.1 2.0 (1.4) 2.7

Other mature geographies (4.7) 2.6 (0.1) (2.2)

Mature geographies 0.8 1.7 (0.6) 1.9

Growth geographies 4.8 2.3 0.9 8.0

Philips Group 2.1 1.9 (0.1) 3.9

2016 versus 2015

Western Europe 2.2 1.9 0.2 4.3

North America 3.6 (0.4) (0.2) 3.0

Other mature geographies 8.9 (6.2) (0.4) 2.3

Mature geographies 3.9 (0.5) (0.1) 3.3

Growth geographies 3.2 4.6 0.6 8.4

Philips Group 3.7 1.1 0.1 4.9

2015 versus 2014

Western Europe 6.3 (2.2) (1.2) 2.9

North America 23.8 (18.8) (2.6) 2.4

Other mature geographies 12.6 (5.4) (4.2) 3.0

Mature geographies 16.0 (11.0) (2.3) 2.7

Growth geographies 15.3 (7.3) 0.1 8.1

Philips Group 15.8 (1.5) (9.9) 4.4



Adjusted EBITAThe term Adjusted EBITA is used to evaluate theperformance of Philips and its segments. EBITArepresents Income from operations excludingamortization and impairment of acquired intangibleassets and impairment of goodwill. Adjusted EBITArepresents EBITA excluding gains or losses fromrestructuring costs, acquisition-related charges andother items.

Restructuring costs are defined as the estimated costsof initiated reorganizations, the most significant ofwhich have been approved by the ExecutiveCommittee, and which generally involve therealignment of certain parts of the industrial andcommercial organization.

Acquisition-related charges are defined as costs thatare directly triggered by the acquisition of a company,such as transaction costs, purchase accounting relatedcosts and integration-related expenses.

Other items are defined as any individual item with anincome statement impact (loss or gain) that is deemedby management to be both significant and incidental tonormal business activity. Other items may extend overseveral quarters and are not limited to the samefinancial year.

Philips considers use of Adjusted EBITA appropriate asPhilips uses it as a measure of segment performanceand as one of its strategic drivers to increaseprofitability through re-allocation of its resourcestowards opportunities offering more consistent andhigher returns. This is done with the aim of making theunderlying performance of the businesses moretransparent.

Philips believes Adjusted EBITA is useful to evaluatefinancial performance on a comparable basis over timeby factoring out restructuring costs, acquisition-relatedcharges and other incidental items which are notdirectly related to the operational performance ofPhilips Group or its segments.

Adjusted EBITA may be subject to limitations as ananalytical tool for investors, as it excludes restructuringcosts, acquisition-related charges and other incidentalitems and therefore does not reflect the expenseassociated with such items, which may be significantand have a significant effect on Philips’ net income.

Adjusted EBITA margin refers to Adjusted EBITAdivided by sales expressed as a percentage.

Adjusted EBITA is not a recognized measure of financialperformance under IFRS. Below is a reconciliation ofAdjusted EBITA to the most directly comparable IFRSmeasure, Net income, for the years indicated. Netincome is not allocated to segments as certain incomeand expense line items are monitored on a centralizedbasis, resulting in them being shown on a Philips Grouplevel only.



Philips GroupReconciliation of Net income to Adjusted EBITA in millions of EUR unless otherwise stated2015 - 2017

Philips Group Personal

Health Diagnosis &

Treatment

ConnectedCare & Health

Informatics HealthTech

Other Legacy Items

2017

Net Income 1,870

Discontinued operations, net of incometaxes (843)

Income tax expense 349

Investments in associates, net of incometaxes 4

Financial expense 263

Financial income (126)

Income from operations 1,517 1,075 488 206 (149) (103)

Amortization of acquired intangible assets 260 135 55 44 26

Impairment of goodwill 9 9

EBITA 1,787 1,211 543 250 (114) (103)

Restructuring and acquisition-relatedcharges 316 11 151 91 64

Other items 50 22 31 (59) 55

Adjusted EBITA 2,153 1,221 716 372 (109) (48)

Sales 17,780 7,310 6,891 3,163 415 1

Adjusted EBITA as a % of sales 12.1% 16.7% 10.4% 11.8%

2016

Net Income 1,491



Investments in associates, net of incometaxes (11)

Financial expenses 507


Income from operations 1,464 953 546 275 (129) (181)



EBITA 1,707 1,092 594 322 (120) (181)

Restructuring and acquisition-relatedcharges 94 16 37 14 28 (1)

Other items 120 (12) 26 106

Adjusted EBITA 1,921 1,108 631 324 (66) (76)

Sales 17,422 7,099 6,686 3,158 478 1


2015

Net Income 638






Income from operations 658 736 322 173 49 (622)


EBITA 931 885 377 227 64 (622)

Restructuring and acquisition-relatedcharges 186 37 131 38 (19) (1)

Other items 571 44 7 29 (37) 528

Adjusted EBITA 1,688 966 515 294 8 (95)

Sales 16,806 6,751 6,484 3,022 503 46




Adjusted EBITDAAdjusted EBITDA is defined as Income from operationsexcluding amortization and impairment of intangibleassets, impairment of goodwill, depreciation andimpairment of property, plant and equipment,restructuring costs, acquisition-related charges andother items.

Philips understands that Adjusted EBITDA is broadlyused by analysts, rating agencies and investors in theirevaluation of different companies because it excludescertain items that can vary widely across differentindustries or among companies within the sameindustry. Philips considers Adjusted EBITDA usefulwhen comparing its performance to other companies inthe HealthTech industry. However, Adjusted EBITDAmay be subject to limitations as an analytical toolbecause of the range of items excluded and theirsignificance in a given reporting period. Furthermore,comparisons with other companies may becomplicated due to the absence of a standardizedmeaning and calculation framework. Our managementcompensates for the limitations of using AdjustedEBITDA by using this measure to supplement IFRSresults to provide a more complete understanding ofthe factors and trends affecting the business rather thanIFRS results alone. In addition to the limitations notedabove, Adjusted EBITDA excludes items that may berecurring in nature and should not be disregarded in theevaluation of performance. However, we believe it isuseful to exclude such items to provide a supplementalanalysis of current results and trends compared toother periods because certain excluded items can varysignificantly depending on specific underlyingtransactions or events, and the variability of such itemsmay not relate specifically to ongoing operating resultsor trends and certain excluded items, while potentiallyrecurring in future periods, may not be indicative offuture results. A reconciliation from net income toAdjusted EBITDA is provided below.



Philips GroupReconciliation of Net income to Adjusted EBITDA in millions of EUR2015 - 2017

PhilipsGroup

PersonalHealth

Diagnosis &Treatment

ConnectedCare &Health


Other Legacy

Items

2017

Net income 1,870

Discontinued operations, net of income taxes (843)


Investment in associates, net of income taxes 4




Depreciation, amortization and impairment of assets 1,025 371 267 208 177 2


Restructuring costs 211 8 63 81 59

Acquisition-related charges 106 3 88 10 5

Other items 50 22 31 (59) 55

Adding back impairment of fixed assets included inrestructuring and acquisition-related changes andother items (86) (1) (44) (34) (7) -

Adjusted EBITDA 2,832 1,456 884 502 36 (46)

2016

Net income 1,491



Investment in associates, net of income taxes (11)




Depreciation, amortization and impairment of assets 976 385 229 184 177 2


Restructuring costs 58 16 6 9 27 (1)

Acquisition-related charges 37 31 4 1

Other items 120 (12) 26 106

Adding back impairment of fixed assets included inrestructuring and acquisition-related changes andother items (42) - (4) (4) (34)

Adjusted EBITDA 2,613 1,353 808 458 68 (74)

2015

Net income 638



Investment in associates, net of income taxes (30)




Depreciation, amortization and impairment of assets 972 375 249 198 156 (7)

Restructuring costs 81 38 25 37 (20) (1)

Acquisition-related charges 107 (1) 107 1

Other items 571 44 7 29 (37) 528

Adding back impairment of fixed assets included inrestructuring and acquisition-related changes andother items (80) (4) (62) (14)

Adjusted EBITDA 2,307 1,188 648 424 149 (102)



Free cash flowFree cash flow is defined as net cash provided byoperating activities minus net capital expenditures. Netcapital expenditures are comprised of the purchase ofintangible assets, expenditures on development assets,capital expenditures on property, plant and equipmentand proceeds from sales of property, plant andequipment.

Philips discloses free cash flow as a supplemental non-IFRS financial measure, as Philips believes it is ameaningful measure to evaluate the performance of itsbusiness activities over time. Philips understands thatfree cash flow is broadly used by analysts, ratingagencies and investors in assessing its performance.Philips also believes that the presentation of free cashflow provides useful information to investors regardingthe cash generated by the Philips operations afterdeducting cash outflows for purchases of intangibleassets, capitalization of productdevelopment, expenditures on development assets,

capital expenditures on property, plant and equipmentand proceeds from disposal of property, plant andequipment. Therefore, the measure gives an indicationof the long-term cash generating ability of the business.In addition, because free cash flow is not impacted bypurchases or sales of businesses and investments, it isgenerally less volatile than the total of net cashprovided by operating activities and net cash providedused for investing activities.

Free cash flow may be subject to limitations as ananalytical tool for investors, as free cash flow is not ameasure of cash generated by operations availableexclusively for discretionary expenditures and Philipsrequires funds in addition to those required for capitalexpenditures for a wide variety of non-discretionaryexpenditures, such as payments on outstanding debt,dividend payments or other investing and financingactivities. In addition, free cash flow does not reflectcash payments that may be required in future for costsalready incurred, such as restructuring costs.

Philips GroupComposition of free cash flow in millions of EUR2015 - 2017

2015 2016 2017

Net cash provided by operating activities 598 1,170 1,870


Purchase of intangible assets (105) (95) (106)

Expenditures on development assets (291) (301) (333)

Capital expenditures on property, plant and equipment (432) (360) (420)

Proceeds from sales of property, plant and equipment 76 15 175

Free cash flow (154) 429 1,185

Net debt : group equity ratioNet debt : group equity ratio is presented to express thefinancial strength of Philips. Net debt is defined as thesum of long- and short-term debt minus cash and cashequivalents. Group equity is defined as the sum ofshareholders’ equity and non-controlling interests. Thismeasure is used by Philips Treasury management andinvestment analysts to evaluate financial strength and

funding requirements. This measure may be subject tolimitations because cash and cash equivalents are usedfor various purposes, not only debt repayment. The netdebt calculation deducts all cash and cash equivalentswhereas these items are not necessarily availableexclusively for debt repayment at any given time.

Philips GroupComposition of net debt and group equity in millions of EUR unless otherwise stated2015-2017

2015 2016 2017

Long-term debt 4,095 4,021 4,044

Short-term debt 1,665 1,585 672

Total debt 5,760 5,606 4,715


Net debt 3,994 3,272 2,776

Shareholders’ equity 11,607 12,546 11,999

Non-controlling interest 118 907 24

Group equity 11,725 13,453 12,023

Net debt : group equity ratio 25:75 20:80 19:81



Comparable order intakeComparable order intake is reported for equipment andsoftware and is defined as the total contractuallycommitted amount to be delivered within a specifiedtimeframe excluding the effects of currencymovements and changes in consolidation. Comparableorder intake does not derive from the financialstatements and thus a quantitative reconciliation is notprovided.

Philips uses comparable order intake as an indicator ofbusiness activity and performance. Comparable orderintake is not an alternative to revenue and may besubject to limitations as an analytical tool due todifferences in amount and timing between bookingorders and revenue recognition. Due to divergence inpractice, other companies may calculate this or a similarmeasure (such as order backlog) differently andtherefore comparisons between companies may becomplicated.

Risk management 6


6 Risk management

6.1 Our approach to risk managementThe Executive Committee, supported by the RiskManagement Support Team, oversees and managesrisks associated with Philips’ strategy and activities. TheRisk Management Support Team consists of a numberof functional experts covering the various categories ofenterprise risk and supports by increasing theunderstanding of the enterprise risk profile andcontinuously working to improve the enterprise riskmanagement framework. The Executive Committee isultimately responsible for identifying the critical risksand for the implementation of appropriate riskresponses. The Supervisory Board is periodicallyupdated about enterprise risks and the riskmanagement process in Philips.

Philips believes risk management is a value creatingactivity and as such it is an integral element of thePhilips Business System (PBS). Risk management andcontrol supports us in taking sound risk-rewardstrategic decisions to maximize value creation, itsupports sustainable results on our Path to Value, itprotects our key strengths (Capabilities, Assets, andPositions) and it supports process excellence.

Philips’ risk management focuses on the following riskcategories: Strategic, Operational, Compliance andFinancial risks. The main risks within these categoriesare further described in section 6.2, Risk categories andfactors, of this Annual Report. The overview highlightsthe material risks known to Philips, which could hinderit in achieving its strategic and financial businessobjectives. The risk overview may, however, not includeall the risks that may ultimately affect Philips. Somerisks not yet known to Philips, or currently believed notto be material, could ultimately have a major impact onPhilips’ businesses, objectives, revenues, income,assets, liquidity or capital resources.

All forward-looking statements made on or after thedate of this Annual Report and attributable to Philipsare expressly qualified in their entirety by the factorsdescribed in the cautionary statement included inchapter 17, Forward-looking statements and otherinformation, of this Annual Report and the overview ofrisk factors described in section 6.2, Risk categories andfactors, of this Annual Report.

Risk Management FrameworkRisk management and control forms an integral part ofthe Philips business planning and performance reviewcycle. The company’s risk and control policy is designedto provide reasonable assurance that objectives aremet by integrating risk assessment in the strategicplanning process, integrating management control intothe daily operations, ensuring compliance with legalrequirements and safeguarding the integrity of the

company’s financial reporting and its relateddisclosures. It makes management responsible foridentifying the critical business risks and for theimplementation of appropriate risk responses. Philips’risk management approach is embedded in the areasof Corporate Governance, elements of the PhilipsBusiness System (Strategic Investment DecisionMaking, Asset Protection, Operational Excellence,Planning & Performance Cycle), Philips BusinessControl Framework and Philips General BusinessPrinciples. Structured risk assessments take placeaccording to the Philips process standard for managingrisk.

Risk appetitePhilips’ risk management policy addresses risks relatedto different categories: Strategic, Operational,Compliance and Financial risks. The ExecutiveCommittee and management consider risk appetitewhen taking decisions and seek to manage risksconsistently within the risk appetite. Risk boundariesare set in the various parts of our governanceframework including (but not limited to) our Strategy,General Business Principles (GBP), Policies, PhilipsBusiness System (PBS), Budgets and Authorityschedules. Risk appetite is different for the various riskcategories:

• Strategic risks and opportunities may affect Philips’strategic ambitions. Strategic risks include economicand political developments and the need toanticipate and respond timely to marketcircumstances. Philips is prepared to takeconsiderable strategic risks in a responsible waygiven the necessity to invest in research &development and manage the portfolio ofbusinesses, including acquisitions and divestments,in a highly uncertain global political and economicenvironment. Philips carefully evaluates if risk takingis justified in light of Strategic Fit, Portfolio Balance,and overall Value creation ambitions. Philips seeks toavoid risks which dilute or contradict our Brandpromise.

• Operational risks include adverse developmentsresulting from internal processes, people andsystems, or from external events that are linked to theactual running of each business (examples aresolution and product creation and supply chainmanagement). Our focus on Quality, Excellence andProductivity enhancement guide the day-to-dayrunning and the continuous improvement of ourbusiness. Philips takes a calculated approach aimedto optimize the upside and minimize the downside ofrisks due to the need for high quality of its productsand services, reliable and secure IT systems andsustainability commitments.

Risk management 6.1


• Compliance risks cover unanticipated failures toimplement, or comply with, appropriate laws,regulations, policies and procedures. Philips attachesprime importance to product quality and safety,including full compliance with regulations andquality standards applicable to our products andservices. Being a responsible company everyone inPhilips is expected to always act with integrity.Philips rigorously enforces compliance of GeneralBusiness Principles throughout the Company.Philips has a zero tolerance policy towards non-compliance in relation to breaches of its GeneralBusiness Principles.

• Financial risks include risks related to Treasury,Accounting and Reporting, Pensions and Tax. Philipsis prudent with regard to financial risks as thefinancial sustainability of the company and investorcommitment depends on it. Philips is averse to riskswhich jeopardize a sustained “Investment grade”credit rating and risks which impede the reliability ofour financial reporting. Risk appetite is describedfurther in various chapters of this annual report,including note 29, Details of treasury / other financialrisks.

Philips does not classify these risk categories in orderof importance.

Corporate GovernanceCorporate governance is the system by which acompany is directed and controlled. Philips believesthat good corporate governance is a critical factor inachieving business success. Good corporategovernance derives from, among other things, effectiveinternal controls and high ethical standards. The qualityof Philips’ system of risk management, business controland other findings of internal and external audits arereported to and discussed by the Audit Committee ofthe Supervisory Board. Internal auditors monitor thequality of risk management and business controlsthrough the execution of the risk based audit plan asapproved by the Audit Committee of the SupervisoryBoard.

Audit & Risk committees at Group level, BusinessGroups, Markets and key Functional areas meetquarterly, chaired by first line leadership, to addressweaknesses in risk management and business controlsstructure as reported by internal and external auditorsor revealed by self-assessment of management and totake corrective action where necessary. In addition tothe Audit Committee, the Quality and Regulatory (Q&R)Committee of the Supervisory Board assists theSupervisory Board in fulfilling its oversightresponsibilities particularly in respect of the quality ofthe Company’s products, systems, services andsoftware and the development, testing, manufacturing,marketing and servicing thereof, and regulatoryrequirements relating thereto. As such, the Q&RCommittee supports the Company’s risk managementin the relevant risk areas. An in-depth description of

Philips’ corporate governance structure can be found inchapter 10, Corporate governance, of this AnnualReport.

Risk ManagementTaking risks is an inherent part of entrepreneurialbehavior and well-structured risk management allowsmanagement to take risks in a controlled manner. Inorder to provide a comprehensive view of Philips’ risks,structured risk assessments take place according to thePhilips process standard for risk management,combining elements of a top-down and bottom-upapproach. The process is supported by workshops withmanagement at Business, Market and Group Functionlevels. During 2017, several risk managementworkshops were held.

Establish riskmanagementenvironment

Identify risk

Analyze riskRespond to risk

Monitor risk

Reporting andcommunication

Supervisory Board

Executive Committee

Businessgroups

Markets Functions

Key elements of the Philips risk management policyare:

• Annual risk assessment for the Group, BusinessGroups, Markets and key Functions as part of theannual update of the strategic plan. Risks areassessed and prioritized on their impact onobjectives, likelihood of occurrence andeffectiveness of controls. Management isaccountable for the timely development of effectiverisk responses.

Risk management 6.1


• Developments in the risk profile and management’sinitiatives to improve risk responses are explicitlydiscussed and monitored during the quarterly Audit& Risk Committees and in the Quarterly PerformanceReviews (QPR).

• As an integral part of the strategy review, theExecutive Committee annually assesses theenterprise risk profile, including appropriate riskscenarios and sensitivity analysis, and reviews thepotential impact of the enterprise risk profile versusthe Group’s risk appetite. This risk assessment isbased on the latest annual risk assessments of theGroup, Business Groups, Markets and key Functionsand changes to these, if any, as reported during theperiodic review meetings, findings from PhilipsInternal Audit, Legal and Insurance, the Materialityanalysis as described in chapter 13, Sustainabilitystatements, of this Annual Report, views from keystakeholders, external analysis, and risks reported inthe annual certification statement on RiskManagement and Business Controls.

• Developments in the Enterprise Risk profile andmanagement’s initiatives to improve risk responsesare discussed and monitored during the quarterlyGroup Audit & Risk Committee.

• The Executive Committee reviews at least annuallythe Philips risk management approach and improvesthe process as required.

• The Philips risk profile and the risk managementapproach are discussed at least annually with theAudit Committee and with the full Supervisory Board.

Examples of measures taken during 2017 to furtherstrengthen risk management, which have beendiscussed with the Audit Committee and the fullSupervisory Board:

• Execution of the Enterprise Risk Management (ERM)improvement roadmap;

• The continued development of the InformationSecurity Program in light of the increasing exposureto cybercrime and information security requirementsresulting from digitalization and a focus on theHealthcare industry;

• The further development of risk management relatedto long-term service-based business models;

• Introduction of improved comprehensive insuranceprogram;

• Accelerated acquisition integration supported byplaybooks;

• Revised plan for GBP deployment for the next 3years;

• Strengthened Q&R framework and oversight,standardization of Philips Quality ManagementSystem across the Company, and Qualityimprovement campaign;

• Closing of sale of 80.1% interest in Lumileds and saleof substantial part of Lighting resulting indeconsolidation of Philips Lighting during 2017;

• Further de-risking of pension liabilities liabilities withdeficit funding in the US defined-benefit plan andsettlement of the Brazilian pension plans;

• Continuous improvement of risk dialogues andcontinuation of risk workshops to cover BusinessGroups, Markets and Functions.

Philips Business Control FrameworkThe Philips Business Control Framework (BCF) sets thestandard for risk management and business control inPhilips. The objectives of the BCF are to maintainintegrated management control of the company’soperations, in order to ensure the integrity of thefinancial reporting, as well as compliance with laws andregulations. Philips has designed its BCF based on the“Internal Control-Integrated Framework (2013)”established by the Committee of SponsoringOrganizations of the Treadway Commission (COSO).Philips continuously evaluates and improves its BCF toalign with business dynamics and good practice.

As part of the BCF, Philips has implemented a globalstandard for internal control over financial reporting(ICS). ICS, together with Philips’ established accountingprocedures, is designed to provide reasonableassurance that assets are safeguarded, that the booksand records properly reflect transactions necessary topermit preparation of financial statements, that policiesand procedures are carried out by qualified personneland that published financial statements are properlyprepared and do not contain any materialmisstatements. ICS has been deployed in all materialreporting units, where business process ownersperform an extensive number of controls, documentthe results each quarter, and take corrective actionwhere necessary. ICS supports business and functionalmanagement in a quarterly cycle of assessment andmonitoring of its control environment. The findings ofmanagement’s evaluation are reported to theExecutive Committee and the Audit Committee of theSupervisory Board quarterly.

As part of the Annual Report process, management’saccountability for business controls is enforced throughthe formal certification statement sign off by BusinessGroup, Market and Functional management to theExecutive Committee. Any deficiencies noted in thedesign and operating effectiveness of controls overfinancial reporting which were not completelyremediated are evaluated at year-end by the Board ofManagement. The Board of Management’s report,including its conclusions regarding the effectiveness ofinternal control over financial reporting, can be foundin section 11.1, Management’s report on internalcontrol, of this Annual Report.

Philips General Business PrinciplesThe Philips General Business Principles (GBP)incorporate and represent the fundamental principlesby which all Philips businesses and employees aroundthe globe must abide. They set the minimum standardfor business conduct, both for individual employeesand for the company and our subsidiaries. Our GBP alsoserve as a reference for the business conduct we expectfrom our business partners and suppliers. Translations

Risk management 6.1


of the GBP text are available in 32 languages, allowingalmost every employee to read the GBP in their nativelanguage. Detailed underlying policies, manuals,training, and tools are in place to give employeespractical guidance on how to apply and uphold the GBPin their daily work environments.

The GBP form an integral part of labor contracts invirtually every country in which Philips operates. It is theresponsibility of each employee to live up to our GBP,and employees are requested to affirm theircommitment to the principles after completing theirGBP e-training. In addition, there are separate Codes ofEthics that apply to employees working in specific areasof our business, i.e. the Procurement Code of Ethics andthe Financial Code of Ethics. Details can be found at:www.philips.com/gbp. Executives are requested tosign off on the GBP each year to renew their awarenessof and reaffirm their compliance with these principles.

Within Philips, the GBP Review Committee is ultimatelyresponsible for the effective deployment of the GBPand for generally promoting a culture of complianceand ethics within the company. The GBP ReviewCommittee is chaired by the Chief Legal Officer, and itsmembers include the Chief HR Officer, the Chief ofInternational Markets and the Chief Financial Officer.They are supported in the implementation of theirinitiatives by a Committee Secretariat as well as anetwork of GBP Compliance Officers, who areappointed in all markets, countries and at all major siteswhere Philips has operations. Furthermore, building onthe best practices we have developed in some of ourmarkets, in 2018 all markets will install a formalcompliance committee, consisting of (at least) themarket leader, the market head of legal and the marketCFO, which will deal with GBP related matters on amore granular level.

As part of our unyielding effort to raise GBP awarenessand foster dialog throughout the organization, eachyear a global GBP communications and training plan isdeployed. In 2017, a number of initiatives wereundertaken through various channels such as newQuick Reference Cards for at-a-glance guidance onhow to handle a number of common GBP issues, as wellas recurring programs such as e-learnings for selectedhigh-risk audiences. For our GBP e-learning, weachieved a training completion rate of 96%. Many ofthese initiatives contributed to building momentumtoward our now annual GBP Dialogue Initiative. In 2017,in order to accommodate the increased demand fromthe markets and business, we held our DialogueInitiative over the course of two months beginning inMay and ending in June, allowing ample time andscope for teams and leaders alike to arrange andprepare for their dialog session. During the 2017Dialogue Initiative, more teams at Philips than everbefore held open and frank discussions on what Actingwith Integrity means to them, and posted pictures oftheir sessions on the Philips social platform using thehashtag #integritymatters.

The effect of our communication and awarenesscampaigns is apparent from the results of our biennialBusiness Integrity Survey. Via this survey, in which tensof thousands of Philips employees participated, wemeasure employee’s perception of integrity throughoutthe company. For the second time running our scoresimproved for all the soft-controls we measure.

As one of our important controls for monitoring andoversight of the level of GBP compliance within Philips,we deploy quarterly the mandatory GBP self-assessment as part of our Internal Control framework.The GBP Review Committee Secretariat receives anoverview of the results of this self-assessment and cantake action when deemed necessary. We believe thishas created a more robust network to ensurecompliance throughout the organization and it hasequipped us with the requisite skills and support tomonitor and enhance compliance in the increasinglyregulated environments in which Philips operates.Furthermore, 2017 saw the creation of a dedicatedcompliance monitoring team, which will leverage dataanalytics to quickly identify and address potentialcompliance issues.

The GBP are supported by established mechanismsthat ensure standardized reporting and escalation ofconcerns where necessary. These mechanisms arebased on the GBP Reporting Policy, which urgesemployees to report any concerns they may haveregarding business conduct in relation to the GBP. Theycan do this either through a GBP Compliance Officer orthrough the Philips Ethics Line, which enablesemployees and also third parties to report a concerneither by telephone or online in a variety of differentlanguages 24/7 all year round. Concerns raised areregistered consistently in a single database hostedoutside of Philips servers to ensure confidentiality andsecurity of identity and information. Encouragingpeople to submit a complaint when they haveexhausted all other means of recourse had been - andwill continue to be - a cornerstone of our GBPcommunications and awareness campaign year onyear.

Financial Code of EthicsThe Company has a Financial Code of Ethics whichapplies to the CEO (the principal executive officer) andCFO (the principal financial and principal accountingofficer), and to the senior management in the PhilipsFinance Leadership Team who head the Financedepartments of the Company. The Company haspublished its Financial Code of Ethics within theinvestor section of its website located atwww.philips.com. No changes were considerednecessary and no changes have been made to theFinancial Code of Ethics since its adoption and nowaivers have been granted therefrom to the officersmentioned above in 2017.

For more information, please refer to sub-section 3.2.8,General Business Principles, of this Annual Report.

http://www.philips.com/gbp

http://www.philips.com/

Risk management 6.2


6.2 Risk categories and factorsIn order to provide a comprehensive view of Philips’enterprise risks, structured risk assessments take placein accordance with the Philips process standard tomanage risk as described in section 6.1, Our approachto risk management, of this Annual Report. As a resultof this process, amongst others, the following actionswere performed during 2017:

• In order to reduce its exposure to market risk, Philipscontinued in 2017 to sell portions of its ownership ofLighting; by the end of 2017 Philips was no longerable to exercise control over Lighting and as a resultLighting has been deconsolidated. Until thecompletion of the sale of its entire ownership inPhilips Lighting, Philips remains exposed to risks withregard to the value of Philips Lighting.

• In 2017 the sale of 80.1% of Lumileds was completed;Philips remains exposed to risks with regard to thevalue of the remaining 19.9% stake in Lumileds.

• The challenging global political and economicdevelopments had an impact on our results. We havecontinued to monitor the impact of economic andpolitical developments on our results.

• Philips has strengthened its (cyber) securitygovernance to increase the ability to detect, respondto and close (cyber) security incidents.

• Philips has continued its significant investments in itsQuality Management System across the company.Changes in the company-wide quality leadershiphave been made and new standards and initiativeshave been launched.

Philips describes the risk factors within each riskcategory in order of Philips’ current view of expectedsignificance, to give stakeholders an insight into whichrisks and opportunities it considers more prominentthan others at present. The risk overview highlights themain risks and opportunities known to Philips, whichcould hinder it in achieving its strategic and financialbusiness objectives. The risk overview may, however,not include all the risks that may ultimately affectPhilips. Describing risk factors in their order of expectedsignificance within each risk category does not meanthat a lower listed risk factor may not have a materialand adverse impact on Philips’ business, strategic

objectives, revenues, income, assets, liquidity, capitalresources or achievement of Philips’ goals.Furthermore, a risk factor described after other riskfactors may ultimately prove to have more significantadverse consequences than those other risk factors.Over time Philips may change its view as to the relativesignificance of each risk factor.

6.3 Strategic risksPhilips may be unable to adapt swiftly to changes inindustry or market circumstances, which could have amaterial adverse impact on its financial condition andresults.

Fundamental shifts in the Healthcare industry, like thetransition towards digital, may drastically change thebusiness environment. If Philips is unable to recognizethese changes in good time, is late in adjusting itsbusiness models, or if circumstances arise such aspricing actions by competitors, then this could have amaterial adverse effect on Philips’ growth ambitions,financial condition and operating result.

As Philips’ business is global, its operations are exposedto economic and political developments in countriesacross the world that could adversely impact itsfinancial condition and results.

Philips ’ business environment is influenced by politicaland economic conditions in individual and globalmarkets. Financial markets generally showed a stable,favorable performance during 2017 with marketvolatility at an all-time low; towards the end of 2017concerns emerged about potential bubbles in somefinancial markets. Economic growth in China seems tohave stabilized. The European Union started to showclear economic growth in 2017 and so far seemsunaffected by the lack of progress in the Brexit process.Political uncertainty remains a driver of potential risksin Europe. The weakened government in Great Britaincontinues to struggle with the Brexit negotiations. TheUS economy continued to perform well during 2017, butthe initial optimism following the start of the new USadministration in 2017 has slacked off. The long awaitedUS Tax Cuts and Jobs Act was only presented at the end

Risks

Strategic

• Changes in industry/market• Macroeconomic changes• Focus on health technology• Growth of emerging

markets• Joint ventures• Acquisitions• Intellectual property rights

Operational

• Product quality and liability• Cyber security• Transformation programs• Supply chain• Innovation process• People• Intellectual property• Reputation and brand

Compliance

• Product safety/Data privacy• Regulatory• Market practices• Legal• General Business Principles• Internal controls

Financial

• Treasury• Tax• Pensions• Holding in Philips Lighting• Accounting and reporting

Corporate GovernancePhilips Business Control FrameworkPhilips General Business Principles

Risk management 6.3


of 2017 and it is uncertain what the impact of this taxreform will be. The US dollar lost strength versus theeuro and Japanese yen during the second half of 2017;there is considerable uncertainty about the potentialimpact of the US Tax Cuts and Jobs Act on the strengthof the US dollar. Both Brexit and the policies of the USadministration may have significant impact oninternational trade tariffs and customs laws. Driven bypolitical conflicts, 2017 showed further increases in thequantity and severity of cyber-attacks; some attacks(e.g. WannaCry) affected many countries and publicand private organizations. The favorablemacroeconomic outlook for the main geographiescould quickly reverse due to political conflicts, theunknown impact of changes in US and Eurozonemonetary policy and changes in government policies.Uncertainty remains as to the levels of (public) capitalexpenditures in general, unemployment levels andconsumer and business confidence, which couldadversely affect demand for products and servicesoffered by Philips.

The general global political environment remainsunfavorable for the business environment due tocontinued political conflicts and terrorism. Numerousother factors, such as regional political conflicts in theMiddle East, Turkey, Korean peninsula and otherregions, as well as large-scale (in)voluntary migrationand profound social instability could continue to impactmacroeconomic factors and the international capitaland credit markets. It remains difficult to predictchanges in, among others, US foreign policy, healthcareand trade and tax laws, the impact of which cannot bepredicted. Uncertainty on the timing and the nature ofBrexit may adversely affect economic growth and thebusiness environment in the United Kingdom and theEuropean Union. Economic and political uncertaintymay have a material adverse impact on Philips’financial condition or results of operations and can alsomake it more difficult for Philips to budget and forecastaccurately. Political instability may have an adverseimpact on financial markets which could have anegative impact on the timing and revenues of the saleof the remaining interests in Lighting and the access ofPhilips to funding. Philips may encounter difficulty inplanning and managing operations due to the lack ofadequate infrastructure and unfavorable politicalfactors, including unexpected legal or regulatorychanges such as foreign exchange import or exportcontrols, increased healthcare regulation,nationalization of assets or restrictions on therepatriation of returns from foreign investments. Giventhat growth in emerging market countries is correlatedto US, Chinese and European economic growth andthat such emerging market countries are increasinglyimportant in Philips’ operations, the above-mentionedrisks are also expected to grow and could have amaterial adverse effect on Philips’ financial conditionand results.

Philips’ overall risk profile is changing as a result of thefocus on Health Technology.

The risk profile of Philips is expected to concentratefocus on one industry due to the dynamics of ourchanging products and services portfolio, acquisitionsand partnerships resulting from the execution of ourHealth Technology strategy.

Philips’ overall performance in the coming years isexpected to depend on the realization of its growthambitions and results in growth geographies.

Growth geographies are becoming increasinglyimportant in the global market. In addition, Asia is animportant production, sourcing and design center forPhilips. Philips faces strong competition to attract thebest talent in tight labor markets and intensecompetition from local companies as well as otherglobal players for market share in growth geographies.Philips needs to maintain and grow its position ingrowth geographies, invest in data driven services,invest in local talent, understand developments in end-user preferences and localize the portfolio in order tostay competitive. If Philips fails to achieve theseobjectives, then this could have a material adverseeffect on growth ambitions, financial condition andoperating result.

The growth ambitions and the related financial resultsof Philips may be adversely affected by economicvolatility inherent in growth geographies and theimpact of changes in macroeconomic circumstances ongrowth economies.

Philips may not control joint ventures or associatedcompanies in which it invests, which could limit theability of Philips to identify and manage risks.

Philips has invested and may invest in joint venturesand associated companies in which Philips will have anon-controlling interest. In these cases, Philips haslimited influence over, and limited or no control of, thegovernance, performance and cost of operations ofjoint ventures and associated companies. Some ofthese joint ventures and associated companies mayrepresent significant investments and potentially alsouse Philips’ brand. The joint ventures and associatedcompanies that Philips does not control may makebusiness, financial or investment decisions contrary toPhilips’ interests or may make decisions different fromthose that Philips itself may have made. Additionally,Philips partners or members of a joint venture orassociated company may not be able to meet theirfinancial or other obligations, which could exposePhilips to additional financial or other obligations, aswell as having a material adverse effect on the value ofits investments in those entities or potentially subjectPhilips to additional claims. Lumileds is an example ofa company in which Philips may continue to have a(residual) investment but does not have control.

Risk management 6.3


Acquisitions could expose Philips to integration risksand challenge management in continuing to reduce thecomplexity of the company.

Philips’ acquisitions may expose Philips in the future tointegration risks in areas such as sales and service forceintegration, logistics, regulatory compliance,information technology and finance. Integrationdifficulties and complexity may adversely impact therealization of an increased contribution fromacquisitions. Philips may incur significant acquisition,administrative and other costs in connection with thesetransactions, including costs related to the integrationof acquired businesses. Acquisitions may divertmanagement attention from other business prioritiesand risks.

Furthermore, organizational simplification expected tobe implemented following an acquisition and theresulting cost savings may be difficult to achieve.Acquisitions may also lead to a substantial increase inlong-lived assets, including goodwill. Write-downs ofthese assets due to business developments may havea material adverse effect on Philips’ earnings (see alsonote 11, Goodwill).

Philips’ inability to secure and maintain intellectualproperty rights for products, whilst maintaining overallcompetitiveness, could have a material adverse effecton its results.

Philips is dependent on its ability to obtain andmaintain licenses and other intellectual property (IP)rights covering its products and its design andmanufacturing processes. The IP portfolio is the resultof an extensive patenting process that could beinfluenced by a number of factors, including innovation.The value of the IP portfolio is dependent on thesuccessful promotion and market acceptance ofstandards developed or co-developed by Philips. Thisis particularly applicable to Personal Health wherethird-party licenses are important and a loss orimpairment could have a material adverse impact onPhilips’ financial condition and operating results.

6.4 Operational risksFailure to comply with quality standards, regulationsand associated regulatory actions can trigger warrantyand product liability claims against Philips and can leadto financial losses and adversely impact Philips’reputation, market share and brand.

Philips is required to comply with the high standards ofquality in the manufacture of its medical devices.Philips hereto is subject to the supervision of variousnational regulatory authorities. Conditions imposed bysuch national regulatory authorities could result inproduct recalls or a temporary ban on products and/orproduction facilities. In addition quality issues and/orliability claims could affect Philips’ reputation and itsrelationships with key customers (both customers forend products and customers that use Philips’ products

in their business processes). As a result, depending onthe product and manufacturing site concerned and theseverity of the quality and/or regulatory issue, thiscould lead to financial losses through lost revenue andcosts of any required remedial actions, and have furtherimpacts on Philips’ reputation, market share and brand.Please refer to section 6.5, Compliance risks, of thisAnnual Report.

A breach in security of, or a significant disruption in, ourinformation technology systems or violation of dataprivacy laws could adversely affect our operatingresults, financial condition, reputation and brand.

Philips relies on information technology to operate andmanage its businesses and store confidential data(relating to employees, customers, intellectualproperty, suppliers and other partners); Philips’products, solutions and services increasingly containsophisticated information technology and generateconfidential data related to customers and patients.Like many other multinational companies, Philips istherefore inherently and increasingly exposed to therisk of cyber attacks. Information systems may bedamaged, disrupted (including the provision of servicesto customers) or shut down due to (cyber) attacks byhackers, computer viruses or other malware. Inaddition, breaches in security of our systems (or thesystems of our customers, suppliers or other businesspartners) could result in the misappropriation,destruction or unauthorized disclosure of confidentialinformation (including intellectual property) orpersonal data belonging to us or to our employees,partners, customers or suppliers. Successful cyber-attacks may result in substantial costs and othernegative consequences, which may include, but are notlimited to, lost revenues, reputational damage,remediation costs, and other liabilities to regulators,customers and partners. Furthermore, enhancedprotection measures can involve significant costs.

Philips has strengthened its security governance, thusincreasing the ability to detect, respond to, and closeincidents. Additionally foundational and risk-basedsecurity training has been provided throughout theorganization. For Mergers & Acquisitions, specificattention is given to ensure a sufficient level of securitymaturity before and during the M&A processes,including post-merger integration. However, theseefforts may prove to be insufficient or unsuccessful.

Although Philips has experienced cyber-attacks and todate has not incurred any significant damage as a resultan did not incur significant monetary cost in takingcorrective action, there can be no assurance that in thefuture Philips will be as successful in avoiding damagefrom cyber-attacks, which could lead to financiallosses. Additionally, the integration of new companiesand successful outsourcing of business processes arehighly dependent on secure and well controlled ITsystems.

Risk management 6.4


Diversity in information technology (IT) could result inineffective or inefficient business management. IToutsourcing and off-shoring strategies could result incomplexities in service delivery and contractmanagement.

Philips continuously seeks to create a more open,standardized and cost-effective IT landscape, includingthrough further outsourcing, off-shoring,commoditization and ongoing reduction in the numberof IT systems. These changes create risk with regard tothe delivery of IT services, the availability of IT systemsand the scope and nature of the functionality offeredby IT systems. Philips has strengthened the securityclauses in supplier contracts, has increased thecompliance reviews for those contracts (internally andexternally) and has instigated more reviews on keysuppliers with regard to information security. Howeverthese measures may prove to be insufficient orunsuccessful.

If Philips is unable to ensure effective supply chainmanagement, e.g. facing an interruption of its supplychain, including the inability of third parties to deliverparts, components and services on time, and if it issubject to rising raw material prices, it may be unableto sustain its competitiveness in its markets.

Philips is continuing the process of creating a leanersupply base with fewer suppliers, while maintainingdual/multiple sourcing strategies where possible. Thisstrategy very much requires close cooperation withsuppliers to enhance, among other things, time tomarket and quality. In addition, Philips is continuing itsinitiatives to replace internal capabilities with lesscostly outsourced products and services. Theseprocesses may result in increased dependency onexternal suppliers and providers. Although Philipsworks closely with its suppliers to avoid supply-relatedproblems, there can be no assurance that it will notencounter supply problems in the future or that it willbe able to replace a supplier that is not able to meet itsdemand sufficiently quickly to avoid disruptions.

Shortages or delays could materially harm its business.Most of Philips’ activities are conducted outside of theNetherlands, and international operations bringchallenges. For example, Philips depends partly on theproduction and procurement of products and partsfrom Asian countries, and this constitutes a risk thatproduction and shipping of products and parts could beinterrupted by regional conflicts, a natural disaster orextreme weather events resulting from climate change.A general shortage of materials, components orsubcomponents as a result of natural disasters alsoposes the risk of unforeseeable fluctuations in pricesand demand, which could have a material adverseeffect on Philips’ financial condition and operatingresults.

Philips purchases raw materials, including so-calledrare earth metals, copper, steel, aluminum, noble gasesand oil-related products, which exposes it tofluctuations in energy and raw material prices. In recenttimes, commodities have been subject to volatilemarkets, and such volatility is expected to continue. IfPhilips is not able to compensate for increased costs orpass them on to customers, price increases could havea material adverse impact on Philips’ results. Incontrast, in times of falling commodity prices, Philipsmay not fully benefit from such price decreases, sincePhilips attempts to reduce the risk of rising commodityprices by several means, including long-termcontracting or physical and financial hedging.

Failure to drive operational excellence and productivityin Philips’ solution and product creation processand/or increased speed in innovation-to-market couldhamper Philips’ profitable growth ambitions.

Further improvements in Philips’ solution and productcreation process, ensuring timely delivery of newsolutions and products at lower cost and improvementin customer service levels to create sustainablecompetitive advantages, are important in realizingPhilips’ profitable growth ambitions. The emergence ofnew low-cost competitors, particularly in Asia, furtherunderlines the importance of improvements in theproduct creation process. The success of new solutionand product creation, however, depends on a numberof factors, including timely and successful completionof development efforts, market acceptance, Philips’ability to manage the risks associated with newproducts and production ramp-up issues, the ability ofPhilips to attract and retain employees with theappropriate skills, the availability of products in theright quantities and at appropriate costs to meetanticipated demand and the risk that new products andservices may have quality or other defects in the earlystages of introduction. Accordingly, Philips cannotdetermine in advance the ultimate effect that newsolutions and product creations will have on its financialcondition and operating results. If Philips fails to createand commercialize products or fails to ensure that end-user insights are translated into solution and productcreations that improve product mix and consequentlycontribution, it may lose its market share andcompetitiveness, which could have a material adverseeffect on its financial condition and operating results.

Because Philips is dependent on its personnel forleadership and specialized skills, the loss of its ability toattract and retain such personnel would have anadverse effect on its business.

The attraction and retention of talented employees insales and marketing, research and development,finance and general management, as well as of highlyspecialized technical personnel, especially intransferring technologies to low-cost countries, iscritical to Philips’ success particularly in times ofeconomic recovery. The loss of specialized skills could

Risk management 6.4


also result in business interruptions. There can be noassurance that Philips will be successful in attractingand retaining highly qualified employees and keypersonnel needed in the future.

Risk of unauthorized use of intellectual property rights.

Philips produces and sells products and services whichincorporate technology protected by intellectualproperty rights. Philips develops and acquiresintellectual property rights on a regular basis. Philips isexposed to the risk that a third party may claim to ownthe intellectual property rights on technology appliedin Philips products and services and that in the eventthat their claims of infringement of these intellectualproperty rights are successful, they may be entitled todamages and Philips could incur a fine.

Any damage to Philips’ reputation could have anadverse effect on its businesses and brand.

Philips is exposed to developments which could affectits reputation. Such developments could be of anenvironmental or social nature, connected to thebehavior of individual employees or suppliers, or couldrelate to adherence to regulations related to labor,human rights, health and safety, environmental andchemical management. Reputational damage couldmaterially impact Philips’ brand value, financialcondition and operating results.

6.5 Compliance risksPhilips is exposed to non-compliance with productsafety laws, good manufacturing practices and dataprivacy.

Philips’ brand image and reputation would beadversely impacted by non-compliance with variousproduct safety laws, good manufacturing practices anddata protection. In light of Philips’ digital strategy, dataprivacy laws are increasingly important. Also, Diagnosis& Treatment and Connected Care & Health Informaticsare subject to various (patient) data protection andsafety laws. In Diagnosis & Treatment and ConnectedCare & Health Informatics, privacy and product safetyand security issues may arise, especially with respect toremote access or monitoring of patient data or loss ofdata on our customers’ systems. Philips is exposed tothe risk that its products, including components ormaterials procured from suppliers, may prove to be notcompliant with safety laws, e.g. chemical safetyregulations. Such non-compliance could result in a banon the sale or use of these products.

Philips operates in a highly regulated product safetyand quality environment. Philips’ products are subjectto regulation (e.g. the new EU Medical DevicesRegulation) by various government agencies, includingthe FDA (US) and comparable foreign agencies (e.g.CFDA China, MHRA UK, ASNM France, BfArM Germany,IGZ Netherlands). Obtaining their approval is costly andtime consuming, but a prerequisite for introducing

products in the market. A delay or inability to obtain thenecessary regulatory approvals for new products couldhave a material adverse effect on business. The riskexists that product safety incidents or user concernscould trigger FDA business reviews which, if failed,could lead to business interruption which in turn couldadversely affect Philips’ financial condition andoperating results.

Philips’ global presence exposes the company toregional and local regulatory rules, changes to whichmay affect the realization of business opportunities andinvestments in the countries in which Philips operates.

Philips has established subsidiaries in over 80countries. These subsidiaries are exposed to changes ingovernmental regulations and unfavorable politicaldevelopments, which may affect the realization ofbusiness opportunities or impair Philips’ localinvestments. Philips’ increased focus on the healthcaresector increases its exposure to highly regulatedmarkets, where obtaining clearances or approvals fornew products is of great importance, and where thereis a dependency on the available funding for healthcaresystems. In addition, changes in governmentreimbursement policies may affect spending onhealthcare.

Philips is exposed to governmental investigations andlegal proceedings with regard to possible anti-competitive market practices.

National and European authorities are focused onpossible anti-competitive market practices. Philips’financial position and results could be materiallyaffected by an adverse final outcome of governmentalinvestigations and litigation, as well as any potentialrelated claims. In the past Philips has been subject tosuch investigations, litigation and related claims. Seealso note 24, Contingent assets and liabilities.

Legal proceedings covering a range of matters arepending in various jurisdictions against Philips and itscurrent and former group companies. Due to theuncertainty inherent in legal proceedings, it is difficultto predict the final outcome.

Philips, including a certain number of its current andformer group companies, is involved in legalproceedings relating to such matters as competitionissues, commercial transactions, product liability,participations and environmental pollution. Since theultimate outcome of asserted claims and proceedings,or the impact of any claims that may be asserted in thefuture, cannot be predicted with certainty, Philips’financial position and results of operations could beaffected materially by adverse outcomes.

Please refer to note 24, Contingent assets andliabilities, for additional disclosure relating to specificlegal proceedings.

Risk management 6.5


Philips is exposed to non-compliance with businessconduct rules and regulations.

Philips’ attempts to realize its growth ambitions couldexpose it to the risk of non-compliance with businessconduct rules and regulations, such as anti-briberyprovisions. This risk is heightened in growthgeographies as the legal and regulatory environment isless developed in growth geographies compared tomature geographies. Examples include commissionpayments to third parties, remuneration payments toagents, distributors, consultants and the like, and theacceptance of gifts, which may be considered in somemarkets to be normal local business practice.

Defective internal controls would adversely affect ourfinancial reporting and management process.

The reliability of reporting is important in ensuring thatmanagement decisions for steering the businesses andmanaging both top-line and bottom-line growth arebased on reliable data. Flaws in internal controlsystems could adversely affect the financial positionand results and hamper expected growth.

Accurate disclosures provide investors and othermarket professionals with significant information for abetter understanding of Philips’ businesses.Imperfections or lack of clarity in disclosures couldcreate market uncertainty regarding the reliability of thedata presented and could have a negative impact onthe Philips share price.

The reliability of revenue and expenditure data is keyfor steering the business and for managing top-line andbottom-line growth. The long lifecycle of healthcaresales, from order acceptance to accepted installation,together with the complexity of the accounting rules forwhen revenue can be recognized in the accounts,presents a challenge in terms of ensuring there isconsistency of application of the accounting rulesthroughout Philips’ global business.

6.6 Financial risksPhilips is exposed to a variety of treasury risks and otherfinancial risks including liquidity risk, currency risk,interest rate risk, commodity price risk, credit risk,country risk and other insurable risk.

Negative developments impacting the liquidity ofglobal capital markets could affect the ability of Philipsto raise or re-finance debt in the capital markets orcould lead to significant increases in the cost of suchborrowing in the future. If the markets expect adowngrade or downgrades by the rating agencies or ifsuch a downgrade has actually taken place, this couldincrease the cost of borrowing, reduce our potentialinvestor base and adversely affect our business.

Philips operates in over 100 countries and its earningsand equity are therefore inevitably exposed tofluctuations in exchange rates of foreign currencies

against the euro. Philips’ sales are sensitive in particularto movements in the US dollar, Japanese yen and awide range of other currencies from developed andemerging markets. Philips’ sourcing and manufacturingspend is concentrated in the Eurozone, United Statesand China. Income from operations is particularlysensitive to movements in currencies from countrieswhere the Group has no manufacturing/sourcingactivities or only has manufacturing/sourcing activitieson a small scale such as Japan, Canada, Australia andGreat Britain and in a range of emerging markets suchas Russia, Korea, Indonesia, India and Brazil.

The credit risk of financial and non-financialcounterparties with outstanding payment obligationscreates exposures for Philips, particularly in relation toaccounts receivable with customers and liquid assetsand fair values of derivatives and insurance receivablescontracts with financial counterparties. A default bycounterparties in such transactions can have a materialadverse effect on Philips’ financial condition andoperating results.

Philips is exposed to interest rate risk, particularly inrelation to its long-term debt position; this risk can takethe form of either fair value or cash flow risk. Failure toeffectively hedge this risk can impact Philips’ financialcondition and operating results.

For further analysis, please refer to note 29, Details oftreasury / other financial risks.

Philips is exposed to tax risks, which could have asignificant adverse financial impact.

Philips is exposed to tax risks, which could result indouble taxation, penalties and interest payments. Thesource of the risks could lie in local tax rules andregulations as well as in the international and EUregulatory frameworks. These include transfer pricingrisks on internal cross-border deliveries of goods andservices, tax risks related to acquisitions anddivestments, tax risks related to permanentestablishments, tax risks relating to tax loss, interestand tax credits carried forward and potential changesin tax law that could result in higher tax expenses andpayments. The risks may have a significant impact onlocal financial tax results which in turn could adverselyaffect Philips’ financial condition and operating results.

The value of the deferred tax assets such as tax lossescarried forward is subject to availability of sufficienttaxable income within the tax loss-carry-forwardperiod, but also availability of sufficient taxable incomewithin the foreseeable future in the case of tax lossescarried forward with an indefinite carry-forward period.The ultimate realization of the Company’s deferred taxassets, including tax losses and tax credits carriedforward, is dependent upon the generation of futuretaxable income in the countries where the temporarydifferences, unused tax losses and unused tax creditswere incurred and upon periods during which the

Risk management 6.6


deferred tax assets become deductible. Additionally, incertain instances, realization of such deferred taxassets is dependent upon the successful execution oftax planning strategies. Accordingly, there can be noabsolute assurance that all deferred tax assets, such as(net) tax losses and credits carried forward, will berealized.

The US Tax Cuts and Jobs Act enacted in December2017 has both positive and negative consequences forPhilips. Philips has significant tax assets and liabilitiesin the US as it is an important market for Philips withsubstantial sales, manufacturing sites and materialacquisitions during the past few years. The US Tax Cutsand Jobs Act introduced complex new rules, andfurther clarifications and guidance by the US authoritiesare anticipated. These could have a significant financialimpact for which Philips will continue monitoring andanalyzing any updated guidance.

For further details, please refer to the tax risksparagraph in note 8, Income taxes.

Philips has defined-benefit pension plans and otherpost-retirement plans in a number of countries. Thefunded status and the cost of maintaining these plansare influenced by movements in financial market anddemographic developments, creating volatility inPhilips’ financials.

A significant proportion of (former) employees inEurope and North and Latin America is covered bydefined-benefit pension plans and other post-retirement plans. The accounting for such plansrequires management to make estimates onassumptions such as discount rates, inflation, longevity,expected cost of medical care and expected rates ofcompensation. Movements (e.g. due to the movementsof financial markets) in these assumptions can have asignificant impact on the Defined Benefit Obligationand net interest cost. A negative performance of thefinancial markets could have a material impact on cashfunding requirements and net interest cost and alsoaffect the value of certain financial assets and liabilitiesof the company.

Philips is exposed to uncertainty on the timing andproceeds of a sale of Philips Lighting

In 2016, Philips separated its Lighting business and onMay 27, 2016, Philips Lighting was listed on theAmsterdam Stock Exchange. Since then Philips Lightingoperates as a separate listed company. Philips hassubsequently sold a substantial part of its ownership inPhilips Lighting and deconsolidated Philips Lighting in2017. Philips’ overall objective is to fully divest itsownership of Philips Lighting. The nature or form, timingand the level of proceeds from this divestment processare uncertain. The timing and level of proceeds willdepend on general market conditions and investorappetite for companies of this size and nature. Philipsno longer has control over Philips Lighting and has

deconsolidated the assets, liabilities and financialresults of Philips Lighting. While Philips holds PhilipsLighting as an asset held for sale, Philips’ earnings willbe affected by changes in the fair value of PhilipsLighting.

Philips is exposed to a number of financial reportingrisks, i.e. the risk of material misstatements or errors inits financial reporting.

A risk rating is assigned for each risk identified, basedon the likelihood of occurrence and the potentialimpact of the risk on the financial statements andrelated disclosures. In determining the probability thata risk will result in a misstatement of a more thaninconsequential amount or of a material nature, thefollowing factors are considered to be critical:complexity of the associated accounting activity ortransaction process, history of accounting andreporting errors, likelihood of significant (contingent)liabilities arising from activities, exposure to losses,existence of a related party transaction, volume ofactivity and homogeneity of the individual transactionsprocessed, and changes in accounting characteristics inthe prior period compared to the period before that.

For important critical reporting risk areas identifiedwithin Philips we refer to the “Use of estimates” sectionin note 1, Significant accounting policies, as theCompany assessed that reporting risk is closely relatedto the use of estimates and application of judgment.

Management 7


7 ManagementKoninklijke Philips N.V. is managed by an ExecutiveCommittee which comprises the members of the Board ofManagement and certain key officers from functions,businesses and markets.

The Executive Committee operates under thechairmanship of the Chief Executive Officer and sharesresponsibility for the deployment of Philips’ strategy andpolicies, and the achievement of its objectives and results.

Under Dutch Law, the Board of Management isaccountable for the actions of the Executive Committeeand has ultimate responsibility for the management andexternal reporting of Koninklijke Philips N.V. and isanswerable to shareholders at the Annual GeneralMeeting of Shareholders. Pursuant to the two-tiercorporate structure, the Board of Management isaccountable for its performance to a separate andindependent Supervisory Board.

The Rules of Procedure of the Board of Management andExecutive Committee are published on the Company’swebsite (www.philips.com/investor).

Frans van HoutenBorn 1960, DutchChief Executive Officer (CEO)Chairman of the Board of Management since April 2011Responsibilities: Chairman of the Executive Committee, Business

Transformation, Internal Audit, Quality and Regulatory, Marketing

For a full résumé, click here

Egbert van AchtBorn 1965, DutchExecutive Vice PresidentResponsibilities: Personal Health Businesses


Sophie BechuBorn 1960, French/AmericanExecutive Vice PresidentResponsibilities: Chief of Operations, Order to Cash Excellence,

Procurement, Global Services, Quality and Regulatory


Abhijit BhattacharyaBorn 1961, IndianExecutive Vice President & Chief Financial Officer (CFO)Member of the Board of Management since December2015Responsibilities: Finance, Capital structure, Mergers & Acquisitions,

Investor Relations, Information Technology, Global Business Services,

Group Security and Participations


Rob CascellaBorn 1954, AmericanExecutive Vice PresidentResponsibilities: Diagnosis & Treatment Businesses


Marnix van GinnekenBorn 1973, Dutch/AmericanExecutive Vice President &Chief Legal Officer (CLO)Member of the Board of Management since November2017Responsibilities: Legal, Compliance, Intellectual Property & Standards


Andy HoBorn 1961, ChineseExecutive Vice PresidentResponsibilities: Greater China Market


Henk de JongBorn 1964, DutchExecutive Vice PresidentResponsibilities: Chief of International Markets (all except Greater

China & North America), Market-to-Order Excellence


Ronald de JongBorn 1967, DutchExecutive Vice PresidentResponsibilities: Chief Human Resources Officer, Culture

Chairman of the Philips Foundation


Carla KriwetBorn 1971, GermanExecutive Vice PresidentResponsibilities: Connected Care & Health Informatics businesses


Brent Shafer1

Born 1957, AmericanExecutive Vice PresidentResponsibilities: North American Market

Jeroen TasBorn 1959, DutchExecutive Vice PresidentResponsibilities: Chief Innovation and Strategy Officer. Innovation,

Strategy & Alliances, Design, Sustainability, Medical Affairs,

Innovation-to-Market Excellence, Platforms, Emerging Businesses


1 Left the Executive Committee on January 10, 2018 and was succeeded on the same date by Vitor Rocha, who has led thePhilips Ultrasound Business Group since 2014.

http://www.philips.com/investor

http://www.philips.com/a-w/about/company/our-management/executive-committee/frans-van-houten.html

https://www.philips.com/a-w/about/company/our-management/executive-committee/egbert-van-acht.html

https://www.philips.com/a-w/about/company/our-management/executive-committee/sophie-bechu.html

http://www.philips.com/a-w/about/company/our-management/executive-committee/abhijit-bhattacharya.html

http://www.philips.com/a-w/about/company/our-management/executive-committee/rob-cascella.html

http://www.philips.com/a-w/about/company/our-management/executive-committee/marnix-van-ginneken.html

https://www.philips.com/a-w/about/company/our-management/executive-committee/andy-ho.html

https://www.philips.com/a-w/about/company/our-management/executive-committee/henk-de-jong.html

https://www.philips.com/a-w/about/company/our-management/executive-committee/ronald-de-jong.html

https://www.philips.com/a-w/about/company/our-management/executive-committee/carla-kriwet.html

http://www.philips.com/a-w/about/company/our-management/executive-committee/jeroen-tas.html

Supervisory Board 8


8 SupervisoryBoardThe Supervisory Board supervises the policies of theBoard of Management and Executive Committee andthe general course of affairs of Koninklijke Philips N.V.and advises the executive management thereon. TheSupervisory Board, in the two-tier corporate structureunder Dutch law, is a separate and independentcorporate body.

The Rules of Procedure of the Supervisory Board arepublished on the Company’s website. For details on theactivities of the Supervisory Board, see chapter 9,Supervisory Board report, of this Annual Report andsection 10.2, section 10.2, Supervisory Board, of thisAnnual Report.

Jeroen van der VeerBorn 1947, Dutch2),3)

ChairmanChairman of the Corporate Governance and Nomination & Selection CommitteeMember of the Supervisory Board since 2009; third term expires in 2021Former Chief Executive and Non-executive Director of Royal Dutch

Shell and currently Chairman of the Supervisory Board of ING Groep

N.V. Member of the Supervisory Board of Royal Boskalis Westminster

N.V. and Statoil ASA. Chairman of the Supervisory Council of Delft

University of Technology. Chairman of Het Concertgebouw Fonds

(foundation). Also a senior advisor at Mazarine Energy B.V.

Neelam DhawanBorn 1959, Indian1)

Member of the Supervisory Board since 2012; second term expires in 2020Former Vice President - Asia Pacific & Japan - Global Industries and

Strategic Alliances Hewlett Packard Enterprise. Currently non-

Executive Board Member of ICICI Bank Limited.

Orit GadieshBorn 1951, Israeli/American1)

Member of the Supervisory Board since 2014; first term expires in 2018Currently Chairman of Bain & Company and Member of the

Foundation Board of the World Economic Forum (WEF). Also serves

on the Supervisory Board of Renova AG and is a member of the

United States Council of Foreign Relations.

Christine PoonBorn 1952, American2),3),4)

Vice-chairman and SecretaryChairman of the Quality & Regulatory CommitteeMember of the Supervisory Board since 2009; third term expires in 2021Former Vice-Chairman of Johnson & Johnson’s Board of Directors

and Worldwide Chairman of the Pharmaceuticals Group and former

dean of Ohio State University’s Fisher College of Business. Currently

member of the Board of Directors of Prudential, Regeneron and

Sherwin Williams.

Heino von ProndzynskiBorn 1949, German/Swiss2),3),4)

Chairman of the Remuneration CommitteeMember of the Supervisory Board since 2007; third term expires in 2019Former member of the Corporate Executive Committee of the F.

Hofmann-La Roche Group and former CEO of Roche Diagnostics.

Currently Chairman of the Supervisory Board of Epigenomics AG,

member of the Supervisory Board of HTL Strefa and Lead Director of

Quotient Ltd.

David PyottBorn 1953, British1),4)

Member of the Supervisory Board since 2015; first term expires in 2019Former Chairman and Chief Executive Officer of Allergan, Inc..

Currently Lead Director of Avery Dennison Corporation. Member of

the Board of Directors of Alnylam Pharmaceuticals Inc., BioMarin

Pharmaceutical Inc. and privately-held Rani Therapeutics and

Chairman of Bioniz Therapeutics. Also member of the Governing

Board of the London Business School, President of the International

Council of Ophthalmology Foundation and member of the Advisory

Board of the Foundation of the American Academy of

Ophthalmology.

Jackson TaiBorn 1950, American1),4)

Chairman of Audit CommitteeMember of the Supervisory Board since 2011; second term expires in 2019Former Vice-Chairman and CEO of DBS Group and DBS Bank Ltd

and former Managing Director at J.P. Morgan & Co. Incorporated.

Currently a member of the Boards of Directors of Eli Lilly and

Company, HSBC Holdings PLC and Mastercard. Also Non-Executive

Director of Canada Pension Plan Investment Board.

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

Supervisory Board report 9


9 Supervisory Board report

“ The Supervisory Board is committed to its role to oversee

the overall performance, transformation and corporate

governance of Philips as well as the execution of its

strategy.” Jeroen van der Veer, Chairman of the Supervisory Board

IntroductionThe Supervisory Board supervises and advises theBoard of Management and Executive Committee inperforming their management tasks and setting thedirection of the business of the Philips Group. TheSupervisory Board acts, and we as individual membersof the Board act, in the interests of Koninklijke PhilipsN.V., its businesses and all its stakeholders. This reportincludes a more specific description of the SupervisoryBoard’s activities during the financial year 2017 andother relevant information on its functioning.

Activities of the Supervisory BoardThe overview below indicates a number of matters thatwe reviewed and/or discussed during meetingsthroughout 2017:

• The annual review of the Company’s strategy.Building on the strategy that was presented in 2016,this year’s strategy review focused on the progressmade in the execution of the strategy by businessand market, the key strategic thrusts, the path-to-value and an update on the M&A and partnershiproadmap. The Supervisory Board also reviewed thepriorities to deliver on the Company’s financialambition, to improve productivity, boost growth incore businesses, better serve customers and win insolutions along the health continuum.

• The performance of the Philips Group and itsunderlying businesses and flexibility, under its capitalstructure and credit ratings, to pay dividends and tofund capital investments, including sharerepurchases and other financial initiatives;

• Philips’ annual management commitment andannual operating plan for 2018;

• Quality and regulatory compliance, systems andprocesses. Also refer to the description of theactivities of the Quality & Regulatory Committeegiven later in this Supervisory Board report;

• Capital allocation, including the dividend policy, theshare buyback program (announced in July 2017) andthe M&A framework;

• The potential scenarios for the envisaged sell-downof the remaining stake in Philips Lighting;

• Significant acquisitions and divestments, includingthe announcement (in June 2017) of the acquisitionof The Spectranetics Corporation;

• Philips’ industrial strategy, focusing onmanufacturing footprint optimization;

• Procurement, including the procurement strategyand supplier quality.

• Enterprise risk management, which included anannual risk assessment and discussion of thechanging nature of the risks faced by Philips, thecontrol measures and the possible impact of suchrisks. Such risks included the impact of negativemarket conditions, disruptive competition,information and product security, ineffectivetransition to new business models and quality &regulatory non-compliance;

• Talent management, focusing on strategic workforceplanning, diversity and culture. Changes in thecomposition and remuneration of the ExecutiveCommittee were also reviewed as well as successionplanning for senior management;

• Evaluation of the Board of Management and theExecutive Committee based on the achievement ofspecific group an individual targets approved by theSupervisory Board at the beginning of the year;

• Oversight of adequacy of financial and internalcontrols;

• Significant civil litigation claims and publicinvestigations against or into Philips; and

• A review of Philips’ five-year sustainability program,which was announced in 2016 and includes targetsfor Philips’ solutions, operations and supply chain.

The Supervisory Board also conducted “deep dives” ona range of topics including:

• The strategy and performance of Philips NorthAmerica and China, including market developments,business performance and key strategic initiatives.

• The solutions and partnership approach of Philips,including the go-to-market strategy of selectedsolutions and milestone planning.

The Supervisory Board also reviewed Philips’ annualand interim financial statements, including non-financial information, prior to publication thereof.



Supervisory Board meetings and attendanceIn 2017, the members of the Supervisory Boardconvened for eight regular meetings and oneextraordinary meeting. Moreover, we collectively andindividually interacted with members of the ExecutiveCommittee and with senior management outside theformal Supervisory Board meetings. The Chairman ofthe Supervisory Board and the CEO met regularly forbilateral discussions about the progress of theCompany on a variety of matters. The SupervisoryBoard also held bilateral meetings with severalmembers of the Executive Committee to discuss R&Dprograms, internal audit, and financial and internalcontrols.

The Supervisory Board meetings were well attended in2017. All Supervisory Board members were presentduring the Supervisory Board meetings in 2017, with theexception of one member, who was unable to attendthe January Supervisory Board meeting. TheSupervisory Board visited the Company’smanufacturing facilities in Bothell, USA, to meet withlocal and regional management and toured the site toview demonstrations of the latest innovations in thearea of Emergency Care and Resuscitation, OralHealthcare and Ultrasound and meet with employees.The Supervisory Board also visited the Company’sresearch facilities in Eindhoven, the Netherlands, andmet with various executives from Philips Research andDesign. The committees of the Supervisory Board alsoconvened regularly (see the separate reports of thecommittees below) and all of the committees reportedback on their activities to the full Supervisory Board. Inaddition to the formal meetings of the Board and itsCommittees, the Board members also held privatemeetings. We, as members of the Board, devotedsufficient time to engage (proactively if thecircumstances so required) in our supervisoryresponsibilities.

Composition, diversity and self-evaluationby the Supervisory BoardThe Supervisory Board is a separate corporate bodythat is independent of the Board of Management (andthe Executive Committee). Its independent character isalso reflected in the requirement that members of theSupervisory Board can be neither a member of theBoard of Management nor an employee of theCompany. The Supervisory Board considers all itsmembers to be independent pursuant to the DutchCorporate Governance Code.

The Supervisory Board currently consists of sevenmembers. In 2017, there were no changes to themembership of the Board. Jeroen van der Veer andChristine Poon were re-appointed as members of theSupervisory Board, each for an additional term of fouryears. The agenda for the upcoming 2018 AnnualGeneral Meeting of Shareholders will include aproposal to re-appoint Orit Gadiesh as member of theSupervisory Board for an additional term of four years.

The Supervisory Board pays great value to diversity inits composition and it adopted a Diversity Policy for theSupervisory Board, the Board of Management and theExecutive Committee, effective December 31, 2017 (seethe Corporate Governance and Nomination andSelection Committee report for further details). As laiddown in the Diversity Policy, the aim is that theSupervisory Board (and the Board of Management andthe Executive Committee) comprise members with aEuropean and a non-European background(nationality, working experience or otherwise) andoverall at least four different nationalities, and that theycomprise at least 30% male and at least 30% femalemembers. The Supervisory Board’s compositionfurthermore follows the profile as included in the Rulesof Procedure of the Supervisory Board, which aims foran appropriate combination of knowledge andexperience among its members encompassingmarketing, manufacturing, technology, healthcare,financial, economic, social and legal aspects ofinternational business and government and publicadministration in relation to the global andmultiproduct character of Philips’ businesses. The aimis also to have one or more members with an executiveor similar position in business or society no longer than5 years ago. The composition of the Supervisory Boardshall be in accordance with the best practice provisionson independence of the Dutch Corporate GovernanceCode and each member of the Supervisory Board shallbe capable of assessing the broad outline of the overallpolicy of the Company. The size of the SupervisoryBoard may vary as considered appropriate to supportits profile.

Currently, the composition of the Supervisory Boardmeets the abovementioned gender diversity targets.We note that there may be various pragmatic reasons– such as other relevant selection criteria and theavailability of suitable candidates – that could play arole in the achievement of our diversity targets.

The Supervisory Board has spent time throughout 2017considering its composition and it will continue todevote attention to this topic during 2018.

In 2017, each member of the Supervisory Boardcompleted a questionnaire to verify compliance withthe applicable corporate governance rules and its ownRules of Procedure. The outcome of this survey wassatisfactory.

In addition, we each submitted to the Chairmanresponses to a questionnaire designed to self-evaluatethe functioning of the Supervisory Board. Thequestionnaire covered topics such as the compositionand competence of the Supervisory Board (forexample, the Board’s size and the education andtraining requirements of its members), access toinformation, the frequency and quality of the meetings,quality and timeliness of the meeting materials, thenature of the topics discussed during meetings and thefunctioning of the Supervisory Board’s committees. The



responses to the questionnaire were aggregated into areport and discussed by the Supervisory Board in aprivate meeting and by the committees. Areas ofimprovement were discussed, for example ensuringthere is sufficient time for discussion and challenge inmeetings, which will be followed up by the Chairman.Members of the Supervisory Board also had a “one-to-one” discussion with the Chairman, and the Chairmanwas evaluated by the Vice-Chairman. The responsesprovided by the Supervisory Board members indicated

that the Board continues to be a well-functioning team.The functioning of the Supervisory Board committeeswas considered to be commendable and specificfeedback was addressed by the Chairman of eachcommittee with its members.

The periodic use of an external evaluator to measurethe functioning of the Supervisory Board was alsoconsidered. The Supervisory Board intends to use anexternal evaluator in 2018.

Supervisory Board composition

Jeroen vander Veer

NeelamDhawan

OritGadiesh Christine Poon

Heino vonProndzynski

DavidPyott

JacksonTai

Year of birth 1947 1959 1951 1952 1949 1953 1950

Gender Male Female Female Female Male Male Male

Nationality Dutch Indian Israeli/

American American German/Swiss British American

Initial appointment date 2009 2012 2014 2009 2007 2015 2011

Date of (last)(re-)appointment 2017 2016 - 2017 2015 - 2015

End of current term 2021 2020 2018 2021 2019 2019 2019

Independent yes yes yes yes yes yes yes

Committee memberships1) RC & CGNSC AC AC RC, CGNSC & QRC RC, CGNSC & QRC AC & QRC AC & QRC

Attendance at SupervisoryBoard meetings (8/8) (7/8) (8/8) (8/8) (8/8) (8/8) (8/8)

Attendance at Committeemeetings

RC (6/6)CGNSC (5/5)

AC (4/5) AC (5/5)

RC (5/6)CGNSC (5/5)

QRC (8/8)

RC (6/6)CGNSC (5/5)

QRC (7/8)

AC (5/5)QRC (8/8)

AC (5/5)QRC (8/8)

International business yes yes yes yes yes yes yes

Marketing yes yes yes yes yes

Manufacturing yes yes

Technology & informatics yes yes yes yes yes

Healthcare yes yes yes

Finance yes yes yes yes yes

1) CGNSC: Corporate Governance & Nomination and Selection Committee; AC: Audit Committee; RC: Remuneration Committee; QRC: Quality & RegulatoryCommittee



Supervisory Board committeesThe Supervisory Board has assigned certain of its tasksto the three long-standing committees, also referred toin the Dutch Corporate Governance Code: theCorporate Governance and Nomination & SelectionCommittee, the Remuneration Committee and theAudit Committee. In 2015, the Supervisory Board alsoestablished the Quality & Regulatory Committee. Theseparate reports of these committees are part of thisSupervisory Board report and are published below.

The function of all of the Board’s committees is toprepare the decision-making of the full SupervisoryBoard, and the committees currently have noindependent or assigned powers. The full Board retainsoverall responsibility for the activities of its committees.

Financial Statements 2017The financial statements of the Company for 2017, aspresented by the Board of Management, have beenaudited by Ernst & Young Accountants LLP, theindependent external auditor appointed by the GeneralMeeting of Shareholders. Its reports have beenincluded in section 12.5, Independent auditor’s report,of this Annual Report. We have approved thesefinancial statements, and all individual members of theSupervisory Board (together with the members of theBoard of Management) have signed these documents.

We recommend to shareholders that they adopt the2017 financial statements. We likewise recommend toshareholders that they adopt the proposal of the Boardof Management to make a distribution of [EUR 0.80 percommon share (up to EUR 750 million if all shareholderswould elect cash), in cash or in shares at the option ofthe shareholder, against the net income for 2017.

Finally, we would like to express our thanks to themembers of the Executive Committee and all otheremployees for their continued contribution during theyear.

February 20, 2018

The Supervisory Board

Jeroen van der Veer Christine PoonNeelam DhawanOrit GadieshHeino von Prondzynski David PyottJackson Tai

Further informationTo gain a better understanding of the responsibilities ofthe Supervisory Board and the internal regulations andprocedures governing its functioning and that of itscommittees, please refer to chapter 10, Corporategovernance, of this Annual Report and to the followingdocuments published on the Company’s website:

• Articles of Association• Rules of Procedure Supervisory Board, including the

Charters of the Board committees• Rules of Conduct with respect to Inside Information• Diversity Policy for the Supervisory Board, the Board

of Management and the Executive Committee

Changes and re-appointmentsSupervisory Board and committees2017

• Jeroen van der Veer and Christine Poon werere-appointed as members of the SupervisoryBoard.

Proposed re-appointmentsSupervisory Board 2018

• It is proposed to re-appoint Orit Gadiesh asmember of the Supervisory Board.

http://www.philips.com/a-w/about/investor/governance.html

Supervisory Board report 9.1


9.1 Report of the Corporate Governanceand Nomination & SelectionCommitteeThe Corporate Governance and Nomination & SelectionCommittee is chaired by Jeroen van der Veer and itsother members are Christine Poon and Heino vonProndzynski. The Committee is responsible for thereview of selection criteria and appointmentprocedures for the Board of Management, theExecutive Committee, certain other key managementpositions, as well as the Supervisory Board.

In 2017, the Committee met five times. All Committeemembers were present during these meetings.

The Committee devoted time on the appointment orreappointment of candidates to fill current and futurevacancies on the Supervisory Board, Board ofManagement and Executive Committee.

Following those consultations it prepared decisionsand advised the Supervisory Board on candidates forappointment. This resulted in the proposal to re-appoint, at the upcoming 2018 Annual General Meetingof Shareholders, Orit Gadiesh as member of theSupervisory Board.

Under its responsibility for the selection criteria andappointment procedures for Philips’ seniormanagement, the Committee reviewed the functioningof the Board of Management and its individualmembers, the Executive Committee succession plansand emergency candidates for key roles in theCompany. The conclusions from these reviews weretaken into account in the performance evaluation of theBoard of Management and Executive Committeemembers1) and the selection of succession candidates.

In 2017, the Committee reviewed and approved thechanges in the Executive Committee.

The Committee also discussed the succession of PieterNota, member of Philips’ Board of Management, wholeft the Company per October 31, 2017. Marnix vanGinneken, member of the Executive Committee, wasappointed as member of the Board of Managementwith effect from November 1, 2017.

With respect to corporate governance matters, theCommittee discussed relevant developments andlegislative changes, including the revised DutchCorporate Governance code, the EU Directive ondisclosure of non-financial information and diversityand the EU Directive on Shareholders Rights.

DiversityAs indicated in its report above, the Supervisory Boardadopted a Diversity Policy for the Supervisory Board,the Board of Management and the ExecutiveCommittee, effective December 31, 2017, which ispublished on the Company website.

The criteria in the Diversity Policy aim to ensure that theSupervisory Board, the Board of Management and theExecutive Committee have a sufficient diversity of viewsand the expertise needed for a good understanding ofcurrent affairs and longer-term risks and opportunitiesrelated to the Company’s business. The nature andcomplexity of the Company’s business is taken intoaccount when assessing optimal board diversity, aswell as the social and environmental context in whichthe Company operates.

Pursuant to the Diversity Policy, the selection ofcandidates for appointment to the Supervisory Board,the Board of Management and the ExecutiveCommittee will be based on merit. It is also noted thatthe Executive Committee comprises of the members ofthe Board of Management and certain key officers fromfunctions, businesses and markets. With due regard tothe above, the Company shall seek to fill vacancies byconsidering candidates that bring a diversity of(amongst others) age, gender and educational andprofessional backgrounds.

The Supervisory Board’s aim is that the SupervisoryBoard, the Board of Management and the ExecutiveCommittee comprise members with a European and anon-European background (nationality, workingexperience or otherwise) and overall at least fourdifferent nationalities, and that they comprise at least30% male and at least 30% female members.

Currently, the composition of the Board ofManagement and Executive Committee does not yetmeet the abovementioned gender diversity targets.More than 25% (5 out of 19) of the positions to whichthe Diversity Policy applies (Supervisory Board andExecutive Committee/Board of Management) are heldby women. As indicated in the Supervisory Boardreport, there may be a variety of pragmatic reasons –such as other relevant selection criteria and theavailability of suitable candidates – that play a role inthe achievement of our diversity targets. The Companyhas put in place several measures to enhance diversity.In 2016, the Company set a renewed intention forinclusion & diversity as we pivoted to become a healthtechnology company. Philips launched an inauguralExecutive Inclusion and Diversity Committee and re-established the Women’s Leadership Council, a councilof female executives collaborating together to build aninclusive culture. In 2017, Philips is continuing with thisapproach and building upon it with establishing a 2020gender target and succession planning and consideringadditional programs such as launching unconsciousbias training and creating a formal mentoring program.Philips’ commitment towards inclusion and diversity isfurthermore reflected in the company-wide Inclusionand Diversity Policy, the General Business Principlesand Fair Employment Policy.

The Committee continues to give appropriate weight todiversity in the nomination and appointment processfor future vacancies, while taking into account the



overall profile and selection criteria for theappointments of suitable candidates to the SupervisoryBoard, Board of Management and ExecutiveCommittee.

1) Reference is made to sub-section 9.2.7, 2017 Annual Incentive, of thisAnnual Report, setting out the performance review of the Board ofManagement and Executive Committee members by the RemunerationCommittee

9.2 Report of the RemunerationCommittee

IntroductionThe Remuneration Committee is chaired by Heino vonProndzynski. Its other members are Jeroen van der Veerand Christine Poon. The Committee is responsible forpreparing decisions of the Supervisory Board on theremuneration of individual members of the Board ofManagement and the Executive Committee. Inperforming its duties and responsibilities theRemuneration Committee is assisted by an externalconsultant and in-house remuneration expert acting onthe basis of a protocol which ensures that they act onthe instructions of the Remuneration Committee.Currently, no member of the Remuneration Committeeis a member of the management board of another listedcompany. In line with applicable statutory and otherregulations, this report focuses on the terms ofengagement and remuneration of the members of theBoard of Management. The Committee met six times in2017. All Committee members were present duringthese meetings, with the exception of Ms. Poon, whowas unable to attend the February meeting.

9.2.1 Remuneration policyThe objectives of the remuneration policy for membersof the Board of Management, as adopted by theGeneral Meeting of Shareholders in 2017, are in line withthat for executives throughout the Philips Group. Thatis, to focus them on improving the performance of thecompany and enhancing the long-term value of thePhilips Group, to motivate and retain them, and to beable to attract other highly qualified executives to enterinto Philips’ services, when required.

In order to compete for talent in the health technologymarket, the Supervisory Board identified a new peergroup1) for remuneration benchmarking purposes in2017 to align the Board of Management’s remunerationlevels 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, orcompanies we compete with for executive talent. Theseconsist of predominantly Dutch and other Europeancompanies, plus a minority number (up to 25%) of USbased global companies, of comparable size,complexity and international scope. Annual changes tothe peer group can be made by the Supervisory Board,

for example for reasons of changes in business orcompetitive nature of the companies involved. Suchchange will be disclosed if it has a substantial impacton peer group composition. No changes were made tothe peer group during the remainder of 2017.

To support the policy’s objectives, the remunerationpackage includes a significant variable part in the formof an annual cash bonus incentive and long-termincentive in the form of performance shares. The policydoes not encourage inappropriate risk-taking.

The performance targets for the members of the Boardof Management are determined annually at thebeginning of the year. The Supervisory Boarddetermines whether performance conditions havebeen met and can adjust the payout of the annual cashbonus incentive and the long-term incentive grantupward or downward if the predeterminedperformance criteria were to produce an inappropriateresult in extraordinary circumstances. The authority forsuch adjustments exists on the basis of contractualultimum-remedium and claw-back clauses. In addition,pursuant to Dutch legislation effective January 1, 2014,incentives may, under certain circumstances, beamended or clawed back pursuant to statutory powers.For more information please refer to chapter 10,Corporate governance, of this Annual Report. Furtherinformation on the performance targets is given in thechapters on the Annual Incentive (see sub-section9.2.7, 2017 Annual Incentive, of this Annual Report) andthe Long-Term Incentive Plan (see sub-section 9.2.8,2017 Long-Term Incentive Plan, of this Annual Report)respectively.

Key features of our Board of ManagementCompensation ProgramThe list below highlights Philips’ approach toremuneration, in particular taking into accountCorporate 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 unitsthat do not vest

• We do not offer executive contracts with longer than12 months’ separation payments

• We do not have a remuneration policy in place thatencourages our Board of Management to take anyinappropriate risks or to act in their own interests

1) The peer group consisted of 26 companies: Ahold Delhaize, AkzoNobel, Alcatel Lucent (subsequently acquired by Nokia),ASML, Atos, BAE Systems, Becton Dickinson, Boston Scientific, Capgemini, Danaher, Electrolux, Ericsson, EssilorInternational, 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.

Supervisory Board report 9.2.1


• We do not reward failing members of the Board ofManagement upon termination of contract

• We do not grant loans or give guarantees to membersof the Board of Management

9.2.2 Services agreementsBelow, the main elements of the services agreements(“overeenkomst van opdracht”) of the members of theBoard of Management are included.

Term of appointmentThe members of the Board of Management areengaged for a period of 4 years, it being understoodthat this period expires no later than at the end of thefollowing AGM held in the fourth year after the year ofappointment.

Philips GroupContract terms for current members

end of term

F.A. van Houten AGM 2019

A. Bhattacharya AGM 2019

M.J. van Ginneken AGM 2021

Notice periodTermination of the contract for the provision of servicesis subject to six months’ notice for both parties.

Severance paymentThe severance payment is set at a maximum of oneyear’s annual base compensation. In case of Mr Nota,who left the company during 2017, no severancepayment was made.

Share ownershipSimultaneously with the approval of the revised Long-Term Incentive Plan (LTI) in 2017, the guideline formembers of the Board of Management to hold a certainnumber of shares in the Company was increased to thelevel of at least 300% of annual base compensation(400% for the CEO). Until this level has been reachedthe members of the Board of Management are requiredto retain all after-tax shares derived from any long-termincentive plan.

Frans van Houten has reached the required shareownership level. Abhijit Bhattacharya and Marnix vanGinneken are at 85% and 61% of their target,respectively (i.e., 255% and 182% of annual basecompensation, respectively).

9.2.3 Scenario analysisThe Remuneration Committee conducts a scenarioanalysis annually. This includes the calculation ofremuneration under different scenarios, wherebydifferent Philips performance assumptions andcorporate actions are examined. The Supervisory Boardconcluded that the current policy has proven tofunction well in terms of a relationship between thestrategic objectives and the chosen performancecriteria and believes that the Annual and Long-TermIncentive Plans support this relationship.

9.2.4 2017 Internal pay ratiosIn line with the Dutch Corporate Governance Code,internal pay ratios are an important input fordetermining the Remuneration Policy for the Board ofManagement.

The ratio between the annual total compensation forthe CEO2) and the average annual total compensationfor an employee3) was 56:1 for the 2017 financial year.Both annual total compensation figures includepension benefits. The development of this ratio will bemonitored and disclosed going forward.

9.2.5 Remuneration costsThe following table gives an overview of the costsincurred by the Company in the financial year in relationto the remuneration of the Board of Management. Costsrelated to performance shares and restricted share rightgrants are taken by the Company over a number ofyears. As a consequence, the costs mentioned below inthe performance shares and restricted share rightscolumns are the accounting cost of multi-year Long-Term Incentive grants given to members of the Boardof Management.

Note that Pieter Nota was succeeded as a member ofthe Board of Management by Marnix van Ginneken asper November 1, 2017. Hence, details on hisremuneration costs are reported in note 27, Informationon remuneration.

2) Based on total CEO compensation costs (EUR 5,101,429) as reported in note 27, Information on remuneration.3) Based on Employee benefit expenses (EUR 5,824 million) divided by the average number of employees (63,798 FTE) as

reported in note 6, Income from operations. This results in an average annual total compensation cost of EUR 91,288.



Philips GroupRemuneration Board of Management1) in EUR2017

Costs in the year

annual basecompen-

sation2)

basecompen-

sation

realizedannual

incentive

perfor-manceshares

restrictedshare rights

pensionallowances

pensionscheme

costs

othercompen-

sation

F.A. van Houten 1,205,000 1,205,000 1,270,166 1,975,277 4,034 537,621 25,278 84,053

A. Bhattacharya 700,000 687,500 553,392 669,396 888 210,450 25,278 100,918

M.J. van Ginneken 550,000 91,667 69,168 100,022 75 27,796 4,213 13,120

1,984,167 1,892,726 2,744,695 4,997 775,867 54,769 198,091

1) Reference date for board membership is December 31, 20172) Base compensation as of April 1, 2017 and for Mr. Van Ginneken as of date of appointment as a member of the Board of Management.

For further details on the pension allowances andpension scheme costs see sub-section 9.2.9, Pensions,of this Annual Report.

9.2.6 Annual base compensationThe annual compensation of the members of the Boardof Management has been reviewed in April 2017 as partof the regular remuneration review. The annualcompensation of Abhijit Bhattacharya has beenincreased per April 1, 2017, from EUR 650,000 to EUR700,000. The increase was made to move the totalcompensation level closer to market levels, as well asto reflect internal relativities. The annual compensationof Frans van Houten remained unchanged at EUR1,205,000. The annual compensation for Marnix vanGinneken, who was appointed to the Board ofManagement as per November 1, 2017, was set at EUR550,000.

9.2.7 2017 Annual IncentiveEach year, a variable Annual Incentive can be earnedbased on the achievement of specific targets asdetermined by the Supervisory Board at the beginningof the year. These targets are set at challenging levelsand are partly linked to the results of the company (80%weighting) and partly to the contribution of theindividual member (20% weighting). The latter includes,among others, targets as part of our sustainabilityprogram.

The on-target Annual Incentive percentage in 2017 isset at 80% of the annual base compensation for theCEO and at 60% of the annual base compensation forthe other members of the Board of Management. Themaximum Annual Incentive achievable is 160% of theannual base compensation for the CEO and 120% of theannual base compensation for the other members ofthe Board of Management.

To support the performance culture, the financialtargets we set are at Group level for all members of theBoard of Management. The 2017 payouts, shown in thefollowing table, reflect the above target performanceon two out of three metrics (i.e., EBITA1) and cash flowbased metric) at Group level that apply to Board ofManagement. The performance on the comparablesales growth1) metric was at target.

Philips GroupAnnual Incentive realization in EUR2017 (payout in 2018)

realized annualincentive

as a % of basecompensation

(2017)

F.A. van Houten 1,270,166 105.4%

A. Bhattacharya 553,392 80.5%

M.J. van Ginneken 69,168 75.5%

9.2.8 2017 Long-Term Incentive PlanSince 2013, the LTI Plan applicable to the members ofthe Board of Management consists of performanceshares only. The current long-term incentive plan wasapproved by the General Meeting of Shareholders in2017.

Grant sizeThe annual grant size is set by reference to a multipleof base compensation. For the CEO the annual grantsize in 2017 is set at 200% of base compensation andfor the other members of the Board of Management at150% of base compensation. The actual number ofperformance shares to be awarded is determined byreference to the average of the closing price of theRoyal Philips share on the day of publication of the firstquarterly results and the four subsequent trading days.

Vesting scheduleDependent upon the achievement of the performanceconditions, cliff-vesting applies three years after thedate of grant. During the vesting period, the value ofdividends will be added to the performance shares inthe form of shares. These dividend-equivalent shareswill only be delivered to the extent that the awardactually vests.

Performance conditionsVesting of the performance shares is based on twoequally weighted performance conditions:

• 50% Adjusted Earnings per Share growth (“EPS”) and• 50% Relative Total Shareholder Return (“TSR”)

1) Non-IFRS financial measure. For the definition and reconciliation to the most directly comparable IFRS measure,refer to chapter 5, Reconciliation of non-IFRS information, of this Annual Report.



EPSEPS growth is calculated by applying the simple point-to-point method at year end. Earnings are the incomefrom continued operations attributable toshareholders, as reported in the Annual Report. Toeliminate the impact of any share buyback, stockdividend etcetera, the number of shares to be used forthe purpose of the EPS realization will be the numberof common shares outstanding (after deduction oftreasury shares) on the day prior to the beginning of theperformance period.

Earnings are adjusted for changes in accountingprinciples during the performance period. TheSupervisory Board has discretion to include otheradjustments, for example, to account for events thatwere not planned when targets were set or wereoutside management’s control (e.g., impairments,restructuring activities, pension items, M&Atransactions and costs and currency fluctuations).

The following performance-incentive zone applies forEPS:

Philips GroupPerformance-incentive zone for EPS in %

Belowthreshold Threshold Target Maximum

Payout 0 40 100 200

The EPS targets are set annually by the SupervisoryBoard. Given that these targets are considered to becompany sensitive. EPS targets and the achievedperformance are published in the Annual Report afterthe relevant performance period. For realization of the2015 grant, see the table on vesting 2015 awards at theend of this section.

TSRA ranking approach to TSR applies with Philips itselfincluded in the peer group so that interpolation is nolonger necessary. The TSR peer group - as of 2017 -consists of 20 companies, including Philips.

Philips GroupTSR peer group

Becton Dickinson General Electric Resmed

Boston Scientific Getinge Siemens

Cerner Groupe SEB Smith & Nephew

Danaher Hitachi Stryker

De Longhi Hologic Terumo

ElektaJohnson &Johnson

Fresenius MedicalCare Medtronic

The peer companies together reflect the businessportfolio of Philips. TSR scores are calculated by takingan averaging period prior to the start and end of the 3-year performance period. The performance incentivepay-out zone is outlined in the following table, whichresults in zero vesting for performance below the 40thpercentile and 200% vesting for performance levelsabove the 75th percentile. The incentive zone range hasbeen constructed such that the average pay-out overtime is expected to be approximately 100%.

Philips GroupPerformance-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

Under the LTI Plan the current members of the Boardof Management were granted 123,424 performanceshares in 2017.

The following table provides an overview at endDecember 2017 of performance share grants. Thereference date for board membership is December 31,2017.



Philips GroupPerformance shares1)

grant date

number ofperformance

sharesoriginally

granted value at

grant date

end ofvestingperiod

number ofperformance

sharesvested in 2017

value at vesting

date in 2017

F.A. van Houten 2014 59,075 1,380,000 2017 62,915 2,012,651

2015 54,877 1,410,000 2018 n.a. n.a.

2016 59,287 1,446,000 2019 n.a. n.a.

2017 73,039 2,410,000 2020 n.a. n.a.

A. Bhattacharya 2014 10,702 250,000 2017 11,398 364,622

2015 11,676 300,000 2018 n.a. n.a.

2016 26,650 650,000 2019 n.a. n.a.

2017 31,822 1,050,000 2020 n.a. n.a.

M.J. van Ginneken 2014 16,267 380,000 2017 17,324 554,195

2015 17,514 450,000 2018 n.a. n.a.

2016 20,972 511,500 2019 n.a. n.a.

2017 18,563 612,500 2020 n.a. n.a.

1) Dividend performance shares not included

For more details of the LTI Plan see note 26, Share-based compensation.

Realization of 2015 performance share grantThe 3-year performance period of the 2015performance share grant ended on December 31, 2017.The payout results are governed by the former 2013 LTIPlan and are explained below.

TSR (50% weighting)Following Medtronic’s acquisition of Covidien(completed January 2015) and Johnson Controlsmerger with Tyco International (completed September2016), the Supervisory Board adopted the approach ofrecognizing Covidien’s and Johnson Controlsperformance through the delisting and merger date,respectively. As a proxy for future performance,reinvestment in an index of the remaining 19 peercompanies was assumed (effectively retaining a peergroup of 21 companies).

The TSR achieved by Philips during the performanceperiod was 60.44%. This positioned Philips betweenthe 3rd and 4th ranked company in the peer groupshown in the following table, resulting in anachievement of 200%.

TSR results LTI Plan 2015 grant: 60.44%

Total Shareholder Return ranking per December 31, 2017Start date: December 2014End date: December 2017

Company total return rank number

Honeywell International 66.10% 1

3M 61.67% 2

Legrand 61.63% 3

Danaher 52.81% 4

LG Electronics 51.71% 5

Electrolux 46.98% 6

Smiths Group 45.46% 7

Siemens 45.04% 8

Johnson & Johnson 43.56% 9

Covidien 43.28% 10

ABB 34.91% 11

Schneider Electric 31.10% 12

Eaton 30.84% 13

Panasonic 27.75% 14

Johnson Controls 26.05% 15

Medtronic 22.52% 16

Emerson Electric 14.75% 17

Procter & Gamble 12.49% 18

Hitachi 5.83% 19

General Electric (14.28)% 20

Toshiba Corp (36.79)% 21

Adjusted EPS growth (50% weighting)The EPS payouts and targets set at the beginning of theperformance period were as follows:

below

threshold threshold target maximum

EPS(euro) <1.33 1.33 1.45 1.66

Payout 0% 40% 100% 200%

EPS is based on the underlying income from continuingoperations attributable to shareholders, as included inthe Annual Report, adjusted for changes in accountingprinciples. Furthermore, the Supervisory Board has alsodeemed it appropriate to make adjustments relating tocertain other items that were not contemplated when



the targets were set in 2015. These relate to the profitand loss impact of acquisitions and discontinuedoperations, exclusion of one-off real estate gains,restructuring costs and impact of foreign exchangevariations versus plan. In addition, we have added backthe impact of a recent tax change in the US.

The resulting EPS achievement was determined by theSupervisory Board as 133.3%.

In view of the above, the following performanceachievement and vesting levels have been determinedby the Supervisory Board in respect of the 2015 grantof performance shares:

metric achievement weighting vesting level

TSR 200% 50% 100%

EPS 133.3% 50% 66.7%

total 166.7%

9.2.9 PensionsEffective January 1, 2015 pension plans which allowpension accrual based on a pensionable salaryexceeding an amount in 2017 of EUR 103,317 are, forfiscal purposes, considered to be non-qualifyingschemes. For this reason the Executive Pension Plan inthe Netherlands was terminated.

The following pension arrangement is in place for thecurrent members of the Board of Management workingunder a Dutch contract:

• Flex Pension Plan in the Netherlands, which is aCollective Defined Contribution plan with a fixedcontribution of (currently) 26.2% up to the maximumpensionable salary of EUR 103,317 (effective January1, 2017). The Flex Plan has a target retirement age of67 and a target accrual rate of 1.85%;

• A gross Pension Allowance equal to 25% of the basecompensation exceeding EUR 103,317;

• A temporary gross Transition Allowance, for amaximum period of 8 years (first 5 years in full; year6: 75%; year 7: 50%, year 8: 25%) for members of theBoard who were participants of the former ExecutivePension Plan. The level of the allowance is based onthe age and salary of the Board member onDecember 31, 2014.

The total pension cost of the Company related to thispension arrangement (including the temporary grossTransition Allowance) is at a comparable level over aperiod of time to the pension cost under the formerExecutive Pension Plan.

9.2.10 Additional arrangementsIn addition to the main conditions as stipulated in theservices agreements, a number of additionalarrangements apply to members of the Board ofManagement. These additional arrangements, such asexpense and relocation allowances, medical insurance,accident insurance and company car arrangements, arein line with those for Philips executives in theNetherlands. In the event of disablement, members ofthe Board of Management are entitled to benefits in linewith those for other Philips executives in theNetherlands.

Unless the law provides otherwise, the members of theBoard of Management and of the Supervisory Boardshall be reimbursed by the Company for various costsand expenses, like reasonable costs of defendingclaims, as formalized in the Articles of Association.Under certain circumstances, described in the Articlesof Association, such as an action or failure to act by amember of the Board of Management or a member ofthe Supervisory Board that can be characterized asintentional (“opzettelijk”), intentionally reckless(“bewust roekeloos”) or seriously culpable (“ernstigverwijtbaar”), there will be no entitlement to thisreimbursement. The Company has also taken outliability insurance (D&O - Directors & Officers) for thepersons concerned.

9.2.11 Remuneration of the Supervisory BoardThe current remuneration structure for SupervisoryBoard members was approved at the 2015 AnnualGeneral Meeting of Shareholders. The table belowprovides an overview of the current remunerationstructure.

Philips GroupRemuneration Supervisory Board1) in EUR2017

Chairman Vice

Chairman Member

Supervisory Board 135,000 90,000 80,000

Audit Committee 22,500 n.a. 13,000

RemunerationCommittee 15,000 n.a. 10,000

CorporateGovernance andNomination &Selection Committee 15,000 n.a. 7,500

Quality & RegulatoryCommittee 15,000 n.a. 10,000

Attendance fee perinter-European trip 2,500 2,500 2,500

Attendance fee perintercontinental trip 5,000 5,000 5,000

Entitlement toPhilips productarrangement 2,000 2,000 2,000

1) For more details, see note 27, Information on remuneration



9.2.12 Year 2018

2018 Annual IncentiveIn line with the new remuneration policy, metrics will bedisclosed ex-ante. For 2018, these are comparablesales growth1), EBITA1), and cash flow based metricsmeasured at Group level (i.e., unchanged from 2017).The targets associated with these metrics will not bedisclosed as these are company sensitive.

Based on compensation data provided by theCommittee’s external consultant, taking account of theincreasingly competitive environment in the healthtechnology sector and in line with the remunerationpolicy as adopted by the General Meeting ofShareholders in 2017, the 2018 on-target AnnualIncentive percentages for the CEO and CFO areincreased to 100% and 80% of annual basecompensation, respectively (currently 80% and 60%,respectively). The maximum Annual Incentiveachievable will remain to be 2 times the on-targetlevels.

9.3 Report of the Audit CommitteeThe Audit Committee is chaired by Jackson Tai, and itsother members are Neelam Dhawan, Orit Gadiesh andDavid Pyott. Jeroen van der Veer also regularlyparticipated in Audit Committee meetings. TheCommittee assists the Supervisory Board in fulfilling itssupervisory responsibilities for, among other things,ensuring the integrity of the Company’s financialstatements and reviewing the Company’s internalcontrols.

The Audit Committee met five times during 2017, as wellas convening an education session, and reported itsfindings to the plenary Supervisory Board. All AuditCommittee members were present during thesemeetings, with the exception of one member, who wasunable to attend the January Committee meeting.

The CEO, the CFO, the Chief Legal Officer, the Head ofInternal Audit, the Group Chief Accountant and theexternal auditor (Ernst & Young Accountants LLP)attended all regular meetings.

Furthermore, for each meeting, the Committee metseparately with each of the CEO, the CFO, the ChiefLegal Officer, the Head of Internal Audit and theexternal auditor. In addition, the Audit Committee chairmet one-on-one with the above and also the GroupTreasurer, the Group Chief Accountant, the Head ofLegal Compliance and the Chief Information SecurityOfficer prior to Committee meetings.

The overview below indicates a number of matters thatwe reviewed and/or discussed during Committeemeetings throughout 2017:

• The Company’s 2017 annual and interim financialstatements, including non-financial information,prior to publication thereof. The Committee alsoassessed in its quarterly meetings the adequacy andappropriateness of internal control policies andinternal audit programs and their findings.

• Matters relating to accounting policies, financial risksand compliance with accounting standards.Compliance with statutory and legal requirementsand regulations, particularly in the financial domain,was also reviewed. Important findings, Philips’ majorareas of risk (including the internal auditor’s reportingthereon, and the Chief Legal Officer’s review oflitigation and other claims) and follow-up actionsand appropriate measures were examinedthoroughly.

• Each quarter, the Committee reviewed theCompany’s cash flow generation, liquidity andflexibility, under its capital structure and creditratings, to pay dividends and to fund capitalinvestments, including share repurchases and otherfinancial initiatives.The Committee also monitored the ongoing goodwillimpairment indicators and reviewed the goodwillimpairment test performed in the fourth quarter, riskmanagement, information security, legal complianceand developments in regulatory investigations aswell as legal proceedings including antitrustinvestigations and related provisions.

• Specific finance topics included dividend policy,share repurchases, capital spending, pension de-risking and the Company’s debt financing strategy.

• The Committee reviewed the IT priorities, includingthe implementation of an integrated, company-widedata and IT platform, the ERP kernel consolidationand the implementation timetable.

• With regard to internal audit, the Committeereviewed and, if required, approved the internal auditcharter, audit plan, audit scope and its coverage inrelation to the scope of the external audit, as well asthe staffing, independence and organizationalstructure of the internal audit function. TheCommittee also reviewed and concurred in theappointment of a new Head of Internal Auditfollowing the rotational reassignment of the previousincumbent.

• With regard to the external audit, the Committeereviewed the proposed audit scope, approach andfees, the independence of the external auditor, non-audit services provided by the external auditor inconformity with the Philips Auditor Policy, as well asany changes to this policy. The Committee alsoreviewed the key audit matters, focusing on revenuerecognition, valuation of goodwill, valuation anddisclosure relating to deferred tax assets and accrual

1) Non-IFRS financial measure. For the definition and reconciliation to the most directly comparable IFRS measure, refer tochapter 5, Reconciliation of non-IFRS information, of this Annual Report.



estimates for legal claims, litigation, regulatorymatters and contingencies and acquisitions anddisposals.

• The Committee reviewed the independence as wellas the professional fitness and good standing of theexternal auditor and its engagement partners. Forinformation on the fees of Group auditor, please referto the table ‘Fees’ in note 6, Income from operations.

• The Company’s policy on business controls, legalcompliance and the General Business Principles(including the deployment thereof). The Committeewas informed on, and discussed and monitoredclosely the Company’s internal control certificationprocesses, in particular compliance with section 404of the US Sarbanes-Oxley Act and its requirementsregarding assessment, review and monitoring ofinternal controls. It also discussed on a regular basisthe developments in and findings resulting frominvestigations into alleged violations of the GeneralBusiness Principles and, if required, any measurestaken.

The Committee convened education sessions oncompliance under our own GBP as well as regulatoryand statutory requirements, and also a separatesession on cyber security (including vulnerabilitymanagement, malware protection and identity accessmanagement) and the new accounting standards IFRS9 (financial instruments), IFRS 15 (revenue fromcontracts with customers) and IFRS 16 (leases).

During each Audit Committee meeting, the Committeereviewed the report from the external auditor in whichthe auditor set forth its findings and attention pointsduring the relevant period. The Committee alsoassessed the overall performance of the externalauditor, as required by the Auditor Policy. TheCommittee also reviewed its own Charter, including theminor amendments thereto, and concluded that it wassatisfactory.

9.4 Report of the Quality & RegulatoryCommitteeThe Quality and Regulatory Committee wasestablished in view of the importance of the quality ofthe Company’s products, systems, services, andsoftware. The Committee provides broad oversight ofcompliance to the regulatory requirements that governthe development, manufacturing marketing andservicing of the Company’s products. The Q&RCommittee assists the Supervisory Board in fulfilling itsoversight responsibilities in these areas. It is chaired byChristine Poon and its members are Heino vonProndzynski, David Pyott and Jackson Tai.

The Q&R Committee met eight times in 2017. AllCommittee members were present during thesemeetings, with the exception of one member, who wasunable to attend the July Committee meeting.

The overview below indicates some of the matters thatwere discussed during meetings throughout 2017:

• Quality and regulatory dashboards, which displaykey performance indicators for business groups andmarkets, measuring performance and continuousimprovement to enhance quality and compliance;

• The status and outcome of quality & regulatoryinvestigations and related matters, including theFood and Drug Administration (FDA) inspection inCleveland in the third quarter of 2017 and the consentdecree with the US Department of Justice,representing the FDA, focusing on Philips’defibrillator manufacturing in the US in the fourthquarter of 2017;

• The culture of quality and measures taken toenhance the quality culture and awareness in theCompany;

• The Philips end-to-end Quality Management Systemand its implementation roadmap;

• Regulatory developments, including the Company’spreparations to implement the EU Medical DeviceRegulation and the potential impact of this regulationon capabilities and new product introductions; and

• Review progress in development of talent andcapabilities of the Company’s quality and regulatoryfunction.

Members of the Q&R Committee also visited themanufacturing facilities in Bothell, USA, and met withlocal and regional management.

Corporate governance 10


10 Corporate governance

Corporate governance of the Philips Group -IntroductionKoninklijke Philips N.V., a company organized underDutch law, is the parent company of the Philips Group.The Company, which started as a limited partnershipwith the name Philips & Co in Eindhoven, theNetherlands, in 1891, was converted into thecompany with limited liability N.V. Philips’Gloeilampenfabrieken on September 11, 1912. TheCompany’s name was changed to Philips ElectronicsN.V. on May 6, 1994, to Koninklijke Philips ElectronicsN.V. on April 1, 1998, and to Koninklijke Philips N.V. onMay 15, 2013. Its shares have been listed on theAmsterdam Stock Exchange, Euronext Amsterdam,since 1912. The shares have been traded in the UnitedStates since 1962 and have been listed on the New YorkStock Exchange since 1987.

Over the last decades the Company has pursued aconsistent policy to improve its corporate governancein line with Dutch, US and international (DutchCorporate Governance Codes of) best practices. TheCompany has worked to incorporate a fair disclosurepractice in its investor relations policy, strengthen theaccountability of its executive management and the(independent) members of its Supervisory Board, andrespect and enhance the rights and powers ofshareholders and raise the level of communication withinvestors. The Company is required to comply with,inter alia, Dutch corporate governance rules, the USSarbanes-Oxley Act, other US securities laws andrelated regulations (including applicable stockexchange rules), insofar as applicable to the Company.A summary of significant differences between theCompany’s corporate governance practice and theNew York Stock Exchange corporate governancestandards is published on the Company’s website(www.philips.com/investor).

In this report, the Company addresses its overallcorporate governance structure and states to whatextent and how it applies the principles and bestpractice provisions of the Dutch Corporate GovernanceCode. The current Code is dated December 8, 2016replacing the former 2008 Dutch CorporateGovernance Code. Where the principles or best practiceof the new Code required changes to rules, policies,procedures or other written records, such changes havebeen implemented at the end of 2017. This report alsoincludes the information which the Company isrequired to disclose pursuant to the Dutchgovernmental Decree on Article 10 Takeover Directiveand the governmental Decree on CorporateGovernance. Deviations from aspects of the corporategovernance structure of the Company, when deemednecessary in the interests of the Company, will bedisclosed in this corporate governance report.

Substantial changes in the Company’s corporategovernance structure and in the Company’scompliance with the Dutch Corporate GovernanceCode, if any, will be submitted to the General Meetingof Shareholders for discussion under a separateagenda item. The Supervisory Board and the Board ofManagement, which are responsible for the corporategovernance structure of the Company, are of theopinion that the principles and best practice provisionsof the Dutch Corporate Governance Code that areaddressed to the Board of Management and theSupervisory Board are being applied.

Corporate governance 10.1


10.1 Board of Management andExecutive Committee

IntroductionThe Board of Management is entrusted with themanagement of the Company. Certain key officers havebeen appointed to manage the Company together withthe Board of Management, allowing functions,businesses and markets to be represented at thehighest levels in the company. The members of theBoard of Management and these key officers togetherconstitute the Executive Committee. The ExecutiveCommittee has, for practical purposes, adopted adivision of responsibilities indicating the functional andbusiness areas monitored and reviewed by theindividual members. For the purpose of this corporategovernance report, where the Executive Committee ismentioned this also includes the Board of Managementunless the context requires otherwise.

Under the chairmanship of the President/ChiefExecutive Officer (CEO), the members of the ExecutiveCommittee drive the Company’s management agendaand share responsibility for the continuity of the PhilipsGroup, focusing on long-term value creation and takinginto account the interests of shareholders and otherstakeholders. For a description of furtherresponsibilities and tasks of the Executive Committeeplease refer to the Rules of Procedure of the Board ofManagement and the Executive Committee which arepublished on the Company’s website.

In compliance with the Dutch Corporate GovernanceCode, the Annual Report addresses the strategy andculture of Philips aimed at long-term value creation.The strategy of Philips is described in more detail inchapter 2, Our strategic focus, of this Annual Report.Here, reference is also made to the Philips BusinessSystem, a collection of best practices and globalprocesses that provide a framework for continuousimprovement and operational excellence, with the aimof delivering on the Company’s mission and vision andensuring success is repeatable. As set out in section 3.2,Social performance, of this Annual Report, Philipspromotes a behavior and competency-driven growthand performance culture, which is anchored by theintegrity norms described in the Philips GeneralBusiness Principles (GBP). Chapter 1, Message from theCEO, of this Annual Report, explains how theCompany’s strategy was executed in 2017; in thisregard, please refer also to chapter 4, Segmentperformance, of this Annual Report.

The Board of Management remains accountable for theactions and decisions of the Executive Committee andhas ultimate responsibility for the Company’smanagement and the external reporting and isanswerable to shareholders of the Company at theAnnual General Meeting of Shareholders.

All resolutions of the Executive Committee are adoptedby majority vote comprising the majority of themembers of the Board of Management present orrepresented, such majority comprising the vote of theCEO. The Board of Management retains the authorityto, at all times and in all circumstances, adoptresolutions without the participation of the othermembers of the Executive Committee. In discharging itsduties, the Executive Committee shall be guided by theinterests of the Company and its affiliated enterprise,taking into consideration the interests of theCompany’s stakeholders.

The Executive Committee is supervised by theSupervisory Board and shall provide the latter with allinformation the Supervisory Board needs to fulfill itsown responsibilities. Major decisions of the Board ofManagement and Executive Committee require theapproval of the Supervisory Board; these includedecisions concerning (a) the operational and financialobjectives of the Company, (b) the strategy designed toachieve the objectives, (c) if necessary, the parametersto be applied in relation to the strategy and (d)corporate social responsibility issues that are relevantto the Company.

The Executive Committee follows the Rules ofProcedure of the Board of Management and ExecutiveCommittee, which set forth procedures for meetings,resolutions and minutes.

(Term of) Appointment, composition andconflicts of interestsMembers of the Board of Management as well as theCEO are appointed by the General Meeting ofShareholders upon a binding recommendation drawnup by the Supervisory Board after consultation with theCEO. This binding recommendation may be overruledby a resolution of the General Meeting of Shareholdersadopted by a simple majority of the votes cast andrepresenting at least one-third of the issued sharecapital. If a simple majority of the votes cast is in favorof the resolution to overrule the bindingrecommendation, but such majority does not representat least one-third of the issued share capital, a newmeeting may be convened at which the resolution maybe passed by a simple majority of the votes cast,regardless of the portion of the issued share capitalrepresented by such majority. In the event that abinding recommendation has been overruled, a newbinding recommendation shall be submitted to theGeneral Meeting of Shareholders. If such secondbinding recommendation has been overruled, theGeneral Meeting of Shareholders shall be free toappoint a board member.

Members of the Board of Management and the CEO areappointed for a term of four years, it being understoodthat this term expires at the end of the General Meetingof Shareholders to be held in the fourth year after theyear of their appointment or, if applicable, until a laterretirement date or other contractual termination date in



the fourth year, unless the General Meeting ofShareholders resolves otherwise. Reappointment ispossible for consecutive terms of four years inaccordance with the proceeding sentence. Membersmay be suspended by the Supervisory Board and bythe General Meeting of Shareholders and dismissed bythe latter. Individual data on the members of the Boardof Management and Executive Committeeare published in chapter 7, Management, of this AnnualReport.

The other members of the Executive Committee areappointed, suspended and dismissed by the CEO,subject to approval by the Supervisory Board.

Candidates for appointment to the Board ofManagement and the Executive Committee will beselected while taking into account the Company’sDiversity Policy for the Supervisory Board, the Board ofManagement and the Executive Committee (effectiveDecember 31, 2017, and published on the Company’swebsite). As also addressed in the Diversity Policy,Dutch legislation on board diversity provides that theCompany must pursue a policy of having at least 30%of the seats on the Board of Management held by menand at least 30% of the seats held by women. For moredetails on the Diversity Policy and board diversityplease refer to section 9.1, Report of the CorporateGovernance and Nomination & Selection Committee, ofthis Annual Report.

The acceptance by a member of the Board ofManagement of a position as a member of asupervisory board or a position as a non-executivedirector in a one-tier board (Non-ExecutiveDirectorship) at another company requires theapproval of the Supervisory Board. The SupervisoryBoard is required to be notified of other importantpositions (to be) held by a member of the Board ofManagement. Dutch legislation provides for certainlimitations on the number of Non-ExecutiveDirectorships a member of the Board of Managementmay hold. No such board member shall hold more thantwo Non-Executive Directorships at ‘large’ companies(naamloze vennootschappen or beslotenvennootschappen) or ‘large’ foundations (stichtingen),as defined under Dutch law, and no member of theBoard of Management shall hold the position ofchairman of another one-tier board or the position ofchairman of another supervisory board. In order for acompany or foundation to be regarded as large, it mustmeet at least two of the following criteria: (i) the valueof the assets according to the balance sheet withexplanatory notes, considering the acquisition ormanufacturing price, exceeds EUR 20 million; (ii) the netturnover exceeds EUR 40 million; or (iii) the averagenumber of employees equals or exceeds 250. Duringthe financial year 2017 all members of the Board ofManagement complied with the limitations describedabove in this paragraph.

Dutch legislation on conflicts of interests provides thata member of the Board of Management may notparticipate in the adoption of resolutions if he or shehas a direct or indirect personal conflict of interest withthe Company or related enterprise. If all members of theBoard of Management have a conflict, the resolutionconcerned will be considered by the Supervisory Board.The Company’s corporate governance includes rules tospecify situations in which a (potential) conflict mayexist, to avoid (potential) conflicts of interests as muchas possible, and to deal with such conflicts should theyarise. The rules on conflicts of interests apply to theother members of the Executive Committeecorrespondingly.

Relevant matters relating to conflicts of interests, if any,shall be mentioned in the Annual Report for thefinancial year in question. No such matters haveoccurred during the financial year 2017.

Amount and composition of theremuneration of the Board of ManagementThe remuneration of the individual members of theBoard of Management is determined by theSupervisory Board on the proposal of theRemuneration Committee of the Supervisory Board,and must be consistent with the policy thereon asadopted by the General Meeting of Shareholders. Thecurrent remuneration policy applicable to the Board ofManagement was adopted by the 2017 Annual GeneralMeeting of Shareholders, and is published on theCompany’s website. A full and detailed description ofthe composition of the remuneration of the individualmembers of the Board of Management is includedin section 9.2, Report of the Remuneration Committee,of this Annual Report.

Pursuant to Dutch legislation, the implementation ofthe remuneration policy during the financial year mustbe included as a separate agenda item in the conveningnotice for a General Meeting of Shareholders and mustbe dealt with before the meeting can proceed toconsider and adopt the Annual Accounts.

The current Remuneration Policy applicable to theBoard of Management was adopted at the AnnualGeneral Meeting of Shareholders held in 2017.Deviations on elements of the remuneration policy inextraordinary circumstances, when deemed necessaryin the interests of the Company, will be disclosed in theAnnual Report or, in the case of an appointment, ingood time prior to the appointment of the personconcerned.

All members of the Board of Management are engagedby means of a services agreement (overeenkomst vanopdracht), as Dutch legislation prohibits a member ofthe Board of Management from being employed bymeans of a contract of employment. In the event of theappointment or re-appointment of a member of theBoard of Management, the main elements of theservices agreement - including the amount of the fixed



base compensation, the structure and amount of thevariable compensation component, any severanceplan, pension arrangements and the generalperformance criteria - shall be made public no laterthan at the time of issuance of the notice convening theGeneral Meeting of Shareholders in which a proposalfor (re-)appointment of that member of the Board ofManagement has been placed on the agenda. Incompliance with the Dutch Corporate GovernanceCode, the term of the services agreement of themembers of the Board of Management is set at fouryears and, in the event of termination, severancepayment is limited to a maximum of one year’s basecompensation. From 2003 until 2013, Philipsmaintained a Long-Term Incentive Plan (LTI Plan)consisting of a mix of restricted shares rights and stockoptions for members of the Board of Management,Philips executives and other key employees. Since thefull revision in 2013 of the LTI Plan applicable tomembers of the Board of Management, the planconsists of performance shares only, with cliff-vestingthree years after the date of grant, dependent upon theachievement of certain performance conditions. Formore details please refer to section 9.2, Report of theRemuneration Committee, of this Annual Report.

Pursuant to Dutch legislation (effective January 1, 2014),the Supervisory Board is authorized to change unpaidbonuses awarded to members of the Board ofManagement if payment or delivery of the bonus wouldbe unacceptable according to the principles ofreasonableness and fairness. The Company, which inthis respect may also be represented by theSupervisory Board or a special representativeappointed for this purpose by the General Meeting ofShareholders, may also claim repayment of bonusespaid or delivered (after December 31, 2013) insofar asthese have been granted on the basis of incorrectinformation on the fulfillment of the relevantperformance criteria or other conditions. Bonuses arebroadly defined as ‘non-fixed’ remuneration, either incash or in the form of share-based compensation, thatis conditional in whole or in part on the achievement ofcertain targets or the occurrence of certaincircumstances. The explanatory notes to the balancesheet shall report on any moderation and/or claim forrepayment of board remuneration. No such moderationor claim for repayment has occurred during the financialyear 2017.

Members of the Board of Management hold shares inthe Company for the purpose of long-term investmentand are required to refrain from short-term transactionsin Philips securities. According to the Philips Rules ofConduct on Inside Information, members of the Boardof Management are only allowed to trade in Philipssecurities (including the exercise of stock options)during ‘windows’ of twenty business days following thepublication of annual and quarterly results (providedthe person involved has no ‘inside information’regarding Philips at that time unless an exemption isavailable). Furthermore, the Rules of Procedure of the

Board of Management and Executive Committeecontain provisions concerning ownership of andtransactions in non-Philips securities by members ofthe Board of Management. Members of the Board ofManagement are prohibited from trading, directly orindirectly, in securities of any of the companiesbelonging to the peer group, during one weekpreceding the disclosure of Philips’ annual or quarterlyresults. The rules referred to above in this paragraphapply to other members of the Executive Committeecorrespondingly. Transactions in shares in theCompany carried out by members of the Board ofManagement or members of the Supervisory Board andother Insiders (if applicable) are notified to theNetherlands Authority for the Financial Markets (AFM)in accordance with the European Market AbuseRegulation and, if necessary, to other relevantauthorities.

Indemnification of members of the Board ofManagement and Supervisory BoardUnless the law provides otherwise, the members of theBoard of Management and of the Supervisory Boardshall be reimbursed by the Company for various costsand expenses, such as the reasonable costs ofdefending claims, as formalized in the Articles ofAssociation. Under certain circumstances, described inthe Articles of Association, such as an act or failure toact by a member of the Board of Management or amember of the Supervisory Board that can becharacterized as intentional (opzettelijk), intentionallyreckless (bewust roekeloos) or seriously culpable(ernstig verwijtbaar), there will be no entitlement to thisreimbursement unless the law or the principles ofreasonableness and fairness require otherwise. TheCompany has also taken out liability insurance (D&O -Directors & Officers) for the persons concerned.

In line with regulatory requirements, the Company’spolicy forbids personal loans to and guarantees onbehalf of members of the Board of Management or theSupervisory Board, and no loans were granted orguarantees issued to such members in 2017, nor are anyloans or guarantees outstanding as of December 31,2017.

The aggregate share ownership of the members of theBoard of Management and the Supervisory Boardrepresents less than 1% of the outstanding ordinaryshares in the Company.

Risk management approachRisk management and control forms an integral part ofthe Philips business planning and performance reviewcycle. The Company’s risk and control policy isdesigned to provide reasonable assurance thatobjectives are met by integrating risk assessment in thestrategic planning process, integrating managementcontrol into the daily operations, ensuring compliancewith legal requirements and safeguarding the integrityof the Company’s financial reporting and its relateddisclosures. The Executive Committee determines the



risks and appropriate risk responses related to theachievement of business objectives and criticalbusiness processes. The Executive Committee reportson and accounts for internal risk management andcontrol systems to the Supervisory Board and its AuditCommittee. Risk factors and the risk managementapproach, as well as the sensitivity of the Company’sresults to external factors and variables, are describedin more detail in chapter 6, Risk management, of thisAnnual Report. Significant changes and improvementsin the Company’s risk management and internal controlsystem have been discussed with the SupervisoryBoard’s Audit Committee and the external auditor andare disclosed in that section as well.

With respect to financial reporting a structured self-assessment and monitoring process is used company-wide to assess, document, review and monitorcompliance with internal control over financialreporting. Internal representations received frommanagement, regular management reviews, reviews ofthe design and effectiveness of internal controls andreviews in Group and Business Group, Market andFunction Audit & Risk committees are integral parts ofthe Company’s risk management approach. On thebasis thereof, the Board of Management confirms that:(i) the management report provides sufficient insightsinto any failings in the effectiveness of the internal riskmanagement and control systems; (ii) such systemsprovide a reasonable level of assurance that thefinancial reporting does not contain any materialinaccuracies; (iii) based on the current state of affairs, itis justified that the financial reporting is prepared on agoing concern basis; and (iv) the management reportstates those material risks and uncertainties that arerelevant to the expectation of the company’s continuityfor the period of twelve months after the preparation ofthe report. The financial statements fairly represent thefinancial condition and result of operations of theCompany and provide the required disclosures.

It should be noted that the above does not imply thatthe internal risk management and control systemsprovide certainty as to the realization of operationaland financial business objectives, nor can they preventall misstatements, inaccuracies, errors, fraud and non-compliances with rules and regulations.

In view of the above, the Board of Managementbelieves that it is in compliance with the requirementsof recommendation 1.4.2 of the Dutch CorporateGovernance Code. The above statement on internalcontrols should not be construed as a statement inresponse to the requirements of section 404 of the USSarbanes-Oxley Act. The statement as to compliancewith section 404 is set forth in section 11.1,Management’s report on internal control, of this AnnualReport.

In addition to the Philips General Business Principles(GBP), the Company has a Financial Code of Ethicswhich additionally applies to designated senior

executives, including the CEO and the CFO, and to thesenior management in the Philips Finance LeadershipTeam who head the Finance departments of theCompany. The GBP and the Financial Code of Ethicshave been published on the Company’s website.

The Company, through the Supervisory Board’s AuditCommittee, also has appropriate procedures in placefor the receipt, retention and treatment of complaintsreceived by the Company regarding accounting,internal accounting controls or auditing matters and theconfidential, anonymous submission by employees ofconcerns regarding questionable accounting orauditing matters. The Company’s whistleblowermechanisms furthermore allow employees and, sinceMay 2015, external parties to confidentially andanonymously report grievances to the Company, alsoon other topics than those that relate to questionableaccounting or auditing matters. The Company does nottolerate retaliation against (internal) whistleblowerswho report a concern in good faith. More informationon GBP governance and our whistleblower procedurescan be found in chapter 13, Sustainability statements,of this Annual Report and chapter 6, Riskmanagement, of this Annual Report.

In view of the requirements under the US SecuritiesExchange Act, procedures are in place to enable theCEO and the CFO to provide certifications with respectto the Annual Report on Form 20-F.

A Disclosure Committee is in place, which advises thevarious officers and departments involved, includingthe CEO and the CFO, on the timely review, publicationand filing of periodic and current (financial) reports. Inaddition to the certification by the CEO and the CFOunder US law, each individual member of the Board ofManagement and the Supervisory Board must, underDutch law, sign the Group and Company financialstatements being disclosed and submitted to theGeneral Meeting of Shareholders for adoption. If one ormore of their signatures is missing, this shall be stated,and the reasons given for this. The members of theBoard of Management issue the responsibilitystatement as referred to in chapter 11, Group financialstatements, of this Annual Report, as required byapplicable Dutch company law and securities law.

10.2 Supervisory Board

IntroductionThe Supervisory Board supervises the policies of theBoard of Management and Executive Committee andthe general course of affairs of Philips and advises theexecutive management thereon. The SupervisoryBoard, in the two-tier corporate structure under Dutchlaw, is a separate body that is independent of the Boardof Management. Its independent character is alsoreflected in the requirement that members of theSupervisory Board can be neither a member of theBoard of Management nor an employee of theCompany. The Supervisory Board considers all its



members to be independent pursuant to the DutchCorporate Governance Code and under the applicableUS Securities and Exchange Commission standards.

The Supervisory Board, acting in the interests of theCompany and the Group and taking into account therelevant interest of the Company’s stakeholders,supervises and advises the Board of Management andExecutive Committee in performing its managementtasks and setting the direction of the Group’s business,including (a) the Group’s performance, (b) the Group’sview on long-term value creation, (c) the Group’sculture aimed at long-term value creation, (d) theGroup’s general strategy aimed at long-term valuecreation and the risks connected to its businessactivities, (e) the operational and financial objectives,(f) the parameters to be approved in relation to thestrategy, (g) corporate social responsibility issues (h)the structure and management of the systems ofinternal business controls and risk management, (i) thefinancial reporting process, (j) the compliance withapplicable laws and regulations, also including theinternal reporting systems on such compliance and theadequate follow-up thereof, (k) the Company/shareholder relationship and (l) the corporategovernance structure of the Company and (m) seniormanagement staffing, including succession planning.The Group’s strategy and major management decisionsare discussed with and approved by the SupervisoryBoard. For a description of further responsibilities andtasks of the Supervisory Board please refer to theSupervisory Board’s Rules of Procedure which arepublished on the Company’s website.

In its report, the Supervisory Board describes thecomposition and functioning of the Supervisory Boardand its committees, the activities of the board and itscommittees in the financial year 2017, the number ofcommittee meetings and the main items discussed.

The Rules of Procedure of the Supervisory Board arepublished on the Company’s website. These rules setforth the Supervisory Board’s governance rules,covering meetings, items to be discussed, resolutions,appointment and re-election, committees, conflicts ofinterests, trading in securities, and the profile of theSupervisory Board. The Rules of Procedure also includethe charters of the board’s committees, to which theplenary Supervisory Board, while retaining overallresponsibility, has assigned certain tasks: the CorporateGovernance and Nomination & Selection Committee,the Audit Committee, the Remuneration Committeeand the Quality & Regulatory Committee. Eachcommittee reports to, and submits its minutes forinformation to the Supervisory Board.

(Term of) Appointment, composition andconflicts of interestsThe Supervisory Board consists of at least five members(currently seven), including a Chairman, and a Vice-Chairman and Secretary. The Dutch ‘large companyregime’ does not apply to the Company itself. Members

are currently appointed by the General Meeting ofShareholders for fixed terms of four years, upon abinding recommendation from the Supervisory Board.

According to the Company’s Articles of Association, thisbinding recommendation may be overruled by aresolution of the General Meeting of Shareholdersadopted by a simple majority of the votes cast andrepresenting at least one-third of the issued sharecapital. If a simple majority of the votes cast is in favorof the resolution to overrule the bindingrecommendation, but such majority does not representat least one-third of the issued share capital, a newmeeting may be convened at which the resolution maybe passed by a simple majority of the votes cast,regardless of the portion of the issued share capitalrepresented by such majority. In the event that abinding recommendation has been overruled, a newbinding recommendation shall be submitted to theGeneral Meeting of Shareholders. If such secondbinding recommendation has been overruled, theGeneral Meeting of Shareholders shall be free toappoint a board member.

There is no age limit applicable. Members are eligiblefor re-appointment for a fixed term of four years once,and may subsequently be re-appointed for a period oftwo years which appointment may be extended by atmost two years. The report of the Supervisory Boardshould include reasons for any re-appointment beyondan eight-year period. The date of expiration of theterms of Supervisory Board members is published onthe Company’s website.

Candidates for appointment to the Supervisory Boardwill be selected while taking into account the DiversityPolicy. As also addressed in the Diversity Policy, Dutchlegislation on board diversity provides that theCompany must pursue a policy of having at least 30%of the seats on the Supervisory Board held by men andat least 30% of the seats held by women. TheSupervisory Board’s composition furthermore followsthe profile included in the Rules of Procedure of theSupervisory Board. For more details on the DiversityPolicy and board diversity please refer to chapter 9,Supervisory Board report, of this Annual Report.

In line with US and Dutch best practices, the Chairmanof the Supervisory Board must be independent, asdetermined in accordance with the Dutch CorporateGovernance Code. Furthermore, the Dutch CorporateGovernance Code sets forth certain limitations on thenumber of non-independent members of theSupervisory Board, and its committees. As mentionedin the introduction to this section 11.2 above, theSupervisory Board considers all its members to beindependent.

The Supervisory Board is assisted by the secretarywithin the meaning of best practice provision 2.3.10 ofthe Dutch Corporate Governance Code (the“Secretary”). The Secretary sees to it that correct



procedures are followed and that the SupervisoryBoard acts in accordance with its statutory obligationsand its obligations under the Articles of Association.Furthermore, the Secretary assists the Chairman of theSupervisory Board in the actual organization of theaffairs of the Supervisory Board (information, agenda,evaluation, introductory program) and is the contactperson for interested parties who want to makeconcerns known to the Supervisory Board. TheSecretary shall be appointed, and may be dismissed bythe Board of Management, subject to the approval ofthe Supervisory Board.

Individual data on the members of the SupervisoryBoard are published in the Annual Report, and updatedon the Company’s website. Members may besuspended and dismissed by the General Meeting ofShareholders. In the event of inadequate performance,structural incompatibility of interests, and in otherinstances in which resignation is deemed necessary inthe opinion of the Supervisory Board, the SupervisoryBoard shall submit to the General Meeting ofShareholders a proposal to dismiss the respectivemember of the Supervisory Board.

After their appointment, all members of the SupervisoryBoard shall follow an introductory program, whichcovers general financial and legal affairs, financialreporting by the Company, any specific aspects that areunique to the Company, its business activities and itsculture, and the responsibilities of a Supervisory Boardmember.

Any need for further training or education of memberswill be reviewed annually, also on the basis of anannual evaluation survey.

Dutch legislation provides that no member of theSupervisory Board shall hold more than five Non-Executive Directorships at ‘large’ companies orfoundations as defined under Dutch law (see section10.1, Board of Management and Executive Committee,of this Annual Report), with a position as chairmancounting for two. During the financial year 2017 allmembers of the Supervisory Board complied with thelimitations on Non-Executive Directorships describedabove.

Dutch legislation on conflict of interests provides that amember of the Supervisory Board may not participatein the adoption of resolutions if he or she has a director indirect personal conflict of interest with theCompany or related enterprise. If all members of theSupervisory Board have a conflict, the resolutionconcerned must be considered by the General Meetingof Shareholders. The Company’s corporate governanceincludes rules to specify situations in which a (potential)conflict may exist, to avoid (potential) conflicts ofinterests as much as possible, and to deal with suchconflicts should they arise.

Relevant matters relating to conflicts of interests, if any,shall be mentioned in the Annual Report for thefinancial year in question. No decisions to enter intomaterial transactions in which there are conflicts ofinterest with members of the Supervisory Board weretaken during the financial year 2017.

Meetings of the Supervisory BoardThe Supervisory Board meets at least six times per year,including a meeting on strategy. The Supervisory Board,on the advice of its Audit Committee, also discusses, inany event at least once a year, the main risks of thebusiness, and the result of the assessment of thestructure and operation of the internal riskmanagement and control systems, as well as anysignificant changes thereto. The members of theExecutive Committee attend meetings of theSupervisory Board except in matters such as thedesired profile, composition and competence of theSupervisory Board and the Executive Committee, aswell as the remuneration and performance of individualmembers of the Executive Committee and theconclusions that must be drawn on the basis thereof. Inaddition to these items, the Supervisory Board, beingresponsible for the quality of its own performance,discusses, at least once a year on its own, without themembers of the Executive Committee being present, (i)both its own functioning and that of the individualmembers, and the conclusions that must be drawn onthe basis thereof, as well as (ii) both the functioning ofthe Board of Management and that of the individualmembers, and the conclusions that must be drawn onthe basis thereof. The CEO and other members of theExecutive Committee meet on a regular basis with theChairman and other members of the Supervisory Board.The Executive Committee is required to keep theSupervisory Board informed of all facts anddevelopments concerning Philips that the SupervisoryBoard may need in order to function as required and toproperly carry out its duties, to consult it on importantmatters and to submit certain important decisions to itfor its prior approval. The Supervisory Board and itsindividual members each have their own responsibilityto request from the Executive Committee and theexternal auditor all information that the SupervisoryBoard needs in order to be able to carry out its dutiesproperly as a supervisory body. If the SupervisoryBoard considers it necessary, it may obtain informationfrom officers and external advisers of the Company. TheCompany provides the necessary means for thispurpose. The Supervisory Board may also require thatcertain officers and external advisers attend itsmeetings.

The Chairman of the Supervisory BoardThe Supervisory Board’s Chairman will see to it that: (a)the members of the Supervisory Board follow theirintroductory program, (b) the members of theSupervisory Board receive in good time all informationwhich is necessary for the proper performance of theirduties, (c) there is sufficient time for consultation anddecision-making by the Supervisory Board, (d) the



committees of the Supervisory Board function properly,the performance of the Executive Committee membersand Supervisory Board members is assessed at leastonce a year, and (f) the Supervisory Board elects a Vice-Chairman. The Vice-Chairman of the Supervisory Boardshall deputize for the Chairman when the occasionarises. The Vice-Chairman shall act as the point ofcontact for individual members of the SupervisoryBoard or the Board of Management concerning thefunctioning of the Chairman of the Supervisory Board.

Remuneration of the Supervisory Board andshare ownershipThe remuneration of the individual members of theSupervisory Board, as well as the additionalremuneration for its Chairman and the members of itscommittees is determined by the General Meeting ofShareholders. The remuneration of a Supervisory Boardmember is not dependent on the results of theCompany. Further details are published in theSupervisory Board report.

Shares or rights to shares shall not be granted to aSupervisory Board member. In accordance with theRules of Procedure of the Supervisory Board, anyshares in the Company held by a Supervisory Boardmember are long-term investments. The SupervisoryBoard has adopted a policy on ownership of andtransactions in non-Philips securities by members ofthe Supervisory Board. This policy is included in theRules of Procedure of the Supervisory Board.

The Corporate Governance and Nomination& Selection CommitteeThe Corporate Governance and Nomination & SelectionCommittee consists of at least the Chairman and Vice-Chairman of the Supervisory Board. The Committeereviews the corporate governance principles applicableto the Company at least once a year, and advises theSupervisory Board on any changes to these principlesas it deems appropriate. It also (a) draws up selectioncriteria and appointment procedures for members ofthe Supervisory Board, the Board of Management andthe Executive Committee; (b) periodically assesses theDiversity Policy for the Supervisory Board, the Board ofManagement and the Executive Committee, the sizeand composition of the Supervisory Board, the Boardof Management and the Executive Committee, andmakes the proposals for a composition profile of theSupervisory Board, if appropriate; (c) periodicallyassesses the functioning of individual members of theSupervisory Board, the Board of Management and theExecutive Committee, and reports on this to theSupervisory Board. The Committee also consults withthe CEO and the Executive Committee on candidatesto fill vacancies on the Supervisory Board, the Board ofManagement and the Executive Committee, andadvises the Supervisory Board on the candidates forappointment. It further supervises the policy of theExecutive Committee on the selection criteria andappointment procedures for Philips Executives.

The Remuneration CommitteeThe Remuneration Committee meets at least twice ayear and is responsible for preparing decisions of theSupervisory Board on the remuneration of individualmembers of the Board of Management and theExecutive Committee.

The Remuneration Committee prepares an annualremuneration report. The remuneration report containsan account of the manner in which the remunerationpolicy has been implemented in the past financial year,as well as an overview of the implementation of theremuneration policy planned by the Supervisory Boardfor the next year(s). The Supervisory Board aims to haveappropriate experience available within theRemuneration Committee. No more than one memberof the Remuneration Committee shall be an executiveboard member of another Dutch listed company.

In performing its duties and responsibilities, theRemuneration Committee is assisted by an externalconsultant and an in-house remuneration expert actingon the basis of a protocol ensuring that the expert actson the instructions of the Remuneration Committee andon an independent basis in which conflicts of interestsare avoided.

The Audit CommitteeThe Audit Committee meets at least four times a year,before the publication of the annual, semi-annual andquarterly results. All of the members of the AuditCommittee are considered to be independent underthe applicable US Securities and Exchange Commissionrules and at least one of the members of the AuditCommittee, which currently consists of four membersof the Supervisory Board, shall be a financial expert inthe sense of the applicable rules under the DutchCorporate Governance Code or Dutch law, and eachmember shall be financially literate. Jackson Tai andDavid Pyott are each designated as an Audit Committeefinancial expert, as defined under the regulations of theUS Securities and Exchange Commission. The AuditCommittee as a whole shall have the competencerelevant to the sector in which the Company isoperating. The Supervisory Board considers theexpertise and experience available in the AuditCommittee, as well as the possibility to take advice frominternal and external experts and advisors, to besufficient for the fulfillment of the tasks andresponsibilities of the Audit Committee. The AuditCommittee may not be chaired by the Chairman of theSupervisory Board or by a (former) member of theBoard of Management.

The tasks and functions of the Audit Committee, asdescribed in its charter, which is published on theCompany’s website as part of the Rules of Procedureof the Supervisory Board, include the dutiesrecommended in the Dutch Corporate GovernanceCode. More specifically, the Audit Committee assiststhe Supervisory Board in fulfilling its oversightresponsibilities for the integrity of the Company’s



financial statements, the financial reporting process,the effectiveness (also in respect of the financialreporting process) of the system of internal businesscontrols and risk management, the internal andexternal audit process, the internal and externalauditor’s qualifications, its independence and itsperformance, as well as the Company’s process formonitoring compliance with laws and regulations andthe General Business Principles (GBP). The AuditCommittee reports its findings to the SupervisoryBoard, and submits recommendations to ensure theintegrity of the financial reporting process.

The Audit Committee reviews the Company’s annualand interim financial statements, including non-financial information, prior to publication and advisesthe Supervisory Board on the adequacy andappropriateness of internal control policies and internalaudit programs and their findings. It also reports to theSupervisory Board the most important points ofdiscussion between the external auditor and the Boardof Management on the draft management letter andthe draft annual report.

In reviewing the Company’s annual and interimstatements, including non-financial information, andadvising the Supervisory Board on internal controlpolicies and internal audit programs, the AuditCommittee reviews matters relating to accountingpolicies and compliance with accounting standards andcompliance with statutory and legal requirements andregulations, particularly in the financial domain.

Important findings and identified risks are examinedthoroughly by the Audit Committee in order to allowappropriate measures to be taken. With regard to theinternal audit, the Audit Committee, in cooperation withthe external auditor, reviews the internal audit charter,audit plan, audit scope and its coverage in relation tothe scope of the external audit, staffing, independenceand organizational structure of the internal auditfunction. Decisions from the Board of Managementregarding the appointment and removal of the internalauditor are subject to the approval of the AuditCommittee.

With regard to the external audit, the Audit Committee(among others) reviews the proposed audit scope(including the main risks of the reporting process),approach and fees, the independence of the externalauditor, its performance and its (re-)appointment (ordismissal), audit and permitted non-audit servicesprovided by the external auditor in conformity with thePhilips Policy on Auditor Independence, as well as anychanges to this policy. The Audit Committee alsoconsiders the report of the external auditor with respectto the annual financial statements and its report oninternal control. The Audit Committee acts as theprincipal contact for the external auditor if the auditordiscovers irregularities in the content of the financialreports. It also advises on the Supervisory Board’sstatement to shareholders in the annual accounts. The

Audit Committee periodically discusses the Company’spolicy on business controls, the GBP and thedeployment thereof, overviews on tax, IT and ITsecurity, litigation and legal proceedings,environmental exposures, financial exposures in thearea of treasury, real estate, pensions, and the Group’smajor areas of risk. The Company’s external auditor, ingeneral, attends all Audit Committee meetings.

The Quality & Regulatory CommitteeThe Quality & Regulatory Committee has beenestablished by the Supervisory Board in view of thecentral importance of the quality of the Company’sproducts, systems, services and software and thedevelopment, testing, manufacturing, marketing andservicing thereof, and regulatory requirements relatingthereto. The Quality & Regulatory Committee assiststhe Supervisory Board in fulfilling its oversightresponsibilities in this area, whilst recognizing that theAudit Committee assists the Supervisory Board in theoversight of other areas of regulatory, compliance andlegal matters.

The Quality & Regulatory Committee consists of at leasttwo members and meets as often as is necessary ordesirable for the performance of its duties.

10.3 General Meeting of Shareholders

IntroductionA General Meeting of Shareholders is held at least oncea year to discuss the Annual Report, including the reportof the Board of Management, the annual financialstatements with explanatory notes thereto andadditional information required by law, and theSupervisory Board report, any proposal concerningdividends or other distributions, the (re-)appointmentof members of the Board of Management andSupervisory Board (if any), important managementdecisions as required by Dutch law, and any othermatters proposed by the Supervisory Board, the Boardof Management or shareholders in accordance with theprovisions of the Company’s Articles of Association.The Annual Report, the financial statements and otherregulated information such as defined in the Dutch Acton Financial Supervision (Wet op het financieeltoezicht), will solely be published in English. As aseparate agenda item and in application of Dutch law,the General Meeting of Shareholders discusses thedischarge of the members of the Board of Managementand the Supervisory Board from responsibility for theperformance of their respective duties in the precedingfinancial year. However, this discharge only coversmatters that are known to the Company and theGeneral Meeting of Shareholders when the resolutionis adopted. The General Meeting of Shareholders isheld in Eindhoven, Amsterdam, Rotterdam, The Hague,Utrecht or Haarlemmermeer (including SchipholAirport) no later than six months after the end of thefinancial year.



Meetings are convened by public notice, via theCompany’s website or other electronic means ofcommunication, and registered shareholders arenotified by letter or by the use of electronic means ofcommunication, at least 42 days prior to the(Extraordinary) General Meeting of Shareholders.Extraordinary General Meetings of Shareholders maybe convened by the Supervisory Board or the Board ofManagement if deemed necessary and must be held ifshareholders jointly representing at least 10% of theoutstanding share capital make a written request to thateffect to the Supervisory Board and the Board ofManagement, specifying in detail the business to bedealt with. The agenda of a General Meeting ofShareholders shall contain such business as may beplaced thereon by the Board of Management or theSupervisory Board, and agenda items will be explainedwhere necessary in writing. The agenda shall list whichitems are for discussion and which items are to be votedupon.

Material amendments to the Articles of Association andresolutions for the appointment of members of theBoard of Management and Supervisory Board shall besubmitted separately to the General Meeting ofShareholders, it being understood that amendmentsand other proposals that are connected in the contextof a proposed (part of the) governance structure maybe submitted as one proposal. In accordance with theArticles of Association and Dutch law, requests fromshareholders for items to be included on the agendawill generally be honored, subject to the Company’srights to refuse to include the requested agenda itemunder Dutch law, provided that such requests are madein writing at least 60 days before a General Meeting ofShareholders to the Board of Management and theSupervisory Board by shareholders representing atleast 1% of the Company’s outstanding capital or,according to the official price list of EuronextAmsterdam, representing a value of at least EUR 50million. Written requests may be submittedelectronically and shall comply with the procedurestipulated by the Board of Management, whichprocedure is posted on the Company’s website.

Pursuant to Dutch legislation, shareholders requestingan item to be included on the agenda, have anobligation to disclose their full economic interest (i.e.long position and short position) to the Company. TheCompany has the obligation to publish such disclosureson its website.

Main powers of the General Meeting ofShareholdersAll outstanding shares carry voting rights. The mainpowers of the General Meeting of Shareholders are toappoint, suspend and dismiss members of the Board ofManagement and of the Supervisory Board, to adoptthe annual accounts, to declare dividends, to dischargethe Board of Management and the Supervisory Boardfrom responsibility for the performance of theirrespective duties for the previous financial year, to

appoint the external auditor as required by Dutch law,to adopt amendments to the Articles of Association andproposals to dissolve or liquidate the Company, to issueshares or rights to shares, to restrict or exclude pre-emptive rights of shareholders and to repurchase orcancel outstanding shares. Following commoncorporate practice in the Netherlands, the Companyeach year requests limited authorization to issue (rightsto) shares, to restrict or exclude pre-emptive rights andto repurchase shares. In compliance with Dutch law,decisions of the Board of Management that are so far-reaching that they would greatly change the identity ornature of the Company or the business require theapproval of the General Meeting of Shareholders. Thisincludes resolutions to: (a) transfer the business of theCompany, or almost the entire business of theCompany, to a third party (b) enter into or discontinuelong-term cooperation by the Company or a subsidiarywith another legal entity or company or as a fully liablepartner in a limited partnership or ordinary partnership,if this cooperation or its discontinuation is of materialsignificance to the Company or (c) acquire or dispose ofa participating interest in the capital of a company tothe value of at least one-third of the amount of theassets according to the balance sheet and notesthereto or, if the Company prepares a consolidatedbalance sheet, according to the consolidated balancesheet and notes thereto as published in the lastadopted annual accounts of the Company, by theCompany or one of its subsidiaries. Thus the Companyapplies principle 4.1 of the Dutch CorporateGovernance Code within the framework of the Articlesof Association and Dutch law and in the manner asdescribed in this corporate governance report.

The Board of Management and Supervisory Board arealso accountable, at the Annual General Meeting ofShareholders, for the policy on the additions to reservesand dividends (the level and purpose of the additionsto reserves, the amount of the dividend and the type ofdividend). This subject is dealt with and explained as aseparate agenda item at the Annual General Meeting ofShareholders. A resolution to pay a dividend is dealtwith as a separate agenda item at the General Meetingof Shareholders.

The Board of Management and the Supervisory Boardare required to provide the General Meeting ofShareholders with all requested information, unless thiswould be prejudicial to an overriding interest of theCompany. If the Board of Management and theSupervisory Board invoke an overriding interest inrefusing to provide information, reasons must be given.If a serious private bid is made for a business unit or aparticipating interest and the value of the bid exceedsa certain threshold (currently one-third of the amountof the assets according to the balance sheet and notesthereto or, if the Company prepares a consolidatedbalance sheet, according to the consolidated balancesheet and notes thereto as published in the lastadopted annual accounts of the Company), and such



bid is made public, the Board of Management shall, atits earliest convenience, make public its position on thebid and the reasons for this position.

A resolution to dissolve the Company or change itsArticles of Association can be adopted at a GeneralMeeting of Shareholders by at least three-quarters ofthe votes cast, at which meeting more than half of theissued share capital is represented. If the requisite sharecapital is not represented, a further meeting shall beconvened, to be held within eight weeks of the firstmeeting, to which no quorum requirement applies.Furthermore, the resolution requires the approval of theSupervisory Board. If the resolution is proposed by theBoard of Management, the adoption needs an absolutemajority of votes and no quorum requirement appliesto the meeting.

Repurchase and issue of (rights to) sharesAt the 2017 Annual General Meeting of Shareholders itwas resolved to authorize the Board of Management,subject to the approval of the Supervisory Board, toacquire shares in the Company within the limits of theArticles of Association and within a certain price rangeup to and including November 10, 2018. The maximumnumber of shares the company may hold, will notexceed 10% of the issued share capital as of May 11,2017, which number may be increased by 10% of theissued capital as of that same date in connection withthe execution of share repurchase programs for capitalreduction programs.

In addition, at the 2017 Annual General Meeting ofShareholders it was resolved to authorize the Board ofManagement, subject to the approval of theSupervisory Board, to issue shares or grant rights toacquire shares in the Company as well as to restrict orexclude the pre-emption right accruing to shareholdersup to and including November 10, 2018. Thisauthorization is limited to a maximum of 10% of thenumber of shares issued as of May 11, 2017 plus 10% ofthe issued capital in connection with or on the occasionof mergers, acquisitions and/or strategic alliances.

10.4 Meeting logistics and otherinformation

IntroductionPursuant to Dutch law, the record date for the exerciseof voting rights and rights relating to General Meetingsof Shareholders is set as the 28th day prior to the dayof the meeting. Shareholders registered on such dateare entitled to attend the meeting and to exercise theother shareholder rights (in the meeting in question)notwithstanding subsequent sale of their sharesthereafter. This date will be published in advance ofevery General Meeting of Shareholders.

Information which is required to be published ordeposited pursuant to the provisions of company lawand securities law applicable to the Company andwhich is relevant to the shareholders, is placed and

updated on the Company’s website, or hyperlinks areestablished. The Board of Management andSupervisory Board shall ensure that the GeneralMeeting of Shareholders is informed of facts andcircumstances relevant to proposed resolutions inexplanatory notes to the agenda and, if deemedappropriate, by means of a ‘shareholders circular’published on the Company’s website.

Resolutions adopted at a General Meeting ofShareholders shall be recorded by a civil law notary andco-signed by the chairman of the meeting; suchresolutions shall also be published on the Company’swebsite within 15 days after the meeting. A draftsummary of the discussions during the General Meetingof Shareholders, in the language of the meeting, ismade available to shareholders, on request, no laterthan three months after the meeting. Shareholders shallhave the opportunity to respond to this summary forthree months, after which a final summary is adoptedby the chairman of the meeting in question. Such finalsummary shall be made available on the Company’swebsite.

Registration, attending meetings and proxyvotingHolders of common shares who wish to exercise therights attached to their shares in respect of a GeneralMeeting of Shareholders, are required to register forsuch meeting. Shareholders may attend a GeneralMeeting of Shareholders in person, or may grant apower of attorney to a third party to attend the meetingand to vote on their behalf. Holders of common sharesin bearer form will also be able to give votinginstructions via the Internet (assuming the agenda forsuch meeting includes voting items). In addition, theCompany will distribute a voting instruction form for aGeneral Meeting of Shareholders. By giving votinginstructions via Internet or by returning the form,shareholders grant power to an independent proxyholder who will vote according to the instructionsexpressly given on the voting instruction form. Alsoother persons entitled to vote shall be given thepossibility to give voting proxies or instructions to anindependent third party prior to the meeting. Details onthe registration for meetings, attendance and proxyvoting will be included in the notice convening aGeneral Meeting of Shareholders.

Preference shares and the StichtingPreferente Aandelen PhilipsAs a means to protect the Company and itsstakeholders against an unsolicited attempt to obtain(de facto) control of the Company, the General Meetingof Shareholders in 1989 adopted amendments to theCompany’s Articles of Association that allow the Boardof Management and the Supervisory Board to issue(rights to) preference shares to a third-party. As a result,Stichting Preferente Aandelen Philips (the Foundation)was created, which was granted the right to acquirepreference shares in the Company. The merenotification that the Foundation wishes to exercise its



rights, should a third-party ever seem likely in thejudgment of the Foundation to obtain (de facto) controlof the Company, will result in the preference sharesbeing effectively issued. The Foundation may exercisethis right for as many preference shares as there areordinary shares in the Company outstanding at thattime. No preference shares have been issued as ofDecember 31, 2017. In addition, the Foundation has theright to file a petition with the Enterprise Chamber ofthe Amsterdam Court of Appeal to commence aninquiry procedure within the meaning of section 2:344Dutch Civil Code.

The object of the Foundation is to represent theinterests of the Company, the enterprises maintainedby the Company and its affiliated companies within theGroup, in such a way that the interests of Philips, thoseenterprises and all parties involved with them aresafeguarded as effectively as possible, and that theyare afforded maximum protection against influenceswhich, in conflict with those interests, may underminethe autonomy and identity of Philips and thoseenterprises, and also to do anything related to theabove ends or conducive to them. In the event of (anattempt at) a hostile takeover or other attempt to obtain(de facto) control of the Company, this arrangement willallow the Company and its Board of Management andSupervisory Board to determine its position in relationto the third-party and its plans, to seek alternatives andto defend Philips’ interests and those of itsstakeholders from a position of strength. The membersof the self-electing Board of the Foundation are MessrsJ.M. Hessels, F.J.G.M. Cremers and P.N. Wakkie. NoPhilips board members or officers are represented onthe board of the Foundation.

The Company does not have any other anti-takeovermeasures in the sense of other measures whichexclusively or almost exclusively have the purpose offrustrating future public bids for the shares in the capitalof the Company in case no agreement is reached withthe Board of Management on such public bid.

Furthermore, the Company does not have measureswhich specifically have the purpose of preventing abidder who has acquired 75% of the shares in the capitalof the Company from appointing or dismissingmembers of the Board of Management andsubsequently amending the Articles of Association ofthe Company. It should be noted that also in the eventof (an attempt at) a hostile takeover or other attempt toobtain (de facto) control of the Company, the Board ofManagement and the Supervisory Board are authorizedto exercise in the interests of Philips all powers vestedin them.

Annual financial statementsThe annual financial statements are prepared by theBoard of Management and reviewed by theSupervisory Board upon the advice of its AuditCommittee, taking into account the report of theexternal auditor. Upon approval by the Supervisory

Board, the accounts are signed by all members of boththe Board of Management and the Supervisory Boardand are published together with the opinion of theexternal auditor. The Board of Management isresponsible, under the supervision of the SupervisoryBoard, for the quality and completeness of suchpublicly disclosed financial reports. The annualfinancial statements are presented for discussion andadoption at the Annual General Meeting ofShareholders, to be convened subsequently. TheCompany, under US securities regulations, separatelyfiles its Annual Report on Form 20-F, incorporatingmajor parts of the Annual Report as prepared under therequirements of Dutch law.

Internal controls and disclosure policiesComprehensive internal procedures, compliance withwhich is supervised by the Supervisory Board, are inplace for the preparation and publication of the AnnualReport, the annual accounts, the quarterly figures andad hoc financial information. As from 2003, the internalassurance process for business risk assessment hasbeen strengthened and the review frequency has beenupgraded to a quarterly review cycle, in line with bestpractices in this area.

As part of these procedures, a Disclosure Committeehas been appointed by the Board of Management tooversee the Company’s disclosure activities and toassist the Board of Management in fulfilling itsresponsibilities in this respect. The Committee’spurpose is to ensure that the Company implements andmaintains internal procedures for the timely collection,evaluation and disclosure, as appropriate, ofinformation potentially subject to public disclosureunder the legal, regulatory and stock exchangerequirements to which the Company is subject. Suchprocedures are designed to capture information that isrelevant to an assessment of the need to disclosedevelopments and risks that pertain to the Company’svarious businesses, and the effectiveness of thoseprocedures for this purpose will be reviewedperiodically.

Auditor informationIn accordance with the procedures laid down in thePhilips Auditor Policy and as mandatorily required byDutch law, the external auditor of the Company isappointed by the General Meeting of Shareholders onthe proposal of the Supervisory Board, after the latterhas been advised by the Audit Committee and theBoard of Management. Under this Auditor Policy, theSupervisory Board and the Audit Committee assess thefunctioning of the external auditor. The mainconclusions of this assessment shall be communicatedto the General Meeting of Shareholders for thepurposes of assessing the nomination for theappointment of the external auditor.

The current auditor of the Company, Ernst & YoungAccountants LLP (EY), was appointed at the 2015Annual General Meeting of Shareholders, for a term of



four years starting January 1, 2016. Mrs. S.D.J.Overbeek-Goeseije is the current partner of EY incharge of the audit duties for Philips.

The external auditor attends, in principle, all meetingsof the Audit Committee. The findings of the externalauditor, the audit approach and the risk analysis arealso discussed at these meetings. The external auditorattends the meeting of the Supervisory Board at whichthe report of the external auditor with respect to theaudit of the annual accounts is discussed, and at whichthe annual accounts are approved. In its audit report onthe annual accounts to the Board of Management andthe Supervisory Board, the external auditor refers to thefinancial reporting risks and issues that were identifiedduring the audit, internal control matters, and any othermatters, as appropriate, requiring communicationunder the auditing and other standards generallyaccepted in the Netherlands and the US.

The partner of the external auditor in charge of the auditduties for Philips shall attend the Annual GeneralMeeting of Shareholders. Questions may be put to him/her at the meeting about his/her report. The Board ofManagement and the Audit Committee of theSupervisory Board shall report on their dealings withthe external auditor to the Supervisory Board on anannual basis, particularly with regard to the auditor’sindependence. The Supervisory Board shall take thisinto account when deciding upon its nomination for theappointment of an external auditor.

Auditor policyDutch law requires the separation of audit and non-audit services, meaning the Company’s external auditoris no longer allowed to provide non-audit services. Thisis reflected in the Auditor Policy, which is published onthe Company’s website. The policy is also in line withUS Securities and Exchange Commission rules underwhich the appointed external auditor must beindependent of the Company both in fact andappearance.

The Auditor Policy includes rules for the pre-approvalby the Audit Committee of all services to be providedby the external auditor. Proposed services may be pre-approved at the beginning of the year by the AuditCommittee (annual pre-approval) or may be pre-approved during the year by the Audit Committee inrespect of a particular engagement (specific pre-approval). The annual pre-approval is based on adetailed, itemized list of services to be provided, whichis designed to ensure that there is no managementdiscretion in determining whether a service has beenapproved and to ensure the Audit Committee isinformed of each services it is pre-approving. Unlesspre-approval with respect to a specific service has beengiven at the beginning of the year, each proposedservice requires specific pre-approval during the year.Any annually pre-approved services where the fee forthe engagement is expected to exceed pre-approvedcost 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-approvalunless the Audit Committee states otherwise. During2017, there were no services provided to the Companyby the external auditor which were not pre-approvedby the Audit Committee.

10.5 Investor Relations

IntroductionThe Company is continually striving to improverelations with its shareholders. In addition tocommunication with its shareholders at the AnnualGeneral Meeting of Shareholders, Philips elaboratesupon its financial results during (public) conferencecalls, which are broadly accessible. It publishesinformative annual, semi-annual and quarterly reportsand press releases, and informs investors via itsextensive website. The Company is strict in itscompliance with applicable rules and regulations onfair and non-selective disclosure and equal treatmentof shareholders.

From time to time the Company communicates withinvestors via road shows, broker conferences and aCapital Markets Day, announced in advance on theCompany’s website. Shareholders can follow in realtime, by means of webcasting or telephone lines, themeetings and presentations organized by theCompany. Thus the Company applies recommendation4.2.3 of the Dutch Corporate Governance Code, whichin its perception and in view of market practice does notextend to less important analyst meetings andpresentations. It is Philips’ policy to post presentationsto analysts and shareholders on the Company’swebsite. These meetings and presentations will nottake place shortly before the publication of annual,semi-annual and quarterly financial information.

Furthermore, the Company engages in bilateralcommunications with investors. These take place eitherat the initiative of the Company or at the initiative ofinvestors. The Company is generally represented by itsInvestor Relations department during theseinteractions, however, on a limited number of occasionsthe Investor Relations department is accompanied byone or more members of the senior management. Thesubject matter of the bilateral communications rangesfrom individual queries from investors to moreelaborate discussions following disclosures that theCompany has made, such as its annual and quarterlyreports. Also here, the Company is strict in itscompliance with applicable rules and regulations onfair and non-selective disclosure and equal treatmentof shareholders.

The Company shall not, in advance, assess, commentupon or correct, other than factually, any analyst’sreports or valuations. No fee will be paid by theCompany to any party for the carrying-out of research



for analysts’ reports or for the production or publicationof analysts’ reports, with the exception of credit-ratingagencies.

Major shareholders and other information forshareholdersThe Dutch Act on Financial Supervision imposes anobligation on persons holding certain interests todisclose (inter alia) percentage holdings in the capitaland/or voting rights in the Company when suchholdings reach, exceed or fall below 3, 5, 10, 15, 20, 25,30, 40, 50, 60, 75 and 95 percent (as a result of anacquisition or disposal by a person, or as a result of achange in the company’s total number of voting rightsor capital issued). Certain derivatives (settled in kind orin cash) are also taken into account when calculatingthe capital interest. The statutory obligation to disclosecapital interest does not only relate to gross longpositions, but also to gross short positions. Requireddisclosures must be made to the Netherlands Authorityfor the Financial Markets (AFM) without delay. The AFMthen notifies such disclosures to the Company andincludes them in a register which is published on theAFM’s website. Furthermore, an obligation to disclose(net) short positions is set out in the EU Regulation onShort Selling.

The AFM register shows the following notification ofsubstantial holdings and/or voting rights at or abovethe 3% threshold: BlackRock, Inc.: substantial holding of5.03% and 6.19% of the voting rights (January 5, 2017).

As per December 31, 2017, approximately 90% of thecommon shares were held in bearer form andapproximately 10% of the common shares wererepresented by registered shares of New York Registryissued in the name of approximately 1,034 holders ofrecord, including Cede & Co. Cede & Co acts as nomineefor the Depository Trust Company holding the shares(indirectly) for individual investors as beneficiaries.Citibank, N.A., 388 Greenwich Street, New York, NewYork 10013 is the transfer agent and registrar.

Only bearer shares are traded on the stock market ofEuronext Amsterdam. Only shares of New York Registry– with the laws of the State of New York governing theproprietary regime of such shares as a result of whichthe transfer of, or the creation of in rem rights in, suchshares is governed by the laws of the State of New York– are traded on the New York Stock Exchange. Bearershares and registered shares may be exchanged foreach other. Since certain shares are held by brokers andother nominees, these numbers may not berepresentative of the actual number of United Statesbeneficial holders or the number of Shares of New YorkRegistry beneficially held by US residents.

The provisions applicable to all USD denominatedcorporate bonds issued by the Company in March 2008and March 2012 (due 2022, 2038 and 2042) contain a‘Change of Control Triggering Event’. If the Companywould experience such an event with respect to a series

of corporate bonds the Company might be required tooffer to purchase the bonds that are still outstanding ata purchase price equal to 101% of their principalamount, plus accrued and unpaid interest, if any.

Furthermore, the conditions applicable to the EURdenominated corporate bonds issued in 2017 (due 2019and 2023) contain a similar provision (‘Change ofControl Put Event’). Upon the occurrence of such anevent, the Company might be required to redeem orpurchase any of such bonds at their principal amounttogether with interest accrued.

Corporate seat and head officeThe statutory seat of the Company is Eindhoven, theNetherlands, and the statutory list of all subsidiariesand affiliated companies, prepared in accordance withthe relevant legal requirements (Dutch Civil Code, Book2, Sections 379 and 414), forms part of the notes to theconsolidated financial statements and is deposited atthe office of the Commercial Register in Eindhoven, theNetherlands (file no. 17001910).

The executive offices of the Company are located at thePhilips Center, Amstelplein 2, 1096 BC Amsterdam, theNetherlands, telephone +31-20-59 77 777.

Compliance with the Dutch CorporateGovernance CodeIn accordance with the governmental Decree of August29, 2017, the Company fully complies with the DutchCorporate Governance Code and applies all itsprinciples and best practice provisions that areaddressed to the Board of Management or theSupervisory Board. The full text of the Dutch CorporateGovernance Code can be found at the website of theMonitoring Commission Corporate Governance Code(www.commissiecorporategovernance.nl).

Group financial statements 11


11 Group financial statements

IntroductionThis section of the Annual Report contains the auditedconsolidated financial statements including the notesthereon that have been prepared in accordance withInternational Financial Reporting Standards (IFRS) asendorsed by the European Union (EU) and with thestatutory provisions of Part 9, Book 2 of the Dutch CivilCode.

All standards and interpretations issued by theInternational Accounting Standards Board (IASB) andthe IFRS Interpretations Committee effective 2017 havebeen endorsed by the EU, consequently, theaccounting policies applied by Koninklijke Philips N.V.(hereafter: the ‘Company’ or ‘Philips’) also comply withIFRS as issued by the IASB.

Together with the section Company financialstatements, this section contains the statutory financialstatements of the Company.

The following sections and chapters:

• chapter 3, Group performance, of this Annual Report• chapter 4, Segment performance, of this Annual

Report• chapter 6, Risk management, of this Annual Report• chapter 9, Supervisory Board report, of this Annual

Report• section 9.1, Report of the Corporate Governance and

Nomination & Selection Committee, of this AnnualReport

• section 9.2, Report of the Remuneration Committee,of this Annual Report

• chapter 10, Corporate governance, of this AnnualReport

• chapter 17, Forward-looking statements and otherinformation, of this Annual Report

form the Management report within the meaning ofsection 2:391 of the Dutch Civil Code (and relatedDecrees).

The sections Group performance and Segmentperformance provide an extensive analysis of thedevelopments during the financial year 2017 and theresults. These sections also provide information on thebusiness outlook, investments, financing, personneland research and development activities.

For ‘Additional information’ within the meaning ofsection 2:392 of the Dutch Civil Code, please refer tosection 12.5, Independent auditor’s report, of thisAnnual Report.

Please refer to chapter 17, Forward-looking statementsand other information, of this Annual Report for moreinformation about forward-looking statements, third-party market share data, fair value information, andrevisions and reclassifications.

The Board of Management of the Company herebydeclares that, to the best of our knowledge, the Groupfinancial statements and Company financialstatements give a true and fair view of the assets,liabilities, financial position and profit or loss of theCompany and the undertakings included in theconsolidation taken as a whole and that themanagement report referred to above gives a true andfair view concerning the position as per the balancesheet date, the development and performance of thebusiness during the financial year of the Company andthe undertakings included in the consolidation taken asa whole, together with a description of the principalrisks that they face.

Board of Management Frans van Houten Abhijit Bhattacharya Marnix van Ginneken

February 20, 2018

Group financial statements 11.1


11.1 Management’s report on internalcontrol

Management’s report on internal controlover financial reporting pursuant to section404 of the US Sarbanes-Oxley ActThe Board of Management of Koninklijke Philips N.V.(the Company) is responsible for establishing andmaintaining an adequate system of internal controlover financial reporting (as such term is defined in Rule13a15 (f) under the US Securities Exchange Act). Internalcontrol over financial reporting is a process to providereasonable assurance regarding the reliability of ourfinancial reporting for external purposes in accordancewith IFRS as issued by the IASB.

Internal control over financial reporting includesmaintaining records that, in reasonable detail,accurately and fairly reflect our transactions; providingreasonable assurance that transactions are recorded asnecessary for preparation of our financial statements;providing reasonable assurance that receipts andexpenditures of company assets are made inaccordance with management authorization; andproviding reasonable assurance that unauthorizedacquisition, use or disposition of company assets thatcould have a material effect on our financial statementswould be prevented or detected on a timely basis.Because of its inherent limitations, internal control overfinancial reporting is not intended to provide absoluteassurance that a misstatement of our financialstatements would be prevented or detected. Also,projections of any evaluation of the effectiveness ofinternal control over financial reporting to futureperiods are subject to the risk that the controls maybecome inadequate because of changes in conditions,or that the degree of compliance with the policies orprocedures may deteriorate.

The Board of Management conducted an assessmentof the Company’s internal control over financialreporting based on the “Internal Control IntegratedFramework (2013)” established by the Committee ofSponsoring Organizations of the TreadwayCommission (COSO).

Based on the Board of Management’s assessment ofthe effectiveness of the Company’s internal controlover financial reporting as of December 31, 2017, it hasconcluded that, as of December 31, 2017, theCompany’s internal control over Group financialreporting is considered effective.

The effectiveness of the Company’s internal controlover financial reporting as of December 31, 2017, asincluded in this section Group financial statements, hasbeen audited by Ernst & Young Accountants LLP, anindependent registered public accounting firm, asstated in their report which follows hereafter.

Board of Management Frans van Houten Abhijit Bhattacharya Marnix van Ginneken

February 20, 2018

11.1.1 Changes in internal control over financialreportingIn 2016, the separation of Royal Philips and PhilipsLighting was completed, with Philips Lighting beingpublicly listed and being traded on the Euronextexchange in Amsterdam. On November 28, 2017 RoyalPhilips reduced its stake in Philips Lighting to 29.01% ofissued share capital and no longer consolidates PhilipsLighting. From November 29, 2017 Philips Lighting wasno longer included in the internal control over financialreporting framework of Royal Philips.

On June 30, 2017 Royal Philips sold 80.1% of its stakein Lumileds, with the remaining 19.9% stake no longerbeing consolidated. From July 1, 2017 Lumileds was nolonger included in the internal control over financialreporting framework of Royal Philips.

During fiscal year 2017, Royal Philips implementedinternal controls to ensure we have adequatelyevaluated our contracts and properly assessed theimpact of the new accounting standards related torevenue recognition and financial instruments in ourfinancial statements to facilitate their adoption onJanuary 1, 2018.

Other than as explained above, there were no otherchanges in our internal control over financial reportingduring 2017 that have materially affected, or arereasonably likely to materially affect, our internalcontrol over financial reporting.



11.2 Report of the independent auditorManagement’s report on internal control over financialreporting is set out in section 11.1, Management’s reporton internal control, of this Annual Report. The report setout in section section 11.3, Independent auditor’s reporton internal control over financial reporting, of thisAnnual Report, is provided in compliance withstandards of the Public Company Accounting OversightBoard in the US and includes an opinion on theeffectiveness of internal control over financial reportingas at December 31, 2017, based on COSO criteria.

Ernst & Young Accountants LLP has also issued a reporton the 2017 consolidated financial statements and thecompany financial statements, in accordance withDutch law, including the Dutch standards on Auditing,of Koninklijke Philips N.V., which is set out in section12.5, Independent auditor’s report, of this AnnualReport.

Ernst & Young Accountants LLP has also issued a reporton the consolidated financial statements 2016 and 2017in accordance with the standards of the PublicCompany Accounting Oversight Board in the US, whichwill be included in the Annual Report on Form 20-Fexpected to be filed with the US Securities andExchange Commission on February 20, 2018.



11.3 Independent auditor’s report oninternal control over financialreporting

Report of Independent Registered PublicAccounting FirmTo: The Supervisory Board and Shareholders ofKoninklijke Philips N.V.

Opinion on Internal Control over Financial ReportingWe have audited Koninklijke Philips N.V.’s internalcontrol over financial reporting as of December 31, 2017,based on criteria established in Internal Control —Integrated Framework issued by the Committee ofSponsoring Organizations of the TreadwayCommission (2013 framework) (the COSO criteria). Inour opinion, Koninklijke Philips N.V. (the Company)maintained, in all material respects, effective internalcontrol over financial reporting as of December 31, 2017,based on the COSO criteria.

We also have audited, in accordance with the standardsof the Public Company Accounting Oversight Board(United States) (PCAOB), the consolidated balancesheets of the Company as of December 31, 2017 and2016, the related consolidated statements of income,comprehensive income, cash flows and changes inequity for each of the two years in the period endedDecember 31, 2017, and the related notes and our reportdated February 20, 2018 expressed an unqualifiedopinion thereon.

Basis for OpinionThe Company’s management is responsible formaintaining effective internal control over financialreporting, and for its assessment of the effectiveness ofinternal control over financial reporting included in theaccompanying section 11.1, Management’s report oninternal control, of this Annual Report. Ourresponsibility is to express an opinion on theCompany’s internal control over financial reportingbased on our audit. We are a public accounting firmregistered with the PCAOB and are required to beindependent with respect to the Company inaccordance with the U.S. federal securities laws and theapplicable rules and regulations of the Securities andExchange Commission and the PCAOB.

We conducted our audit in accordance with thestandards of the PCAOB. Those standards require thatwe plan and perform the audit to obtain reasonableassurance about whether effective internal control overfinancial reporting was maintained in all materialrespects.

Our audit included obtaining an understanding ofinternal control over financial reporting, assessing therisk that a material weakness exists, testing andevaluating the design and operating effectiveness ofinternal control based on the assessed risk, and

performing such other procedures as we considerednecessary in the circumstances. We believe that ouraudit provides a reasonable basis for our opinion.

Definition and Limitations of Internal Control OverFinancial ReportingA company’s internal control over financial reporting isa process designed to provide reasonable assuranceregarding the reliability of financial reporting and thepreparation of financial statements for externalpurposes in accordance with generally acceptedaccounting principles. A company’s internal controlover financial reporting includes those policies andprocedures that (1) pertain to the maintenance ofrecords that, in reasonable detail, accurately and fairlyreflect the transactions and dispositions of the assets ofthe company; (2) provide reasonable assurance thattransactions are recorded as necessary to permitpreparation of financial statements in accordance withgenerally accepted accounting principles, and thatreceipts and expenditures of the company are beingmade only in accordance with authorizations ofmanagement and directors of the company; and (3)provide reasonable assurance regarding prevention ortimely detection of unauthorized acquisition, use, ordisposition of the company’s assets that could have amaterial effect on the financial statements.

Because of its inherent limitations, internal control overfinancial reporting may not prevent or detectmisstatements. Also, projections of any evaluation ofeffectiveness to future periods are subject to the riskthat controls may become inadequate because ofchanges in conditions, or that the degree of compliancewith the policies or procedures may deteriorate.

Ernst & Young Accountants LLP

Amsterdam, the NetherlandsFebruary 20, 2018



11.4 Consolidated statements of income

Philips GroupConsolidated statements of income in millions of EUR unless otherwise statedFor the years ended December 31

2015 2016 2017

6 Sales 16,806 17,422 17,780

Cost of sales (9,594) (9,484) (9,600)

Gross margin 7,212 7,939 8,181

Selling expenses (4,048) (4,142) (4,398)

General and administrative expenses (1,003) (658) (577)

Research and development expenses (1,562) (1,669) (1,764)

6 Other business income 89 17 152

6 Other business expenses (30) (23) (76)

6 Income from operations 658 1,464 1,517

7 Financial income 94 65 126

7 Financial expenses (453) (507) (263)

Investments in associates, net of income taxes 30 11 (4)

Income before taxes 329 1,034 1,377

8 Income tax expense (169) (203) (349)

Income from continuing operations 160 831 1,028

3 Discontinued operations, net of income taxes 479 660 843

Net income 638 1,491 1,870

Attribution of net income

Net income attributable to Koninklijke Philips N.V. shareholders 624 1,448 1,657

Net income attributable to non-controlling interests 14 43 214

Philips GroupEarnings per common share attributable to Koninklijke Philips N.V. shareholders in EUR unless otherwise statedFor the years ended December 31

2015 2016 2017

Basic earnings per common share in EUR

9 Income from continuing operations attributable to shareholders 0.16 0.86 0.88

9 Net income attributable to shareholders 0.68 1.58 1.78

Diluted earnings per common share in EUR

9 Income from continuing operations attributable to shareholders 0.16 0.85 0.86

9 Net income attributable to shareholders 0.68 1.56 1.75

The accompanying notes are an integral part of these consolidated financial statements.

Amounts may not add up due to rounding.



11.5 Consolidated statements of comprehensive income

Philips GroupConsolidated statements of comprehensive income in millions of EURFor the years ended December 31

2015 2016 2017

Net income for the period 638 1,491 1,870

20 Pensions and other post-employment plans:

Remeasurements (101) (96) 102

8 Income tax effect on remeasurements 9 28 (78)

Revaluation reserve:

Release revaluation reserve (9) (4)

Reclassification directly into retained earnings 9 4

Total of items that will not be reclassified to Income Statement (92) (68) 25

3 Currency translation differences:

Net current period change, before tax 643 219 (1,177)

8 Income tax effect on net current-period change 187 2 39

Reclassification adjustment for (gain) loss realized, in discontinued operations (1) 191

13 Available-for-sale financial assets:

Net current period change, before tax 33 (44) (66)

8 Income tax effect on net current-period change (1)

Reclassification adjustment for (gain) loss realized , in continued operations (4) 24 1

Cash flow hedges:

Net current period change, before tax (38) 3 33

8 Income tax effect on net current period change - (9) (3)

Reclassification adjustment for (gain) loss realized, in continued operations 63 5 (17)

Total of items that are or may be reclassified to Income Statement 883 200 (1,000)

Other comprehensive income for period 791 132 (975)

Total comprehensive income for the period 1,429 1,623 895

Total comprehensive income attributable to:

Shareholders of Koninklijke Philips N.V. 1,415 1,550 805

Non-controlling interests 14 73 90





11.6 Consolidated balance sheets

Philips GroupConsolidated balance sheets in millions of EUR unless otherwise statedAs of December 31

2016 2017

Non-current assets

2 10 Property, plant and equipment 2,155 1,591

2 11 Goodwill 8,898 7,731

2 12 Intangible assets excluding goodwill 3,552 3,322

16 Non-current receivables 155 130

5 Investments in associates 190 142

13 Other non-current financial assets 335 587

28 Non-current derivative financial assets 59 22

8 Deferred tax assets 2,759 1,598

14 Other non-current assets 92 75

Total non-current assets 18,195 15,198

Current assets

15 Inventories 3,392 2,353

13 Current financial assets 101 2

14 Other current assets 486 392

28 Current derivative financial assets 101 57

8 Income tax receivable 154 109

16 25 Current receivables 5,327 3,909

3 Assets classified as held for sale 2,180 1,356

29 Cash and cash equivalents 2,334 1,939

Total current assets 14,075 10,117

Total assets 32,270 25,315

Equity

17 Shareholders’ equity 12,546 11,999

Common shares 186 188

Reserves 1,280 385

Other 11,080 11,426

17 Non-controlling interests 907 24

Group equity 13,453 12,023

Non-current liabilities

18 Long-term debt 4,021 4,044

28 Non-current derivative financial liabilities 590 216

19 20 Long-term provisions 2,926 1,659

8 Deferred tax liabilities 66 33

22 Other non-current liabilities 741 474

Total non-current liabilities 8,344 6,426

Current liabilities

18 Short-term debt 1,585 672

28 Current derivative financial liabilities 283 167

8 Income tax payable 146 83

25 Accounts payable 2,848 2,090

21 Accrued liabilities 3,034 2,319

19 20 Short-term provisions 680 400

3 Liabilities directly associated with assets held for sale 525 8

22 Other current liabilities 1,372 1,126

Total current liabilities 10,473 6,866

Total liabilities and group equity 32,270 25,315





11.7 Consolidated statements of cash flows

Philips GroupConsolidated statements of cash flows in millions of EURFor the years ended December 31

2015 2016 2017

Cash flows from operating activities

Net income 638 1,491 1,870

Discontinued operations, net of income taxes (479) (660) (843)

Adjustments to reconcile net income (loss) to net cash provided by operating activities:

Depreciation, amortization, and impairments of fixed assets 972 976 1,025

Impairment of goodwill and other non-current financial assets 48 24 15

Net gain on sale of assets (83) (3) (107)

Interest income (44) (43) (40)

Interest expense on debt, borrowings and other liabilities 274 294 186

Income taxes 169 203 349

Investments in associates, net of income taxes (10) (11) -

Decrease (increase) in working capital (67) 131 101

Decrease (increase) in receivables and other current assets 97 (89) 64

Decrease (increase) in inventories (6) (63) (144)

Increase (decrease) in accounts payable, accrued and other current liabilities (158) 283 181

Decrease (increase) in non-current receivables, other assets and other liabilities 86 (160) (358)

19 Increase (decrease) in provisions (343) (647) (252)

Other items (129) 76 377

Interest paid (261) (296) (215)

Interest received 44 42 40

Dividends received from investments in associates 15 48 6

Income taxes paid (232) (295) (284)

Net cash provided by (used for) operating activities 598 1,170 1,870

Cash flows from investing activities


Purchase of intangible assets (105) (95) (106)

Expenditures on development assets (291) (301) (333)

Capital expenditures on property, plant and equipment (432) (360) (420)

3 Proceeds from sales of property, plant and equipment 76 15 175

23 Net proceeds from (cash used for) derivatives and current financial assets (72) (117) (198)

23 Purchase of other non-current financial assets (20) (53) (42)

23 Proceeds from other non-current financial assets 39 14 6

4 Purchase of businesses, net of cash acquired (1,118) (197) (2,344)

3 Proceeds from sale of interests in businesses, net of cash disposed of 71 - 64

Net cash used for investing activities (1,852) (1,092) (3,199)

Cash flows from financing activities

18 Proceeds from issuance (payments) of short-term debt 1,249 (1,377) 12

18 Principal payments on short-term portion of long-term debt (91) (357) (1,332)

18 Proceeds from issuance of long-term debt 94 123 1,115

17 Re-issuance of treasury shares 81 80 227

17 Purchase of treasury shares (506) (606) (642)

5 Proceeds from sales of Philips Lighting shares 863 1,065

5 Transaction costs paid for sales of Philips Lighting shares (38) (5)

17 Dividends paid to shareholders of Koninklijke Philips N.V. (298) (330) (384)

Dividends paid to non-controlling interests (2) (2)

Net cash provided by (used for) financing activities 529 (1,643) 55

Net cash provided by (used for) continuing operations (724) (1,566) (1,274)

3 Net cash provided by (used for) discontinued operations 537 2,151 1,063

Net cash provided by (used for) continuing and discontinued operations (187) 585 (211)

Effect of changes in exchange rates on cash and cash equivalents 80 (17) (184)

Cash and cash equivalents at the beginning of the year 1,873 1,766 2,334

Cash and cash equivalents at the end of the year 1,766 2,334 1,939

The accompanying notes are an integral part of these consolidated financial statements. For a number of reasons, principally the effects of translation differencesand consolidation changes, certain items in the statements of cash flows do not correspond to the differences between the balance sheet amounts for therespective items.




11.8 Consolidated statements of changes in equity

Philips GroupConsolidated statements of changes in equity in millions of EUR unless otherwise statedFor the year ended December 31

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Balance as of Jan. 1, 20152) 187 13 229 27 (13) 2,181 8,755 (547) 10,832 101 10,933

Total comprehensive income(loss) (9) 829 29 25 541 1,415 14 1,429

Dividend distributed 3 429 (730) (298) (298)

Movement in non-controllinginterests - Other 3 3

Cancellation of treasury shares (4) (513) 517

Purchase of treasury shares (12) (495) (507) (507)

Re-issuance of treasury shares (23) (57) 162 82 82

Share-based compensationplans 101 101 101

Income tax share-basedcompensation plans (19) (19) (19)

Balance as of Dec. 31, 20152) 186 4 1,058 56 12 2,669 7,985 (363) 11,607 118 11,725

Total comprehensive income(loss) (4) 191 (20) (1) 1,384 1,550 73 1,623

Dividend distributed 4 398 (732) (330) (330)

IPO Philips Lighting (15) (1) 125 109 716 825

Cancellation of treasury shares (4) (446) 450

Purchase of treasury shares (589) (589) (589)

Re-issuance of treasury shares (122) (35) 231 74 74

Share call options (103) 90 (13) (13)


Income tax share-basedcompensation plans 19 19 19

Balance as of Dec. 31, 2016 2) 186 1,234 36 10 3,083 8,178 (181) 12,546 907 13,453

Total comprehensive income(loss) (823) (66) 12 1,681 805 90 895

Dividend distributed 2 356 (742) (384) (94) (478)

Sales of shares of Philips Lighting (19) 346 327 712 1,039

Deconsolidation Philips Lighting (66) 54 (12) (1,590) (1,602)

Purchase of treasury shares (318) (318) (318)

Re-issuance of treasury shares (205) 3 334 133 133

Forward contracts (1,018) (61) (1,079) (1,079)

Share call options 95 (255) (160) (160)


Income tax share-basedcompensation plans (8) (8) (8)

Balance as of Dec. 31, 2017 188 392 (30) 23 3,311 8,596 (481) 11,999 24 12,023


1) Cumulative translation adjustments related to Investments in associates were EUR 46 million at December 31, 2017 (2016: EUR 40 million, 2015: EUR 34 million).2) The presentation of prior-year information has been updated to address two tax related adjustments as explained in note 1, Significant accounting policies.


1 Group financial statements 11.9


11.9 Notes

Notes to the Consolidated financial statements ofthe Philips GroupPrior-period financial statements have been restatedfor the treatment of the segment Lighting as adiscontinued operation (see note 3, Discontinuedoperations and assets classified as held for sale).Movement schedules of balance sheet items includeitems from continuing and discontinued operations andtherefore cannot be reconciled to income fromcontinuing operations and cash flow from continuingoperations only.

1 Significant accounting policiesThe Consolidated financial statements in the Groupfinancial statements section have been prepared inaccordance with International Financial ReportingStandards (IFRS) as endorsed by the European Union(EU) and with the statutory provisions of Part 9, Book 2of the Dutch Civil Code.

All standards and interpretations issued by theInternational Accounting Standards Board (IASB) andthe IFRS Interpretations Committee effective 2017 havebeen endorsed by the EU; consequently, theaccounting policies applied by Koninklijke Philips N.V.(hereafter: the ‘Company’ or ‘Philips’) also comply withIFRS as issued by the IASB. These accounting policieshave been applied by group entities.

The Consolidated financial statements have beenprepared under the historical cost convention, unlessotherwise indicated.

The Consolidated financial statements are presented ineuros, which is the presentation currency. Due torounding, amounts may not add up precisely to totalsprovided.

On February 20, 2018, the Board of Managementauthorized the Consolidated financial statements forissue. The Consolidated financial statements aspresented in this report are subject to adoption by theAnnual General Meeting of Shareholders, to be held onMay 3, 2018.

Use of estimatesThe preparation of the Consolidated financialstatements in conformity with IFRS requiresmanagement to make judgments, estimates andassumptions that affect the application of accountingpolicies and the reported amounts of assets, liabilities,income and expenses. These estimates inherentlycontain a degree of uncertainty. Actual results maydiffer from these estimates under different assumptionsor conditions.

In the process of applying the accounting policies,management has made estimates and assumptionsconcerning the future and other key sources ofestimation uncertainty at the reporting date that have

a significant risk of causing a material adjustment to thereported amounts of assets and liabilities within thenext financial year, as well as to the disclosure ofcontingent liabilities at the date of the Consolidatedfinancial statements, and the reported amounts ofrevenues and expenses during the reporting period.The Company evaluates these estimates andjudgments on an ongoing basis and bases the estimateson historical experience, current and expected futureoutcomes, third-party evaluations and various otherassumptions that Philips believes are reasonable underthe circumstances. Existing circumstances andassumptions about future developments may changedue to circumstances beyond the Company’s controland are reflected in the assumptions if and when theyoccur. The results of these estimates form the basis formaking judgments about the carrying values of assetsand liabilities as well as identifying and assessing theaccounting treatment with respect to commitments andcontingencies. The Company revises material estimatesif changes occur in the circumstances or there is newinformation or experience on which an estimate was orcan be based.

The areas where the most significant judgments andestimates are made are goodwill, deferred tax assetrecoverability including assessment on valuationadjustment following the enactment of the US Tax Cutsand Jobs Act in December 2017, impairments, financialinstruments, the accounting for an arrangementcontaining a lease, revenue recognition (multipleelement arrangements), tax risks and othercontingencies, assessment of control (including ‘defacto’ control of Philips Lighting), classification of assetsand liabilities held for sale and the presentation ofitems of profit and loss and cash flows as continued ordiscontinued, as well as when determining the fairvalues of acquired identifiable intangible assets andinvestments based on an assessment of future cashflows. For further discussion on these significantjudgements and estimates, reference is made to therespective notes within these Consolidated financialstatements that relate to the above topics.

Further judgment is applied when analyzingimpairments of goodwill and intangible assets not yetready for use that are performed annually andwhenever a triggering event has occurred to determinewhether the carrying value exceeds the recoverableamount. These analyses are generally based onestimates of future cash flows. Furthermore, theCompany applies judgment when actuarialassumptions are established to anticipate future eventsthat are used in calculating post-employment benefitexpenses and liabilities. These factors includeassumptions with respect to interest rates, rates ofincrease in healthcare costs, rates of futurecompensation increases, turnover rates and lifeexpectancy.



Changes 2015 and 2016Accounting policies have been applied consistently forall periods presented in these consolidated financialstatements, except for the items mentioned below. Inaddition, certain prior-year amounts have beenreclassified to conform to the current year presentation.

Changes processed in 2017 affecting 2016 and 2015

Tax adjustmentsTwo tax related adjustments were identified in 2017,relating to tax expense understatements for years priorto 2016. These adjustments affected the previouslyissued financial statements for a number of years up toand until December 31, 2015, including an impact on netincome of EUR 20 million in 2015 and EUR 55 million toopening retained earnings in 2016.

If these adjustments had been processed in 2017, theimpact would have been material for 2017 and as suchthe adjustments were processed in 2015 and 2016,since it was concluded that the year-by-yearunderstatements were immaterial for the years up toand including 2016.

Change in Balance Sheet presentationPhilips has changed the presentation of theConsolidated balance sheets by removing certaindisaggregated line items and sub-totals, not affectingthe totals presented. Since this information is alreadyincluded in the relevant notes to the Consolidatedfinancial statements, the line items have been removedto improve readability.

Change in Investments in associates presentationIn order to improve comparability and keep consistencywith peer practice, Philips has changed thepresentation of the line item Investments in associatesand moved it into the subtotal Income before taxes inthe Consolidated statements of income. This changedid not impact the results of operations or financialposition.

Change in Cash Flows presentationIFRS 5 Non-current Assets Held for Sale andDiscontinued Operations requires that the net cashflows attributable to the operating, investing andfinancing activities of discontinued operations aredisclosed in the Consolidated financial statements ofPhilips. These disclosures may be presented either inthe Consolidated statements of cash flows or in thenotes to the Consolidated financial statements. In orderto improve readability and enhance the focus of thecash flow statement on the HealthTech cash flows, in2017 Philips made the policy choice to disclose the netcash provided by (used for) discontinued operations asone line in the Consolidated statements of cash flows.The breakdown of the operating, investing andfinancing cash flow activities included in note 3,Discontinued operations and assets classified as heldfor sale.

Changes processed in 2016 affecting 2015

Change in Segment reportingIn 2016, Philips established two stand-alonecompanies focused on the HealthTech and Lightingopportunities. As part of this separation, Philipschanged the way it allocated resources and analyzesits performance based on the revised segmentstructure. Accordingly, from 2016 the operationalreportable segments for the purpose of the disclosuresrequired by IFRS 8 Operating Segments were PersonalHealth businesses, Diagnosis & Treatment businesses,Connected Care & Health Informatics businesses andLighting, each being responsible for the managementof its business worldwide. Additionally, HealthTechOther and Legacy Items are included in note 2,Information by segment and main country. The newsegment structure had no impact on the cash-generating units disclosed in note 11, Goodwill.

Consequential changes to comparative segmentdisclosures were processed in note 14, Other assets,note 16, Receivables, and note 19, Provisions. 2015segment results have been reclassified according to therevised reporting structure. Segment information canbe found in note 2, Information by segment and maincountry.

Specific choices within IFRSIn certain instances IFRS allows alternative accountingtreatments for measurement and/or disclosure. Philipshas adopted one of the treatments as appropriate tothe circumstances of the Company. The most importantof these alternative treatments are mentioned below.

Tangible and intangible fixed assetsUnder IFRS, an entity shall choose either the cost modelor the revaluation model as its accounting for tangibleand intangible fixed assets. In this respect, items ofproperty, plant and equipment are measured at costless accumulated depreciation and accumulatedimpairment losses. The useful lives and residual valuesare evaluated annually. Furthermore, the Companychose to apply the cost model, meaning that costsrelating to product development, the development andpurchase of software for internal use and otherintangible assets are capitalized and subsequentlyamortized over the estimated useful life. Furtherinformation on Tangible and Intangible fixed assets canbe found in note 10, Property, plant and equipment andnote 12, Intangible assets excluding goodwill ,respectively.

Employee benefit accountingIFRS does not specify how an entity should present itsservice costs related to pensions and net interest on thenet defined-benefit liability (asset) in the Statement ofincome. With regards to these elements, the Companypresents service costs in Income from operations andthe net interest expenses related to defined-benefitplans in Financial expense.



Furthermore, when accounting for the settlement ofdefined-benefit plans the Company made theaccounting policy choice to adjust the amount of theplan assets transferred for the effect of the asset ceiling.

Further information on employee benefit accountingcan be found in note 20, Post-employment benefits.

Cash flow statementsUnder IFRS, an entity shall report cash flows fromoperating activities using either the direct method(whereby major classes of gross cash receipts and grosscash payments are disclosed) or the indirect method(whereby profit or loss is adjusted for the effects oftransactions of a non-cash nature, any deferrals oraccruals of past or future operating cash receipts orpayments, and items of income or expense associatedwith investing or financing cash flows). In this respect,the Company chose to prepare the cash flowstatements using the indirect method.

Furthermore, interest cash flows are presented in cashflows from operating activities rather than in cash flowsfrom financing or investing activities, because theyenter into the determination of profit or loss. TheCompany chose to present dividends paid toshareholders of Koninklijke Philips N.V. as a componentof cash flows from financing activities, rather than topresent such dividends as cash flows from operatingactivities, which is an allowed alternative under IFRS.

Consolidated statements of cash flows can be found insection 11.7, Consolidated statements of cash flows, ofthis Annual Report.

Policies that are more critical in nature

Revenue recognitionRevenue from the sale of goods in the course of theordinary activities is measured at the fair value of theconsideration received or receivable, net of returns,trade discounts and volume rebates. Revenue for saleof goods is recognized when the significant risks andrewards of ownership have been transferred to thebuyer, recovery of the consideration is probable, theassociated costs and possible return of the goods canbe estimated reliably, there is no continuinginvolvement with goods, and the amount of revenuecan be measured reliably. If it is probable that discountswill be granted and the amount can be measuredreliably, then the discount is recognized as a reductionof revenue as the sales are recognized.

Transfer of risks and rewards varies depending on theindividual terms of the contract of sale. For consumer-type products in the segment of Personal Healthbusinesses these criteria are met at the time the productis shipped and delivered to the customer and title andrisk have passed to the customer (depending on thedelivery conditions) and acceptance of the product hasbeen obtained. Examples of delivery conditions are‘Free on Board point of delivery’ and ‘Costs, Insurance

Paid point of delivery’, where the point of delivery maybe the shipping warehouse or any other point ofdestination as agreed in the contract with the customerand where title and risk for the goods pass to thecustomer.

Revenues of transactions that have separatelyidentifiable components are recognized based on theirrelative fair values. These transactions mainly occur inthe segments Diagnosis & Treatment businesses andConnected Care & Health Informatics businesses andinclude arrangements that require subsequentinstallation and training activities in order to becomeoperable for the customer. Revenue recognition isdeferred until the installation has been completed andthe product is ready to be used by the customer in theway contractually agreed.

Revenues are recorded net of sales taxes, customerdiscounts, rebates and similar charges. For products forwhich a right of return exists during a defined period,revenue recognition is determined based on thehistorical pattern of actual returns, or in cases wheresuch information is not available, revenue recognitionis postponed until the return period has lapsed. Returnpolicies are typically based on customary returnarrangements in local markets.

In the case of loss under a sales agreement, the loss isrecognized immediately.

Expenses incurred for shipping and handling of internalmovements of goods are recorded as cost of sales.Shipping and handling related to sales to third partiesare recorded as selling expenses. When shipping andhandling is 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 isrecognized as revenues. Service revenue related torepair and maintenance activities for goods sold isrecognized ratably over the service period or as servicesare rendered.

A provision for product warranty is made at the time ofrevenue recognition and reflects the estimated costs ofreplacement and free-of-charge services that will beincurred by the Company with respect to the products.For certain products, the customer has the option topurchase an extension of the warranty, which issubsequently billed to the customer. Revenuerecognition occurs on a straight-line basis over theextended warranty contract period.

Revenue from services is recognized when theCompany can reliably measure the amount of revenueand the associated cost related to the stage ofcompletion of a contract or transaction, and therecovery of the consideration is considered probable.Royalty income from intellectual property rights, whichis generally earned based upon a percentage of salesor a fixed amount per product sold, is recognized on anaccrual basis based on actual or reliably estimated



sales made by a licensee. Royalty income from anagreement with lump-sum consideration is recognizedon accrual basis based on the contractual terms andsubstance of the relevant agreement with a licensee.

Grants from governments are recognized at their fairvalue where there is a reasonable assurance that thegrant will be received and the Company will complywith all attached conditions. Government grantsrelating to costs are deferred and recognized in theStatement of income as a reduction of the related costsover the period necessary to match them with the coststhat they are intended to compensate. Grants relatedto assets are deducted from the cost of the asset andpresented net in the section 11.6, Consolidated balancesheets, of this Annual Report.

Income taxesIncome taxes comprises current and deferred tax.Income tax is recognized in the Statement of incomeexcept to the extent that it relates to items recognizeddirectly within equity or in other comprehensiveincome. Current tax is the expected taxes payable onthe taxable income for the year, using tax rates enactedor substantively enacted at the reporting date, and anyadjustment to tax payable in respect of previous years.

Tax liabilities are recognized when it is consideredprobable that there will be a future outflow of funds toa taxing authority. In such cases, provision is made forthe amount that is expected to be settled, where thiscan be reasonably estimated. This assessment relies onestimates and assumptions and may involve a series ofjudgments about future events. New information maybecome available that causes the Company to changeits judgment regarding the adequacy of existing taxliabilities. Such changes to tax liabilities will impact theincome tax expense in the period that such adetermination is made.

Deferred tax assets and liabilities are recognized, usingthe balance sheet method, for the expected taxconsequences of temporary differences between thecarrying amounts of assets and liabilities and theamounts used for taxation purposes. Deferred tax is notrecognized for the following temporary differences: theinitial recognition of goodwill; the initial recognition ofassets and liabilities in a transaction that is not abusiness combination and that affects neitheraccounting nor taxable profit; and differences relatingto investments in subsidiaries, joint ventures andassociates where the reversal of the respectivetemporary difference can be controlled by theCompany and it is probable that it will not reverse in theforeseeable future. Deferred taxes are measured at thetax rates that are expected to be applied to temporarydifferences when they reverse, based on the laws thathave been enacted or substantively enacted by thereporting date. Deferred tax assets and liabilities areoffset if there is a legally enforceable right to offsetcurrent tax liabilities and assets, and they relate toincome taxes levied by the same tax authority on the

same taxable entity or on different taxable entities, butthey intend to settle current tax liabilities and assets ona net basis or their tax assets and liabilities will berealized simultaneously.

A deferred tax asset is recognized for unused tax losses,tax credits and deductible temporary differences, to theextent that it is probable that future taxable profits willbe available against which they can be utilized. Theultimate realization of deferred tax assets is dependentupon the generation of future taxable income in thecountries where the deferred tax assets originated andduring the periods when the deferred tax assetsbecome deductible. Management considers thescheduled reversal of deferred tax liabilities, projectedfuture taxable income and tax planning strategies inmaking this assessment.

Deferred tax liabilities for withholding taxes arerecognized for subsidiaries in situations where theincome is to be paid out as dividend in the foreseeablefuture and for undistributed earnings of unconsolidatedcompanies to the extent that these withholding taxesare not expected to be refundable or deductible.Changes in tax rates and tax laws are reflected in theperiod when the change has been enacted orsubstantively enacted by the reporting date.

Any subsequent adjustment to a tax asset or liabilitythat originated in discontinued operations, due to achange in the tax base or its measurement, is allocatedto discontinued operations (i.e. backwards tracing).Examples are a tax rate change or change in retainedassets or liabilities directly relating to the discontinuedoperation. Any subsequent change to the recognitionof deferred tax assets is allocated to the component inwhich the taxable gain is or will be recognized. Theabove principles are applied to the extent the‘discontinued operations’ is sufficiently separable fromcontinuing operations.

Further information on income tax can be found innote 8, Income taxes.

ProvisionsProvisions are recognized if, as a result of a past event,the Company has a present legal or constructiveobligation, the amount can be estimated reliably, andit is probable that an outflow of economic benefits willbe required to settle the obligation. Provisions aremeasured at the present value of the expendituresexpected to be required to settle the obligation using apre-tax discount rate that reflects current marketassessments of the time value of money. The increase



in the provision due to passage of time is recognized asinterest expense. The accounting and presentation forsome of the Company’s provisions is as follows:

• Product warranty – A provision for warranties isrecognized when the underlying products or servicesare sold. The provision is based on historical warrantydata and a weighing of possible outcomes againsttheir associated probabilities.

• Environmental provisions – Measurement ofliabilities associated with environmental obligationsis based on current legal and constructiverequirements. Liabilities and expected insurancerecoveries, if any, are recorded separately. Thecarrying amount of environmental liabilities isregularly reviewed and adjusted for new facts andchanges in law.

• Restructuring-related provisions – The provision forrestructuring mainly relates to the estimated costs ofinitiated restructurings, the most significant of whichhave been approved by the Executive Committee,and which generally involve the realignment ofcertain parts of the industrial and commercialorganization. When such restructurings requirediscontinuance and/or closure of lines of activities,the anticipated costs of closure or discontinuance areincluded in restructuring provisions. A liability isrecognized for those costs only when the Companyhas a detailed formal plan for the restructuring andhas raised a valid expectation with those affectedthat it will carry out the restructuring by starting toimplement that plan or announcing its main featuresto those affected by it. Before a provision isestablished, the Company recognizes anyimpairment loss on the assets associated with therestructuring.

• Litigation provisions – In relation to legal claimprovisions and settlements, the relevant balances aretransferred to Other liabilities at the point the amountand timing of cash outflows are no longer uncertain.Settlements which are agreed for amounts in excessof existing provisions are reflected as increases ofOther liabilities.

Further information on provisions can be found innote 19, Provisions.

GoodwillThe measurement of goodwill at initial recognition isdescribed under Basis of consolidation note. Goodwillis subsequently measured at cost less accumulatedimpairment losses. Further information on goodwill canalso be found in note 11, Goodwill.

Intangible assets other than goodwillAcquired finite-lived intangible assets are amortizedusing the straight-line method over their estimateduseful life. The useful lives are evaluated annually.Intangible assets are initially capitalized at cost, withthe exception of intangible assets acquired as part of abusiness combination, which are capitalized at theiracquisition date fair value.

The Company expenses all research costs as incurred.Expenditure on development activities, wherebyresearch findings are applied to a plan or design for theproduction of new or substantially improved productsand processes, is capitalized as an intangible asset ifthe product or process is technically and commerciallyfeasible, the Company has sufficient resources and theintention to complete development and can measurethe attributable expenditure reliably.

The capitalized development expenditure comprises ofall directly attributable costs (including the cost ofmaterials and direct labor). Other developmentexpenditures and expenditures on research activitiesare recognized in the Statement of income. Capitalizeddevelopment expenditure is stated at cost lessaccumulated amortization and impairment losses.Amortization of capitalized development expenditureis charged to the Statement of income on a straight-linebasis over the estimated useful lives of the intangibleassets.

Further information on intangible assets other thangoodwill can be found in note 12, Intangible assetsexcluding goodwill.

Discontinued operations and non-current assets heldfor saleNon-current assets and disposal groups comprisingassets and liabilities that are expected to be recoveredprimarily through sale rather than through continuinguse are classified as held for sale.

Non-current assets classified as held for sale and theassets of a disposal group classified as held for sale arepresented separately from the other assets in thebalance sheet. The liabilities of a disposal groupclassified as held for sale are presented separately fromother liabilities in the balance sheet.

A discontinued operation is a component of an entitythat either has been disposed of, or is classified as heldfor sale, and represents a separate major line ofbusiness or geographical area of operations; is a part ofa single coordinated plan to dispose of a separatemajor line of business or geographical area ofoperations; or is a subsidiary acquired exclusively witha view to sell.

In case a discontinued operation is sold in stages as partof a single coordinated plan until completely sold, thenthe Investment in associate that is recognized upon saleof a portion that results in Philips having significantinfluence in the operation (rather than control), iscontinued to be treated as discontinued operationprovided that the held for sale criteria are met.

Non-current assets held for sale and discontinuedoperations are carried at the lower of carrying amountor fair value less cost of disposal. Any gain or loss fromdisposal, together with the results of these operationsuntil the date of disposal, is reported separately as



discontinued operations. The financial information ofdiscontinued operations is excluded from therespective captions in the Consolidated financialstatements and related notes for all periods presented.Comparatives in the balance sheet are not representedwhen a non-current asset or disposal group is classifiedas held for sale. Comparatives are represented forpresentation of discontinued operations in theStatement of cash flow and Statement of income.

Adjustments in the current period to amountspreviously presented in discontinued operations thatare directly related to the disposal of a discontinuedoperation in a prior period are classified separately inDiscontinued operations. Circumstances to which theseadjustments may relate include resolution ofuncertainties that arise from the terms of the disposaltransaction, such as the resolution of purchase priceadjustments and indemnifications, resolution ofuncertainties that arise from and are directly related tothe operations of the component before its disposal,such as environmental and product warrantyobligations retained by the Company, or the settlementof employee benefit plan obligations provided that thesettlement is directly related to the disposaltransaction.

Further information on discontinued operations andnon-current assets held for sale can be found in note 3,Discontinued operations and assets classified as heldfor sale.

Impairment

Impairment of goodwill and intangible assets not yetready for useGoodwill and intangible assets not yet ready for use arenot amortized but tested for impairment annually andwhenever impairment indicators require. In case ofgoodwill and intangible assets not yet ready for use,either internal or external sources of information areconsidered indicators that an asset or a CGU may beimpaired. In most cases the Company identified itscash-generating units for goodwill at one level belowthat of an operating segment. Cash flows at this levelare substantially independent from other cash flowsand this is the lowest level at which goodwill ismonitored by the Executive Committee. In 2017 theCompany performed and completed goodwill annualimpairment tests in the fourth quarter, in line with 2016.In prior year, the Company also performed goodwillannual impairment tests in the second quarter, whichwas in line with 2015. An impairment loss is recognizedin the Statement of income whenever and to the extentthat the carrying amount of a cash-generating unitexceeds the unit’s recoverable amount, which is thegreater of its value in use and fair value less cost ofdisposal. Value in use is measured as the present valueof future cash flows expected to be generated by theasset. Fair value less cost of disposal is measured as theamount obtained from a sale of an asset in an arm’slength transaction, less costs of disposal.

Further information on impairment of goodwill andintangible assets not yet ready for use can be found innote 11, Goodwill and note 12, Intangible assetsexcluding goodwill respectively.

Impairment of non-financial assets other thangoodwill, intangible assets not yet ready for use,inventories and deferred tax assetsNon-financial assets other than goodwill, intangibleassets not yet ready for use, inventories and deferredtax assets are reviewed for impairment wheneverevents or changes in circumstances indicate that thecarrying amount of an asset may not be recoverable.Recoverability of assets to be held and used is assessedby a comparison of the carrying amount of an asset withthe greater of its value in use and fair value less cost ofdisposal. Value in use is measured as the present valueof future cash flows expected to be generated by theasset. Fair value less cost of disposal is measured as theamount obtained from a sale of an asset in an arm’slength transaction, less costs of disposal. If the carryingamount of an asset is deemed not recoverable, animpairment charge is recognized in the amount bywhich the carrying amount of the asset exceeds therecoverable amount. The review for impairment iscarried out at the level where cash flows occur that areindependent of other cash flows.

Impairment losses recognized in prior periods areassessed at each reporting date for any indications thatthe loss has decreased or no longer exists. Animpairment loss is reversed if and to the extent therehas been a change in the estimates used to determinethe recoverable amount. The loss is reversed only to theextent that the asset’s carrying amount does notexceed the carrying amount that would have beendetermined, net of depreciation or amortization, if noimpairment loss had been recognized. Reversals ofimpairment are recognized in the section 11.4,Consolidated statements of income, of this AnnualReport.

Impairment of financial assetsA financial asset is considered to be impaired ifobjective evidence indicates that one or more eventshave had a negative effect on the estimated future cashflows of that asset. In the case of available-for-salefinancial assets, a significant or prolonged decline in thefair value of the financial asset below its cost isconsidered an indicator that the financial assets areimpaired. If any such evidence exists for available-forsale financial assets, the cumulative loss - measured asthe difference between the acquisition cost and thecurrent fair value, less any impairment loss on thatfinancial asset previously recognized in the Statementof income - is reclassified from the fair value reserve inequity (through Other comprehensive income) to theStatement of income.

If objective evidence indicates that financial assets thatare carried at cost, such as loans and receivables, needto be tested for impairment, calculations are based on



information derived from business plans and otherinformation available for estimating their fair value,which is based on estimated future cash flowsdiscounted at the asset’s original effective interest rate.Any impairment loss is charged to the Statement ofincome.

An impairment loss related to financial assets isreversed if in a subsequent period the fair valueincreases and the increase can be related objectively toan event occurring after the impairment loss wasrecognized. The loss is reversed only to the extent thatthe asset’s carrying amount does not exceed thecarrying amount that would have been determined if noimpairment loss had been recognized. Reversals ofimpairment are recognized in the Statement of incomeexcept for reversals of impairment of available-for-saleequity securities, which are recognized in Othercomprehensive income.

Further information on financial assets can be found innote 13, Other financial assets.

Other policies

Basis of consolidationThe Consolidated financial statements comprise thefinancial statements of Koninklijke Philips N.V. and allsubsidiaries that the Company controls, i.e. when it isexposed, or has rights, to variable returns from itsinvolvement with the investee and has the ability toaffect those returns through its power over the investee.Generally, there is a presumption that a majority ofvoting rights results in control. To support thispresumption and when Philips has less than a majorityof the voting or similar rights of an investee, Philipsconsiders all relevant facts and circumstances inassessing whether it has power over an investee,including the contractual arrangement(s) with the othervote holders of the investee, rights arising from othercontractual arrangements and the Company’s votingrights and potential voting rights. Subsidiaries are fullyconsolidated from the date that control commencesuntil the date that control ceases. All intercompanybalances and transactions have been eliminated in theConsolidated financial statements. Unrealized lossesare eliminated in the same way as unrealized gains, butonly to the extent that there is no evidence ofimpairment.

Loss of controlUpon the loss of control, the Company derecognizesthe assets and liabilities of the subsidiary, any non-controlling interests and the other components ofequity related to the subsidiary. Any surplus or deficitarising on the loss of control is recognized in theStatement of income. If the Company retains anyinterest in the previous subsidiary, then such interest ismeasured at fair value at the date the control is lost.Subsequently it is accounted for as either an equityaccounted investee (associate) or as an available-for-sale financial asset, depending on the level of influence

retained. Further information on loss of control can befound in note 3, Discontinued operations and assetsclassified as held for sale.

Business combinationsBusiness combinations are accounted for using theacquisition method. Under the acquisition method, theidentifiable assets acquired, liabilities assumed and anynon-controlling interest in the acquiree are recognizedat the acquisition date, which is the date on whichcontrol is transferred to the Company.

The Company measures goodwill at the acquisitiondate 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 theacquiree; less

• the net recognized amount (generally fair value) ofthe identifiable assets acquired and liabilitiesassumed.

Costs related to the acquisition, other than thoseassociated with the issue of debt or equity securities,that the Company incurs are expensed as incurred.

Any contingent consideration payable is recognized atfair value at the acquisition date and initially ispresented in Long-term provisions. When the timingand amount of the consideration become more certain,it is reclassified to Accrued liabilities. If the contingentconsideration that meets the definition of a financialinstrument is classified as equity, it is not remeasuredand settlement is accounted for within equity.Otherwise, subsequent changes to the fair value of thecontingent consideration are recognized in theStatement of income.

Non-controlling interests are measured at theirproportionate share of the acquiree’s identifiable netassets at the date of acquisition.

Further information on business combinations can befound in note 4, Acquisitions and divestments.

Acquisitions of and adjustments to non-controllinginterestsAcquisitions of non-controlling interests are accountedfor as transactions with owners in their capacity asowners and therefore no goodwill is recognized.Adjustments to non-controlling interests arising fromtransactions that do not involve the loss of control arebased on a proportionate amount of the net assets ofthe subsidiary.



Investments in associates (equity-accountedinvestees)Associates are all entities over which the Company hassignificant influence, but no control. Significantinfluence is presumed with a shareholding of between20% and 50% of the voting rights. Investments inassociates are accounted for using the equity methodof accounting and are initially recognized at cost. Thecarrying amount of an investment includes the carryingamount of goodwill identified on acquisition. Animpairment loss on such investment is allocated to theinvestment as a whole.

The Company’s share of the net income of thesecompanies is included in Investments in associates, netof income taxes in the Statement of income, afteradjustments to align the accounting policies with thoseof the Company, from the date that significant influencecommences until the date that significant influenceceases. Dilution gains and losses arising frominvestments in associates are recognized in theStatement of income as part of Investments inassociates, net of income taxes. When the Company’sshare of losses exceeds its interest in an associate, thecarrying amount of that interest (including any long-term loans) is reduced to zero and recognition of furtherlosses is discontinued except to the extent that theCompany has incurred legal or constructive obligationsor made payments on behalf of the associate.Unrealized gains on transactions between theCompany and its associates are eliminated to theextent of the Company’s interest in the associates.Unrealized losses are also eliminated unless thetransaction provides evidence of an impairment of theasset transferred. Remeasurement differences of anequity stake resulting from gaining control over theinvestee previously recorded as associate are recordedunder Investments in associates.

Further information on investments in associates canbe found in note 5, Interests in entities .

Foreign currencies

Foreign currency transactionsThe financial statements of all group entities aremeasured using the currency of the primary economicenvironment in which the entity operates (functionalcurrency). The euro (EUR) is the functional currency ofthe Company and presentation currency of the Groupfinancial statements. Foreign currency transactions aretranslated into the functional currency using theexchange rates prevailing at the dates of thetransactions or valuation where items are remeasured.Foreign exchange gains and losses resulting from thesettlement of such transactions and from thetranslation at year-end exchange rates of monetaryassets and liabilities denominated in foreign currenciesare recognized in the Statement of income, exceptwhen deferred in Other comprehensive income asqualifying cash flow hedges and qualifying netinvestment hedges.

Foreign currency differences arising from translationsare recognized in the Statement of income, except foravailable-for-sale equity investments which arerecognized in Other comprehensive income. If there isan impairment which results in foreign currencydifferences being recognized, then these differencesare reclassified from Other comprehensive income tothe Statement of income.

All exchange difference items are presented as part ofCost of sales, with the exception of tax items andfinancial income and expense, which are recognized inthe same line item as they relate to in the Statement ofincome.

Non-monetary assets and liabilities denominated inforeign currencies that are measured at fair value areretranslated to the functional currency using theexchange rate at the date the fair value wasdetermined. Non-monetary items in a foreign currencythat are measured based on historical cost aretranslated using the exchange rate at the transactiondate.

Foreign operationsThe assets and liabilities of foreign operations,including goodwill and fair value adjustments arising onacquisition, are translated to euros at exchange rates atthe reporting date. The income and expenses of foreignoperations are translated to euros at exchange rates atthe dates of the transactions.

Foreign currency differences arising on translation offoreign operations into euros are recognized in Othercomprehensive income, and presented as part ofCurrency translation differences in Equity. However, ifthe operation is a non-wholly owned subsidiary, thenthe relevant proportionate share of the translationdifference is allocated to Non-controlling interests.

When a foreign operation is disposed of such thatcontrol, significant influence or joint control is lost, thecumulative amount in the Currency translationdifferences related to the foreign operation isreclassified to the Statement of income as part of thegain or loss on disposal. When the Company disposesof only part of its interest in a subsidiary that includesa foreign operation while retaining control, therespective proportion of the cumulative amount isreattributed to Non-controlling interests. When theCompany disposes of only part of its investment in anassociate or joint venture that includes a foreignoperation while retaining significant influence or jointcontrol, the relevant proportion of the cumulativeamount is reclassified to the Statement of income.

Financial instruments

Non-derivative financial instrumentsNon-derivative financial instruments are recognizedinitially at fair value when the Company becomes aparty to the contractual provisions of the instrument.



Purchases and sales of financial assets in the normalcourse of business are accounted for at the trade date.Dividend and interest income are recognized whenearned. Gains or losses, if any, are recorded in Financialincome and expense.

Non-derivative financial instruments comprise cashand cash equivalents, receivables, other non-currentfinancial assets, debt and other financial liabilities thatare not designated as hedges.

Cash and cash equivalentsCash and cash equivalents include all cash balances,money market funds and short-term highly liquidinvestments with an original maturity of three monthsor less that are readily convertible into known amountsof cash.

Further information on cash and cash equivalents canbe found in note 23, Cash flow statementsupplementary information.

ReceivablesReceivables are carried at the lower of amortized costor the present value of estimated future cash flows,taking into account discounts given or agreed. Thepresent value of estimated future cash flows isdetermined through the use of value adjustments foruncollectible amounts. As soon as individual tradeaccounts receivable can no longer be collected in thenormal way and are expected to result in a loss, theyare designated as doubtful trade accounts receivableand valued at the expected collectible amounts. Theyare written off when they are deemed to beuncollectible because of bankruptcy or other forms ofreceivership of the debtors. The allowance for the riskof non-collection of trade accounts receivable takesinto account credit-risk concentration, collective debtrisk based on average historical losses, and specificcircumstances such as serious adverse economicconditions in a specific country or region.

The Company derecognizes receivables on enteringinto factoring transactions if the Company hastransferred substantially all risks and rewards or ifPhilips does not retain control over receivables.

Further information on receivables can be found innote 16, Receivables.

Other non-current financial assetsOther non-current financial assets include held-to-maturity investments, loans receivable and available-for-sale financial assets and financial assets at fairvalue through profit or loss.

Held-to-maturity investments are those debt securitieswhich the Company has the ability and intent to holduntil maturity. Held-to-maturity debt investments arerecorded at amortized cost, adjusted for theamortization or accretion of premiums or discountsusing the effective interest method.

Loans receivable are stated at amortized cost, lessimpairment.

Available-for-sale financial assets are non-derivativefinancial assets that are designated as available-for-sale and that are not classified in any of the othercategories of financial assets. Subsequent to initialrecognition, they are measured at fair value andchanges therein, other than impairment losses andforeign currency differences on available-for-sale debtinstruments, are recognized in Other comprehensiveincome and presented in the fair value reserve in equity.When an investment is derecognized, the gain or lossaccumulated in equity is reclassified to the Statementof income.

Available-for-sale financial assets includinginvestments in privately-held companies that are notassociates, and do not have a quoted market price inan active market and whose fair value could not bereliably determined, are carried at cost.

A financial asset is classified as fair value through profitor loss if it is classified as held for trading or isdesignated as such upon initial recognition. Financialassets are designated as fair value through profit or lossif the Company manages such investments and makespurchase and sale decisions based on their fair value inaccordance with the Company’s documented riskmanagement or investment strategy. Financial assets atfair value through profit or loss are measured at fairvalue, and changes therein are recognized in theStatement of income. Attributable transaction costs arerecognized in the Statement of income as incurred.

Further information on other non-current financialassets can be found in note 13, Other financial assets.

EquityCommon shares are classified as equity. Incrementalcosts directly attributable to the issuance of shares arerecognized as a deduction from equity. Where theCompany purchases the Company’s equity sharecapital (treasury shares), the consideration paid,including any directly attributable incrementaltransaction costs (net of income taxes), is deductedfrom equity attributable to the Company’s equityholders until the shares are cancelled or reissued.Where such ordinary shares are subsequently reissued,any consideration received, net of any directlyattributable incremental transaction costs and therelated income tax effects, is included in equityattributable to the Company’s equity holders.

Call options on own shares are treated as equityinstruments.

Dividends are recognized as a liability in the period inwhich they are declared and approved byShareholders. The income tax consequences ofdividends are recognized when a liability to pay thedividend is recognized.



Further information on equity can be found in note 17,Equity.

Debt and other liabilitiesDebt and liabilities other than provisions are stated atamortized cost.

Derivative financial instruments, including hedgeaccountingThe Company uses derivative financial instrumentsprincipally to manage its foreign currency risks and, toa more limited extent, for managing interest rate andcommodity price risks. All derivative financialinstruments are accounted for at the trade date andclassified as current or non-current assets or liabilitiesbased on the maturity date or the earlier terminationdate. Embedded derivatives are separated from thehost contract and accounted for separately if theeconomic characteristics and risks of the host contractand the embedded derivative are not closely related.The Company measures all derivative financialinstruments at fair value derived from market prices ofthe instruments, or calculated as the present value ofthe estimated future cash flows based on observableinterest yield curves, basis spread, credit spreads andforeign exchange rates, or from option pricing models,as appropriate. Gains or losses arising from changes infair value of derivatives are recognized in the Statementof income, except for derivatives that are highlyeffective and qualify for cash flow or net investmenthedge accounting.

Changes in the fair value of a derivative that is highlyeffective and that is designated and qualifies as a cashflow hedge are recorded in Other comprehensiveincome until the Statement of income is affected by thevariability in cash flows of the designated hedged item.To the extent that the hedge is ineffective, changes inthe fair value are recognized in the Statement ofincome.

The Company formally assesses, both at the hedge’sinception and on an ongoing basis, whether thederivatives that are used in hedging transactions arehighly effective in offsetting changes in fair values orcash flows of hedged items. When it is established thata derivative is not highly effective as a hedge or that ithas ceased to be a highly effective hedge, the Companydiscontinues hedge accounting prospectively. Whenhedge accounting is discontinued because it isexpected that a forecasted transaction will not occur,the Company continues to carry the derivative on theBalance sheet at its fair value, and gains and losses thatwere accumulated in Other comprehensive income arerecognized immediately in the same line item as theyrelate to in the Statement of income.

Foreign currency differences arising on theretranslation of financial instruments designated as ahedge of a net investment in a foreign operation arerecognized directly as a separate component of equitythrough Other comprehensive income, to the extent

that the hedge is effective. To the extent that the hedgeis ineffective, such differences are recognized in theStatement of income.

Offsetting and master netting agreementsThe Company presents financial assets and financialliabilities on a gross basis as separate line items in theConsolidated balance sheet.

Master netting agreements may be entered into whenthe Company undertakes a number of financialinstrument transactions with a single counterparty.Such an agreement provides for a net settlement of allfinancial instruments covered by the agreement in theevent of default or certain termination events on any ofthe transactions. A master netting agreement maycreate a right of offset that becomes enforceable andaffects the realization or settlement of individualfinancial assets and financial liabilities only following aspecified termination event. However, if this contractualright is subject to certain limitations then it does notnecessarily provide a basis for offsetting unless both ofthe offsetting criteria are met, i.e. there is a legallyenforceable right and an intention to settle net orsimultaneously.

Property, plant and equipmentThe costs of property, plant and equipment compriseall directly attributable costs (including the cost ofmaterial and direct labor).

Depreciation is generally calculated using the straight-line method over the useful life of the asset. Gains andlosses on the sale of property, plant and equipment areincluded in Other Business Income. Costs related torepair and maintenance activities are expensed in theperiod in which they are incurred unless leading to anextension of the original lifetime or capacity.

Plant and equipment under finance leases andleasehold improvements are amortized using thestraight-line method over the shorter of the lease termor the estimated useful life of the asset. The gainrealized on sale and operating leaseback transactionsthat are concluded based upon market conditions isrecognized at the time of the sale in Other BusinessIncome, in the Consolidated statements of income.

Further information on property, plant and equipmentcan be found in note 10, Property, plant and equipment.

Leased assetsLeases in which the Company is the lessee and hassubstantially all the risks and rewards of ownership areclassified as finance leases. Finance leases arecapitalized at the commencement of the lease at thelower of the fair value of the leased assets and thepresent value of the minimum lease payments. Eachlease payment is allocated between the liability andfinance charges. The interest element of the financecost is charged to the Statement of income over thelease period so as to produce a constant periodic rate



of interest on the remaining balance of the liability foreach period. The corresponding rental obligations, netof finance charges, are included in other short-term andother non-current liabilities. The property, plant andequipment acquired under finance leases isdepreciated over the shorter of the useful life of theassets and the lease term.

Leases in which the Company is the lessee and in whichsubstantially all risks and rewards of ownership areretained by the lessor are classified as operating leases.Payments made under operating leases (net of anyincentives received from the lessor) are recognized inthe Statement of income on a straight-line basis overthe term of the lease.

InventoriesInventories are stated at the lower of cost or netrealizable value. The cost of inventories comprises allcosts of purchase, costs of conversion and other costsincurred in bringing the inventories to their presentlocation and condition. The costs of conversion ofinventories include direct labor and fixed and variableproduction overheads, taking into account the stage ofcompletion and the normal capacity of productionfacilities. Costs of idle facility and abnormal waste areexpensed. The cost of inventories is determined usingthe first-in, first-out (FIFO) method. Inventory isreduced for the estimated losses due to obsolescence.This reduction is determined for groups of productsbased on sales in the recent past and/or expectedfuture demand.

Further information on inventories can be found innote 15, Inventories.

Employee benefit accountingA defined-contribution plan is a post-employmentbenefit plan under which an entity pays fixedcontributions into a separate entity and will have nolegal or constructive obligation to pay further amounts.Obligations for contributions to defined-contributionpension plans are recognized as an employee benefitexpense in the Statement of income in the periodsduring which services are rendered by employees.

A defined-benefit plan is a post-employment benefitplan other than a defined-contribution plan. Plans forwhich the Company has no legal or constructiveobligation to pay further amounts, but to which it doespay non-fixed contributions, are also treated as adefined-benefit plan. The net pension asset or liabilityrecognized in the Consolidated balance sheets inrespect of defined-benefit post-employment plans isthe fair value of plan assets less the present value of theprojected defined-benefit obligation at the balancesheet date. The defined-benefit obligation is calculatedannually by qualified actuaries using the projected unitcredit method. Recognized assets are limited to thepresent value of any reductions in future contributions

or any future refunds. The net pension liability ispresented as a long-term provision, no distinction ismade for the short-term portion.

For the Company’s major plans, a full discount ratecurve of high-quality corporate bonds is used todetermine the defined-benefit obligation. The curvesare based on Towers Watson’s rate methodology whichuses data of corporate bonds rated AA or equivalent.For the other plans a single point discount rate is usedbased on corporate bonds for which there is a deepmarket and the plan’s maturity. Plans in countrieswithout a deep corporate bond market use a discountrate based on the local sovereign curve and the plan’smaturity.

Pension costs in respect of defined-benefit post-employment plans primarily represent the increase ofthe actuarial present value of the obligation for post-employment benefits based on employee serviceduring the year and the interest on the net recognizedasset or liability in respect of employee service inprevious years.

Remeasurements of the net defined-benefit asset orliability comprise actuarial gains and losses, the returnon plan assets (excluding interest) and the effect of theasset ceiling (excluding interest). The Companyrecognizes all remeasurements in Othercomprehensive income.

The Company recognizes gains and losses on thesettlement of a defined-benefit plan when thesettlement occurs. The gain or loss on settlement is thedifference between the present value of the defined-benefit obligation being settled, as determined on thedate of settlement, and the settlement price, includingany plan assets transferred and any payments madedirectly by the Company in connection with thesettlement. In this respect, the amount of the planassets transferred is adjusted for the effect of the assetceiling. Past service costs following from theintroduction of a change to the benefit payable undera plan or a significant reduction of the number ofemployees covered by a plan (curtailment), arerecognized in full in the Statement of income.

Further information on post-employment benefitaccounting can be found in note 20, Post-employmentbenefits.

Short-term employee benefit obligations are measuredon an undiscounted basis and are expensed as therelated service is provided. The Company recognizes aliability and an expense for bonuses and incentivesbased on a formula that takes into consideration theprofit attributable to the Company’s shareholders aftercertain adjustments.

The Company’s net obligation in respect of long-termemployee benefits is the amount of future benefit thatemployees have earned in return for their service in the



current and prior periods, such as jubilee entitlements.That benefit is discounted to determine its presentvalue. Remeasurements are recognized in theStatement of income in the period in which they arise.

Further information on other employee benefits can befound in note 19, Provisions under Other provisionssection.

Share-based payment

Equity-settled transactionsThe cost of equity-settled transactions is determinedby the fair value at the date when the grant is madeusing an appropriate valuation model, further details ofwhich are given in note 26, Share-based compensation.

The grant-date fair value of equity-settled share-based payment awards granted to employees isrecognized as personnel expense, with acorresponding increase in equity, over the vestingperiod of the award. The cumulative expenserecognized for equity-settled transactions at eachreporting date until the vesting date reflects the extentto which the vesting period has expired and theCompany’s best estimate of the number of equityinstruments that will ultimately vest. The expense orcredit in the statement of profit or loss for a periodrepresents the movement in cumulative expenserecognized as at the beginning and end of that period.

Service and non-market performance conditions arenot taken into account when determining the grant-date fair value of awards, but the likelihood of theconditions being met is assessed as part of theCompany’s best estimate of the number of equityinstruments that will ultimately vest. Marketperformance conditions are reflected within the grant-date fair value. No expense is recognized for awardsthat do not ultimately vest because non-marketperformance and/or service conditions have not beenmet.

When an award is cancelled by the entity or by thecounterparty, any remaining element of the fair valueof the award is expensed immediately through profit orloss. The dilutive effect of outstanding options andshares is reflected as additional share dilution in thecomputation of diluted earnings per share (furtherdetails are given in note 9, Earnings per share).

Financial income and expensesFinancial income comprises interest income on fundsinvested (including available-for-sale financial assets),dividend income, net gains on the disposal of available-for-sale financial assets, net fair value gains on financialassets at fair value through profit or loss, net gains onthe remeasurement to fair value of any preexistingavailable-for-sale interest in an acquiree, and net gainson foreign exchange impacts that are recognized in theStatement of income.

Interest income is recognized on accrual basis in theStatement of income, using the effective interestmethod. Dividend income is recognized in theStatement of income on the date that the Company’sright to receive payment is established, which in thecase of quoted securities is normally the ex-dividenddate.

Financial expenses comprise interest expenses onborrowings, unwinding of the discount on provisionsand contingent consideration, losses on disposal ofavailable-for-sale financial assets, net fair value losseson financial assets at fair value through profit or loss,impairment losses recognized on financial assets (otherthan trade receivables), net interest expenses relatedto defined-benefit plans and net losses on foreignexchange impacts that are recognized in the Statementof income.

Further information on financial income and expensescan be found in note 7, Financial income and expenses.

Financial guaranteesThe Company recognizes a liability at the fair value ofthe obligation at the inception of a financial guaranteecontract if it is probable that an outflow of resourcesembodying economic benefits will be required to settlethe obligation. The guarantee is subsequentlymeasured at the higher of the best estimate of theobligation or the amount initially recognized less, whenappropriate, cumulative amortization.

Cash flow statementsCash flows arising from transactions in a foreigncurrency are translated in the Company’s functionalcurrency using the exchange rate at the date of the cashflow. Cash flows from derivative instruments that areaccounted for as cash flow hedges are classified in thesame category as the cash flows from the hedged items.Cash flows from other derivative instruments areclassified as investing cash flows.

Segment informationOperating segments are components of the Company’sbusiness activities about which separate financialinformation is available that is evaluated regularly bythe chief operating decision maker (the ExecutiveCommittee of the Company). The Executive Committeedecides how to allocate resources and assessesperformance. Reportable segments comprise theoperating segments Personal Health businesses,Diagnosis & Treatment businesses and Connected Care& Health Informatics businesses. Additionally, Philipsidentifies HealthTech Other and Legacy Items. Segmentaccounting policies are the same as the accountingpolicies applied by the Company.

Earnings per ShareThe Company presents basic and diluted earnings pershare (EPS) data for its common shares. Basic EPS iscalculated by dividing the Net income (loss)attributable to shareholders by the weighted average



number of common shares outstanding during theperiod, adjusted for own shares held. Diluted EPS isdetermined by adjusting the Net income (loss)attributable to shareholders and the weighted averagenumber of common shares outstanding during theperiod, adjusted for own shares held, for the effects ofall dilutive potential common shares, which comprisesforward purchase contracts entered into in 2017,restricted shares, performance shares and shareoptions granted to employees.

Further information on earnings per share can be foundin note 9, Earnings per share.

New standards and interpretations

IFRS accounting standards adopted as from 2017Changes to policies, following from amendments tostandards, interpretations and the annual improvementcycles, effective 2017, did not have a material impact onthe Group financial statements.

IFRS accounting standards to be adopted as from2018 and onwardsA number of new standards and amendments toexisting standards have been published and aremandatory for the Company beginning on or afterJanuary 1, 2018 or later periods, and the Company hasnot early-adopted them. Those which may be the mostrelevant to the Company are set out below. Changes toother standards, following from amendments and theannual improvement cycles, are not expected to havea material impact on the Company’s financialstatements.

IFRS 9 Financial InstrumentsIFRS 9 Financial Instruments brings together theclassification and measurement, impairment and hedgeaccounting phases of the IASB’s project to replace IAS39 Financial Instruments: Recognition andMeasurement.

The new standard also introduces expanded disclosurerequirements to IFRS 7 Financial Instruments:Disclosures and changes in presentation to IAS 1Presentation of Financial Statements. These areexpected to change the nature and extent of theCompany’s disclosures about its financial instrumentsparticularly in the year of the adoption of the newstandard.

The Company finalized the implementation of IFRS 9,except for the determination of the final IFRS 7disclosures to be included in the Annual Report for2018. These will be finalized in the coming year. TheCompany will adopt the new standard on the requiredeffective date and will not restate comparativeinformation. During 2017, Philips performed a detailedimpact assessment of all three aspects of IFRS 9.Overall, the Company expects no significant impact onits statement of financial position and equity.

Classification and measurementThe Company noted no significant impact on itsbalance sheet or equity on applying the classificationand measurement requirements of IFRS 9. Theinvestments in equity shares are currently classified asavailable-for-sale financial assets with gains and lossesrecorded in other comprehensive income. Uponadopting IFRS 9, certain financial investmentsamounting to EUR 21 million (impact on Companyfinancial statements is EUR 14 million) will changeclassification and measurement from Othercomprehensive income to Fair value through profit orloss (FVPL). The related fair value gains of EUR 5 million(impact on Company financial statements is EUR 5million) will be transferred from the available-for-salefinancial assets reserve to Retained earnings onJanuary 1, 2018.

The remaining available-for-sale equity investmentsamounting to EUR 396 million (impact on Companyfinancial statements is EUR 130 million) will continue tobe measured at fair value through Othercomprehensive income as the Company has chosenthe fair value through other comprehensive income(FVOCI) election for such investments. Accordingly, thenew guidance will not affect the classification andmeasurement of these financial assets. However, gainsor losses realized on the sale of financial assets atFVOCI will no longer be transferred to profit or loss onsale, but instead reclassified below the line from theFVOCI reserve to Retained earnings.

The debt investments of the Company amounting toEUR 29 million (impact on Company financialstatements is nil) that are currently classified asavailable-for-sale will satisfy the conditions forclassification as at FVOCI and hence there will be nochange to the accounting for these assets.

The Company has debt investment amounting to EUR0.6 million (impact on Company financial statements isnil) currently classified as held-to-maturity andmeasured at amortized cost which meets theconditions for classification at amortized cost underIFRS 9.

Loans as well as trade receivables are held to collectcontractual cash flows and are expected to give rise tocash flows representing solely payments of principaland interest. The Company analyzed the contractualcash flow characteristics of those instruments andconcluded that they meet the criteria for amortized costmeasurement under IFRS 9. Therefore, reclassificationfor these instruments is not required except forreceivables which are factored. The business model forsuch factored receivables amounting to EUR 48 million(impact on Company financial statements is nil) is holdto collect and sell and hence they will be booked atFVOCI.



There will be no impact on the Company’s accountingfor financial liabilities, as the new requirements onlyaffect the accounting for financial liabilities that aredesignated at fair value through profit or loss, and theCompany does not have any such liabilities. Thederecognition rules have been transferred from IAS 39Financial Instruments: Recognition and Measurementand have not been changed.

ImpairmentThe new impairment model requires the recognition ofimpairment provisions based on expected credit losses(ECL) rather than only incurred credit losses as is thecase under IAS 39. The expected credit losses includeforward-looking elements on all possible defaultevents as well as historical loss data. It applies tofinancial assets classified at amortized cost, debtinstruments measured at FVOCI, contract assets underIFRS 15 Revenue from Contracts with Customers, leasereceivables, loan commitments and certain financialguarantee contracts. The Company will apply thesimplified approach and record lifetime-expectedlosses on all trade receivables. Based on theassessments undertaken to date, the Company expectsno material increase in the loss allowance for debtinvestments and financial assets held at amortized cost.Additionally the Company also assessed the impact ofthe new impairment model on its intercompanyfinancial assets (including receivables) recognized inthe Company financial statements and concluded thatthere is no material increase in the loss allowance.

Hedge accountingThe Company has completed updates to its internaldocumentation and monitoring processes andconcluded that all existing hedge relationships that arecurrently designated in effective hedging relationshipswill continue to qualify for hedge accounting underIFRS 9. Changes in the fair value of foreign exchangeforward contracts attributable to forward points and inthe time value of the option contracts will in future bedeferred in costs of hedging reserve within equity. Thedeferred amounts will be recognized against therelated hedged transaction when it occurs.

The Company has chosen not to retrospectively applyIFRS 9 on transition regarding the forward points of theforward contracts under IAS 39. As IFRS 9 does notchange the general principles of how an entity accountsfor effective hedges, applying the hedgingrequirements of IFRS 9 will not have a significant impacton Philips’ financial statements.

TransitionIFRS 9 must be applied for financial years commencingon or after January 1, 2018 and it is fully endorsed bythe EU. The Company will apply the new rulesretrospectively from January 1, 2018, with the practicalexpedients permitted under the standard.Comparatives for 2017 will not be restated in 2018.

IFRS 15 Revenue from Contracts with CustomersThe IASB has issued a new standard that specifies howand when revenue is recognized and prescribes moreinformative and relevant disclosures. The standardsupersedes IAS 18 Revenue, IAS 11 ConstructionContracts and a number of revenue-relatedinterpretations.

The new standard provides a single, principles-basedfive-step model to be applied to all contracts withcustomers and is based on the principle that revenue isrecognized when control of a good or service transfersto a customer. Furthermore, it provides new guidanceon whether revenue should be recognized at a point intime or over time. The standard also introduces newguidance on costs of fulfilling and obtaining a contract,specifying the circumstances in which such costsshould be capitalized. Costs that do not meet thecriteria must be expensed when incurred.

The actions needed to implement IFRS 15 in theorganization have been finalized and the quantitativeimpacts determined, except for the determination ofthe final IFRS 15 disclosures to be included in the AnnualReport for 2018. These will be finalized in the comingyear. The following main impacted areas wereidentified.

Royalty incomeCurrently the Company recognizes revenue fromintellectual property (IP) royalties, which is normallygenerated based upon a percentage of sales or a fixedamount per product sold, on an accrual basis based onactual or reliably estimated sales made by thelicensees. Revenue generated from an agreement withlump-sum consideration is recognized on accrual basisbased on the contractual terms and substance of therelevant agreement with a licensee. Under IFRS 15,revenues from the licensing of intellectual propertyshould be recognized based on a right to access theintellectual property or a right to use the intellectualproperty approach. Under the first option revenue isrecognized over time while under the second optionrevenue is recognized at a point in time. As a result, thiswill have an impact on revenues originating from theCompany’s IP royalties with lump-sum consideration(within segment HealthTech Other) since under IFRS 15such revenues will be recognized in the Statement ofincome at an earlier point in time rather than over timeunder the current methodology. An amount of EUR 34million of deferred revenue will be recorded as anincrease in retained earnings upon transition and adeferred tax asset of EUR 7 million will be released asa consequence. The net impact in equity will be EUR 25million.

Costs of obtaining a contractUnder IFRS 15, the incremental costs of obtaining acontract with a customer are recognized as an asset ifthe entity expects to recover them.



The Company identified that certain sales commissionspaid to third parties and internal employees that aretypical for transactions in the segments Diagnosis &Treatment businesses and Connected Care & HealthInformatics businesses qualify as incremental costs ofobtaining a contract. These costs are mostly paid andcapitalized as prepayment upon issuance of salesorders and recognition of revenue related to the sale ofgoods or rendering of services. Such costs arecommonly expensed in line with the revenuerecognition pattern of the related goods or services.Due to these sales commissions being largelyamortized within a year, the Company decided to adoptthe practical expedient of expensing sales commissionswhen incurred. An impact of EUR 68 million will berecorded as a retained earnings decrease in equityoriginating from the asset derecognition upontransition, and a deferred tax liability of EUR 17 millionwill be released as a consequence. The net impact inequity will be EUR 51 million.

TransitionIFRS 15 must be applied for periods beginning on orafter January 1, 2018 and it is fully endorsed by the EU.The Company decided to adopt IFRS 15 in itsconsolidated financial statements for the year endingDecember 31, 2018, using the modified retrospectivetransition approach which means that the cumulativeimpact of the adoption will be recognized in retainedearnings as of January 1, 2018 and that comparativeswill not be restated. The standard will only be appliedto contracts that are not completed as of the date ofinitial application.

IFRS 16 LeasesIFRS 16 was issued in January 2016 and is endorsed bythe EU. It will supersede IAS 17 Leases and a number oflease-related interpretations and will result in almostall leases being recognized on the balance sheet, as thedistinction between operating and finance leases isremoved. Under the new standard, an asset (the rightto use the leased item) and a financial liability to payrentals are recognized. The only exceptions are short-term and low-value leases.

The accounting for lessors will not change significantly.

The Company is in the process of implementing IFRS16: the complete overview of existing operating leasecontracts was determined (mainly real estate and carleases) and the investigation for an IT tool supportingIFRS 16 calculations and journal entries is ongoing. Thenew standard was discussed with management andinternal stakeholders such as Treasury, InvestorRelations and Human Resources so that they can workon potential adjustments to their processes, if needed.The Company is analyzing the preliminary quantitativeimpact of IFRS 16.

The standard will affect primarily the accounting for theCompany’s operating leases. As at the reporting date,Philips has non-cancellable operating lease

commitments of EUR 741 million (undiscounted) asfurther explained in note 29, Details of treasury / otherfinancial risks. The Company plans to use therecognition exemption for low-value leases such as ITlaptops and desktops and recognize on a straight linebasis as an expense in profit or loss.

Philips has not yet assessed what other adjustments, ifany, are necessary, such as following the change in thedefinition of the lease term, the different treatment ofvariable lease payments, and of extension andtermination options. It is therefore not yet possible toestimate the amount of right-of-use assets and leaseliabilities that will have to be recognized on adoption ofthe new standard and how this may affect theCompany’s profit or loss and classification of cash flowsgoing forward.

The standard is mandatory for financial yearscommencing on or after January 1, 2019. The Companydecided not to adopt the standard before its effectivedate. Philips intends to apply the modifiedretrospective approach. Therefore, the cumulativeeffect of adopting IFRS 16 will be recognized as anadjustment to the opening balance of retained earningsat January 1, 2019, with no restatement of comparativeinformation. When applying the modified retrospectiveapproach to leases previously classified as operatingleases under IAS 17, the lessee can elect, on a lease bylease basis whether to apply a number of practicalexpedients on the transition. The Company is assessingthe potential impact of using these practicalexpedients.

Group financial statements 11.9 2


2 Information by segment and main country

Philips GroupInformation on income statement in millions of EUR unless otherwise stated2015 - 2017

sales sales including intercompany depreciation and amortization1) Adjusted EBITA2)

2017

Personal Health 7,310 7,333 (371) 1,221

Diagnosis & Treatment 6,891 6,953 (267) 716

Connected Care & Health Informatics 3,163 3,200 (208) 372

HealthTech Other 415 559 (177) (109)

Legacy Items 1 6 (2) (48)

Inter-segment eliminations (269)

Philips Group 17,780 17,780 (1,025) 2,153

2016

Personal Health 7,099 7,119 (385) 1,108



HealthTech Other 478 635 (177) (66)

Legacy Items 1 6 (2) (76)


Philips Group 17,422 17,422 (976) 1,921

2015

Personal Health 6,751 6,764 (375) 966



HealthTech Other 503 670 (156) 8

Legacy Items 46 84 7 (95)


Philips Group 16,806 16,806 (972) 1,688

1) Includes impairments.2) For reconciliation Adjusted EBITA, refer to the table below.

In 2016, Philips established two stand-alonecompanies focused on the HealthTech and Lightingopportunities. Following this separation, Philipschanged the way it allocates resources and analyzes itsperformance based on a new segment structure.Accordingly, from 2016 the reportable segments for thepurpose of the disclosures required by IFRS 8,Operating Segments, are Personal Health, Diagnosis &Treatment, and Connected Care & Health Informatics,each being responsible for the management of itsbusiness worldwide. Additionally, HealthTech Otherand Legacy Items are included. From 2017, Lighting isreported as part of Discontinued Operations (refer tonote 3, Discontinued operations and assets classified asheld for sale).

Philips focuses on improving people’s lives throughmeaningful innovation across the health continuum –from healthy living and prevention to diagnosis,treatment and home care. The Personal Healthbusinesses deliver integrated, connected solutions thatsupport healthier lifestyles and those living with chronicdisease. The Diagnosis & Treatment businesses deliverprecision medicine and least-invasive treatment andtherapy to improve outcomes, lower the cost of caredelivery and enhance the patient experience. TheConnected Care & Health Informatics businesses

deliver digital solutions that facilitate value-based carethrough consumer technology, patient monitoring andclinical informatics.

The Executive Committee of Philips is deemed to be thechief operating decision maker (CODM) for IFRS 8segment reporting purposes. The key segmentalperformance measure is Adjusted EBITA, whichManagement believes is the most relevant measure toevaluate the results of the segments.

The term Adjusted EBITA is used to evaluate theperformance of Philips and its segments. EBITArepresents Income from operations excludingamortization and impairment of acquired intangibleassets and impairment of goodwill. Adjusted EBITArepresents EBITA excluding gains or losses fromrestructuring costs, acquisition-related charges andother items.

Adjusted EBITA is not a recognized measure of financialperformance under IFRS. Below is a reconciliation ofAdjusted EBITA to the most directly comparable IFRSmeasure, Net income, for the years indicated. Netincome is not allocated to segments as certain income



and expense line items are monitored on a centralizedbasis, resulting in them being shown on a Philips Grouplevel only.

Philips GroupReconciliation from net income to Adjusted EBITA in millions of EUR2015 - 2017

Philips Group Personal

Health Diagnosis &

Treatment

ConnectedCare & Health


Other Legacy Items

2017

Net Income 1,870



Investments in associates, net of incometaxes 4






EBITA 1,787 1,211 543 250 (114) (103)

Restructuring and acquisition-relatedcharges 316 11 151 91 64

Other items 50 22 31 (59) 55

Adjusted EBITA 2,153 1,221 716 372 (109) (48)

2016

Net Income 1,491









EBITA 1,707 1,092 594 322 (120) (181)

Restructuring and acquisition-relatedcharges 94 16 37 14 28 (1)

Other items 120 (12) 26 106

Adjusted EBITA 1,921 1,108 631 324 (66) (76)

2015

Net Income 638








EBITA 931 885 377 227 64 (622)

Restructuring and acquisition-relatedcharges 186 37 131 38 (19) (1)

Other items 571 44 7 29 (37) 528

Adjusted EBITA 1,688 966 515 294 8 (95)

Transactions between the segments are mainly relatedto components and parts included in the productportfolio of the other segments. The pricing of such

transactions was at cost or determined on an arm’slength basis. Philips has no single external customerthat represents 10% or more of sales.



Philips GroupMain countries in millions of EUR2015 - 2017

sales1) tangible and intangible assets2)

2017

Netherlands 414 1,154

United States 6,084 8,408

China 2,322 959

Germany 1,011 270

Japan 1,059 457

France 530 33

India 425 100

Other countries 5,935 1,263

Total main countries 17,780 12,644

2016

Netherlands 393 1,007


China 2,210 1,167

Germany 965 201

Japan 1,103 492

France 513 45

India 399 121



2015

Netherlands 374 970


China 2,132 1,194

Germany 929 170

Japan 962 455

France 487 48

India 431 134



1) The sales are reported based on country of destination.2) Consists of Property plant and equipment, Intangible assets excluding goodwill and Goodwill

3 Discontinued operations and assetsclassified as held for saleDiscontinued operations included in the Consolidatedstatements of income and cash flows consist of thesegment Lighting, the combined Lumileds andAutomotive businesses and certain divestmentsformerly reported as discontinued operations. Thebelow table summarizes the discontinued operations,net of income taxes results reported in the consolidatedstatements of income.

Philips GroupDiscontinued operations, net of income taxes in millions of EUR2015 - 2017

2015 2016 2017

Lighting 247 244 896

The combined Lumileds andAutomotive businesses 233 282 (29)

Other (1) 134 (24)

Discontinued operations, net ofincome taxes 479 660 843

LightingIn the course of 2017, Philips completed severaltransactions in Philips Lighting shares, which reducedthe interest in this company from 71.23% as ofDecember 31, 2016 to 29.01% as of December 31, 2017.For further details, please refer to note 5, Interests inentities.

On April 28, 2017, triggered by a sale of Philips Lightingshares, we concluded that a loss of control was highlyprobable due to further sell-downs of shares within oneyear. From that date Lighting was presented as adiscontinued operation.

On November 28, 2017, triggered by an additional saleof Philips Lighting shares, Philips lost control, resultingin the deconsolidation of Philips Lighting. Upondeconsolidation, the Company recognized a gain ofEUR 599 million, including a tax benefit of EUR 61million, which was recorded in Discontinuedoperations. This gain is the net effect of (i) a cashconsideration for shares sold in this transaction



(EUR 545 million) (ii) plus the fair value of the retainednumber of shares (EUR 1,368 million) (iii) less the assetsheld for sale and the liabilities associated with assetsheld for sale (EUR 2,513 million net) (iv) plus the carryingamount of Non-controlling interest related to PhilipsLighting (EUR 1,481 million) and (v) less the release ofbalances accumulated in Other comprehensiveincome, mainly relating to currency translationdifferences (EUR 282 million).

In determining the EUR 599 million, a gain of EUR 638million was attributable to measuring the retainedinterest at its fair value.

In addition, Philips recognized a valuation loss of EUR104 million related to the retained interest in PhilipsLighting subsequent to deconsolidation (see otherassets classified as assets held for sale in thisparagraph).

The following table, summarizes the results of Lightingincluded in the Consolidated statements of income asdiscontinued operations.

Results of Lighting in millions of EUR2015-2017

2015 2016 2017

Sales 7,438 7,094 6,319

Costs and expenses (7,114) (6,726) (5,776)

Result on the deconsolidation ofdiscontinued operations 538

Value adjustment retained interest (104)

Income before tax 324 368 977

Income tax expense (77) (124) (150)

Income tax on the deconsolidationof discontinued operations 61

US Tax Cuts and Jobs Act 8

Results from discontinuedoperations 247 244 896

As a result of Lighting being classified as a discontinuedoperation, the 2015 and 2016 financial statements havebeen restated. Apart from these changes,consequential restatements were processed in note 6,Income from operations, note 7, Financial income andexpenses, note 8, Income taxes, note 9, Earnings pershare, and note 20, Post-employment benefits.

Discontinued operations: Combined Lumileds andAutomotive businessesOn June 30, 2017, Philips completed the sale of an80.1% interest in the combined Lumileds andAutomotive businesses to certain funds managed byaffiliates of Apollo Global Management, LLC.

The combined businesses of Lumileds and Automotivewere reported as discontinued operations as from theend of November 2014.

During 2017, discontinued operations results of thecombined businesses of Lumileds and Automotiveamounted to a loss of EUR 29 million, which consistedof a loss of EUR 72 million, net of EUR 26 million tax

benefit from the sale of the majority stake, operationalresults of EUR 159 million, net of EUR 25 million taxexpense and a tax expense of EUR 107 million as aresult of the US Tax Cuts and Jobs Act.

The net of tax loss of EUR 72 million related to the salemainly comprises of (i) net cash proceeds associatedwith the sale (EUR 1,067 million), (ii) plus the fair valueof the retained investment (EUR 305 million), (iii) plus atax benefit (EUR 26 million), (iv) less the book value ofbusiness-related assets and liabilities (EUR 1,533million) and (v) plus the release of cumulativetranslation differences (EUR 63 million). Furthermore, again related to the sale of real estate was recognized inOther business income in Q1 2017. In addition,trademark license revenue is recognized in income fromcontinuing operations as of December 2017.

In determining the EUR 72 million, a gain of EUR 13million was attributable to measuring the retainedinterest at its fair value.

For details on the retained interest in the combinedLumileds and Automotive businesses we refer tonote 13, Other financial assets.

The following table summarizes the results of thecombined businesses of Lumileds and Automotive inthe Consolidated statements of income asdiscontinued operations.

Philips GroupResults of combined Lumileds and Automotive businessesin millions of EUR2015 - 2017

2015 2016 2017

Sales 1,619 1,711 804

Costs and expenses (1,320) (1,376) (630)

Result on the sale of discontinuedoperations (98)

Income before taxes 299 335 76

Income tax expense (66) (53) (25)

Income tax on the sale ofdiscontinued operations 26

US Tax Cuts and Jobs Act (107)

Results from discontinuedoperations 233 282 (29)

Discontinued operations: OtherCertain other divestments reported as discontinuedoperations, resulted in a net loss of EUR 24 million in2017 (2016: a net gain of EUR 134 million; 2015: a net lossof EUR 1 million).

The main result in 2016 related to the court decision infavor of Philips in an arbitration case against FunaiElectric Co., Ltd. Philips started the arbitration after itterminated the agreement to transfer the Audio, Video,Media & Accessories business to Funai following abreach of contract by Funai. As a consequence thecourt ordered Funai to pay EUR 144 million, which



includes disbursements and interest, as compensationfor damages. The amount was received in the secondquarter of 2016.

Discontinued operations cash flowsThe following table presents the net cash flows ofoperating, investing and financing activities reported inthe Consolidated cash flow statements.

Discontinued operations cash flows in millions of EUR2015 -2017

2015 2016 2017

Cash flows from operating activities 761 1,037 350

Cash flows from investing activities (203) (112) 856

Cash flows from financing activities (20) 1,226 (144)

Total discontinued operations cashflows 537 2,151 1,063

In 2017, cash flows from operating activities reflect theperiod prior to the divestment of the combinedLumileds and Automotive business (six months of cashflows) and prior to the deconsolidation of Lighting(eleven months of cash flows). In 2017, cash flows frominvesting activities includes the net cash outflow relatedto the deconsolidation of Philips Lighting of EUR 175million, consisting of EUR 545 million proceeds from thesale of shares on November 28, 2017, offset by thedeconsolidation of EUR 720 million of cash and cashequivalents, and proceeds of EUR 1,067 millionreceived from the sale of the combined Lumileds andAutomotive businesses.

In 2016, cash flows from investing activities includesEUR 144 million cash inflow related to the Funaiarbitration and cash flows from financing activitiesincludes new funding of EUR 1.2 billion attracted byPhilips Lighting.

Assets classified as held for saleAs of December 31, 2017, assets held for sale consistedof the retained interest in Philips Lighting for an amountof EUR 1,264 million, property, plant and equipment foran amount of EUR 40 million, and assets and liabilitiesdirectly associated with assets held for sale businessesof EUR 44 million.

Philips will sell down its retained interest in PhilipsLighting within one year. Therefore, the current positionof 29.01% is a temporary position which fits in our singlecoordinated plan to sell Philips Lighting in its entirety.Consequently any results related to the retainedinterest - such as value adjustments, results upondisposal and dividends - will be reflected indiscontinued operation.

The valuation basis for the retained interest in PhilipsLighting shares is the lower of the carrying value as perNovember 28, 2017 (based on the closing share price ofEUR 32.975) or the value based on the stock price, lesscost to sell, at reporting date. Based on the share priceof Philips Lighting as of December 31, 2017 of EUR 30.60

and taking into account expected cost to sell, werecognized a loss in discontinued operations of EUR104 million.

4 Acquisitions and divestments

2017Philips completed ten acquisitions in 2017. Theacquisitions involved an aggregated net cash outflowof EUR 2,333 million. These acquisitions had anaggregated impact on Goodwill and Other intangibleassets of EUR 1,548 million and EUR 926 millionrespectively.

The Spectranetics Corporation (Spectranetics) is themost notable acquisition and is discussed below. Theremaining nine acquisitions involved an aggregated netcash outflow of EUR 425 million. Separately, the netcash outflow ranged from EUR 3 million to EUR 117million. These remaining acquisitions had anaggregated impact on Goodwill and Other intangibleassets of EUR 293 million and EUR 252 millionrespectively.

On August 9, 2017 Philips completed the acquisition ofSpectranetics, by acquiring all of the issued andoutstanding shares of Spectranetics for USD 38.50 pershare, paid in cash at completion. As of the date ofacquisition, Spectranetics became a wholly ownedsubsidiary of Philips and was consolidated withinPhilips Image-Guided Therapy business as part of theDiagnosis & Treatment businesses segment.

Spectranetics is a US-based global leader in vascularintervention and lead management solutions, presentin 11 countries and employs over 900 employees.

The acquisition involved a net cash outflow of EUR1,908 million. This amount comprised the purchaseprice of shares (EUR 1,441 million), the settlement ofshare-based compensation plans (EUR 94 million), theredemption of debt (EUR 378 million) and thesettlement of various other items (EUR 48 million). Theoverall cash position of Spectranetics on thetransaction date was EUR 53 million.

Acquisition-related costs of EUR 25 million wererecognized in General and administrative expenses.



The condensed opening balance sheet ofSpectranetics as of August 9, 2017 was as follows:

SpectraneticsBalance sheet in millions of EUR2017

at acquisition date

Goodwill 1,255

Other intangible assets 674

Property, plant and equipment 69

Deferred tax assets 135

Inventories 38

Receivables and other current assets 42

Cash 53

Accounts payable and other payables (49)

Deferred tax liabilities (257)

Total assets and liabilities 1,960

Financed by equity (1,960)

Opening balance positions are subject to final purchaseprice adjustments, expected to be processed in the firstquarter of 2018. Main pending final purchase priceadjustments concern Goodwill, Other Intangible assets(Customer relationships, Technology) and Deferred taxliabilities.

Goodwill recognized in the amount of EUR 1,255million, which at the date of this report is treated asnon-deductible for tax purposes, mainly represents theimpact of cost synergies. Cost synergies relate toexpected lower General and administrative expensesand Selling expenses subsequent to the integration ofSpectranetics.

Receivables and other current assets include valueadjustments of EUR 3 million, representing the bestestimate at the acquisition date of the contractual cashflows not expected to be received.

Other intangible assets were comprised of thefollowing:

SpectraneticsOther intangible assets in millions of EUR unless otherwise stated2017

amount amortization period

in years

Customer relationships 372 20

Technology 297 15

Brand names 5 3

Total other intangible assets 674

The main categories of Other intangible assets(Customer relationships and Technology) aredetermined using an ‘income approach’, which is avaluation technique that estimates the fair value of anasset based on market participants’ expectations of thecash flows generated by that asset over its remaininguseful life.

The fair value of the Customer relationships relates toan estimate of positive cash flows associated withincremental profits related to excess earnings until

2038, discounted at a rate of 10.5%. The fair value ofTechnology is based on the assumption that certainsavings in royalty payments can be achieved until 2032,which are discounted at a rate ranging from 11.5% to13.0%.

As from August 9, 2017, Spectranetics contributed salesof EUR 114 million and generated a negative net incomeof EUR 37 million.

Pro-forma disclosureThe following table presents 2017 year-to-dateunaudited pro-forma results of Philips, assumingSpectranetics had been consolidated as of January 1,2017.

Philips GroupPro-forma Statements of income for Spectranetics acquisition(unaudited) in millions of EUR2017

Philips Group Pro forma

adjustments Pro-forma

Philips Group

Sales 17,780 156 17,936

Net income 1,870 (40) 1,830

Pro-forma information is based on historicalSpectranetics and Philips performance. The followingmain adjustments were made to arrive at pro-formainformation:

• exclusion of acquisition-related costs incurred bySpectranetics;

• inclusion of purchase price allocation effects;• exclusion of stock based compensation costs;• exclusion of interest costs related to debt;• inclusion of tax benefits related to operating losses.

DivestmentsApart from the sale of the Combined Lumileds andAutomotive businesses and the deconsolidation ofPhilips Lighting, Philips completed two divestmentsduring 2017 at an aggregate cash consideration of EUR54 million.

For details regarding the sale of the CombinedLumileds and Automotive businesses and thedeconsolidation of Philips Lighting, reference is madeto note 3, Discontinued operations and assets classifiedas held for sale.

2016

AcquisitionsPhilips completed two acquisitions in 2016, whichinvolved an aggregated net cash outflow of EUR 168million.

DivestmentsPhilips completed six divestments during 2016. The sixdivestments involved an aggregated cashconsideration of EUR 43 million.



5 Interests in entitiesIn this section we discuss the nature of the Company’sinterests in its consolidated entities and associates, andthe effects of those interests on the Company’sfinancial position and financial performance.

Transactions in Philips Lighting sharesIn the course of 2017, Philips completed three separatetransactions in Philips Lighting shares which reducedthe interest in this company from 71.23% as ofDecember 31, 2016 to 29.01% as of December 31, 2017.

In February and April 2017, the Company sold48,250,000 shares through two accelerated bookbuildofferings to institutional investors, which resulted in anet cash inflow of EUR 1,060 million. These divestmenttransactions did not impact the profit and loss accountof the Company because subsequent to thesetransactions Philips Lighting continued to be fullyconsolidated as it was controlled by Royal Philips. Thetwo offerings had a positive impact on Shareholders’equity of the Company of EUR 327 million. This amountincludes (i) the difference between the proceeds andthe carrying value of the shares sold in thesetransactions (increase of EUR 352 million), (ii) costsrelated to the accelerated bookbuild offering whichwere directly recognized in Shareholders’ equity(decrease of EUR 6 million) and (iii) certain reallocationsof currency translation adjustments to Non-controllinginterests (decrease of EUR 19 million).

On November 28, 2017, the Company sold 17,100,000shares through an accelerated bookbuild offering toinstitutional investors. This transaction triggered a lossof control by the Company, resulting in adeconsolidation of Philips Lighting. Upondeconsolidation of Philips Lighting, the Companyrecognized a gain of EUR 599 million before tax, whichwas recorded in Discontinued operations. For furtherdetails regarding this result, reference is made to note 3,Discontinued operations and assets classified as heldfor sale.

Group companiesSet out below is a list of material subsidiaries as perDecember 31, 2017 representing greater than 5% ofeither the consolidated group Sales, Income fromoperations or Net income (before any intra-groupeliminations) of Group legal entities. All of the entitiesare fully consolidated in the group accounts of theCompany.

Philips GroupInterests in group companies in alphabetical order2017

Legal entity name

Principalcountry of

business

370 West Trimble Road LLC United States

Metaaldraadlampenfabriek “Volt” B.V. Netherlands

Philips (China) Investment Company, Ltd. China

Philips Consumer Lifestyle B.V. Netherlands

Philips Domestic Appliances and Personal CareCompany of Zhuhai SEZ, Ltd. China

Philips Electronics Hong Kong Limited Hong Kong

Philips Electronics Nederland B.V. Netherlands

Philips Electronics UK LimitedUnited

Kingdom

Philips GmbH Germany

Philips Japan, Ltd. Japan

Philips Medical Systems Nederland B.V. Netherlands

Philips Medizin Systeme Hofheim-Wallau GmbH Germany

Philips North America LLC United States

Philips Oral Healthcare, LLC United States

Philips Ultrasound, Inc. United States

Respironics, Inc. United States

RI Finance, Inc. United States

RIC Investments, LLC United States

Information related to Non-controllinginterestsAs of December 31, 2017, four consolidated subsidiariesare not wholly owned by Philips (December 31, 2016:five). Until November 28, 2017, a significant subsidiarythat was consolidated but not wholly owned wasPhilips Lighting. Due to the deconsolidation of PhilipsLighting, the Non-controlling interest related to thiscompany was derecognized.

The following is unaudited summarized financialinformation extracted from Philips Lighting’sconsolidated statements of income for 2016 and 2017.

Philips GroupSummarized financial information for Philips Lighting (unaudited)in millions of EUR

2016 2017

Philips Lighting Philips Lighting

Sales to thirds 7,115 6,965

Net income 185 281

Investments in associatesPhilips has investments in a number of associates. Noneof them (except Philips Lighting) are regarded asindividually material. The interest in Philips Lighting istreated as an asset classified as held for sale. For furtherdetails on the accounting treatment, we refer to note 3,Discontinued operations and assets classified as heldfor sale.

The summarized financial information of PhilipsLighting, not adjusted for the percentage of ownershipheld by Philips, is presented below and is based on theunaudited published financial results for the full year onFebruary 2, 2018.



Summarized income statement of Philips Lighting (unaudited)in millions of EUR

2017

Sales to thirds 6,965

Income before taxes 441

Net financial income/expense (43)

Income taxes (117)

Net income 281

Summarized net asset value of Philips Lighting (unaudited)in millions of EUR

2017

Current assets 3,372

Non-current assets 3,306

Total assets 6,678

Current liabilities (2,216)

Non-current liabilities (2,140)

Net assets value 2,321

Involvement with unconsolidated structuredentitiesPhilips founded three Philips Medical Capital (PMC)entities, in the United States, France and Germany, inwhich Philips holds a minority interest. Philips MedicalCapital, LLC in the United States is the most significantentity. PMC entities provide healthcare equipmentfinancing and leasing services to Philips customers fordiagnostic imaging equipment, patient monitoringequipment, and clinical IT systems.

The Company concluded that it does not control, andtherefore should not consolidate the PMC entities. Inthe United States, PMC operates as a subsidiary of DeLage Landen Financial Services, Inc. The same structureand treatment is applied to the PMC entities in the othercountries, with other majority shareholders. Operatingagreements are in place for all PMC entities, wherebyacceptance of sales and financing transactions resideswith the respective majority shareholder. Afteracceptance of a transaction by PMC, Philips transferssignificant risk and rewards and does not retain anyobligations towards PMC or its customers, from thesales contracts.

At December 31, 2017, Philips’ stake in Philips MedicalCapital, LLC amounted to EUR 29 million (December 31,2016: EUR 25 million).

6 Income from operationsFor information related to Sales on a segment andgeographical basis, see note 2, Information by segmentand main country.

Philips GroupSales and costs by nature in millions of EUR2015 - 2017

2015 2016 2017

Sales 16,806 17,422 17,780

Costs of materials used (5,188) (5,030) (4,918)

Employee benefit expenses (5,638) (5,298) (5,824)

Depreciation and amortization (972) (976) (1,025)

Shipping and handling (547) (545) (602)

Advertising and promotion (862) (915) (939)

Lease expense, net1) (250) (223) (227)

Other operational costs2) (2,751) (2,963) (2,804)

Other business income (expenses) 60 (6) 76


1) Lease expense includes EUR 38 million (2016: EUR 30 million, 2015: EUR33 million) of other costs, such as fuel and electricity, and taxes to bepaid and reimbursed to the lessor

2) Other operational costs contain items which are dissimilar in nature andindividually insignificant in amount to disclose separately. These costscontain among others expenses for outsourcing services, mainly in ITand HR, 3rd party workers, consultants, warranty, patents, costs fortravelling, external legal services and EUR 90 million government grantsrecognized in 2017 (2016: EUR 79 million, 2015: EUR 58 million). Thegrants mainly relate to research and development activities andbusiness development

Sales composition

Philips GroupSales composition in millions of EUR2015 - 2017

2015 2016 2017

Goods1) 13,175 13,568 13,974

Services1) 3,215 3,478 3,477

Royalties 416 375 329

Sales 16,806 17,422 17,780

1) Prior period amounts have been revised to adjust the presentation ofrevenue related to certain software solutions as well as discountsrelated to services rendered in 2016. The amount of EUR 403 millionwas reclassified from Goods to Services in 2016 (EUR 178 million in 2015).These adjustments did not affect the primary Consolidated financialstatements of any of the prior years.

Costs of materials usedCost of materials used represents the inventoryrecognized in cost of sales.

Employee benefit expenses

Philips GroupEmployee benefit expenses in millions of EUR2015 - 2017

2015 2016 2017

Salaries and wages1) 4,342 4,422 4,856

Post-employment benefits costs 705 279 347

Other social security and similarcharges:

- Required by law 480 489 514

- Voluntary 110 108 108

Employee benefit expenses 5,638 5,298 5,824

1) Salaries and wages includes EUR 122 million (2016: EUR 95 million, 2015EUR 82 million) of share-based compensation expenses.

The employee benefit expenses relate to employeeswho are working on the payroll of Philips, both withpermanent and temporary contracts.



For further information on post-employment benefitcosts, see note 20, Post-employment benefits.

For details on the remuneration of the members of theBoard of Management and the Supervisory Board, seenote 27, Information on remuneration.

EmployeesThe average number of employees by category issummarized as follows:

Philips GroupEmployees in FTEs2015 - 2017

2015 2016 2017

Production 26,524 27,899 27,697

Research and development 8,242 9,087 9,787

Other 23,216 24,565 26,314

Employees 57,982 61,552 63,798

3rd party workers 7,900 8,050 8,098


Discontinued operations 48,330 43,971 43,497

Philips Group 114,211 113,572 115,392

Employees consist of those persons working on thepayroll of Philips and whose costs are reflected in theEmployee benefit expenses table. 3rd party workersconsist of personnel hired on a per-period basis, viaexternal companies.

Philips GroupEmployees per geographical location in FTEs2015 - 2017

2015 2016 2017

Netherlands 7,589 11,199 11,308

Other countries 58,292 58,403 60,587


Discontinued operations 48,330 43,971 43,497

Philips Group 114,211 113,572 115,392

Depreciation and amortizationDepreciation of property, plant and equipment andamortization of intangible assets, includingimpairments, are as follows:

Philips GroupDepreciation and amortization1) in millions of EUR2015 - 2017

2015 2016 2017

Depreciation of property, plant andequipment 422 458 437

Amortization of software 35 49 50

Amortization of other intangible assets 273 244 260

Amortization of development costs 242 225 277

Depreciation and amortization 972 976 1,025

1) Includes impairments

Depreciation of property, plant and equipment isprimarily included in cost of sales. Amortization of thecategories of other intangible assets are reported inselling expenses for brand names and customerrelationships and are reported in cost of sales for

technology based and other intangible assets.Amortization of development cost is included inresearch and development expenses.

Shipping and handlingShipping and handling costs are included in cost ofsales and selling expenses in section 11.4, Consolidatedstatements of income, of this Annual Report. Furtherinformation on when costs are to be reported to cost ofsales or selling expenses can be found in note 1,Significant accounting policies.

Advertising and promotionAdvertising and promotion costs are included in sellingexpenses in section 11.4, Consolidated statements ofincome, of this Annual Report.

Audit feesThe table below shows the fees attributable to the fiscalyears 2015, 2016 and 2017 for services rendered by therespective Group auditors.

Philips GroupFees in millions of EUR

2015 2016 2017

Audit fees 15.3 18.4 16.7

- consolidated financial statements 9.8 13.4 12.5

- statutory financial statements 5.5 5.0 4.2

Audit-related fees 4.9 2.3 1.5

- acquisitions and divestments 3.6 0.9 0.0

- sustainability assurance 0.6 0.7 0.7

- other 0.7 0.7 0.8

Tax fees 1.1 0.0 0.0

- tax compliance services 1.1 0.0 0.0

Other fees 0.0 0.0 0.0

- other 0.0 0.0 0.0

Fees1) 21.3 20.7 18.3

1) Fees charged by the Dutch organization of the Philips Group auditorwere EUR 9.2 million in 2017

Other business income (expenses)Other business income (expenses) consists of thefollowing:

Philips GroupOther business income (expenses) in millions of EUR2015 - 2017

2015 2016 2017

Result on disposal of businesses:

- income 1 1 15

- expense (2) (4) (5)

Result on disposal of fixed assets:

- income 44 4 96

- expense (1) (1) (1)

Result on other remaining business:

- income 44 13 41

- expense (27) (17) (62)

Impairment of goodwill1) (1) (9)

Other business income (expenses) 60 (6) 76

Total other business income 89 17 152

Total other business expense (30) (23) (76)

1) Further information on goodwill movement can be found in note 11,Goodwill

7 8 Group financial statements 11.9


The result on disposal of businesses was mainly due todivestment of non-strategic businesses.

The result on disposal of fixed assets was mainly dueto sale of real estate assets. In 2017 income on disposalof fixed assets amounted to EUR 96 million of whichEUR 59 million relates to a disposal of real estate in theUS.

The result on other remaining businesses mainly relatesto non-core revenue and various legal matters.

7 Financial income and expenses

Philips GroupFinancial income and expenses in millions of EUR2015 - 2017

2015 2016 2017

Interest income 44 43 40

Interest income from loans andreceivables 18 15 12

Interest income from cash andcash equivalents 26 28 28

Dividend income from available forsale financial assets 6 4 64

Net gains from disposal of financialassets 20 3 1

Net change in fair value of financialassets at fair value through profit orloss 4 7

Other financial income 20 15 14

Financial income 94 65 126

Interest expense (344) (342) (222)

Interest on debt and borrowings (267) (288) (177)

Finance charges under financelease contract (6) (7) (8)

Interest expenses - pensions (70) (48) (37)

Provision-related accretion andinterest (31) 44 (22)

Net foreign exchange losses (10) (1) (2)

Impairment loss of financial assets (46) (24) (2)

Net change in fair value of financialassets at fair value through profit orloss (4)

Other financial expenses (23) (180) (15)

Financial expense (453) (507) (263)

Financial income and expenses (359) (442) (137)

Net financial income and expense showed a EUR 137million expense in 2017, which was EUR 305 millionlower than in 2016. Net interest expense in 2017 wasEUR 117 million lower than in 2016, mainly due to lowerinterest expenses on net debt following the bondredemptions in October 2016 and January 2017. Higherdividend income was mainly related to the retainedinterest in the combined businesses of Lumileds andAutomotive.

Net interest expense in 2016 was EUR 2 million lowerthan in 2015. The impairment charges in 2016 amountedto EUR 24 million mainly due to Corindus VascularRobotics. Lower provision-related accretion andinterest in 2016 is primarily due to the release ofaccrued interest as a result of the settlement of theMasimo litigation. Other financial expenses included

financial charges related to the early redemption ofUSD bonds in October 2016 and January 2017 of EUR91 million and EUR 62 million respectively.

Net financial income and expense showed a EUR 359million expense in 2015. Total financial income of EUR94 million included EUR 44 million of interest income.

8 Income taxesThe income tax expense of continuing operationsamounted to EUR 349 million (2016: EUR 203 million,2015: EUR 169 million).

The components of income before taxes and incometax expense are as follows:

Philips GroupIncome tax expense in millions of EUR2015 - 2017

2015 2016 2017

Netherlands 93 137 929

Foreign 206 886 451

Income before taxes of continuingoperations1) 299 1,023 1,381

Netherlands:

Current tax (expense) benefit 47 10 (15)

Deferred tax (expense) benefit 6 (95) (150)

Total tax (expense) benefit ofcontinuing operations (Netherlands) 53 (85) (165)

Foreign:

Current tax (expense) benefit (157) (155) (258)

Deferred tax (expense) benefit (65) 37 73

Total tax (expense) benefit ofcontinuing operations (foreign) (222) (118) (184)

Income tax expense of continuingoperations (169) (203) (349)

1) Income before tax excludes the result of investments in associates.

Income tax expense of continuing operations excludesthe tax expense of the discontinued operations of EUR182 million (2016: EUR 181 million, 2015: EUR 144million), further detailed in section note 3, Discontinuedoperations and assets classified as held for sale.

The components of income tax expense of continuingoperations are as follows:

Philips GroupCurrent income tax expense in millions of EUR2015 - 2017

2015 2016 2017

Current year tax (expense) benefit (121) (165) (275)

Prior year tax (expense) benefit 11 20 3

Current tax (expense) (110) (145) (272)



Philips GroupDeferred income tax expense in millions of EUR2015 - 2017

2015 2016 2017

Recognition of previouslyunrecognized tax loss and creditcarryforwards 4 19 32

(Unrecognized) tax loss and creditcarryforwards1) (9) (56) (9)

(Unrecognized) recognition oftemporary differences1) (35) 31 35

Prior year tax (6) (1) 6

Tax rate changes (19) 5 (72)

Origination and reversal oftemporary differences, tax lossesand tax credits 6 (56) (69)

Deferred tax (expense) benefit (59) (58) (77)

1) Unrecognized tax loss and credit carryforwards and temporarydifferences are expenses, which offset the corresponding tax benefits inOrigination and reversal of temporary differences, tax losses and taxcredits

Philips’ operations are subject to income taxes invarious foreign jurisdictions. The statutory income taxrates varies up to 40.0%, which results in a differencebetween the weighted average statutory income taxrate and the Netherlands’ statutory income tax rate of25.0% (2016: 25.0%; 2015: 25.0%).

A reconciliation of the weighted average statutoryincome tax rate to the effective income tax rate ofcontinuing operations is as follows:

Philips GroupEffective income tax rate in %2015 - 2017

2015 2016 2017

Weighted average statutory incometax rate in % 43.6 23.3 24.5

Recognition of previouslyunrecognized tax loss and creditcarryforwards (1.4) (1.9) (2.3)

Unrecognized tax loss and creditcarryforwards 2.9 5.5 0.6

Unrecognized (recognition of)temporary differences 11.4 (3.1) (2.6)

Non-taxable income and taxincentives (35.5) (8.2) (9.8)

Non-deductible expense 33.8 9.3 6.4

Withholding and other taxes 8.3 1.2 4.0

Tax rate changes 5.9 (0.5) 5.2

Prior year tax 1.0 (1.8) (0.6)

Tax expense (benefit) due to othertax liabilities (12.7) (2.6) (1.7)

Others, net (1.0) (1.3) 1.5

Effective income tax rate 56.4 19.9 25.3

The effective income tax rate was higher than theweighted average statutory income tax rate in 2017,largely due to a tax charge recorded for the re-measurement of Philips’ US deferred tax assets as aresult of the enactment of the US Tax Cuts and Jobs Actin December 2017. This effect was partly offset by taxbenefits from the recognition of deferred tax assetswhich were previously unrecognized.

Deferred tax assets and liabilitiesDeferred tax assets are recognized for temporarydifferences, unused tax losses, and unused tax creditsto the extent that realization of the related tax benefitsis probable. The ultimate realization of deferred taxassets is dependent upon the generation of futuretaxable income in the countries where the deferred taxassets originated and during the periods when thedeferred tax assets become deductible. Managementconsiders the scheduled reversal of deferred taxliabilities, projected future taxable income, and taxplanning strategies in making this assessment.

Net deferred tax assets relate to the followingunderlying assets and liabilities and tax losscarryforwards (including tax credit carryforwards) andtheir movements during the years 2017 and 2016respectively are presented in the tables below.

The net deferred tax assets of EUR 1,565 million (2016:EUR 2,692 million) consist of deferred tax assets of EUR1,598 million (2016: EUR 2,758 million) and deferred taxliabilities of EUR 33 million (2016: EUR 66 million). Thedecrease in the net deferred tax assets by EUR 1,127million is predominantly attributable to thedeconsolidation of Philips Lighting (EUR 437 million)the tax rate change in the US (EUR 200 million),acquisitions (EUR 186 million) and the impact of foreigncurrency translation (EUR 177 million).

The tax rate change as a result of the enactment of theUS Tax Cuts and Jobs Act in December 2017 resulted inEUR 200 million decrease of deferred tax assets, ofwhich EUR 171 million is recognized as a tax expense innet income and EUR 29 million in equity. Of the totalexpense, EUR 99 million is presented within net incomefrom Discontinued operations following the Company’spolicy to present and recognize re-measurements ofdeferred taxes as a result of tax rate changes based onthe origin of the deferred tax (backwards tracing). As theoriginating tax result was based on the Lumileds andLighting discontinued operations, the impact of the taxrate change is also recognized in Discontinuedoperations. The impact of the tax rate change relatingto discontinued operations and equity, acquisitions andforeign currency translation are presented as ‘Other’ inthe table below.

Of the total deferred tax assets of EUR 1,598 million atDecember 31, 2017 (2016: EUR 2,758 million), EUR 161million (2016: EUR 2,054 million) is recognized inrespect of entities in various countries where there havebeen tax losses in the current or preceding period.Management’s projections support the assumptionthat it is probable that the results of future operationswill generate sufficient taxable income to utilize thesedeferred tax assets.



At December 31, 2017 the temporary differencesassociated with investments, including potentialincome tax consequences on dividends, for which nodeferred tax liabilities are recognized, aggregate to EUR290 million (2016: EUR 685 million).

The company has available tax loss and creditcarryforwards, which expire as follows:

Philips GroupExpiry years of net operating loss and credit carryforwardsin millions of EUR

Total

Total Bal-ance as ofDecember

31, 2016

Unrecognizedbalance as ofDecember 31,

2016

Total Bal-ance as ofDecember

31, 2017

Unrecognizedbalance as ofDecember 31,

2017

2017 14 - - -

2018 4 3 3 3

2019 58 10 5 2

2020 137 21 15 6

2021 37 3 14 2

2022 - - 1,843 1,809

Later than2021,respectively2022 3,503 14 2,134 410

Unlimited 2,077 1,118 1,812 1,118

Total 5,830 1,170 5,827 3,351

At December 31, 2017, the amount of deductibletemporary differences for which no deferred tax assethas been recognized in the balance sheet was EUR 42million (2016: EUR 868 million)

Tax risksPhilips is exposed to tax risks. With regard to these taxrisks a liability is recognized if, as a result of a past event,Philips has an obligation that can be estimated reliablyand it is probable that an outflow of economic benefitswill be required to settle the obligation. These uncertainpositions are presented as Other tax liabilities innote 22, Other liabilities and include, among others, thefollowing:

US Tax Cuts and Jobs ActPhilips assessed the impact of the material aspects ofthe US Tax Cuts and Jobs Act on its current and deferredtax assets and liabilities. These reported amounts maybe subject to estimation uncertainty and measurementadjustments may need to be made in subsequentreporting periods as Philips will get more accurateinformation on the impact of the Act and the modalitiesof its application. The main uncertainties relate to theavailability of net interest expense carryforwards andthe amount of tax earnings and profits subject to taxunder the mandatory deemed repatriation provisions.

Philips GroupDeferred tax assets and liabilities in millions of EUR2017

Balance as ofJanuary 1,

2017

recognized inincome

statement

Transfer toassets held

for sale other1)

Balance as ofDecember 31,

2017 Assets Liabilities

Intangible assets (676) 549 (28) (228) (383) 423 (806)

Property, plant and equipment 10 15 (2) 23 39 (16)

Inventories 347 (34) (52) (29) 231 235 (4)

Other assets 138 7 (82) 12 74 96 (22)

Pension and other employeebenefits 597 (126) (149) (57) 265 265 -

Other liabilities 989 (288) (8) (158) 536 596 (61)

Deferred tax assets on tax losscarryforwards 1,288 (201) (125) (144) 819 819 -

Set-off deferred tax positions - (876) 876

Net deferred tax assets 2,692 (77) (444) (606) 1,565 1,598 (33)

1) Other includes the movements of assets and liabilities recognized in OCI, which includes foreign currency translation differences and acquisitions, as well as theeffects of US Tax Cuts and Jobs Act.

Philips GroupDeferred tax assets and liabilities in millions of EUR2016

Balance as ofJanuary 1, 2016

recognized inincome

statement other1)

Balance as ofDecember 31,

2016 Assets Liabilities

Intangible assets (1,089) 450 (36) (676) 542 (1,218)

Property, plant and equipment 19 1 (10) 10 64 (54)

Inventories 312 24 11 347 353 (6)

Other assets 68 32 37 138 161 (23)

Pensions and other employee benefits 707 (138) 27 597 598 (1)

Other liabilities 981 (32) 40 989 1,107 (118)

Deferred tax assets on tax losscarryforwards 1,562 (368) 93 1,288 1,288 -

Set-off deferred tax positions (1,355) 1,355

Net deferred tax assets 2,560 (30) 162 2,692 2,758 (66)

1) Other includes the movements of assets and liabilities recognized in OCI, which includes foreign currency translation differences, and acquisitions anddivestments.



Transfer pricing risksPhilips has issued transfer pricing directives, which arein accordance with international guidelines such asthose of the Organization of Economic Co-operationand Development. In order to reduce the transferpricing uncertainties, monitoring procedures are carriedout by Group Tax to safeguard the correctimplementation of the transfer pricing directives.

Tax risks on general and specific serviceagreements and licensing agreementsDue to the centralization of certain activities (such asresearch and development, IT and group functions),costs are also centralized. As a consequence, thesecosts and/or revenues must be allocated to thebeneficiaries, i.e. the various Philips entities. For thatpurpose, service contracts such as intra-group serviceagreements and licensing agreements are signed witha large number of group entities. Tax authorities reviewthese 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 resultingfrom the intragroup service agreements betweencountries. The same applies to the specific serviceagreements.

Tax risks due to disentanglements andacquisitionsWhen a subsidiary of Philips is disentangled, or a newcompany is acquired, tax risks may arise. Philips createsmerger and acquisition (M&A) teams for thesedisentanglements or acquisitions. In addition torepresentatives from the involved business, theseteams consist of specialists from various groupfunctions and are formed, among other things, toidentify tax risks and to reduce potential tax claimsrelated to disentangled entities. Examples of tax risksare: applicability of participation exemptions, costallocation issues, and issues related to(non-)deductibility.

Tax risks due to permanent establishmentsA permanent establishment may arise when operationsin a country involve a Philips organization in anothercountry, there is a risk that tax claims will arise in theformer country as well as in the latter country;potentially leading to double taxation.



9 Earnings per share

Philips GroupEarnings per share in millions of EUR unless otherwise stated1)

2015 - 2017

2015 2016 2017

Income from continuing operations 160 831 1,028

Income (loss) attributable to non-controlling interest 14 43 214

Income from continuing operations attributable toshareholders 146 788 814

Income from Discontinued operations 479 660 843

Net income attributable to shareholders 624 1,448 1,657

Weighted average number of common sharesoutstanding (after deduction of treasury shares) duringthe year 916,086,943 918,015,863 928,797,650

Plus incremental shares from assumed conversions of:

Options 3,565,682 2,456,616 3,161,267

Performance shares 2,479,923 6,985,509 10,757,785

Restricted share rights 1,491,960 1,331,163 2,008,162

Forward contracts 407,193

Dilutive potential common shares 7,537,565 10,773,289 16,334,406

Diluted weighted average number of shares (afterdeduction of treasury shares) during the year 923,624,508 928,789,152 945,132,056

Basic earnings per common share in EUR2)

Income from continuing operations 0.17 0.90 1.11

Income from Discontinued operations 0.52 0.72 0.91

Income from continuing operations attributable toshareholders 0.16 0.86 0.88

Net income attributable to shareholders 0.68 1.58 1.78

Diluted earnings per common share in EUR2,3)

Income from continuing operations 0.17 0.89 1.09

Income from Discontinued operations 0.52 0.71 0.89

Income from continuing operations attributable toshareholders 0.16 0.85 0.86

Net income attributable to shareholders 0.68 1.56 1.75

Dividend distributed per common share in euros 0.80 0.80 0.80

1) Shareholders in this table refer to shareholders of Koninklijke Philips N.V.2) In 2017, 2016 and 2015, respectively 0 million, 9 million and 12 million securities that could potentially dilute basic EPS were not included in the computation of

dilutive EPS because the effect would have been antidilutive for the periods presented3) 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



10 Property, plant and equipment

Philips GroupProperty, plant and equipment in millions of EUR2017

land and buildings machinery and

installations other equipment

prepayments andconstruction in

progress total

Balance as of January 1, 2017:

Cost 1,766 3,222 1,897 179 7,064

Accumulated depreciation (912) (2,546) (1,451) (4,909)

Book value 854 676 446 179 2,155

Change in book value:

Capital expenditures 17 128 86 320 551

Assets available for use 63 117 129 (309) -

Acquisitions - 71 3 74

Depreciation (60) (205) (169) (434)

Impairments (1) (32) (11) - (44)

Reclassifications 39 (47) 9 3 4

Transfer (to) from assets classified asheld for sale (284) (186) (82) (44) (596)

Translation differences and other (44) (32) (35) (9) (120)

Total changes (270) (185) (70) (39) (564)

Balance as of December 31, 2017:

Cost 1,111 1,708 1,449 140 4,408


Book value 584 491 376 140 1,591

Philips GroupProperty, plant and equipment in millions of EUR2016

land and buildings machinery and

installations other equipment

prepayments andconstruction in

progress total


Cost 1,864 3,260 1,873 220 7,217


Book value 913 735 454 220 2,322

Change in book value:

Capital expenditures 14 142 101 318 575

Assets available for use 112 108 137 (357)

Depreciation (80) (257) (191) (528)

Impairments (25) (40) (13) - (78)

Transfer (to) from assets classified asheld for sale (92) (4) (2) (2) (100)

Translation differences and other 12 (8) (40) - (36)

Total changes (59) (59) (8) (41) (167)


Cost 1,766 3,222 1,897 179 7,064


Book value 854 676 446 179 2,155

Land with a book value of EUR 50 million at December31, 2017 (2016: EUR 73 million) is not depreciated.Property, plant and equipment includes financial leaseassets with a book value of EUR 281 million atDecember 31, 2017 (2016: EUR 271 million).



The expected useful lives of property, plant andequipment are as follows:

Philips GroupUseful lives of property, plant and equipment in years

Buildings from 5 to 50 years

Machinery and installations from 3 to 20 years

Other equipment from 1 to 10 years

The operating lease obligations are mainly related tothe rental of buildings. A number of these leasesoriginate from sale-and-leaseback arrangements.Operating lease payments under sale-and-leasebackarrangements for 2017 totaled EUR 31 million (2016:EUR 32 million).

The remaining minimum payments under sale-and-leaseback arrangements included in operating leaseobligations above are as follows:

Philips GroupOperating lease - minimum payments under sale-and-leasebackarrangements in millions of EUR2017

2018 31

2019 30

2020 24

2021 23

2022 20

Thereafter 91

11 GoodwillThe changes in 2016 and 2017 were as follows:

Philips GroupGoodwill in millions of EUR2016 - 2017

2016 2017

Balance as of January 1:

Cost 10,704 11,151

Impairments (2,181) (2,253)

Book value 8,523 8,898

Changes in book value:

Acquisitions 140 1,548

Divestments and transfers to assets classified asheld for sale (13) (1,878)

Translation differences and other 248 (836)

Balance as of December 31:

Cost 11,151 9,074

Impairments (2,253) (1,343)


In 2017, the movement of goodwill for the amount ofEUR 1,548 million relates to Spectranetics for anamount of EUR 1,255 million and other acquisitions foran amount of EUR 293 million. Information on thedivestment of Lighting can be found in note 3,Discontinued operations and assets classified as heldfor sale. The decrease of EUR 836 million is mainly dueto translation differences which impacted the goodwilldenominated in USD.

In 2016, goodwill increased by EUR 140 million mainlydue to the acquisition of Wellcentive and PathXL. Theincrease of EUR 248 million is mainly due to translationdifferences which impacted the goodwill denominatedin USD.

For impairment testing, goodwill is allocated to (groupsof) cash-generating units (typically one level belowsegment level), which represent the lowest level atwhich the goodwill is monitored internally formanagement purposes.

Goodwill allocated to the cash-generating units Image-Guided Therapy, Patient Care & Monitoring Solutionsand Sleep & Respiratory Care is considered to besignificant in comparison to the total book value ofgoodwill for the Group at December 31, 2017. In 2016the cash-generating unit Professional was consideredto be significant in comparison to the total book valueof goodwill for the Group, but this is no longer includedin goodwill as at December 31, 2017 due to thedivestment of Lighting. The amounts associated as ofDecember 31, 2017, are presented below:

Philips GroupGoodwill allocated to the cash-generating units in millions of EUR2016 - 2017

2016 2017

Image-Guided Therapy 1,106 2,242

Patient Care & Monitoring Solutions 1,506 1,349

Sleep & Respiratory Care 1,958 1,819

Professional 1,671

Other (units carrying a non-significantgoodwill balance) 2,657 2,321


The basis of the recoverable amount used in the annualimpairment tests for the units disclosed in this note isthe value in use. In the annual impairment testperformed in the fourth quarter of 2017, the estimatedrecoverable amounts of the cash-generating unitstested approximated or exceeded the carrying value ofthe units, therefore no impairment loss was recognized.

Key assumptions - generalKey assumptions used in the impairment tests for theunits were sales growth rates, EBITA and the rates usedfor discounting the projected cash flows. These cashflow projections were determined using the RoyalPhilips managements’ internal forecasts that cover aninitial period from 2018 to 2020. Projections wereextrapolated with stable or declining growth rates for aperiod of 5 years, after which a terminal value wascalculated. For terminal value calculation, growth rateswere capped at a historical long-term average growthrate.

The sales growth rates and EBITA used to estimate cashflows are based on past performance, external marketgrowth assumptions and industry long-term growth



averages. EBITA in all units mentioned in this note isexpected to increase over the projection period as aresult of volume growth and cost efficiencies.

Key assumptions and sensitivity analysis relating tocash-generating units to which a significant amountof goodwill is allocatedCash flow projections of Image-Guided Therapy,Patient Care & Monitoring Solutions and Sleep &Respiratory Care are based on the key assumptionsincluded in the table below, which were used in theannual impairment test performed in the fourth quarter:

Philips GroupKey assumptions in %2017

compound sales growth rate1)

initialforecast

period

extra-polation

period2)

used tocalculateterminal

value3)

pre-taxdiscount

rates

Image-GuidedTherapy 5.3 4.0 2.3 10.9

Patient Care &MonitoringSolutions 3.8 4.8 2.3 12.3

Sleep &Respiratory Care 7.2 5.6 2.3 12.1

1) Compound sales growth rate is the annualized steady growth rate overthe forecast period

2) Also referred to later in the text as compound long-term sales growthrate

3) The historical long-term growth rate is only applied to the first year afterthe 5 year extrapolation period, after which no further growth isassumed for the terminal value calculation

The assumptions used for the 2016 cash flowprojections were as follows:

Philips GroupKey assumptions in %2016

compound sales growth rate1)

initialforecast

period

extra-polation

period2)

used tocalculateterminal

value3)

pre-taxdiscount

rates

Image-GuidedTherapy 7.1 5.6 2.7 12.1

Patient Care &MonitoringSolutions 6.4 4.6 2.7 14.3

Sleep & RespiratoryCare 6.8 4.6 2.7 12.6

Professional 5.0 4.3 2.7 13.9

1) Compound sales growth rate is the annualized steady growth rate overthe forecast period

2) Also referred to later in the text as compound long-term sales growthrate

3) The historical long-term growth rate is only applied to the first year afterthe 5 year extrapolation period, after which no further growth isassumed for the terminal value calculation

The results of the annual impairment test of Image-Guided Therapy, Patient Care & Monitoring Solutionsand Sleep & Respiratory Care indicate that a reasonablypossible change in key assumptions would not causethe value in use to fall to the level of the carrying value.

Additional information relating to cash-generatingunits to which a non-significant amount relative tothe total goodwill is allocatedIn addition to the significant goodwill recorded at theunits mentioned above, Home Monitoring, PopulationHealth Management and Healthcare Informatics aresensitive to fluctuations in the assumptions as set outabove.

Based on the most recent impairment test of the cash-generating unit Home Monitoring, it was noted that anincrease of 90 points in the pre-tax discount rate, a 140basis points decline in the compound long-term salesgrowth rate or a 12% decrease in terminal value would,individually, cause its recoverable amount to fall to thelevel of its carrying value. The goodwill allocated toHome Monitoring at December 31, 2017 amounts to EUR32 million.

Based on the annual impairment test of the cash-generating unit Population Health Management, it wasnoted that an increase of 120 points in the pre-taxdiscount rate, a 400 basis points decline in thecompound long-term sales growth rate or a 24%decrease in terminal value would, individually, cause itsrecoverable amount to fall to the level of its carryingvalue. The goodwill allocated to Population HealthManagement at December 31, 2017 amounts to EUR 187million.

Also based on the annual impairment test of the cash-generating unit Healthcare Informatics, it was notedthat an increase of 70 points in the pre-tax discountrate, a 150 basis points decline in the compound long-term sales growth rate or a 11% decrease in terminalvalue would, individually, cause its recoverable amountto fall to the level of its carrying value. The goodwillallocated to Healthcare Informatics at December 31,2017 amounts to EUR 174 million.



12 Intangible assets excluding goodwillThe changes were as follows:

Philips GroupIntangible assets excluding goodwill in millions of EUR2017

brandnames

customerrelationships technology

productdevelopment

productdevelopment

construction inprogress software other total

Balance as of January 1,2017:

Cost 1,088 3,429 2,074 1,899 578 580 134 9,782

Amortization/ impairments (633) (2,188) (1,491) (1,362) (36) (421) (99) (6,230)

Book value 455 1,241 583 537 542 159 34 3,552


Additions - 23 338 86 3 450

Acquisitions 7 431 470 2 16 926

Amortization (40) (142) (100) (213) - (52) (3) (550)

Impairments (12) (43) (27) (1) (83)

Assets available for use 363 (363)

Divestments and transfersto assets classified as heldfor sale (120) (438) (103) (23) (11) (19) (6) (721)

Translations differences (24) (89) (37) (35) (43) (1) (23) (252)

Total changes (178) (238) 241 49 (106) 15 (13) (230)

Balance as of December31, 2017:

Cost 670 2,342 1,985 1,848 487 605 105 8,042


Book value 278 1,004 824 586 436 174 21 3,322

Philips GroupIntangible assets excluding goodwill in millions of EUR2016

brandnames

customerrelationships technology

productdevelopment

productdevelopment

construction inprogress software other total

Balance as of January 1,2016:

Cost 1,102 3,324 1,977 1,668 522 522 135 9,251


Book value 520 1,399 604 501 491 155 24 3,693


Additions 41 318 56 5 420

Acquisitions 1 7 21 8 37

Amortization (50) (201) (98) (229) (55) (2) (635)

Impairments (1) (20) (4) (2) - (27)

Assets available for use 270 (270)

Translations differences (15) 36 15 15 7 5 1 64

Total changes (65) (157) (21) 36 51 4 11 (141)

Balance as of December31, 2016:

Cost 1,088 3,429 2,074 1,899 578 580 134 9,782


Book value 455 1,241 583 537 542 159 34 3,552

The additions for 2017 contain internally generatedassets of EUR 77 million (2016: EUR 52 million) forsoftware. The acquisitions through businesscombinations in 2017 mainly consist of the acquiredintangible assets of Spectranetics. For moreinformation, please refer to note 4, Acquisitions anddivestments.

The amortization of intangible assets is specified innote 6, Income from operations.



The estimated amortization expense for otherintangible assets for each of the next five years is:

Philips GroupEstimated amortization expense for other intangible assetsin millions of EUR

2018 252

2019 243

2020 218

2021 192

2022 185

The expected useful lives of the intangible assetsexcluding goodwill are as follows:

Philips GroupExpected useful lives of intangible assets excluding goodwillin years

Brand names 2-20

Customer relationships 2-25

Technology 3-20

Other 1-10

Software 1-10

Product development 3-7

The weighted average expected remaining life of brandnames, customer relationships, technology and otherintangible assets is 9.6 years as of December 31, 2017(2016: 7.9 years).

At December 31, 2017 the carrying amount of customerrelationships of Sleep & Respiratory Care was EUR 315million with a remaining amortization period of 6 years(2016: EUR 427 million; 7.2 years). For the intangiblesrelating to the acquisition of Spectranetics refer tonote 4, Acquisitions and divestments.

13 Other financial assetsThe changes during 2017 were as follows:

Philips GroupOther non-current financial assets in millions of EUR2017

availa-ble-for-

sale fi-nancialassets

loansand re-

ceiva-bles

held-to-ma-

turityinvest-ments

finan-cial as-sets at

fair val-ue

throughprofit or

loss total

Balance as ofJanuary 1, 2017 172 134 2 27 335

Changes:

Reclassifica-tions (1) 2 - 1 2

Acquisitions/additions 368 5 - - 374

Sales/redemptions (23) (8) - (3) (34)

Impairment (1) - (1)

Valueadjustments (46) - 8 (39)

Translationdifferences andother (24) (20) (1) (6) (50)

Balance as ofDecember 31,2017 446 114 1 27 587

Philips GroupOther non-current financial assets in millions of EUR2016

availa-ble-for-

sale fi-nancialassets

loansand re-

ceiva-bles

held-to-ma-

turityinvest-ments

finan-cial as-sets at

fair val-ue

throughprofit or

loss total

Balance as ofJanuary 1, 2016 232 222 2 33 489

Changes:

Reclassifica-tions (56) (100) - (156)

Acquisitions/additions 44 26 - 3 73

Sales/redemptions (3) (22) (1) (26)

Impairment (27) - - (27)

Valueadjustments (19) (2) (8) (29)

Translationdifferences andother 1 10 - - 11

Balance as ofDecember 31,2016 172 134 2 27 335

Available-for-sale financial assetsThe Company’s investments in available-for-salefinancial assets mainly consist of investments incommon shares of companies in various industries. In2017, the main movements in available-for-salefinancial assets can be explained by transactionsfollowing the divestment of the combined Lumiledsand Automotive businesses as further described innote 3, Discontinued operations and assets classified asheld for sale.

The Company sold the majority stake in the combinedLumileds and Automotive businesses on June 30, 2017.The retained investment in Luminescence CoöperatiefU.A., a Dutch cooperative with excluded liability(coöperatie met uitgesloten aansprakelijkheid),consisting of a 19.1% membership interest and aparticipating preferred interest received as part of thesale, is classified under available-for-sale financialassets. As of December 31, 2017, the investment wasvalued at EUR 243 million, reflecting a value adjustmentof EUR 49 million in the second half of 2017.

Contractual obligationsThe Company has entered into contracts with venturecapitalists where it committed itself to make, undercertain conditions, capital contributions to theirinvestment funds to an aggregated amount of EUR 83million (2016: EUR 90 million) until June 30, 2021. As atDecember 31, 2017 capital contributions already madeto these investment funds are recorded as available-for-sale financial assets within Other non-currentfinancial assets.

14 15 16 17 Group financial statements 11.9


Current financial assetsCurrent financial assets decreased by EUR 99 millionfrom EUR 101 million in 2016 to EUR 2 million in 2017.This is mainly due to the repayment of EUR 90 millionof loans by TPV Technology limited.

14 Other assets

Other non-current assetsOther non-current assets in 2017 mainly related toprepaid expenses of EUR 74 million (2016: EUR 90million).

Other current assetsOther current assets include EUR 186 million (2016: EUR228 million) accrued income, mainly related toDiagnosis & Treatment businesses and Connected Care& Health Informatics businesses, and EUR 206 million(2016: EUR 258 million) prepaid expense mainly relatedto Diagnosis & Treatment businesses and ConnectedCare & Health Informatics businesses.

15 InventoriesInventories are summarized as follows:

Philips GroupInventories in millions of EUR2016 - 2017

2016 2017

Raw materials and supplies 1,040 715

Work in process 446 358

Finished goods 1,906 1,280

Inventories 3,392 2,353

The write-down of inventories to net realizable valuewas EUR 150 million in 2017 (2016: EUR 105 million). Thewrite-down is included in cost of sales.

16 Receivables

Non-current receivablesNon-current receivables are associated mainly withcustomer financing in Diagnosis & Treatmentbusinesses amounting to EUR 47 million (2016: EUR 47million) and insurance receivables in Legacy Items inthe US amounting to EUR 47 million (2016: EUR 55million).

Current receivablesCurrent receivables at December 31, 2017 includedaccounts receivable net of EUR 3,609 million, accountsreceivable other of EUR 278 million and accountsreceivable from investments in associates of EUR 22million.

The accounts receivable, net, per segment are asfollows:

Philips GroupAccounts receivables-net in millions of EUR2016 - 2017

2016 2017

Personal Health 1,266 1,341

Diagnosis & Treatment 1,476 1,489

Connected Care & Health Informatics 664 706

HealthTech Other 81 72

Lighting 1,477

Legacy Items 28

Accounts receivable-net 4,992 3,609

The aging analysis of accounts receivable, net, is set outbelow:

Philips GroupAging analysis in millions of EUR2016 - 2017

2016 2017

Current 4,273 3,046

Overdue 1-30 days 267 256

Overdue 31-180 days 310 242

Overdue > 180 days 142 63

Accounts receivable-net 4,992 3,609

The above net accounts receivable represent currentand overdue but not impaired receivables.

The changes in the allowance for doubtful accountsreceivable are as follows:

Philips GroupAllowance for doubtful accounts receivable in millions of EUR2015 - 2017

2015 2016 2017

Balance as of January 1 227 301 318

Additions charged to expense 78 76 41

Deductions from allowance1) (25) (64) (36)

Transfer to assets held for sale (92)

Other movements 21 5 (16)

Balance as of December 31 301 318 215

1) Write-offs for which an allowance was previously provided

The allowance for doubtful accounts receivable hasbeen primarily established for receivables that are pastdue.

Included in the above balances as per December 31,2017 are allowances for individually impairedreceivables of EUR 197 million (2016: EUR 289 million;2015: EUR 272 million).

17 Equity

Common sharesAs of December 31, 2017, authorized common sharesconsist of 2 billion shares (December 31, 2016: 2 billion;December 31, 2015: 2 billion) and the issued and fullypaid share capital consists of 940,909,027 common



shares, each share having a par value of EUR 0.20(December 31, 2016: 929,644,864; December 31, 2015:931,130,387).

Preference sharesAs a means to protect the Company and itsstakeholders against an unsolicited attempt to obtain(de facto) control of the Company, the General Meetingof Shareholders in 1989 adopted amendments to theCompany’s articles of association that allow the Boardof Management and the Supervisory Board to issue(rights to acquire) preference shares to a third party.The ‘Stichting Preferente Aandelen Philips’ has beengranted the right to acquire preference shares in theCompany. Such right has not been exercised as ofDecember 31, 2017 and no preference shares have beenissued. Authorized preference shares consist of 2 billionshares as of December 31, 2017 (December 31, 2016: 2billion; December 31, 2015: 2 billion).

Options, restricted and performance sharesThe Company has granted stock options on its commonshares and rights to receive common shares in thefuture (see note 26, Share-based compensation).

Treasury sharesIn connection with the Company’s share repurchaseprograms (see next paragraph for Share repurchasemethods for the purposes of share deliveries under

share-based compensation plans and capitalreduction), shares which have been repurchased andare held in Treasury for the purpose of (i) delivery uponexercise of options, restricted and performance shareprograms, and (ii) capital reduction, are accounted foras a reduction of shareholders’ equity. Treasury sharesare recorded at cost, representing the market price onthe acquisition date. When issued, shares are removedfrom treasury shares on a first-in, first-out (FIFO) basis.

When treasury shares are reissued under theCompany’s option plans, the difference between thecost and the cash received is recorded in retainedearnings. When treasury shares are reissued under theCompany’s share plans, the difference between themarket price of the shares issued and the cost isrecorded in retained earnings, the market price isrecorded in capital in excess of par value.

Dividend withholding tax in connection with theCompany’s purchase of treasury shares for capitalreduction purposes is recorded in retained earnings.

The following table shows the movements in theoutstanding number of shares over the last three years:

Philips GroupOutstanding number of shares in number of shares2015 - 2017

2015 2016 2017

Balance as of January 1 914,388,869 917,103,586 922,436,563

Dividend distributed 17,671,990 17,344,462 11,264,163

Purchase of treasury shares (20,296,016) (25,193,411) (19,841,595)

Re-issuance of treasury shares 5,338,743 13,181,926 12,332,592

Balance as of December 31 917,103,586 922,436,563 926,191,723

The following transactions took place resulting from employee option and share plans:

Philips GroupEmployee option and share plan transactions2015 - 2017

2015 2016 2017

Shares acquired 8,601,426 15,222,662

Average market price EUR 24.73 EUR 31.81

Amount paid EUR 213 million EUR 484 million

Shares delivered 5,338,743 13,181,926 12,332,592

Average price (FIFO) EUR 30.35 EUR 25.86 EUR 27.07

Cost of delivered shares EUR 162 million EUR 341 million EUR 334 million

Total shares in treasury at year-end 11,788,801 7,208,301 10,098,371

Total cost EUR 308 million EUR 181 million EUR 331 million



In order to reduce share capital, the following transactions took place:

Philips GroupShare capital transactions2015 - 2017

2015 2016 2017

Shares acquired 20,296,016 16,591,985 4,618,933

Average market price EUR 24.39 EUR 23.84 EUR 32.47

Amount paid EUR 495 million EUR 396 million EUR 150 million

Reduction of treasury shares (shares) 21,361,016 18,829,985

Cancellation of treasury shares EUR 517 million EUR 450 million

Total shares in treasury at year-end 2,238,000 4,618,933

Total cost EUR 55 million EUR 150 million

Share purchase transactions related to employeeoption and share plans, as well as transactions relatedto the reduction of share capital, involved a cashoutflow of EUR 642 million, which includes the impactof taxes. A cash inflow of EUR 227 million from treasuryshares mainly includes settlements of share-basedcompensation plans.

Share repurchase methods for the purposesof share deliveries under share-basedcompensation plans and capital reduction During 2017, Royal Philips repurchased shares forcovering obligations resulting from past and presentshare-based compensation programs via threedifferent share repurchase methods: (i) daily share buy-back repurchases in the open market via anintermediary (ii) repurchase of shares via forwardcontracts for future delivery of shares (iii) the unwindingof call options on own shares. In 2017, Royal Philips alsoentered into forward contracts with several banks torepurchase shares for capital reduction purposes. Themethods (ii) and (iii) are detailed below.

Forward share repurchase contractsIn order to hedge commitments under share-basedcompensation plans, Philips entered into a forwardcontract in the first quarter of 2017. This transactioninvolved 3 million shares. This resulted in a reduction ofRetained earnings of EUR 81 million against Short-termliabilities. In 2017, there were three exercises under theforward share buy-back contract involving 2,250,000shares, resulting in a EUR 61 million increase in Retainedearnings against Treasury shares. The remaining750,000 shares, with a forward price of EUR 27.03, willbe repurchased in the first quarter of 2018.

In order to reduce its share capital, Royal Philips alsoentered into six forward contracts. In 2017, EUR 998million was deducted from Retained earnings and wasrecorded against Short-term liabilities. The forwardcontacts involved 31,020,000 shares with a settlementdate varying between October 2018 and June 2019 anda weighted average forward price of EUR 32.22. Forfurther information on the forward contracts pleaserefer to note 18, Debt.

Share call optionsDuring 2016 Philips bought EUR and USD-denominated call options to hedge options grantedunder share-based compensation plans before 2013.

In 2017, the Company unwound 5,268,741 EUR-denominated and 2,661,016 USD-denominated calloptions against the transfer of the same number ofRoyal Philips shares (7,929,757 shares) and anadditional EUR 160 million cash payment to the buyerof the call options.

The number of outstanding EUR denominated optionswere 3,287,125 and USD-denominated options were2,974,344, as of December 2017.

Dividend distribution

2017In June 2017, Philips settled a dividend of EUR 0.80 percommon share, representing a total value of EUR 742million including costs. Shareholders could elect for acash dividend or a share dividend. Approximately 48%of the shareholders elected for a share dividend,resulting in the issuance of 11,264,163 new commonshares. The settlement of the cash dividend involved anamount of EUR 384 million (including costs).

A proposal will be submitted to the 2018 AnnualGeneral Meeting of Shareholders to pay a dividend ofEUR 0.80 per common share, in cash or shares at theoption of the shareholders, against the net income ofthe Company for 2017.

2016In June 2016, Philips settled a dividend of EUR 0.80 percommon share, representing a total value of EUR 732million including costs. Shareholders could elect for acash dividend or a share dividend. Approximately 55%of the shareholders elected for a share dividend,resulting in the issuance of 17,344,462 new commonshares. The settlement of the cash dividend involved anamount of EUR 330 million (including costs)

2015In June 2015, Philips settled a dividend of EUR 0.80 percommon share, representing a total value of EUR 730million including costs. Shareholders could elect for a



cash dividend or a share dividend. Approximately 59%of the shareholders elected for a share dividend,resulting in the issuance of 17,671,990 new commonshares. The settlement of the cash dividend involved anamount of EUR 298 million (including costs).

Limitations in the distribution ofshareholders’ equityAs at December 31, 2017, pursuant to Dutch law, certainlimitations exist relating to the distribution ofshareholders’ equity of EUR 1,306 million. Suchlimitations relate to common shares of EUR 188million, as well as to legal reserves required by Dutchlaw included under retained earnings of EUR 703million, unrealized currency translation differences ofEUR 393 million and unrealized gains related to cashflow hedges of EUR 23 million. The unrealized lossesrelated to available-for-sale financial assets of EUR 30million, qualify as a legal reserve and reduce thedistributable amount due to the fact that this reserve isnegative.

The legal reserve required by Dutch law of EUR 703million included under retained earnings relates to anylegal or economic restrictions on the ability of affiliatedcompanies to transfer funds to the parent company inthe form of dividends.

As at December 31, 2016, these limitations indistributable amounts were EUR 2,181 million andrelated to common shares of EUR 186 million, as well asto legal reserves required by Dutch law included underretained earnings of EUR 715 million, unrealized

currency translation differences of EUR 1,234 million,available-for-sale financial assets of EUR 36 millionand unrealized gains related to cash flow hedges ofEUR 10 million.

Non-controlling interestsNon-controlling interests relate to minority stakes heldby third parties in consolidated group companies. In thecourse of 2017 non-controlling interests reducedsignificantly due to the deconsolidation of PhilipsLighting. For further details reference is made to note 5,Interests in entities.

Capital managementPhilips manages capital based upon the IFRSmeasures, net cash provided by operating activities andnet cash used for investing activities as well as the non-IFRS measure net debt. The definition of this non-IFRSmeasure and a reconciliation to the IFRS measure isincluded below.

Net debt is defined as the sum of long and short-termdebt minus cash and cash equivalents. Group equity asdefined as the sum of shareholders’ equity and non-controlling interests. This measure is used by PhilipsTreasury management and investment analysts toevaluate financial strength and funding requirements.The Philips net debt position is managed with theintention of retaining a strong investment grade creditrating. Furthermore, Philips’ aim when managing thenet debt position is dividend stability and a pay-outratio of 40% to 50% of continuing net income afteradjustments.

Philips GroupComposition of net debt and group equity in millions of EUR unless otherwise stated2015-2017

2015 2016 2017

Long-term debt 4,095 4,021 4,044

Short-term debt 1,665 1,585 672

Total debt 5,760 5,606 4,715


Net debt 3,994 3,272 2,776

Shareholders’ equity 11,607 12,546 11,999

Non-controlling interests 118 907 24

Group equity 11,725 13,453 12,023

Net debt : group equity ratio 25:75 20:80 19:81

18 DebtRoyal Philips has a USD 2.5 billion Commercial PaperProgramme and a EUR 1 billion committed revolvingcredit facility that can be used for general grouppurposes, such as a backstop of its Commercial PaperProgramme. As of December 31, 2017, Royal Philips didnot have any loans outstanding under either facility.The EUR 1 billion committed revolving credit facility wassigned effective April 21, 2017, replacing the former EUR1.8 billion facility of the Company. The new facility hasa tenor of five years and contains two 1-year extension

options. In line with the previous facility, it does nothave a material adverse change clause, has no financialcovenants and no credit-rating-related accelerationpossibilities.

The provisions applicable to all corporate USDdenominated bonds issued by the Company in March2008 and March 2012 (due 2022, 2038 and 2042)contain a ‘Change of Control Triggering Event’. If theCompany would experience such an event with respectto a series of corporate bonds the Company might be



required to offer to purchase the bonds that are stilloutstanding at a purchase price equal to 101% of theirprincipal amount, plus accrued and unpaid interest, ifany.

Furthermore, the conditions applicable to the EURdenominated corporate bonds issued in 2017 (due 2019and 2023) contain a similar provision (‘Change ofControl Put Event’). Upon the occurrence of such anevent, the Company might be required to redeem orpurchase any of such bonds at their principal amounttogether with interest accrued.

In January 2017, Philips entered into a USD 1,000million and EUR 300 million credit facility with aconsortium of international banks. Under this creditfacility Philips drew USD 1,000 million in January 2017;the facility was used for the early redemption of the5.750% bonds due 2018 in the aggregate principalamount of USD 1,250 million. In Q2 2017, the drawnamount was repaid in full and the facility was cancelled.

In May 2017, EUR 1,341 million of mainly long-termLighting debt was transferred to liabilities directlyassociated with assets held for sale.

In August 2017, Philips entered into a EUR 1,000 millionloan for the purpose of financing The SpectraneticsCorporation acquisition and for general purposes. InSeptember 2017, Philips successfully issued EUR 500million floating-rate bonds due 2019 and EUR 500million fixed-rate bonds due 2023. The net proceeds ofthe offering were used for the repayment of the EUR1,000 million loan entered into August 2017.

On June 28, 2017, Royal Philips announced a EUR 1.5billion share buyback program. Philips started theprogram in the third quarter of 2017, and intends tocomplete it in two years. As the program was initiatedfor capital reduction purposes, Philips intends to cancelall of the shares acquired under the program. Under thisprogram, Royal Philips has entered into a number offorward transactions with a number of financialinstitutions, to be settled at future dates over the courseof the program. Over the second half of 2017, thenominal amount was equal to EUR 998 million. Theseforward contracts are accounted for as debt.

Long-term debt

Philips GroupLong-term debt in millions of EUR unless otherwise stated2016 - 2017

(range of)interest rates

average rateof interest

averageremaining

term (inyears)

amountoutstanding

in 2017 amount due

in 1 year amount dueafter 1 year

amount dueafter 5 years

amountoutstanding

in 2016

USD bonds 3.8 - 7.8% 5.4% 13.3 2,137 2,137 1,305 3,608

EUR bonds 0.0 - 0.5% 0.3% 3.7 997 997 496

Bank borrowings 0.2 - 11.0% 1.3% 2.1 190 52 138 1,470

Other long-termdebt 0.0 - 2.6% 0.9% 1.1 20 19 1 - 39

Institutionalfinancing 3,344 71 3,273 1,801 5,117

Finance leases 0 - 16.1% 3.4% 4.8 281 87 195 24 279

Forward contracts 1.2 970 394 576

Long-term debt 2.8% 7.6 4,595 552 4,044 1,825 5,396

Correspondingdata of previousyear 4.1% 7.8 5,396 1,375 4,021 2,454 4,245

The following amounts of long-term debt as ofDecember 31, 2017, are due in the next five years:

Philips GroupLong-term debt due in the next five years in millions of EUR2016 - 2017

2018 552

2019 1,190

2020 103

2021 80

2022 846

Long-term debt 2,770

Corresponding amount of previous year 2,942



Philips GroupUnsecured Bonds in millions of EUR unless otherwise stated2016 - 2017

effective

rate 2016 2017

Unsecured EUR Bonds

Due 9/06/2023; 1/2% 0.634% 500

Due 9/06/2019; 3M Euribor+20bps 500

Unsecured USD Bonds

Due 5/15/25; 7 3/4% 7.429% 60 53

Due 6/01/26; 7 1/5% 6.885% 130 114

Due 5/15/25; 7 1/8% 6.794% 80 70

Due 3/11/18; 5 3/4%1) 1,187

Due 3/11/38; 6 7/8% 7.210% 758 668

Due 3/15/22; 3 3/4% 3.906% 949 837

Due 3/15/42; 5% 5.273% 475 418

Adjustments2) (31) (26)

Unsecured Bonds 3,608 3,134

1) In January 2017, Royal Philips has early redeemed the bond due in 2018in the aggregate principal amount of USD 1,250 million.

2) Adjustments relate to both EUR and USD bonds and concern bonddiscounts and premium, transactions costs and fair value adjustmentsfor interest rate derivatives.

Finance lease liabilitiesThe below table discloses the reconciliation betweenthe total of future minimum lease payments and theirpresent value.

Philips GroupFinance lease liabilities in millions of EUR2016 - 2017

2016 2017

futuremini-mumleasepay-

ments inter-

est

presentvalue

of min-imumleasepay-

ments

futuremini-mumleasepay-

ments inter-

est

presentvalue

of min-imumleasepay-

ments

Lessthan oneyear 93 8 85 93 6 87

Betweenone andfiveyears 181 15 166 184 14 170

Morethan fiveyears 33 5 28 29 4 24

Financelease 307 28 279 306 24 281

Short-term debt

Philips GroupShort-term debt in millions of EUR2016 - 2017

2016 2017

Short-term bank borrowings 207 71

Forward contracts 49

Other short-term loans 3

Current portion of long-term debt 1,375 552

Short-term debt 1,585 672

During 2017, the weighted average interest rate on thebank borrowings was 3.3% (2016: 5.4%). The decreasewas mainly driven by a repayment of debt in Q4 2016with high interest rate.

19 Provisions

Philips GroupProvisions in millions of EUR2016 - 2017

2016 2017

long-term

short-term total

long-term

short-term total

Post-employmentbenefit(see note 20) 1,996 1,996 973 973

Productwarranty 66 193 259 44 157 201

Environmentalprovisions 252 69 321 140 19 160

Restructuring-relatedprovisions 27 174 201 25 87 112

Litigationprovisions 40 56 96 26 24 50

Otherprovisions 545 188 733 451 113 564

Provisions 2,926 680 3,606 1,659 400 2,059

Product warrantyThe provisions for product warranty reflect theestimated costs of replacement and free-of-chargeservices that will be incurred by the Company withrespect to products sold. The Company expects theprovisions to be utilized mainly within the next year.

Philips GroupProvisions for product warranty in millions of EUR2015 - 2017

2015 2016 2017


Changes:

Additions 327 325 283

Utilizations (357) (357) (270)

Transfer to liabilities directlyassociated with assets held for sale (56)

Translation differences and other 17 2 (16)


Environmental provisionsThe environmental provisions include accrued costsrecorded with respect to environmental remediation invarious countries. In the United States, subsidiaries ofthe Company have been named as potentiallyresponsible parties in state and federal proceedings forthe clean-up of certain sites.

Provisions for environmental remediation can changesignificantly due to the emergence of additionalinformation regarding the extent or nature of thecontamination, the need to utilize alternativetechnologies, actions by regulatory authorities as wellas changes in judgments and discount rates.

Approximately EUR 55 million is expected to be utilizedwithin the next five years, with the remainder being longterm. For more details on the environmentalremediation reference is made to note 24, Contingentassets and liabilities.



Philips GroupEnvironmental provisions in millions of EUR2015 - 2017

2015 2016 2017


Changes:

Additions 27 18 18


Releases (36) (36) (8)

Changes in discount rate (7) 11 11

Accretion 7 7 6




The release of the provisions originates from additionalinsights in relation to factors like the estimated cost ofremediation, changes in regulatory requirements andefficiencies in completion of various site work phases.

Restructuring-related provisions

Philips GroupRestructuring-related provisions in millions of EUR2017

Jan. 1,2017

addi-tions

uti-liza-tions

relea-ses

otherchanges1)

Dec.31,

2017

PersonalHealth 5 14 (5) (6) (1) 7

Diagnosis &Treatment 13 46 (16) (5) (1) 38

ConnectedCare &HealthInformatics 13 27 (12) (6) (1) 20

HealthTechOther 37 55 (27) (16) (1) 47

Lighting 133 9 (35) (3) (104)

PhilipsGroup 201 150 (96) (37) (107) 112

1) Other changes primarily relate to translation differences andreclassifications to liabilities directly associated with assets held for sale.

In 2017, the most significant restructuring projectsimpacted Diagnosis & Treatment and HealthTech Otherbusinesses and mainly took place in the Netherlandsand the US. The restructuring comprised mainly productportfolio rationalization and the reorganization ofglobal support functions.

The Company expects the provisions will be utilizedmainly within the next year.

2016The movements in the provisions for restructuring in2016 by segment are presented as follows:


Jan. 1,2016

addi-tions

uti-liza-tions

relea-ses

otherchanges1)

Dec.31,

2016

PersonalHealth 32 7 (29) (2) (3) 5

Diagnosis &Treatment 28 11 (19) (6) (1) 13

ConnectedCare &HealthInformatics 21 11 (14) (6) 1 13

HealthTechOther 38 35 (16) (19) (1) 37

Lighting 178 95 (118) (27) 5 133

LegacyItems (1) (1) (1) 3

PhilipsGroup 297 158 (197) (61) 4 201

1) Other changes primarily relate to translation differences and transfersbetween segments

In 2016, restructuring projects at HealthTech Othermainly took place in the Netherlands.

2015The movements in the provisions for restructuring in2015 are presented by segment as follows:


Jan.1,

2015

ad-di-

tions

uti-liza-tions

re-leas

es

oth-er

changes1)

Dec.31,

2015

Personal Health 13 30 (7) (4) 32

Diagnosis & Treatment 29 30 (24) (7) 28

Connected Care &Health Informatics 16 20 (12) (3) 21

HealthTech Other 87 25 (32) (41) (1) 38

Lighting 235 89 (114) (33) 1 178

Legacy Items

Philips Group 380 194 (189) (88) 297

1) Other changes primarily relate to translation differences and transfersbetween segments

In 2015, restructuring projects at Diagnosis & Treatmentbusinesses, Connected Care & Health Informatics andHealthTech Other mainly took place in the US andFrance. Personal Health restructuring projects weremainly in Italy.

Litigation provisionsThe Company and certain of its group companies andformer group companies are involved as a party in legalproceedings, including regulatory and othergovernmental proceedings.



Philips GroupLitigation provisions in millions of EUR2015 - 2017

2015 2016 2017


Changes:

Additions 66 31 40

Utilizations1) (186) (313) (52)

Releases (25) (98) (11)

Reclassifications1) - (125) 2

Changes in discount rate 8 5

Accretion 12 8 3

Translation differences 50 10 (7)



1) The presentation of prior-year information has been reclassified toconform to the current-year presentation

The most significant proceedingsThe majority of the movements in the above schedulerelated to the Cathode Ray Tube (CRT) antitrustlitigation and Masimo Corporation (Masimo) patentlitigation.

Cathode Ray Tube (CRT) antitrust litigation

In 2015, 2016 and 2017, the majority of the movementsin relation to the CRT antitrust litigation wereutilizations due to the transfer to other liabilities forwhich the Company was able to reach a settlement.These settlements were subsequently paid out in therespective following year.

For more details reference is made to note 24,Contingent assets and liabilities.

Masimo Corporation (Masimo) patent litigation

On October 1, 2014, a jury awarded USD 467 million toMasimo Corporation (Masimo) in a trial held before theUnited States District Court for the District of Delaware.The decision by the jury completed an initial phase ofa three-phase trial regarding a first lawsuit started byMasimo against the Company in 2009. A secondlawsuit was started by Masimo against the Company in2016. Between the two lawsuits, claims were raised bythe parties against each other relating to patentinfringement and antitrust violations in the field of pulseoximetry.

On November 5, 2016, the Company and Masimoentered into a wide-ranging, multi-year businesspartnership involving both companies’ innovations inpatient monitoring and therapy solutions, ending allpending lawsuits between the two companies,including releasing the Company from paying the USD467 million jury verdict.

The Company and Masimo also agreed to:

• a USD 300 million cash payment by Philips toMasimo;

• a one-time donation to the Masimo Foundation ofUSD 5 million to support the Masimo Foundation’sproject on patient safety and better outcomes;

• commitments of the Company with respect to salestargets, marketing and product integration over thecoming years of about USD 136 million.

Entering into the agreements resulted in a payment ofUSD 305 million (EUR 280 million) in November 2016, arelease of litigation provisions of USD 86 million (EUR79 million) and a liability reclassification from litigationprovisions to other provisions of USD 136 million (EUR125 million).

The utilizations and reclassifications in 2016 mainlyrelated to Masimo. Reclassifications includereclassification from litigation provisions to otherprovisions.

OtherThe translation differences in the schedule above aremainly explained by the movements in the USD/EURrate which impacted the litigation provisionsdenominated in USD.

The Company expects to use the provisions mainlywithin the next three years.

Other provisions

Philips GroupOther provisions in millions of EUR2015 - 2017

2015 2016 2017


Changes:

Additions 198 183 304


Releases (35) (61) (88)

Reclassification 14 142 4


Accretion 7 8 -

Acquisitions 24 - 62



The main elements of other provisions are:

• provisions for possible taxes/social security of EUR97 million (2016: EUR 131 million);

• onerous contract provisions for unfavorable supplycontracts as part of divestment transactions, onerous(sub)lease contracts and expected losses on existingprojects /orders totaling EUR 31 million (2016: EUR 85million);

• provisions for employee jubilee funds EUR 57 million(2016: EUR 84 million);

• self-insurance provisions of EUR 48 million (2016:EUR 77 million);

• provisions for decommissioning costs of EUR 32million (2016: EUR 48 million);



• provisions for rights of return of EUR 37 million (2016:EUR 46 million);

• provisions for other employee benefits andobligatory severance payments of EUR 24 million(2016: EUR 38 million);

• provisions for contingent considerations of EUR 66million (2016: EUR 11 million);

• the release in 2017 of EUR 88 million is due to thereassessment of our positions in other provisions.

Other provisions are expected to be utilized mainlywithin the next five years, except for:

• provisions for employee jubilee funds of which aquarter is expected to be utilized within the next fiveyears;

• provisions for contingent considerations of whichnearly half is expected to be utilized after five years;

• provisions for decommissioning costs of which overhalf is expected to be utilized after five years;

• provisions for rights of return to be utilized mainlywithin the next year.

20 Post-employment benefitsEmployee post-employment plans have beenestablished in many countries in accordance with thelegal requirements, customs and the local practice inthe countries involved. All funded post-employmentplans are considered to be related parties.

Most employees that take part in a Company pensionplan are covered by defined-contribution (DC) pensionplans. The main DC plans are in the Netherlands andthe United States. The Company also sponsors anumber of defined-benefit (DB) pension plans. Thebenefits provided by these plans are based onemployees’ years of service and compensation levels.The Company also sponsors a limited number of DBretiree medical plans. The benefits provided by theseplans typically cover a part of the healthcare costs afterretirement. The larger funded DB and DC plans aregoverned by independent Trustees who have a legalobligation to protect the interests of all plan membersand operate under the local regulatory framework.

The average duration of the defined-benefit obligation(DBO) of the DB plans is 12 years (2016: 11 years).

The largest DB plans in 2017 are in the United States andGermany. These plans account for approximately 89%of the total DBO.

The United StatesThe US DB pension plans are closed plans withoutfuture pension accrual. For the funding of any deficit inthe US plan the Group adheres to the minimum fundingrequirements of the US Pension Protection Act.

The assets of the US funded pension plans are in Trustsgoverned by Trustees. The excess pension plans thatcovered accrual above the maximum salary of thefunded plan are unfunded.

Company’s qualified pension commitments in theUnited States are partly protected via the PensionBenefit Guaranty Corporation (PBGC) which charges afee to US companies providing DB pension plans. Thefee is also dependent on the amount of unfundedliabilities.

In 2017, the Company performed an additional de-risking contribution into the US plan of EUR 219 million.

GermanyThe Company has several DB plans in Germany whichfor the largest part are unfunded, meaning that afterretirement the Company is responsible for the benefitpayments to retirees.

Due to the relatively high level of social security inGermany, the Company’s pension plans mainly providebenefits for the higher earners and are open for futurepension accrual. Indexation is mandatory due to legalrequirements. Some of the German plans have a DCdesign, but are accounted for as DB plans due to a legalminimum return requirement.

Company pension commitments in Germany are partlyprotected against employer bankruptcy via the“Pensions Sicherungs Verein” which charges a fee to allGerman companies providing pension promises.

Philips is one of the sponsors of Philips PensionskasseVVaG in Germany, which is a multi-employer plan. Theplan is accounted for as a DC plan.

Settlement of the Brazil pension plans in2017The DB and DC pension plans in Brazil that wereoperated by the multi-employer plan in Brazil, PhilipsSeguridade Social, have been fully terminated in 2017.All Philips’ employees in Brazil have been transferredto an insured DC pension plan for future service.

Since all risks for the Company with respect to the DBpension plan have been eliminated, the Companyrecognized a settlement in 2017. The decrease of theDBO due to the settlement amounts to EUR 345million. At the moment of the settlement the plan hada surplus. As the surplus was not recognized in thebalance sheet due to the asset ceiling test, theCompany only recognized the additional payments ofEUR 1 million as settlement loss, as per the Company’saccounting policy.

Risks related to DB plansDB plans expose the Company to various demographicand economic risks such as longevity risk, investmentrisks, currency and interest rate risk and in some casesinflation risk. The latter plays a role in the assumedwage increase but more importantly in some countrieswhere indexation of pensions is mandatory. Pensionfund Trustees are responsible for and have fulldiscretion over the investment strategy of the plan



assets. In general Trustees manage pension fund risksby diversifying the investments of plan assets and by(partially) matching interest rate risk of liabilities.

The Company has an active de-risking strategy in whichit constantly looks for opportunities to reduce the risksassociated with its DB plans. Liability-driveninvestment strategies, lump sum cash-out options,buy-ins, buy-outs and a change to DC are examples ofthe strategy.

Investment policy in our largest pensionplansThe trustees of the Philips pension plans areresponsible for and have full discretion over theinvestment strategy of the plan assets.

The plan assets of the Philips pension plans areinvested in well diversified portfolios. The interest ratesensitivity of the fixed income portfolio is closelyaligned to that of the plan’s pension liabilities. Anycontributions from the sponsoring company are used tofurther increase the fixed income part of the assets. Aspart of the investment strategy, any additionalinvestment returns of the return portfolio are used tofurther decrease the interest rate mismatch betweenthe plan assets and the pension liabilities.

Summary of pre-tax costs for post-employment benefits and reconciliationsThe adjacent table contains the total of current andpast service costs, administration costs and settlementresults as included in Income from operations and theinterest cost as included in Financial expenses.

Philips GroupPre-tax costs for post-employment benefits in millions of EUR2015 - 2017

2015 2016 2017

Defined-benefit plans 566 58 95

included in Income fromoperations 467 (19)1) 32

included in Financial expense 70 48 37

included in Discontinuedoperations 29 29 26

Defined-contribution plans 299 392 397

included in Income fromoperations 240 299 315

included in Discontinuedoperations 59 93 82

Post-employment benefits costs 865 450 492

1) The net income mainly relates to the settlement of the pension relatedlegal claim in the UK.

Reconciliations for the DBO and plan assets for DB plans:

Philips GroupDefined-benefit obligations in millions of EUR2016 - 2017

2016 2017

Balance as of January 1 4,757 4,987

Service cost 44 34

Interest cost 189 126

Employee contributions 5 4

Actuarial (gains) / losses

- demographic assumptions (45) (14)

- financial assumptions 208 75

- experience adjustment (7) (15)

(Negative) past service cost (8) 1

Settlements (85) (348)

Benefits paid from plan (239) (172)

Benefits paid directly by employer (76) (52)

Transfer to Liabilities directly associated with assets held for sale1) (1,210)


Balance as of December 31 4,987 3,109

Present value of funded obligations at December 31 3,850 2,476

Present value of unfunded obligations at December 31 1,137 633

1) The amount presented under ‘Transfer to Liabilities directly associated with assets held for sale’ in 2017 relates to Lighting.



Philips GroupPlan assets in millions of EUR2016 - 2017

2016 2017

Balance as of January 1 2,710 3,095

Interest income on plan assets 137 87

Admin expenses paid (3) (2)

Return on plan assets excluding interest income 41 70

Employee contributions 5 4

Employer contributions 246 263

Settlements (33) (348)

Benefits paid from plan (239) (172)

Transfer to Liabilities directly associated with assets held for sale1) (642)


Balance as of December 31 3,095 2,137

Funded status (1,892) (972)

Unrecognized net assets (105)

Net balance sheet position (1,997) (972)

1) The amount presented under ‘Transfer to Liabilities directly associated with assets held for sale’ in 2017 relates to Lighting.

Reconciliation for the effect of the asset ceiling:

Philips GroupChanges in the effect of the asset ceiling in millions of EUR2016 - 2017

2016 2017

Balance as of January 1 90 105

Interest on unrecognized assets 14 4

Remeasurements (21) (100)

Translation differences 22 (9)

Balance as of December 31 105

Due to the settlement of the Brazil pension plan thereis no effect of the asset ceiling remaining as at 31December 2017.

Plan assets allocationThe asset allocation in the Company’s pension plans atDecember 31 was as follows:

Philips GroupPlan assets allocation in millions of EUR2016 - 2017

2016 2017

Assets quoted in active markets

- Debt securities 1,085 1,142

- Equity securities 91 69

- Other 126 137

Assets not quoted in active markets

- Debt securities 561 14

- Equity securities 811 457

- Other 421 318


The assets in 2017 contain 37 % (2016: 58 %) unquotedassets. Plan assets in 2017 do not include propertyoccupied by or financial instruments issued by theCompany.

AssumptionsThe mortality tables used for the Company’s largest DBplans are:

• US: RP2014 with MP2017 improvement scale;RP2006 with MP2017 improvement scale + whitecollar adjustment for the unfunded excess plans

• Germany: Richttafeln 2005 Generational K.Heubeck

The weighted averages of the assumptions used tocalculate the DBO as of December 31 were as follows:

Philips GroupAssumptions used for defined-benefit obligations in %2016 - 2017

2016 2017

Discount rate 3.8% 2.8%

Inflation rate 2.6% 2.1%

Salary increase 3.3% 2.4%

Sensitivity analysisThe tables below illustrates the approximate impact onthe DBO from movements in key assumptions. The DBOwas recalculated using a change in the assumptions of1% which overall is considered a reasonably possiblechange. The impact on the DBO because of changes indiscount rate is normally accompanied by offsettingmovements in plan assets, especially when usingmatching strategies.

Group financial statements 11.9 21 22


Philips GroupSensitivity of key assumptions in millions of EUR2017

Defined benefit obligation

Increase

Discount rate (1% movement) (323)

Inflation rate (1% movement) 85

Salary increase (1% movement) 20

Longevity (see explanation) 72

Decrease

Discount rate (1% movement) 394

Inflation rate (1% movement) (86)

Salary increase (1% movement) (19)

Philips GroupSensitivity of key assumptions in millions of EUR2016

Defined benefit obligation

Increase

Discount rate (1% movement) (544)

Inflation rate (1% movement) 139

Salary increase (1% movement) 27

Longevity (see explanation) 143

Decrease

Discount rate (1% movement) 645

Inflation rate (1% movement) (126)

Salary increase (1% movement) (23)

The mortality table (i.e. longevity) also impacts theDBO. The above sensitivity table illustrates the impacton the DBO of a further 10% decrease in the assumedrates of mortality for the Company’s major schemes. A10% decrease in assumed mortality rates equalsimprovement of life expectancy by 0.5 - 1 year.

Cash flows and costs in 2018The Company expects considerable cash outflows inrelation to post-employment benefits which areestimated to amount to EUR 399 million in 2018,consisting of:

• EUR 30 million employer contributions to funded DBplans (US: EUR 0 million, DE: EUR 23 million, Other:EUR 7 million);

• EUR 40 million cash outflows in relation to unfundedDB plans (US: EUR 9 million, DE: EUR 19 million,Other: EUR 12 million); and

• EUR 329 million employer contributions to DC plans(NL: EUR 166 million, US: EUR 109 million, Other: EUR54 million).

The service and administration cost for 2018 isexpected to amount to EUR 28 million for DB plans. Thenet interest cost for 2018 for the DB plans is expectedto amount to EUR 25 million. The cost for DC pensionplans in 2018 is equal to the expected DC cash flow.

21 Accrued liabilitiesAccrued liabilities are summarized as follows:

Philips GroupAccrued liabilities in millions of EUR2016 - 2017

2016 2017

Personnel-related costs:

- Salaries and wages 684 529

- Accrued holiday entitlements 154 109

- Other personnel-related costs 108 71

Fixed-asset-related costs:

- Gas, water, electricity, rent and other 52 52

Communication and IT costs 75 42

Distribution costs 123 83

Sales-related costs:

- Commission payable 22 7

- Advertising and marketing-related costs 183 174

- Other sales-related costs 55 38

Material-related costs 142 110

Interest-related accruals 68 38

Deferred income 957 791

Other accrued liabilities 411 273

Accrued liabilities 3,034 2,319

Deferred income is mainly related to Diagnosis &Treatment businesses and Connected Care & HealthInformatics businesses, in both 2017 and 2016.

22 Other liabilities

Other non-current liabilitiesOther non-current liabilities are summarized as follows:

Philips GroupOther non-current liabilities in millions of EUR2016 - 2017

2016 2017

Deferred income 251 249

Other tax liability 417 161

Other liabilities 73 65

Other non-current liabilities 741 474

For further details on tax related liabilities refer tonote 8, Income taxes.

Other current liabilitiesOther current liabilities are summarized as follows:

Philips GroupOther current liabilities in millions of EUR2016 - 2017

2016 2017

Accrued customer rebates that cannot be offsetwith accounts receivables for those customers 593 435

Advances received from customers on ordersnot covered by work in process 451 372

Other taxes including social security premiums 208 164

Other liabilities 120 155

Other current liabilities 1,372 1,126

The other liabilities per December 31, 2016 and 2017include reclassifications from litigation provisions toliabilities due to settlements reached. For more details



reference is made to Litigation provisions in note 19,Provisions and to Legal proceedings in note 24,Contingent assets and liabilities.

23 Cash flow statement supplementaryinformation

Net cash used for derivatives and current financialassetsIn 2017, a total of EUR 295 million cash was paid withrespect to foreign exchange derivative contractsrelated to activities for liquidity management andfunding (2016: EUR 128 million outflow; 2015: EUR 194million outflow). Philips also received EUR 90 millionregarding the loans to TPV Technology Limited in 2017(2016: nil, 2015: EUR 121 million inflow).

Purchase and proceeds from non-current financialassetsIn 2017, the net cash outflow of EUR 36 million wasmainly due to capital contribution in Gilde and AbraajGrowth Market Fund and the acquisition of otherstakes.

In 2016, the net cash outflow of EUR 39 million wasmainly due to the acquisition of stakes in Abraaj GrowthMarkets Fund.

In 2015, the net cash inflow of EUR 19 million was mainlydue to net cash received from loans and sale of otherstakes.

Reconciliation of liabilities arising from financing activities

Philips GroupReconciliation of liabilities arising from financing activities in millions of EUR2016 - 2017

Balance as ofDec. 31, 2016 Cash flow1)

Transfer toliabilities directly

associated withassets held for sale

Currency effectsand consolidation

changes Other non-cash Balance as ofDec. 31, 2017

Long-term debt2) 5,396 (217) (1,255) (327) 998 4,595

USD bonds 3,608 (1,184) (287) 1 2,137

EUR bonds 997 - 997

Bank borrowings 1,470 (22) (1,238) (21) - 190

Other long-term debt 39 (20) - 1 (1) 20

Finance leases 279 12 (18) (20) 29 281

Forward contracts3) 970 970

Short-term debt2) 210 (4) (86) (49) 49 120

Short-term bank borrowings 207 (3) (84) (49) 71

Other short-term loans 2 (1) (2) -

Forward contracts3) 49 49

Equity (181) 168 (1,487) (1,500)

Sale of Lighting shares net ofcosts 1,060 (1,060)

Dividend payable (478) 478

Forward contracts3) (1,018) (1,018)

Treasury shares (181) (414) 114 (481)

1) Cash flow includes cash movements related to Lighting from January to April 2017, and therefore does not equal cash flow from financing activities in theconsolidated statements of cash flows.

2) Long-term debt includes the short-term portion of long-term debt, and short-term debt excludes the short-term portion of long-term debt.3) The forward contracts are mainly related to the share buyback program.

24 Contingent assets and liabilities

Contingent assetsAs per December 31, 2017, the Company had nomaterial contingent assets.

Contingent liabilities

GuaranteesPhilips’ policy is to provide guarantees and other lettersof support only in writing. Philips does not stand byother forms of support. The total fair value ofguarantees recognized on the balance sheet amountsto EUR nil million for both 2016 and 2017. Remainingoff-balance-sheet business and credit-related

guarantees provided on behalf of third parties andassociates decreased by EUR 11 million during 2017 toEUR 17 million (December 31, 2016: EUR 28 million).

Environmental remediationThe Company and its subsidiaries are subject toenvironmental laws and regulations. Under these laws,the Company and/or its subsidiaries may be requiredto remediate the effects of certain manufacturingactivities on the environment.

Legal proceedingsThe Company and certain of its group companies andformer group companies are involved as a party in legalproceedings, regulatory and other governmentalproceedings, including discussions on potential



remedial actions, relating to such matters ascompetition issues, commercial transactions, productliability, participations and environmental pollution.

While it is not feasible to predict or determine theultimate outcome of all pending or threatened legalproceedings, regulatory and governmentalproceedings, the Company is of the opinion that thecases described below may have, or have had in therecent past, a significant impact on the Company’sconsolidated financial position, results of operationsand cash flows.

Cathode Ray Tubes (CRT)Starting in 2007, competition law authorities in severaljurisdictions had commenced investigations intopossible anticompetitive activities in the Cathode RayTubes, or CRT industry. On December 5, 2012, this leadto a European Commission decision imposing fines on(former) CRT manufacturers including the Company.The European Commission imposed a fine of EUR 313million on the Company and a fine of EUR 392 millionjointly and severally on the Company and LGElectronics, Inc. In total a payable of EUR 509 millionwas recognized in 2012 and the fine was paid in the firstquarter of 2013. The Company appealed the decision ofthe European Commission with the General Court andlater with European Court of Justice. These appealswere denied on September 9, 2015 and September 15,2017 respectively. No further appeals are pending.

United StatesSubsequent to the public announcement of theseinvestigations in 2007, certain Philips Group companieswere named as defendants in class action antitrustcomplaints by direct and indirect purchasers of CRTsfiled in various federal district courts in the UnitedStates. These actions alleged anticompetitive conductby manufacturers of CRTs and sought treble damageson a joint and several liability basis. In addition, sixteenindividual plaintiffs, principally large retailers of CRTproducts who opted out of the direct purchaser class,filed separate complaints against the Company andother defendants based on the same substantiveallegations. All these actions were consolidated for pre-trial proceedings in the United States District Court forthe Northern District of California. In addition, the stateattorneys general of California, Florida, Illinois, Oregonand Washington filed actions against the Company andother defendants seeking to recover damages onbehalf of the states and, acting as parens patriae, theirconsumers.

With the exception of the action brought by the stateattorney of Washington, which remains pending, allother actions have been settled or otherwise resolved.The indirect purchaser settlement was approved by theUnited States District Court for the Northern District ofCalifornia in 2016 and is now pending before the NinthCircuit Court of Appeals.

CanadaIn 2007, certain Philips Group companies were alsobeing named as defendants in proposed classproceedings in Ontario, Quebec and British Columbia,Canada, along with numerous other participants in theindustry. After years of inactivity, in 2014, plaintiffs in theOntario action initiated the class certificationproceedings leading to class certification in the secondhalf of 2016. In 2017, a settlement in principle has beenreached for all three proposed class actions.

Other jurisdictionsIn 2014, the Company was named as a defendant in aconsumer class action lawsuit filed in Israel in whichdamages are claimed against several defendants basedon alleged anticompetitive activities in the CRTindustry. In addition, an electronics manufacturer fileda claim against the Company and several co-defendants with a court in the Netherlands and Turkey,also seeking compensation for the alleged damagesustained as a result from the alleged anticompetitiveactivities in the CRT industry. In 2015 and 2016, theCompany became involved in further civil CRT antitrustlitigation with previous CRT customers in the UnitedKingdom, Germany, Brazil and Denmark. In all cases,the same substantive allegations about anticompetitiveactivities in the CRT industry are made and damages aresought. The Company has received indications thatmore civil claims may be filed in due course.

Except for what has been provided or accrued for asdisclosed in note 19, Provisions and note 22, Otherliabilities, the Company has concluded that due to theconsiderable uncertainty associated with certain ofthese matters, based on current knowledge, potentiallosses cannot be reliably estimated with respect tothese matters.

Personal HealthIn December 2013, the European Commissioncommenced an investigation into alleged restrictions ofonline sales of consumer electronics products andsmall domestic appliances. The Company was one ofseveral companies involved in the investigation. InFebruary 2017, the European Commission completedits preliminary investigation and opened its formalproceedings. Philips is fully cooperating with theEuropean Commission. Due to the considerableuncertainty associated with this matter, on the basis ofcurrent knowledge, the Company has concluded thatpotential losses cannot be reliably estimated withrespect to these matters.

In April 2017, the Company received a Civil InvestigativeDemand (CID) out of the US Attorney’s Office inNorthern District of Iowa. The CID relates to anevaluation of the appropriateness of certain sleep andrespiratory care equipment financing programsavailable for Respironics’ products. In addition, in late2017, the Company received an information requestfrom the Department of Justice regarding therelationship between Respironics’ business and certain



sleep centers that use Respironics’ products. TheCompany has not been advised that any claim has beenasserted by the US government in connection withthese matters and it continues to cooperate fully in bothinquiries.

MiscellaneousAs part of the divestment of the Television and Audio,Video, Multimedia & Accessories businesses in 2012and 2014, the Company transferred economicownership and control in some legal entities or divisionsthereof, while retaining (partial) legal ownership.Considering the current challenging businessenvironment, the Company might face employee andoperational liabilities in case of certain adverse events.

Given the uncertain nature of the relevant events andliabilities, it is not practicable to provide information onthe estimate of the financial effect, if any, or timing. Theoutcome of the uncertain events could have a materialimpact on the Company’s consolidated financialposition, results of operations and cash flows.

25 Related-party transactionsIn the normal course of business, Philips purchases andsells goods and services from/to various related partiesin which Philips typically holds between 20% and 50%equity interest and has significant influence. Thesetransactions are generally conducted with termscomparable to transactions with third parties.

From November 28, 2017, Philips lost control overPhilips Lighting but still has significant influence. Thishas resulted in Philips Lighting becoming a non-consolidated related party which is reported in thetable below for the time period November 28 toDecember 31, 2017. Philips and Philips Lighting haveseveral agreements in place which impact the relatedparty balances disclosed. There is a Transitional ServiceLevel Agreement, based on which Philips providesPhilips Lighting with services such as IT, real estate andhuman resources among others. Additionally, aTrademark License Agreement was signed in whichPhilips Lighting uses the Philips brand name.

For details of these parties in which Philips typicallyholds between 20% and 50% equity interest, refer tothe Investments in associates section of note 5,Interests in entities. For details on the Philips ownershipchanges in Lighting, refer to note 3, Discontinuedoperations and assets classified as held for sale.

Philips GroupRelated-party transactions in millions of EUR2015 - 2017

2015 2016 2017

Sales of goods and services 222 207 196

Purchases of goods and services 87 81 62

Receivables from related parties 16 33 127

Payables to related parties 4 3 36

In addition to the table above, as part of its operationsin the US, Philips sold non-recourse third-partyreceivables to PMC US amounting to EUR 151 million in2017 (2016: EUR 139 million; 2015: EUR 129 million).

In light of the composition of the Executive Committee,the Company considers the members of the ExecutiveCommittee and the Supervisory Board to be the keymanagement personnel as defined in IAS 24 ‘Relatedparties’.

For remuneration details of the Executive Committee,the Board of Management and the Supervisory Boardsee note 27, Information on remuneration.

For Post-employment benefit plans see note 20, Post-employment benefits.

26 Share-based compensationThe purpose of the share-based compensation plans isto align the interests of management with those ofshareholders by providing incentives to improve theCompany’s performance on a long-term basis, therebyincreasing shareholder value.

The Company has the following plans:

• performance shares: rights to receive common sharesin the future based on performance and serviceconditions;

• restricted shares: rights to receive common shares inthe future based on a service condition; and

• options on its common shares, including the 2012 and2013 Accelerate! grant.

Since 2013 the Board of Management and othermembers of the Executive Committee are only grantedperformance shares. Restricted shares are granted toexecutives, certain selected employees and newemployees. Prior to 2013 options were also granted.

Under the terms of employee stock purchase plansestablished by the Company in various countries,employees are eligible to purchase a limited number ofPhilips shares at discounted prices through payrollwithholdings.

Share-based compensation costs from continuingoperations were EUR 122 million (2016: EUR 95 million;2015: EUR 82 million). This includes the employee stockpurchase plan of EUR 7 million, which is not a share-based compensation that affects equity. The share-based compensation costs for staff belonging to PhilipsLighting and the combined businesses of Lumileds andAutomotive of EUR 42 million are included inDiscontinued operations. In the Consolidatedstatements of changes in equity EUR 151 million isrecognized in 2017 and represent the costs of the share-based compensation plans. The amount recognized asan expense is adjusted for forfeiture. USD-



denominated performance shares, restricted sharesand options are granted to employees in the UnitedStates only.

Performance sharesThe performance is measured over a three-yearperformance period. The performance shares have twoperformance conditions, relative Total Shareholders’Return compared to a peer group of 20 companies(2016: 20 companies, 2015: 21 companies) and adjustedEarnings Per Share growth. The performance sharesvest three years after the grant date. The number ofperformance shares that will vest is dependent onachieving the two performance conditions, which areequally weighted, and provided that the grantee is stillemployed with the Company.

The amount recognized as an expense is adjusted foractual performance of adjusted Earnings Per Sharegrowth since this is a non-market performancecondition. It is not adjusted for non-vesting or extravesting of performance shares due to a relative TotalShareholders’ Return performance that differs from theperformance anticipated at the grant date, since this isa market-based performance condition.

The fair value of the performance shares is measuredbased on Monte-Carlo simulation, which takes intoaccount dividend payments between the grant dateand the vesting date by including reinvested dividends,the market conditions expected to impact relative TotalShareholders’ Return performance in relation toselected peers. The following weighted-averageassumptions were used for the 2017 grants:

1. Risk-free rate: (0.60)%2. Expected share price volatility: 23%

The assumptions were used for these calculations onlyand do not necessarily represent an indication ofManagement’s expectation of future developments forother purposes. The Company has based its volatilityassumptions on historical experience measured over aten-year period.

A summary of the status of the Company’s performanceshare plans as of December 31, 2017 and changesduring the year are presented below:

Philips GroupPerformance shares2017

shares1)

weightedaverage

grant-datefair value

EUR-denominated

Outstanding at January 1, 20172) 7,866,754 25.24

Granted 1,419,518 38.02

Vested/Issued 2,853,745 22.48

Forfeited 557,229 27.80

Adjusted Quantity3) 526,142 26.69

Outstanding at December 31, 2017 6,401,440 29.20

USD-denominated

Outstanding at January 1, 20172) 5,162,084 29.56

Granted 953,897 41.69

Vested/Issued 1,901,252 30.07

Forfeited 441,395 30.83

Adjusted Quantity3) 341,279 30.23


1) Excludes dividend declared on outstanding shares between grant dateand vesting date that will be issued in shares (EUR-denominated:402,240 shares and USD-denominated: 258,493 shares)

2) The outstanding number of performance shares as per January 1, 2017was updated to reflect the adjusted number of shares related to targetEPS

3) Adjusted quantity includes the impact from number of shares deliveredin relation to the realization of 2014 plan EPS rate, and the performanceadjustment on the currently vesting shares based on target EPS (2015,2016 & 2017 plans)

At December 31, 2017, a total of EUR 103 million ofunrecognized compensation costs relate to non-vestedperformance shares. These costs are expected to berecognized over a weighted-average period of 1.7years.

Restricted sharesThe fair value of restricted shares is equal to the shareprice at grant date.

The Company issues restricted shares that, in general,have a 3 year cliff-vesting period. For grants up to andincluding January 2013 the Company granted 20%additional (premium) shares, provided the grantee stillholds the shares after three years from the delivery dateand the grantee is still with the Company on therespective delivery dates. As of December 31, 2017 allrestricted share plans granted before 2013 have vestedexcept their premium shares.



A summary of the status of the Company’s restrictedshares as of December 31, 2017 and changes during theyear are presented below:

Philips GroupRestricted shares2017

shares1)2)

weightedaverage

grant-datefair value

EUR-denominated

Outstanding at January 1, 2017 1,666,960 24.40

Granted 754,374 32.84

Vested/Issued 557,603 25.04

Forfeited 133,031 25.51


USD-denominated


Granted 758,368 36.61

Vested/Issued 521,055 28.63

Forfeited 266,590 28.74


1) Excludes dividend declared on outstanding shares between grant dateand vesting date that will be issued in shares (EUR-denominated: 83,184shares and USD-denominated: 79,537 shares).

2) Excludes premium shares on Restricted shares granted before 2013.(20% additional (premium) shares that may be received if sharesdelivered under the plan are not sold for a three-year period).

At December 31, 2017, a total of EUR 40 million ofunrecognized compensation costs relate to non-vestedrestricted shares. These costs are expected to berecognized over a weighted-average period of 1.4years.

Option plansThe Company granted options that expire after tenyears. These options vest after three years, providedthat the grantee is still employed with the Company. Alloutstanding options have vested as of December 31,2017.

The following tables summarize information about theCompany’s options as of December 31, 2017 andchanges during the year:

Philips GroupOptions on EUR-denominated listed share2017

options

weightedaverage

exercise price


Exercised 2,591,755 20.42

Forfeited 60,027 20.55

Expired 1,628,073 30.96


Exercisable at December 31, 2017 2,772,210 19.49

The exercise prices range from EUR 12.63 to EUR32.04. The weighted average remaining contractualterm for options outstanding and options exercisable at

December 31, 2017, was 3.0 years. The aggregateintrinsic value of the options outstanding and optionsexercisable at December 31, 2017, was EUR 33 million.

The total intrinsic value of options exercised during2017 was EUR 29 million (2016: EUR 20 million, 2015:EUR 21 million).

Philips GroupOptions on USD-denominated listed share2017

options

weightedaverage

exercise price


Exercised 2,818,363 29.12

Forfeited 122,154 32.82

Expired 1,474,938 41.66


Exercisable at December 31, 2017 3,309,766 28.41

The exercise prices range from USD 16.76 to USD 44.15.The weighted average remaining contractual term foroptions outstanding and options exercisable atDecember 31, 2017, was 2.5 years. The aggregateintrinsic value of the options outstanding and optionsexercisable at December 31, 2017, was USD 31 million.

The total intrinsic value of options exercised during2017 was USD 22 million (2016: USD 6 million, 2015: USD8 million).

At December 31, 2017 there were no unrecognizedcompensation costs related to outstanding options.Cash received from exercises under the Company’soption plans amounted to EUR 128 million in 2017 (2016:EUR 65 million, 2015: EUR 72 million). The actual taxdeductions realized as a result of option exercisestotaled approximately EUR 5 million in 2017 (2016: EUR2 million, 2015: EUR 3 million).



The outstanding options as of December 31, 2017 arecategorized in exercise price ranges as follows:

Philips GroupOutstanding options2017

exercise price options

intrinsicvalue inmillions

weightedaverage

remainingcontractual

term

EUR-denominated

10-15 1,013,941 17.4 3.7 yrs

15-20 27,042 0.4 4.0 yrs

20-25 1,731,227 15.6 2.6 yrs

Outstanding options 2,772,210 33.4 3.0 yrs

USD-denominated

15-20 993,732 18.8 3.6 yrs

20-25 42,728 0.7 3.4 yrs

25-30 860,950 7.0 3.3 yrs

30-35 834,242 3.8 1.9 yrs

35-40 578,114 0.7 0.3 yrs

Outstanding options 3,309,766 31.1 2.5 yrs

The aggregate intrinsic value in the tables and textabove represents the total pre-tax intrinsic value (thedifference between the Company’s closing share priceon the last trading day of 2017 and the exercise price,multiplied by the number of in-the-money options)that would have been received by the option holders ifthe options had been exercised on December 31, 2017.

The following table summarizes information about theCompany’s Accelerate! options as of December 31, 2017and changes during the year:

Philips GroupAccelerate! options2017

options

weightedaverage

exercise price

EUR-denominated

Outstanding at January 1, 2017 860,300 16.02

Exercised 379,100 15.97

Outstanding at December 31, 2017 481,200 16.06

Exercisable at December 31, 2017 481,200 16.06

USD-denominated

Outstanding at January 1, 2017 257,800 20.02

Exercised 87,000 20.02

Outstanding at December 31, 2017 170,800 20.02

Exercisable at December 31, 2017 170,800 20.02

The exercise prices of the Accelerate! options are EUR15.24 and EUR 22.43 for EUR-denominated options andis USD 20.02 for USD-denominated options. Theweighted average remaining contractual term for EUR-denominated Accelerate! options outstanding andexercisable at December 31, 2017 was 4.2 years. Theweighted average remaining contractual term for USD-Accelerate! options outstanding and exercisable atDecember 31, 2017 was 4.1 years. The aggregate intrinsicvalue of the EUR-denominated Accelerate! optionsoutstanding and exercisable at December 31, 2017, wasEUR 7 million. The aggregate intrinsic value of the USD-denominated Accelerate! options outstanding andexercisable at December 31, 2017 was USD 3 million.

The total intrinsic value of Accelerate! optionsexercised during 2017 was EUR 6 million for EUR-denominated options (2016: EUR 4 million) and USD 1million for USD-denominated options (2016: USD 1million).

Cash received from exercises for EUR-denominatedand USD-denominated Accelerate! options amountedto EUR 8 million in 2017 (2016: EUR 9 million). The actualtax deductions realized as a result of Accelerate! USDoptions exercises totaled approximately EUR 0.3million in 2017 (2016: EUR 0.3 million).

27 Information on remuneration

Remuneration of the Executive CommitteeIn 2017, the total remuneration costs relating to themembers of the Executive Committee (consisting of 12members, including the members of the Board ofManagement) amounted to EUR 25,848,741 (2016: EUR22,433,827; 2015: EUR 15,098,023) consisting of theelements in the following table.



Philips GroupRemuneration costs of the Executive Committee1) in EUR2015 - 2017

2015 2016 2017

Base salary/Base compensation 5,974,928 6,388,667 8,089,063

Annual incentive2) 2,705,560 5,746,347 6,345,576

Performance shares3) 2,740,004 5,943,782 6,371,297

Stock options3) 88,775 - -

Restricted share rights3) 91,339 764,311 885,343

Pension allowances4) 2,193,409 1,854,129 1,886,963

Pension scheme costs 209,462 180,077 408,695

Other compensation5) 1,094,546 1,556,514 1,861,803

1) The Executive Committee consisted of 12 members as per December 31, 2017 (2016: 12 members; 2015: 8 members)2) The annual incentives are related to the performance in the year reported which are paid out in the subsequent year3) Costs of performance shares, stock options and restricted share rights 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 and restricted share rights at the vesting/release date4) Pension allowances are gross taxable allowances paid to the Executive Committee members in the Netherlands. These allowances are part of the pension

arrangement5) 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 andaccounted for here. The method employed by the fiscal authorities is the starting point for the value stated.

At December 31, 2017, the members of the ExecutiveCommittee (including the members of the Board ofManagement) held 541,400 (2016: 750,631; 2015:843,461) stock options at a weighted average exerciseprice of EUR 19.82 (2016: EUR 21.17; 2015: EUR 18.67).

Remuneration of the Board of ManagementIn 2017, the total remuneration costs relating to themembers of the Board of Management amounted toEUR 7,808,117 (2016: EUR 8,904,859; 2015: EUR6,612,092), see table below. Note that Pieter Nota wassucceeded as a member of the Board of Managementby Marnix van Ginneken as per November 1, 2017.

Philips GroupRemuneration costs of individual members of the Board of Management in EUR2015 - 2017

base compen-

sation/salary

annual incentive1)

performanceshares2)

stock options2)

restrictedshare rights2)

pensionallowan

ces3)

pensionscheme

costs

othercompen-

sation4)

totalcosts

2017

F.A. van Houten 1,205,000 1,270,166 1,975,277 - 4,034 537,621 25,278 84,053 5,101,429

A. Bhattacharya 687,500 553,392 669,396 - 888 210,450 25,278 100,918 2,247,822

P.A.J. Nota 5) 606,250 429,886 (1,203,992) - (188) 236,208 21,065 63,576 152,805

M.J. van Ginneken 91,667 69,168 100,022 - 75 27,796 4,213 13,120 306,061

2,590,417 2,322,612 1,540,703 - 4,809 1,012,075 75,834 261,667 7,808,117

2016

F.A. van Houten 1,197,500 1,354,227 1,423,538 - 12,041 536,195 24,838 126,703 4,675,042

A. Bhattacharya 650,000 540,072 362,758 - 3,341 201,524 24,838 73,642 1,856,175

P.A.J. Nota 702,500 619,745 683,101 - 9,251 277,649 24,838 56,558 2,373,642

2,550,000 2,514,044 2,469,397 - 24,633 1,015,368 74,514 256,903 8,904,859

2015

F.A. van Houten 1,168,750 768,920 1,273,940 17,713 28,279 529,387 25,241 78,035 3,890,265

A. Bhattacharya 23,551 11,937 8,968 - 183 7,315 886 998 53,838

R.H. Wirahadiraksa 664,583 239,250 (652,049) 12,045 (37,210) 290,772 24,002 29,477 570,870

P.A.J. Nota 672,500 383,112 605,749 12,045 21,964 270,529 26,302 104,918 2,097,119

2,529,384 1,403,219 1,236,608 41,803 13,216 1,098,003 76,431 213,428 6,612,092

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,see sub-section 9.2.7, 2017 Annual Incentive, of this Annual Report

2) Costs of performance shares, stock options and restricted share rights are based on accounting standards (IFRS) and do not reflect the value of stock options atthe end of the lock up period and the value of performance shares and restricted share rights at the vesting/release date

3) Pension allowances are gross taxable allowances paid to members of the Board of Management. These allowances are part of the pension arrangement asagreed upon in the services contracts.

4) The stated amounts mainly concern (share of) allowances to members of the Board of Management that can be considered as remuneration. In a situationwhere 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 valuedand accounted for here. The method employed by the fiscal authorities is the starting point for the value stated

5) The performance shares granted in 2015, 2016 and 2017 to Mr. P.A.J. Nota have lapsed per October 31, 2017. The same applies to the premium shares awarded asa result of restricted share right releases in the past.

For further information on remuneration costs, see sub-section 9.2.5, Remuneration costs, of this AnnualReport.



The tables below give an overview of the performance share plans and the stock option plans of the Company, held bythe members of the Board of Management:

Philips GroupNumber of performance shares (holdings) in number of shares2017

January 1, 2017

awarded 2017

awarded dividend

shares 2017

realized 2017

December 31,2017 vesting date

F.A. van Houten 65,299 - - 69,544 - 04.28.2017

58,636 - 1,476 - 60,112 05.05.2018

61,336 - 1,544 - 62,880 04.29.2019

- 73,039 1,839 - 74,878 05.11.2020

A. Bhattacharya 11,8301) - - 12,598 - 04.28.2017

12,4761) - 314 - 12,790 05.05.2018

27,571 - 694 - 28,265 04.29.2019

- 31,822 801 - 32,623 05.11.2020

M.J. van Ginneken 16,2671) - - 19,150 - 04.28.2017

18,7141) - 471 - 19,185 05.05.2018

21,6971) - 546 - 22,243 04.29.2019

- 18,5631) 467 - 19,030 05.11.2020

Performance shares (holdings) 293,826 123,424 8,152 101,292 332,006

1) Awarded before date of appointment as a member of the Board of Management

At December 31, 2017, the members of the Board ofManagement held 333,670 stock options (2016:476,200; 2015: 479,881) at a weighted average exerciseprice of EUR 18.99 (2016: EUR 19.47; 2015: EUR 19.52).

Philips GroupStock options (holdings) in number of shares2017

January 1,2017 granted exercised expired

December31, 2017

grant price

(in euros)

share(closing)price onexercise

date expiry date

F.A. van Houten 20,4001) − − − 20,400 22.88 − 10.18.2020

75,000 – − − 75,000 20.90 − 04.18.2021

75,000 − − − 75,000 14.82 − 04.23.2022

55,000 − − − 55,000 22.43 − 01.29.2023

A. Bhattacharya 16,5001) − − − 16,500 22.88 − 10.18.2020

16,5001) − − − 16,500 20.90 − 04.18.2021

20,0001) − − − 20,000 15.24 − 01.30.2022

16,5001) − − − 16,500 14.82 − 04.23.2022

M.J. van Ginneken 5,2501) − − − 5,250 12.63 − 04.14.2019

6,7201) – − − 6,720 24.90 − 04.19.2020

8,4001) − − − 8,400 20.90 − 04.18.2021

10,0001) − − − 10,000 15.24 − 01.30.2022

8,4001) - - - 8,400 14.82 - 04.23.2022

Stock options (holdings) 333,670 − − - 333,670

1) Awarded before date of appointment as a member of the Board of Management

Under the Long-Term Incentive Plan operative until2013, members of the Board of Management weregranted restricted share rights. During 2015 the lastrelease of these restricted share rights took place.However, if the shares from the restricted share rightsrelease were kept for another 3 years, members of theBoard of Management received so-called ‘premiumshares’. As at December 31, 2017, awarded premiumshares amounted to 1,334 for F.A. van Houten, 140 forA. Bhattacharya and 150 for M.J. van Ginneken (all tobe released in 2018). The premium shares to A.

Bhattacharya and M.J. van Ginneken result fromrestricted share rights grants awarded before date ofappointment as a member of the Board ofManagement.

See note 26, Share-based compensation for furtherinformation on performance shares, stock options andrestricted share rights as well sub-section 9.2.8, 2017Long-Term Incentive Plan, of this Annual Report.



The accumulated annual pension entitlements and thepension costs of individual members of the Board ofManagement are as follows (in EUR):

Philips GroupAccumulated annual pension entitlements and pension-relatedcosts in EUR2017

age atDecember 31,

2017

accumulatedannual

pension as ofDecember 31,

20171)

total pension

related costs2)

F.A. van Houten 57 295,007 562,899

A. Bhattacharya 56 25,539 235,728

P.A.J. Nota 53 45,442 257,273

M.J. van Ginneken 44 37,359 32,009

Pension costs 1,087,909

1) Total of entitlements under Philips pension scheme, including - ifapplicable - transferred pension entitlements under pension scheme(s)of previous employer(s)

2) Cost related to period of board membership and include paid pensionallowances as well as pension premium paid by employer to CollectiveDefined Contribution plan

When pension rights are granted to members of theBoard of Management, necessary payments (if insured)and all necessary provisions are made in accordancewith the applicable accounting principles. In 2017, no(additional) pension benefits were granted to formermembers of the Board of Management.

Remuneration of the Supervisory BoardThe remuneration of the members of the SupervisoryBoard amounted to EUR 950,500 (2016: EUR1,037,209; 2015: EUR 1,083,667). Former membersreceived no remuneration.

At December 31, 2017 the members of the SupervisoryBoard held no stock options, performance shares orrestricted shares.



The individual members of the Supervisory Board received, by virtue of the positions they held, the followingremuneration (in EUR):

Philips GroupRemuneration of the Supervisory Board in EUR2015 - 2017

membership committees other compensation1) total

20172)

J.A. van der Veer 135,000 25,000 7,000 167,000

C. Poon 90,000 32,500 17,000 139,500

H. von Prondzynski 80,000 32,500 19,500 132,000

J.P. Tai 80,000 32,500 32,000 144,500

N. Dhawan 80,000 13,000 27,000 120,000

O. Gadiesh 80,000 13,000 19,500 112,500

D.E.I. Pyott 80,000 23,000 32,000 135,000

625,000 171,500 154,000 950,500

20162)

J.A. van der Veer 135,000 26,667 7,000 168,667

C. Poon 90,000 32,500 22,000 144,500

C.J.A. van Lede (Jan.-May) 3) 33,333 4,375 2,000 39,708

E. Kist (Jan.-May) 40,000 4,167 2,000 46,167


J.P. Tai 80,000 34,167 32,000 146,167

N. Dhawan 80,000 13,000 27,000 120,000

O. Gadiesh 80,000 13,000 19,500 112,500

D.E.I. Pyott 80,000 23,000 32,000 135,000

698,333 175,876 163,000 1,037,209

20152)

J.A. van der Veer 135,000 31,667 7,000 173,667

C. Poon 90,000 17,500 15,000 122,500

C.J.A. van Lede 80,000 14,333 7,000 101,333

E. Kist 80,000 10,000 2,000 92,000


J.P. Tai 80,000 29,167 35,000 144,167

N. Dhawan 80,000 13,000 20,000 113,000

O. Gadiesh 80,000 13,000 17,000 110,000

D.E.I. Pyott (May-Dec.) 80,000 8,667 12,000 100,667

785,000 164,167 134,500 1,083,667

1) The amounts mentioned under other compensation relate to the fee for intercontinental travel, inter-European travel (effective 2015) and the entitlement of EUR2,000 under the Philips product arrangement

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 areexcluding VAT

3) After the separation of the Company, Mr. van Lede joined the Supervisory Board of Philips Lighting.

Supervisory Board members’ and Board ofManagement members’ interests in PhilipssharesMembers of the Supervisory Board and of the ExecutiveCommittee are prohibited from writing call and putoptions or similar derivatives of Philips securities.

Philips GroupShares held by Board members1) in number of shares2017

December31, 2016

December31, 2017

J. van der Veer 18,366 18,366

H. von Prondzynski 3,758 3,851

J.P. Tai 3,844 3,844

F.A. van Houten 189,824 233,119

A. Bhattacharya 42,913 53,974

M.J. van Ginneken 19,792 30,246

1) Reference date for board membership is December 31, 2017

28 Fair value of financial assets and liabilitiesThe estimated fair value of financial instruments hasbeen determined by the Company using availablemarket information and appropriate valuationmethods. The estimates presented are not necessarilyindicative of the amounts that will ultimately berealized by the Company upon maturity or disposal.The use of different market assumptions and/orestimation methods may have a material effect on theestimated fair value amounts.

For cash and cash equivalents, current receivables,accounts payable, interest accrual and short-termdebts, the carrying amounts approximate fair valuebecause of the short maturity of these instruments, andtherefore fair value information is not included in thetable below.



The fair value of Philips’ debt is estimated on the basisof the quoted market prices for certain issues, or on thebasis of discounted cash flow analysis based uponmarket rates plus Philips’ spread for the particulartenors of the borrowing arrangement. Accrued interestis not included within the carrying amount or estimatedfair value of debt.

The following table shows the carrying amounts andfair values of financial assets and financial liabilities,including their levels in the fair value hierarchy. It doesnot include fair value information for financial assetsand financial liabilities not measured at fair value if thecarrying amount is a reasonable approximation of fairvalue.

Philips GroupFair value of financial assets and liabilities in millions of EUR2017

carrying amount estimated fair

value Level 1 Level 2 Level 3

Financial assets

Carried at fair value:

Available-for-sale financial assets 446 446 49 29 368

Securities classified as assets held for sale 1,264 1,264 1,264

Fair value through profit and loss 27 27 23 4

Derivative financial instruments 78 78 78

Financial assets carried at fair value 1,815 1,815 1,313 130 372

Carried at (amortized) cost:

Cash and cash equivalents 1,939

Loans and receivables

Current loans receivable 2

Other non-current loans and receivables 114

Receivables - current 3,909

Receivables - non-current 130

Held-to-maturity investments 1

Financial assets carried at (amortized) costs 6,095

Total financial assets 7,909 1,815 1,313 130 372

Financial liabilities


Derivative Financial instruments (383) (383) (383)

Financial liabilities carried at fair value (383) (383) (383)


Accounts payable (2,090)

Interest accrual (38)

Debt (Corporate bond and finance lease) (3,378) (3,860) (3,579) (281)

Debt (other bank loans, overdraft, forward contractsetc.) (1,337)

Financial liabilities carried at (amortized) costs (6,843) (3,860) (3,579) (281)

Total financial liabilities (7,226) (4,243) (3,579) (665)



Philips GroupFair value of financial assets and liabilities in millions of EUR2016

carrying amount estimated fair

value Level 1 Level 2 Level 3


Available-for-sale financial assets 172 172 36 29 107

Securities classified as assets held for sale 1 1 1

Fair value through profit and loss 27 27 24 3

Derivative financial instruments 160 160 160

Financial assets carried at fair value 360 360 36 213 111


Cash and cash equivalents 2,334

Loans and receivables

Current loans receivable 101 101 101

Non-current loans and receivables 134

Loans to investment in associates

Loans held for sale

Receivables - current 5,327

Receivables - non-current 155

Held-to-maturity investments 2

Financial assets carried at (amortized) costs 8,053 101 101

Total financial assets 8,413 461 36 314 111

Financial liabilities


Derivative financial instruments (873) (873) (873)

Financial liabilities carried at fair value (873) (873) (873)


Accounts payable (2,848)

Interest accrual (68)

Debt (Corporate bond and finance lease) (5,095) (5,474) (3,990) (1,484)

Debt (other bank loans, overdraft etc.) (511)

Financial liabilities carried at (amortized) costs (8,522) (5,474) (3,990) (1,484)

Total financial liabilities (9,395) (6,347) (3,990) (2,357)

The table above represents categorization ofmeasurement of the estimated fair values of financialassets and liabilities.

Specific valuation techniques used to value financialinstruments include:

Level 1Instruments included in level 1 are comprised primarilyof listed equity investments classified as available-for-sale financial assets, investees and financial assetsdesignated at fair value through profit and loss,including the investment in Philips Lighting which isheld for sale as of December 31, 2017.

The fair value of financial instruments traded in activemarkets is based on quoted market prices at thebalance sheet date. A market is regarded as active ifquoted prices are readily and regularly available froman exchange, dealer, broker, industry group, pricingservice, or regulatory agency, and those pricesrepresent actual and regularly occurring markettransactions on an arm’s length basis.

Level 2The fair value of financial instruments that are nottraded in an active market (for example, over-the-counter derivatives or convertible bond instruments)are determined by using valuation techniques. Thesevaluation techniques maximize the use of observablemarket data where it is available and rely as little aspossible on entity-specific estimates. If all significantinputs required to fair value an instrument are based onobservable market data, the instrument is included inlevel 2.

The fair value of derivatives is calculated as the presentvalue of the estimated future cash flows based onobservable interest yield curves, basis spread andforeign exchange rates.

The valuation of convertible bond instruments usesobservable market quoted data for the options andpresent value calculations using observable yieldcurves for the fair value of the bonds.



Level 3If one or more of the significant inputs are not based onobservable market data, such as third-party pricinginformation without adjustments, the instrument isincluded in level 3.

The retained investment in the combined businesses ofLumileds and Automotive is classified as an available-for-sale financial asset recognized at fair value of EUR243 million, based on a valuation model with inputs,including discount rates and multiples, which aremarket-corroborated to the extent possible, and henceclassified as Level 3 in the fair value hierarchy.

A sensitivity analysis conducted for the combinedbusinesses of Lumileds and Automotive as of January2018 shows that if the earnings were to increaseinstantaneously by 10% from the assumption atDecember 31, 2017, with all other variables (includingforeign exchange rates) held constant, the fair value ofthe asset would increase by 28%. If there was adecrease of 10% in earnings, this would reduce themarket value of the asset by approximately 26%.

If the valuation multiples were to increaseinstantaneously by 10% from the assumption atDecember 31, 2017, with all other variables (includingforeign exchange rates) held constant, the fair value ofthe asset would increase by 18% while if there was adecrease of 10% in valuation multiples, this wouldreduce the market value of the asset by approximately17%.

The table below shows the reconciliation from thebeginning balance to the end balance for fair valuemeasured in Level 3 of the fair value hierarchy.

Philips GroupReconciliation of the fair value hierarchy in millions of EUR2017

financial assets

Balance as of January 1, 2017 111

Gains and losses recognized in:

- in profit or loss 2

- in other comprehensive income (83)

Purchase 356

Sales (10)

Transfer to assets held for sale (4)

Balance as of December 31, 2017 372

The section below elaborates on transactions inderivatives. Transactions in derivatives are subject tomaster netting and set-off agreements. In the case ofcertain termination events, under the terms of theMaster Agreement, Philips can terminate theoutstanding transactions and aggregate their positiveand negative values to arrive at a single net terminationsum (or close-out amount). This contractual right issubject to the following:

• The right may be limited by local law if thecounterparty is subject to bankruptcy proceedings;

• The right applies on a bilateral basis.

Philips GroupFinancial assets subject to offsetting, enforceable master nettingarrangements or similar agreements in millions of EUR2016 - 2017

2016 2017

Derivatives

Gross amounts of recognized financial assets 160 78

Gross amounts of recognized financial liabilitiesoffset in the balance sheet

Net amounts of financial assets presented inthe balance sheet 160 78

Related amounts not offset in the balance sheet

Financial instruments (92) (38)

Cash collateral received

Net amount 68 39

Philips GroupFinancial liabilities subject to offsetting, enforceable masternetting arrangements or similar agreements in millions of EUR2016 - 2017

2016 2017

Derivatives

Gross amounts of recognized financial liabilities (873) (383)

Gross amounts of recognized financial assetsoffset in the balance sheet

Net amounts of financial liabilities presented inthe balance sheet (873) (383)

Related amounts not offset in the balance sheet

Financial instruments 92 38

Cash collateral received

Net amount (781) (345)

29 Details of treasury / other financial risksPhilips is exposed to several types of financial risks. Thisnote further analyzes financial risks. Philips does notpurchase or hold derivative financial instruments forspeculative purposes. Information regarding financialinstruments is included in note 28, Fair value of financialassets and liabilities.

Liquidity riskLiquidity risk is the risk that an entity will encounterdifficulty in meeting obligations associated withfinancial liabilities.

Liquidity risk for the group is monitored through theTreasury liquidity committee, which tracks thedevelopment of the actual cash flow position for thegroup and uses input from a number of sources in orderto forecast the overall liquidity position on both a shortand long-term basis. Group Treasury invests surpluscash in money market deposits with appropriatematurities to ensure sufficient liquidity is available tomeet liabilities when due.

The rating of the Company’s debt by major ratingservices may improve or deteriorate. As a result, Philips’future borrowing capacity may be influenced and itsfinancing costs may fluctuate. Philips has various



sources to mitigate the liquidity risk for the group. AtDecember 31, 2017, Philips had EUR 1,939 million incash and cash equivalents (2016: EUR 2,334 million),within which short-term deposits of EUR 1,302 million(2016: EUR 1,299 million). Philips pools cash fromsubsidiaries to the extent legally and economicallyfeasible; cash not pooled remains available for theCompany’s operational or investment needs.

Philips faces cross-border foreign exchange controlsand/or other legal restrictions in a few countries thatcould limit its ability to make these balances availableon short notice for general use by the group.

Furthermore, Royal Philips has a USD 2.5 billionCommercial Paper Programme and a EUR 1 billioncommitted revolving credit facility that can be used forgeneral group purposes, such as a backstop for itsCommercial Paper Programme. As of December 31,2017, Royal Philips did not have any amountsoutstanding under any of these facilities. A descriptionof Philips’ credit facilities can be found in note 18, Debt.

Additionally, Philips also held EUR 49 million of equityinvestments in available-for-sale financial assets (fairvalue at December 31, 2017). Furthermore, Philips is alsoa shareholder in Philips Lighting (EUR 1,264 million atyear-end 2017) which is publicly listed and classified asasset held for sale.

The table below presents a summary of the Group’sfixed contractual cash obligations and commitments atDecember 31, 2017. These amounts are an estimate offuture payments which could change as a result ofvarious factors such as a change in interest rates,contractual provisions, as well as changes in ourbusiness strategy and needs. Therefore, the actualpayments made in future periods may vary from thosepresented in the following table:

Philips GroupContractual cash obligations1,2) in millions of EUR2017

payments due by period

total

lessthan 1

year 1-3

years 3-5

years after 5

years

Long-term debt3) 4,314 465 1,170 878 1,801

Finance leaseobligations 306 93 131 53 29

Short-term debt 120 120

Operating leases 741 172 226 147 196

Derivativeliabilities 370 167 109 95

Interest on debt 1,785 132 252 226 1,175

Purchaseobligations4) 480 145 217 86 31

Trade and otherpayables 2,090 2,090

Contractualcashobligations 10,205 3,383 2,105 1,389 3,328

1) Obligations in this table are undiscounted2) This table excludes pension contribution commitments and income tax

liabilities in respect of tax risks because it is not possible to make areasonably reliable estimate of the actual period of cash settlement

3) Long-term debt includes short-term portion of long-term debt andexcludes finance lease obligations

4) Purchase obligations are agreements to purchase goods or services thatare enforceable and legally binding for the Group. They specify allsignificant terms, including fixed or minimum quantities to be purchased,fixed, minimum or variable price provisions and the approximate timingof the transaction. They do not include open purchase orders or othercommitments which do not specify all significant terms.

Certain Philips suppliers factor their trade receivablesfrom Philips with third parties through supplier financearrangements. At December 31, 2017 approximatelyEUR 286 million of the Philips accounts payable wereknown to have been sold onward under sucharrangements whereby Philips confirms invoices.Philips continues to recognize these liabilities as tradepayables and will settle the liabilities in line with theoriginal payment terms of the related invoices.

Currency riskCurrency risk is the risk that reported financialperformance or the fair value or future cash flows of afinancial instrument will fluctuate because of changesin foreign exchange rates. Philips operates in manycountries and currencies and therefore currencyfluctuations may impact Philips’ financial results.Philips is exposed to currency risk in the followingareas:

• Transaction exposures, related to anticipated salesand purchases and on-balance-sheet receivables/payables resulting from such transactions

• Translation exposure of foreign-currencyintercompany and external debt and deposits

• Translation exposure of net income in foreign entities• Translation exposure of foreign-currency-

denominated equity invested in consolidatedcompanies

• Translation exposure to equity interests in non-functional-currency investments in associates andavailable-for-sale financial assets.



It is Philips’ policy to reduce the potential year-on-yearvolatility caused by foreign-currency movements on itsnet earnings by hedging the anticipated net exposureof foreign currencies resulting from foreign-currencysales and purchases. In general, net anticipatedexposures for the Group are hedged during a period of15 months in layers of 20% up to a maximum hedge of80%, using forwards and currency options. Philips’policy requires significant committed foreign currencyexposures to be fully hedged, generally using forwards.However, not every foreign currency can or shall behedged as there may be regulatory barriers orprohibitive hedging cost preventing Philips fromeffectively and/or efficiently hedging its currencyexposures. As a result, hedging activities cannot andwill not eliminate all currency risks for anticipated andcommitted transaction exposures.

The following table outlines the estimated nominalvalue in millions of EUR for committed and anticipatedtransaction exposure and related hedges for Philips’most significant currency exposures consolidated as ofDecember 31, 2017:

Philips GroupEstimated transaction exposure and related hedgesin millions of EUR2017

Receivables Payables

exposure hedges exposure hedges

Balance as ofDecember 31,2017

Exposure currency

USD 1,217 (857) (583) 488

JPY 666 (369) (6) 5

CAD 272 (153) (8) 8

GBP 245 (147) (20) 20

CNY 178 (98) (86) 86

AUD 175 (100)

CHF 117 (65) (1) 1

PLN 122 (73)

SEK 73 (42) (1) 1

CZK 45 (25)

RUB 41 (41) (2) 1

Others 244 (219) (160) 150

Total 2017 3,395 (2,189) (867) 760

Total 2016 4,211 (2,412) (1,764) 1,344

The change in exposures and related hedges comparedto 2016 is mainly driven by the deconsolidation ofPhilips Lighting. Philips uses foreign exchange spot andforward contracts, as well as zero cost collars in hedgingthe exposure. The derivatives related to transactionsare, for hedge accounting purposes, split into hedges ofon-balance-sheet accounts receivable/payable andforecasted sales and purchases. Changes in the valueof on-balance-sheet foreign-currency accountsreceivable/payable, as well as the changes in the fairvalue of the hedges related to these exposures, arereported in the income statement under costs of sales.Hedges related to forecasted transactions, wherehedge accounting is applied, are accounted for as cash

flow hedges. The results from such hedges are deferredin other comprehensive income within equity to theextent that the hedge is effective. As of December 31,2017, a gain of EUR 23 million was deferred in equity asa result of these hedges (2016: EUR 10 million gain). Theresult deferred in equity will be released to earningsmostly during 2018 at the time when the related hedgedtransactions affect the income statement. During 2017,a net gain of EUR 0.1 million (2016: EUR 5 million netgain) was recorded in the consolidated statement ofincome as a result of ineffectiveness on certainanticipated cash flow hedges.

The total net fair value of hedges related to transactionexposure as of December 31, 2017, was an unrealizedasset of EUR 21 million. An instantaneous 10% increasein the value of the EUR against all currencies would leadto an increase of EUR 102 million in the value of thederivatives; including a EUR 53 million increase relatedto foreign exchange transactions of the USD against theEUR, a EUR 17 million increase related to foreignexchange transactions of the JPY against the EUR, aEUR 10 million increase related to foreign exchangetransactions of the GBP against the EUR, a EUR 6million increase related to foreign exchangetransactions of the PLN against the EUR and a EUR 5million increase related to foreign exchangetransactions of the CHF against the EUR.

The EUR 102 million increase includes a gain of EUR 10million that would impact the income statement, whichwould largely offset the opposite revaluation effect onthe underlying accounts receivable and payable, andthe remaining gain of EUR 92 million would berecognized in equity to the extent that the cash flowhedges were effective.

The total net fair value of hedges related to transactionexposure as of December 31, 2016, was an unrealizedasset of EUR 15 million. An instantaneous 10% increasein the value of the EUR against all currencies would leadto an increase of EUR 98 million in the value of thederivatives; including a EUR 46 million increase relatedto foreign exchange transactions of the USD against theEUR, a EUR 18 million increase related to foreignexchange transactions of the JPY against the EUR, aEUR 10 million increase related to foreign exchangetransactions of the GBP against the EUR, and a EUR 5million increase related to foreign exchangetransactions of the AUD against the EUR.

Foreign exchange exposure also arises as a result ofinter-company loans and deposits. Where theCompany enters into such arrangements, the financingis generally provided in the functional currency of thesubsidiary entity. The currency of the Company’sexternal funding and liquid assets is matched with therequired financing of subsidiaries, either directlythrough external foreign currency loans and deposits,or synthetically by using foreign exchange derivatives,including cross currency interest rate swaps and foreignexchange forward contracts. In certain cases where



group companies may also have external foreigncurrency debt or liquid assets, these exposures are alsohedged through the use of foreign exchangederivatives. Changes in the fair value of hedges relatedto this exposure are recognized within financial incomeand expenses in the statements of income. When suchloans would be considered part of the net investmentin the subsidiary, net investment hedging would beapplied.

Translation exposure of foreign-currency equityinvested in consolidated entities may be hedged. If ahedge is entered into, it is accounted for as a netinvestment hedge. Net current-period change, beforetax, of the currency translation reserve of EUR 1,177million relates mainly to the negative impact of thestronger EUR against the foreign currencies of countriesin which Philips’ operations are located. The change incurrency translation reserve was mostly related to thedevelopment of the USD.

As of December 31, 2017, cross-currency interest rateswaps with a fair value liability of EUR 330 million andexternal bond funding for a nominal value of USD 2,535million were designated as net investment hedges ofour financing investments in foreign operations. During2017 a total gain of EUR 1.4 million was recognized inthe income statement as ineffectiveness on netinvestment hedges.

The total net fair value of financing derivatives as ofDecember 31, 2017, was a liability of EUR 326 million.An instantaneous 10% increase in the value of the EURagainst all currencies would lead to an increase of EUR213 million in the value of the derivatives, including aEUR 208 million increase related to the USD.

As of December 31, 2016, cross-currency interest rateswaps with a fair value liability of EUR 726 million andexternal bond funding for a nominal value of USD 3,774million were designated as net investment hedges ofour financing investments in foreign operations. During2016 a total gain of EUR 0.2 million was recognized inthe income statement as ineffectiveness on netinvestment hedges.

The total net fair value of financing derivatives as ofDecember 31, 2016, was a liability of EUR 728 million.An instantaneous 10% increase in the value of the EURagainst all currencies would lead to an increase of EUR53 million in the value of the derivatives, including aEUR 62 million increase related to the USD.

Philips does not currently hedge the foreign exchangeexposure arising from equity interests in non-functional-currency investments in associates andavailable-for-sale financial assets.

Interest rate riskInterest rate risk is the risk that the fair value or futurecash flows of a financial instrument will fluctuatebecause of changes in market interest rates. Philips had

outstanding debt of EUR 4,715 million (2016: EUR 5,606million), which created an inherent interest rate risk.Failure to effectively hedge this risk could negativelyimpact financial results. At year-end, Philips held EUR1,939 million in cash and cash equivalents (2016: EUR2,334 million), and had total long-term debt of EUR4,044 million (2016: EUR 4,021 million) and total short-term debt of EUR 672 million (2016: EUR 1,585 million).At December 31, 2017, Philips had a ratio of fixed-ratelong-term debt to total outstanding debt ofapproximately 72%, compared to 47% one year earlier(figure updated to align definition).

A sensitivity analysis conducted as of January 2018shows that if long-term interest rates were to decreaseinstantaneously by 1% from their level of December 31,2017, with all other variables (including foreignexchange rates) held constant, the fair value of thefixed-rate long-term debt (excluding forwardcontracts) would increase by approximately EUR 271million. If there was an increase of 1% in long-terminterest rates, this would reduce the market value of thefixed-rate long-term debt (excluding forwardcontracts) by approximately EUR 271 million.

If interest rates were to increase instantaneously by 1%from their level of December 31, 2017, with all othervariables held constant, the annualized net interestexpense would decrease by approximately EUR 12million. This impact was based on the outstanding netcash position (after excluding fixed-rate debt) atDecember 31, 2017.

A sensitivity analysis conducted as of January 2017shows that if long-term interest rates were to decreaseinstantaneously by 1% from their level of December 31,2016, with all other variables (including foreignexchange rates) held constant, the fair value of thelong-term debt would increase by approximately EUR260 million. If there was an increase of 1% in long-terminterest rates, this would reduce the market value of thelong-term debt by approximately EUR 259 million.

If interest rates were to increase instantaneously by 1%from their level of December 31, 2016, with all othervariables held constant, the annualized net interestexpense would decrease by approximately EUR 7million. This impact was based on the outstanding netcash position (after excluding fixed-rate debt) atDecember 31, 2016.

Equity price riskEquity price risk is the risk that the fair value or futurecash flows of a financial instrument will fluctuatebecause of changes in equity prices.

Philips is a shareholder in some publicly listedcompanies, including Philips Lighting and CorindusVascular Robotics. As a result, Philips is exposed topotential financial loss through movements in theirshare prices. The aggregate equity price exposure insuch financial assets amounted to approximately EUR



1,313 million at year-end 2017 (2016: EUR 36 million).Philips does not hold derivatives in the above-mentioned listed companies. Philips also hasshareholdings in several privately-owned companiesamounting to EUR 397 million, mainly consisting of thecombined businesses in Lumileds and Automotive. Asa result, Philips is exposed to potential valueadjustments.

Commodity price riskCommodity price risk is the risk that the fair value orfuture cash flows of a financial instrument will fluctuatebecause of changes in commodity prices.

Philips is a purchaser of certain base metals, preciousmetals and energy. Philips may hedge certaincommodity price risks using derivative instruments tominimize significant, unanticipated earningsfluctuations caused by commodity price volatility. Thecommodity price derivatives that Philips may enter intoare accounted for as cash flow hedges to offsetforecasted purchases. As of December 2017, Philipsdoes not have any outstanding commodity derivatives.

As of December 2016, Philips did not have anyoutstanding commodity derivatives.

Credit riskCredit risk represents the loss that would be recognizedat the reporting date, if counterparties failedcompletely to perform their payment obligations ascontracted. Credit risk is present within Philips tradereceivables. To have better insights into the creditexposures, Philips performs ongoing evaluations of thefinancial and non-financial condition of its customersand adjusts credit limits when appropriate. In instanceswhere the creditworthiness of a customer is determinednot to be sufficient to grant the credit limit required,there are a number of mitigation tools that can beutilized to close the gap, including reducing paymentterms, cash on delivery, pre-payments and pledges onassets.

Philips invests available cash and cash equivalents withvarious financial institutions and is exposed to creditrisk with these counterparties. Philips is also exposedto credit risks in the event of non-performance byfinancial institutions with respect to financial derivativeinstruments. Philips actively manages concentrationrisk and on a daily basis measures the potential lossunder certain stress scenarios, should a financialinstitution default. These worst-case scenario lossesare monitored and limited by the Company.

The Company does not enter into any financialderivative instruments to protect against default byfinancial institutions. However, where possible theCompany requires all financial institutions with which itdeals in derivative transactions to complete legallyenforceable netting agreements under an InternationalSwap Dealers Association master agreement orotherwise prior to trading, and whenever possible, to

have a strong credit rating from Fitch and Standard &Poor’s Investor Services. Philips also regularly monitorsthe development of the credit risk of its financialcounterparties. Wherever possible, cash is invested andfinancial transactions are concluded with financialinstitutions with strong credit ratings or withgovernments or government-backed institutions.

The table below shows the number of financialinstitutions with credit rating A- and above with whichPhilips has cash at hand and short-term deposits aboveEUR 10 million as of December 31, 2017.

Philips GroupCredit risk with number of counterpartiesfor deposits above EUR 10 million2017

10-100 million 100-500 million

AA- rated bankcounterparties 2

A+ rated bankcounterparties 2

A rated bankcounterparties 1 3

A- rated bankcounterparties 1

1 8

For an overview of the overall maximum creditexposure of the group’s financial assets, please refer tonote 28, Fair value of financial assets and liabilities fordetails of carrying amounts and fair value.

Country riskCountry risk is the risk that political, legal, or economicdevelopments in a single country could adverselyimpact our performance. The country risk per country isdefined as the sum of the equity of all subsidiaries andassociated companies in country cross-bordertransactions, such as intercompany loans, accountsreceivable from third parties and intercompanyaccounts receivable. The country risk is monitored on aregular basis.

As of December 31, 2017, the Company had country riskexposure of EUR 9.3 billion in the United States, EUR4.4 billion in the Netherlands and EUR 1.3 billion inChina (including Hong Kong). Other countries higherthan EUR 500 million are Japan (EUR 598 million) andthe United Kingdom (EUR 534 million). Germanyexceeded EUR 300 million but was less than EUR 500million. The degree of risk of a country is taken intoaccount when new investments are considered. TheCompany does not, however, use financial derivativeinstruments to hedge country risk.

Other insurable risksPhilips is covered for a broad range of losses by globalinsurance policies in the areas of property damage/business interruption, general and product liability,transport, directors’ and officers’ liability, employmentpractice liability, crime and cyber security. Thecounterparty risk related to the insurance companiesparticipating in the above-mentioned global insurance



policies is actively managed. As a rule, Philips onlyselects insurance companies with an S&P credit ratingof at least A-. Throughout the year the counterparty riskis 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 damageand business interruption risks including companyinterdependencies. Regular on-site assessments takeplace at Philips locations and business-criticalsuppliers by risk engineers of the insurer in order toprovide an accurate assessment of the potential lossand its impact. The results of these assessments areshared across the Company’s stakeholders. On-siteassessments are carried out against the predefined RiskEngineering standards, which are agreed betweenPhilips and the insurers. Recommendations are madein a Risk Improvement report and are monitoredcentrally. This is the basis for decision-making by thelocal management of the business as to whichrecommendations will be implemented.

For all policies, deductibles are in place, which varyfrom EUR 0.25 million to EUR 5 million per occurrenceand this variance is designed to differentiate betweenthe existing risk categories within Philips. Above thisfirst layer of working deductibles, Philips operates itsown re-insurance captive, which during 2017 retainedEUR 2.5 million per occurrence for property damageand business interruption losses and EUR 5 million inthe aggregate per year. For general and product liabilityclaims, the captive retained EUR 1.5 million per claimand EUR 6 million in the aggregate. New contracts weresigned on December 31, 2017, for the coming year,whereby the re-insurance captive retentions changed.Property damage and business interruption insuranceis no longer re-insured by the captive and the captiveretention for general, product and cyber liability claimsis set at EUR 5 million per occurrence and EUR 10 millionin the annual aggregate.

30 Subsequent eventsThere are no significant subsequent events whichrequire disclosure.

Company financial statements 12


12 Company financialstatements

Introduction

Statutory financial statementsThe sections Group financial statements and Companyfinancial statements contain the statutory financialstatements of Koninklijke Philips N.V. (the Company).

A description of the Company’s activities and groupstructure is included in the Group financial statements.

Accounting policies appliedThe financial statements of the Company included inthis section are prepared in accordance with Part 9 ofBook 2 of the Dutch Civil Code. Section 2:362 (8) of theDutch Civil Code, allows companies that apply IFRS asendorsed by the European Union in their consolidatedfinancial statements to use the same measurementprinciples in their company financial statements. TheCompany has prepared these Company financialstatements using this provision.

The accounting policies are described in note 1,Significant accounting policies of the Group financialStatements and are deemed incorporated andrepeated herein by reference.

Investments in group companies in the Companyfinancial statements are accounted for using the equitymethod.

Presentation of Company financialstatementsThe structure of the Company balance sheets andCompany statements of income are aligned as much aspossible with the Consolidated statements in order toachieve optimal transparency between the Groupfinancial statements and the Company financialstatements. Consequently, the presentation of theCompany statements deviates from Dutch regulations.

The Company balance sheet has been prepared beforethe appropriation of result.

Additional informationFor “Additional information” within the meaning ofSection 2:392 of the Dutch Civil Code, please refer tosection 12.5, Independent auditor’s report, of thisAnnual Report and note P, Appropriation of profits andprofit distributions.

Company financial statements 12.1


12.1 Statements of income

Koninklijke Philips N.V.Statements of income in millions of EURFor the year ended December 31

2016 2017

A Sales 422 363

Cost of sales (34) (35)

Gross margin 388 328

Selling expenses (17) (11)

General and administrative expenses (21) (27)

B Other business income (expense) 59 489

C Income from operations 409 780

D Financial income 448 642

D Financial expenses (466) (444)

Income before taxes 391 978

E Income tax expense (142) (73)

Income after tax 249 906

H Results relating to investments in associates 4 (109)

Net income (loss) from group companies 1,195 860

Net income 1,448 1,657




12.2 Balance sheets before appropriation of results

Koninklijke Philips N.V.Balance sheets in millions of EURAs of December 31

2016 2017

Assets

Non-current assets

Property, plant and equipment 1 1

G Intangible assets 80 56

H Financial fixed assets 22,012 19,246

Non-current receivables 79 43

Deferred tax assets 548 457

I Other non-current financial assets 148 171

Total non-current assets 22,868 19,974

Current assets

Current financial assets 91 1

J Receivables 8,458 11,436

K Cash and cash equivalents 756 1,109

Total current assets 9,305 12,546


L Equity

Common shares 186 188

Capital in access of par value 3,083 3,311

Legal Reserves 1,995 1,088

Other Reserves 5,834 5,755


Total equity 12,546 11,999

Liabilities

Non-current liabilities

M Long-term debt 2,602 3,843

Long-term provisions 7 7

Deferred tax liabilities 11 11

Other non-current liabilities 667 356

Total non-current liabilities 3,287 4,217

Current liabilities

M Short-term debt 15,815 16,002

N Other current liabilities 525 303

Total current liabilities 16,340 16,305

Liabilities and shareholders’ equity 32,173 32,521




12.3 Statement of changes in equity

Koninklijke Philips N.V.Statement of changes in equity in millions of EURFor the year ended December 31

com

mon sh

ares

capita

l in e

xcess

of p

ar valu

e

availa

ble-f

or-sa

le fi

nancial a

ssets

cash

flow

hedges

affilia

ted co

mpanie

s

curre

ncy tr

anslatio

n diff

erence

s

reta

ined e

arnin

gs1)

treasu

ry sh

ares

net inco

me

share

holders

’ equity

legal reserves other reserves

Balance as of January 1, 2017 186 3,083 36 10 715 1,234 6,015 (181) 1,448 12,546

Appropriation of prior yearresult 1,448 (1,448)


Release revaluation reserve

Net current period change (66) 33 (12) (1,072) 436 (681)

Income tax on net current period change (1) (3) 39 35

Reclassification into income 1 (17) 191 175

Dividend distributed 2 356 (742) (384)

Cancellation of treasuryshares

Purchase of treasury shares (318) (318)

Re-issuance of treasury shares (205) 3 334 133

Forward contracts (1,018) (61) (1,079)

Share call options 95 (255) (160)

Share-based compensation plans 85 85

Income tax on share-based compensation plans (8) (8)

Balance as of December 31, 2017 188 3,311 (30) 23 703 392 6,237 (481) 1,657 11,999

1) The presentation of prior-year information has been updated to address two tax related adjustments as explained in note 1, Significant accounting policies.


A B C D E F G Company financial statements 12.4


12.4 Notes

Notes to the Company financial statements

A SalesSales relate to external sales and mainly compriselicense income from intellectual property rights ownedby the Company.

B Other business income

Koninklijke Philips N.V.Other Business Income in millions of EUR2016-2017

2016 2017

Other business income (expense) fromdeconsolidation of Philips Lighting 538

Other business income (expense) from sale ofLumileds (96)

Other 59 48

Total Other Business Income 59 489

Other business income includes the result which wasrecognized upon the deconsolidation of PhilipsLighting and also reflects a part of the result which wasbooked upon the sale of the combined Lumileds andAutomotive businesses. For more details, please referto note 3, Discontinued operations and assets classifiedas held for sale in the Group financial statements, whichis deemed incorporated and repeated herein byreference.

Other includes income and expense from transactionswith group companies regarding overhead services andbrand license agreements.

C Sales and costs by nature

Koninklijke Philips N.V.Sales and costs by nature in millions of EUR2016 - 2017

2016 2017

Sales 422 363

Costs of materials used (6) (5)

Employee benefit expenses (13) (19)

Depreciation and amortization (14) (30)

Advertising and promotion (7) (4)

Other operational costs (31) (15)

Other business income (expenses) 59 489

Income from operations 409 780

For a summary of the audit fees related to the PhilipsGroup, please refer to the Group Financial statementsnote 6, Income from operations, which is deemedincorporated and repeated herein by reference.

D Financial income and expenseFinancial income mainly consists of interest receivedfrom intercompany financing transactions. Interestreceived from third parties was EUR 9 million (2016:EUR 21 million).

E Income taxKoninklijke Philips N.V. is head of the fiscal unity thatexists for Dutch corporate income tax purposes.

The income tax expense of EUR 73 million reported inthe Company Statements of income represents theconsolidated amount of current and deferred taxexpense for all members of the fiscal unity. Theeffective tax rate increased in 2017 compared to 2016,mainly due to changes in the contribution of income ofmembers of the fiscal unity to the total taxable result ofthe fiscal unity, as compared to the Company’scontribution. The effective tax rate in 2017 is lowcompared to the Dutch statutory tax rate of 25%, mainlydue to income relating to participations not beingsubject to tax.

At December 31, 2017, net operating loss and tax creditcarryforwards for which no deferred tax assets havebeen recognized in the balance sheet amount to EUR20 million.

F EmployeesThe number of persons having a contract with theCompany at the year-end 2017 was 8 (2016: 8):

• 3 of them had a services contract;• 5 of them had a contract of employment.

They were all posted in the Netherlands.

For the remuneration of past and present members ofboth the Board of Management and the SupervisoryBoard, please refer to note 27, Information onremuneration, of this Annual Report, which is deemedincorporated and repeated herein by reference.

G Intangible assetsIntangible assets include mainly licenses and patents.The changes during 2017 are as follows;

Koninklijke Philips N.V.Intangible assets in millions of EUR2017


Cost 113

Amortization/ impairments (33)

Book value 80


Reclassifications

Additions 6

Amortization (18)

Impairment (12)

Total changes (24)


Cost 106

Amortization/ impairments (50)

Book value 56

Company financial statements 12.4 H I


H Financial fixed assetsThe investments in group companies and associatesare presented as financial fixed assets in the balancesheet using the equity method, with the exception ofthe retained interest in Philips Lighting (presentedunder Investments in associates) for which we use theaccounting treatment explained below. Goodwill paidupon acquisition of investments in group companies orassociates is included in the net equity value of theinvestment and is not shown separately on the face ofthe balance sheet. Loans provided to group companiesare stated at amortized cost, less impairment.

Investments in associates represent minorityinvestments in various companies, with the 29.01%interest in Philips Lighting being the most notableinvestment. The valuation basis for the retained interestis the lower of the carrying value as per November 28,2017 based on the closing share price of EUR 32.975(the date of initial recognition of an investment inassociate in the Company balance sheet) or the valuebased on the stock price, less cost to sell, at reportingdate.

The changes during 2017 were as follows:

Koninklijke Philips N.V.Financial fixed assets in millions of EUR2017

investmentsin group

companies investments

in associates loans total

Balance as ofJanuary 1, 2017 13,891 57 8,064 22,012

Changes:

Acquisitions/additions 887 1,374 264 2,524

Sales/redemption (2,247) (7) (1,801) (4,055)

Net income fromaffiliatedcompanies 860 (1) 859

Dividendsreceived (213) (213)

Value adjustment (109) (109)

Translationdifferences (1,036) (5) (731) (1,772)

Balance as ofDecember 2017 12,142 1,308 5,796 19,246

The changes reflected in the table above mainly relateto the sale of the combined Lumileds and Automotivebusinesses, the deconsolidation of Philips Lighting(both described in note 3, Discontinued operations andassets classified as held for sale) and aquisitionsdescribed in note 4, Acquisitions and divestments.These notes are part of the Group financial statements,which are deemed incorporated and repeated hereinby reference.

The line acquisitions/additions relates to capitalinjections in group companies, internal restructurings ofgroup companies (mainly relating to legal entitiesbelonging to the combined Lumileds and Automotive

businesses), new acquisitions and the initial recognitionof Philips Lighting as an investment in associate (EUR1,368 million).

The line sales/redemptions mainly relates to thedivestment of legal entities belonging to the combinedLumileds and Automotive businesses, thedeconsolidation of Philips Lighting and internalrestructuring transactions.

The line dividends received represents interimdividends paid by group companies to KoninklijkePhilips N.V.

The line value adjustments mainly reflects theadjustment in the value of our retained interest inPhilips Lighting (EUR 104 million).

The line translation adjustments reflects valueadjustments of net invested capital in foreign groupcompanies and loans to group companiesdenominated in other currencies than EUR. The valuedecline is mainly due to the lower USD/EUR rate.

A list of investments in group companies, prepared inaccordance with the relevant legal requirements (DutchCivil Code, Book 2, Sections 379 and 414), is depositedat the Chamber of Commerce in Eindhoven,Netherlands.

I Other financial assetsThe changes during 2017 were as follows:

Koninklijke Philips N.V.Other financial assets in millions of EUR2017

available-for-salefinancial

assets loans and

receivables

financialassets at

fair valuethrough

profit andloss total

Balance as ofJanuary 1, 2017 118 30 148

Changes:

Reclassifications (1) (1)

Acquisitions/additions 36 36

Sales/redemptions/reductions (10) (2) (2) (14)

Impairments - - -

Value adjustments 4 - 2 6

Translationdifferences (4) - - (4)

Balance as ofDecember 31,2017 144 27 171

Available-for-sale financial assetsThe Company’s investments in available-for-salefinancial assets mainly consist of investments incommon shares of companies in various industries. Theline acquisitions/additions mainly relates to capital

J K L Company financial statements 12.4


calls for certain investment funds. The line sales/redemptions/reductions relates to distribution notesfrom those investment funds.

J Receivables

Koninklijke Philips N.V.Receivables in millions of EUR2016 - 2017

2016 2017

Trade accounts receivable 86 74

Receivables from group companies 8,176 11,183

Other receivables 50 101

Advances and prepaid expenses 12 6

Derivative instruments - assets 134 73

Receivables 8,458 11,436

The Company’s receivables from group companiesmainly include the receivables that arose fromintercompany in house bank contracts.

K Cash and cash equivalentsCash and cash equivalents are all freely available. Theincrease of cash and cash equivalents was mainly dueto the proceeds from sale of combined Lumileds andAutomotive businesses, disposal of Philips Lightingshares and internal cash transfers.

L Shareholders’ equity

Common sharesAs of December 31, 2017, authorized common sharesconsist of 2 billion shares (December 31, 2016: 2 billion;December 31, 2015: 2 billion) and the issued and fullypaid share capital consists of 940,909,027 commonshares, each share having a par value of EUR 0.20(December 31, 2016: 929,644,864).

The following table shows the movements in theoutstanding number of shares:

Koninklijke Philips N.V.Outstanding number of shares in number of shares2016 - 2017

2016 2017

Balance as of January 1 917,103,586 922,436,563

Dividend distributed 17,344,462 11,264,163

Purchase of treasury shares (25,193,411) (19,841,595)

Re-issuance of treasury shares 13,181,926 12,332,592

Balance as of December 31 922,436,563 926,191,723

Preference sharesAs a means to protect the Company and itsstakeholders against an unsolicited attempt to obtain(de facto) control of the Company, the Annual GeneralMeeting of Shareholders in 1989 adopted amendmentsto the Company’s articles of association that allow theBoard of Management and the Supervisory Board toissue (rights to acquire) preference shares to a thirdparty. The ‘Stichting Preferente Aandelen Philips’ hasbeen granted the right to acquire preference shares inthe Company. Such right has not been exercised as ofDecember 31, 2017 and no preference shares have been

issued. Authorized preference shares consist of 2 billionshares as of December 31, 2017 (December 31, 2016: 2billion).

Options, restricted and performance sharesThe Company has granted stock options on its commonshares and rights to receive common shares in thefuture. Please refer to note 26, Share-basedcompensation, which is deemed incorporated andrepeated herein by reference.

Treasury sharesIn connection with the Company’s share repurchaseprograms (see next paragraph for Share repurchasemethods for the purposes of share deliveries undershare-based compensation plans and capitalreduction), shares which have been repurchased andare held in Treasury for the purpose of (i) delivery uponexercise of options, restricted and performance shareprograms, and (ii) capital reduction, are accounted foras a reduction of shareholders’ equity. Treasury sharesare recorded at cost, representing the market price onthe acquisition date. When issued, shares are removedfrom treasury shares on a first-in, first-out (FIFO) basis.

When treasury shares are reissued under theCompany’s option plans, the difference between thecost and the cash received is recorded in retainedearnings. When treasury shares are reissued under theCompany’s share plans, the difference between themarket price of the shares issued and the cost isrecorded in retained earnings, the market price isrecorded in capital in excess of par value.

Dividend withholding tax in connection with theCompany’s purchase of treasury shares for capitalreduction purposes is recorded in retained earnings.

The following transactions took place resulting fromemployee option and share plans:

Koninklijke Philips N.V.Employee option and share plan transactions2016 - 2017

2016 2017

Shares acquired 8,601,426 15,222,662



Shares delivered 13,181,926 12,332,592

Average price (FIFO) EUR 25.86 EUR 27.07

Cost of delivered shares EUR 341 million EUR 334 million

Total shares in treasuryat year-end 7,208,301 10,098,371

Total cost EUR 181 million EUR 331 million



In order to reduce share capital, the followingtransactions took place:

Koninklijke Philips N.V.Share capital transactions2016 - 2017

2016 2017

Shares acquired 16,591,985 4,618,933



Reduction of capitalstock (shares) 18,829,985

Reduction of capitalstock EUR 450 million

Total shares in treasuryat year-end 4,618,933

Total cost EUR 150 million

Share purchase transactions related to employeeoption and share plans, as well as transactions relatedto the reduction of share capital, involved a cashoutflow of EUR 642 million, which includes the impactof taxes. A cash inflow of EUR 227 million from treasuryshares mainly includes settlements of share-basedcompensation plans.

Share repurchase methods for the purposesof share deliveries under share-basedcompensation plans and capital reduction During 2017, Royal Philips repurchased shares forcovering obligations resulting from past and presentshare-based compensation programs via threedifferent methods: (i) daily share buy-back repurchasesin the open market via an intermediary (ii) repurchaseof shares via forward contracts for future delivery ofshares (iii) the unwinding of call options on own shares.In 2017, Royal Philips also entered into forwardcontracts with several banks to repurchase shares forcapital reduction purposes. The methods (ii) and (iii) aredetailed below.

Forward share repurchase contractsIn order to hedge commitments under share-basedcompensation plans, Philips entered into a forwardcontract in the first quarter of 2017. This transactioninvolved 3 million shares. This resulted in a reduction ofRetained earnings of EUR 81 million against Short-termliabilities. In 2017, there were three settlements underthe forward share buy-back contract involving2,250,000 shares, resulting in a EUR 61 million increasein Retained earnings against Treasury shares. Theremaining 750,000 shares, with a forward price of EUR27.03, will be repurchased in the first quarter of 2018.

In order to reduce its share capital, Royal Philips alsoentered into six forward contracts. In 2017, EUR 998million was deducted from Retained earnings and wasrecorded against Short-term liabilities. The forwardcontacts involved 31,020,000 shares with a settlementdate varying between October 2018 and June 2019 anda weighted average forward price of EUR 32.22. Forfurther information on the forward contracts please

refer to note 18, Debt of Group financial statements,which is deemed incorporated and repeated herein byreference.

Share call optionsDuring 2016 Philips bought EUR and USD-denominated call options to hedge options grantedunder share-based compensation plans before 2013.

In 2017, the Company unwound 5,268,741 EUR-denominated and 2,661,016 USD-denominated calloptions against the transfer of the same number ofRoyal Philips shares (7,929,757 shares) and anadditional EUR 160 million cash payment to the buyerof the call options.

The number of outstanding EUR denominated optionswere 3,287,125 and USD-denominated options were2,974,344 as of December 2017.

Dividend distributionIn June 2017, Philips settled a dividend of EUR 0.80 percommon share, representing a total value of EUR 742million including costs. Shareholders could elect for acash dividend or a share dividend. Approximately 48%of the shareholders elected for a share dividend,resulting in the issuance of 11,264,163 new commonshares. The settlement of the cash dividend involved anamount of EUR 384 million (including costs).


Legal reservesAs of December 31, 2017, legal reserves relate tounrealized losses on available-for-sale financial assetsof EUR 30 million (2016: EUR 36 million), unrealizedgains on cash flow hedges of EUR 23 million (2016: EUR10 million unrealized losses), ‘affiliated companies’ ofEUR 703 million (2016: EUR 715 million) and unrealizedcurrency translation gains of EUR 393 million (2016:EUR 1,234 million unrealized gains).

The item ‘affiliated companies’ relates to the ‘wettelijkereserve deelnemingen’, which is required by Dutch law.This reserve relates to any legal or economicrestrictions on the ability of affiliated companies totransfer funds to the parent company in the form ofdividends.



Limitations in the distribution ofshareholders’ equityAs at December 31, 2017, pursuant to Dutch law,limitations exist relating to the distribution ofshareholders’ equity of EUR 1,306 million. Suchlimitations relate to common shares of EUR 188 million,unrealized gains related to cash flow hedges of EUR 23million, unrealized currency translation gains of EUR393 million and ‘affiliated companies’ of EUR 703million. The unrealized losses related to available-for-sale financial assets of EUR 30 million, qualify as a legalreserve and reduce the distributable amount due to thefact that this reserve is negative.

As at December, 2016, pursuant to Dutch law,limitations exist relating to the distribution ofshareholders’ equity of EUR 2,181 million. Suchlimitations relate to common shares of EUR 186 million,as well as available-for-sale financial assets of EUR 36million, unrealized gains related to cash flow hedges ofEUR 10 million, unrealized currency translation gains ofEUR 1,234 million and ‘affiliated companies’ of EUR 715million.

Company financial statements 12.4 M N


M Debt

Long-term debt

Koninklijke Philips N.V.Long-term debt in millions of EUR, unless otherwise stated2016 - 2017

(range of)interest

rates average

interest rate

amountoutstanding

in 2017 amount due

in 1 year amount dueafter 1 year

amount dueafter 5 years

averageremaining

term (inyears)

amountoutstanding

in 2016

USD bonds 3.8 - 7.8% 5.4% 2,137 2,137 1,305 13.3 3,608

EUR bonds 0.0 - 0.5% 0.3% 997 997 496 3.7

Intercompanyfinancing 1.3% - 3.8% 3.3% 118 118 584

Bank borrowings 0.9-0.9% 0.9% 178 44 133 2.1 200

Other long-term debt 0.0-0.9% 0.9% 19 19 1.0 37

Forward contracts 970 394 576 1.2

4,418 575 3,843 1,801 4,429

Correspondingamount in 2016 4,429 1,827 2,602 2,424 5,632

The following amounts of the long-term debt as ofDecember 31, 2017, are due in the next five years:

Koninklijke Philips N.V.Long-term debt due in the next five years in millions of EUR2017

2018 575

2019 1,121

2020 44

2021 44

2022 833

Long -term debt 2,617

Corresponding amount in 2016 2,005

For redemption and other further information, refer tonote 18, Debt in the group financial statements, whichis deemed incorporated and repeated herein byreference.

Short-term debtShort-term debt mainly relates to the current portion ofoutstanding external and intercompany long-term debtof EUR 575 million (2016: EUR 1,827 million), other debtto group companies totaling EUR 15,378 million (2016:EUR 13,976 million) and short-term bank borrowings ofEUR 0.03 million (2016: EUR 7 million).

N Other current liabilities

Koninklijke Philips N.V.Other current liabilities in millions of EUR2016 - 2017

2016 2017

Other short-term liabilities 12 18

Accrued expenses 181 82

Derivative instruments - liabilities 332 203

Other current liabilities 525 303

O P Q Company financial statements 12.4


O Contractual obligations and contingentliabilities not appearing in the balance sheetThe Company has entered into contracts with venturecapitalists where it committed itself to make, undercertain conditions, capital contributions to theirinvestment funds to an aggregated amount of EUR 83million (2016: EUR 90 million) until June 30, 2021. As atDecember 31, 2017 capital contributions already madeto this investment funds are recorded as available-for-sale financial assets within Other non-current financialassets.

General guarantees as referred to in Section 403, Book2, of the Dutch Civil Code, have been given by theCompany on behalf of several group companies in theNetherlands. The liabilities of these companies to thirdparties and investments in associates totaled EUR 1,224million as of year-end 2017 (2016: EUR 1,170 million).Guarantees totaling EUR 484 million (2016: EUR 667million) have also been given on behalf of other groupcompanies. As at December 31, 2017 there have beenno credit guarantees given on behalf of unconsolidatedcompanies and third parties (2016: also nil).

The Company is the head of a fiscal unity that containsthe most significant Dutch wholly-owned groupcompanies. The Company is therefore jointly andseverally liable for the tax liabilities of the tax entity asa whole. For additional information, please refer tonote 24, Contingent assets and liabilities, which isdeemed incorporated and repeated herein byreference.

P Appropriation of profits and profitdistributionsPursuant to article 34 of the articles of association ofthe Company, a dividend will first be declared onpreference shares out of net income. The remainder ofthe net income, after any retention by way of reservewith the approval of the Supervisory Board, shall beavailable for distribution to holders of common sharessubject to shareholder approval after year-end. As ofDecember 31, 2017, the issued share capital consistsonly of common shares. No preference shares havebeen issued. Article 33 of the articles of association ofthe Company gives the Board of Management thepower to determine what portion of the net incomeshall be retained by way of reserve, subject to theapproval of the Supervisory Board.


Q Subsequent eventsThere are no significant subsequent events whichrequire disclosure.



12.5 Independent auditor’s reportTo: The Supervisory Board and Shareholders ofKoninklijke Philips N.V.

Report on the audit of the financialstatements 2017 included in the annualreport

Our opinionWe have audited the financial statements 2017 ofKoninklijke Philips N.V. (the Company), based inEindhoven, the Netherlands. The financial statementsinclude the group financial statements and thecompany financial statements.

In our opinion:

• The accompanying group financial statements give atrue and fair view of the financial position ofKoninklijke Philips N.V. as at December 31, 2017, andof its result and its cash flows for 2017 in accordancewith International Financial Reporting Standards asadopted by the European Union (EU-IFRS) and withPart 9 of Book 2 of the Dutch Civil Code

• The accompanying company financial statementsgive a true and fair view of the financial position ofKoninklijke Philips N.V. as at December 31, 2017, andof its result for 2017 in accordance with Part 9 of Book2 of the Dutch Civil Code

The group financial statements comprise:

• The consolidated balance sheet as at December 31,2017

• The following statements for 2017: the consolidatedstatements of income, comprehensive income,changes in equity and cash flows

• The notes comprising a summary of the significantaccounting policies and other explanatoryinformation

The company financial statements comprise:

• The company balance sheet as at December 31, 2017• The company statements of income and changes in

equity for 2017• The notes comprising a summary of the accounting

policies and other explanatory information

Basis for our opinionWe conducted our audit in accordance with Dutch law,including the Dutch Standards on Auditing. Ourresponsibilities under those standards are furtherdescribed in the “Our responsibilities for the audit of thefinancial statements” section of our report.

We are independent of Koninklijke Philips N.V. inaccordance with the EU Regulation on specificrequirements regarding statutory audit of public-interest entities, the “Wet toezichtaccountantsorganisaties” (Wta, Audit firms supervisionact), the “Verordening inzake de onafhankelijkheid van

accountants bij assurance-opdrachten” (ViO, Code ofEthics for Professional Accountants, a regulation withrespect to independence) and other relevantindependence regulations in the Netherlands.Furthermore we have complied with the “Verordeninggedrags- en beroepsregels accountants” (VGBA, DutchCode of Ethics).

We believe the audit evidence we have obtained issufficient and appropriate to provide a basis for ouropinion.

Materiality

Materiality EUR 60 million

Benchmarkapplied 5% of income before taxes

Explanation Based on our professional judgment we consider anearnings-based measure as the most appropriatebasis to determine materiality. During our planningwe assessed the benchmark amount, taking intoaccount the impact of potential divestments and theanticipated deconsolidation of Philips Lighting in2017.Based on the actual benchmark result, the materialitywould exceed the initial planning materiality,however, we continued to apply a materiality of EUR60 millionThe materiality and applied benchmark are in linewith the 2016 audit.

We have also taken into account misstatements and/orpossible misstatements that in our opinion are materialfor the users of the financial statements for qualitativereasons.

We agreed with the Supervisory Board thatmisstatements in excess of EUR 3 million, which areidentified during the audit, would be reported to them,as well as smaller misstatements that in our view shouldbe reported on qualitative grounds.

Scope of the group auditKoninklijke Philips N.V. is at the head of a group ofentities. The consolidated statements of KoninklijkePhilips N.V. represents the financial information of thisgroup.

Following our assessment of the risk of materialmisstatement to Koninklijke Philips N.V.’s groupfinancial statements, we have selected 9 componentswhich required an audit of the complete financialinformation (Full Scope Components) and 42components requiring audit procedures on specificaccount balances or specified audit procedures that weconsidered had the potential for the greatest impact onthe significant accounts in the financial statements,either because of the size of these accounts or their riskprofile (Specific- or Specified Scope Components).Although Philips Lighting has been deconsolidated asof November 2017, for the financial statement audit, itwas assigned as a Full Scope Component. We alsoperformed audit procedures on certain accountingareas managed centrally, such as goodwill. In addition,


1 This overview excludes Philips Lighting due to its deconsolidation as per end of November 2017 Annual Report 2017 183

the central audit team has been involved in the auditprocedures on tax and legal claims, litigation andcontingencies.

Where this did not give adequate quantitative coverageof significant account balances, we used our judgmentto scope additional procedures on account balances orrequested the component auditors to performadditional specified procedures (SpecifiedProcedures). As a result of our scoping of the completefinancial information, specific account balances and theperformance of audit procedures at different levels inthe organization, our actual coverage varies peraccount balance and the depth of our audit proceduresper account balance varies depending on our riskassessment.

Of the remaining components, we performed selectedother procedures, including analytical review anddetailed testing to respond to any potential risks ofmaterial misstatements to the financial statements.

Accordingly, our audit coverage 1, for selected accountbalance included in the key audit matters stated below,are summarized as follows:

Goodwill in %

100Full scope

Deferred tax assets in %

23Full scope

62Specific scope

3Specified procedures

12Other procedures

Sales in %

20Full scope

42Specific scope


8Other procedures

Legal claims, litigation and contingencies in %

5Full scope

42Specific scope


Involvement with component teamsComponent materiality was determined by ourjudgment, based on the relative size of the componentand our risk assessment. Component materiality did notexceed EUR 30 million and the majority of ourcomponent auditors applied a component materialitythat is significantly less than this threshold.

Component auditors visited the Netherlands in 2017 toattend our global audit planning conference, to discussthe Group audit, risks, audit approach and instructions.In addition, we sent detailed instructions to allcomponent auditors, covering the significant areas thatshould be covered and the information required to bereported to us. Based on our risk assessment, we visitedcomponent locations in the U.S.A., China, theNetherlands, Panama, Hong Kong, Germany, India,France and Israel. These visits encompassed some, orall, of the following activities: co-developing thesignificant risk area audit approach, reviewing key localworking papers and conclusions, meeting with localand regional leadership teams, obtaining anunderstanding of key control processes includingcentralized entity level controls processes andattending closing meetings. We interacted regularlywith the component teams where appropriate duringvarious stages of the audit, attended in person or viaconference call, Full Scope Component and certainSpecific Scope Component closing meetings, reviewedkey working papers and were responsible for the scopeand direction of the audit process.

By performing the procedures mentioned above atgroup entities, together with additional procedures atgroup level, we have been able to obtain sufficient andappropriate audit evidence about the group’s financialinformation to provide an opinion about the groupfinancial statements.

Our key audit mattersKey audit matters are those matters that, in ourprofessional judgment, were of most significance in ouraudit of the financial statements. We havecommunicated the key audit matters to the SupervisoryBoard. The key audit matters are not a comprehensivereflection of all matters discussed.

These matters were addressed in the context of ouraudit of the financial statements as a whole and informing our opinion thereon, and we do not provide aseparate opinion on these matters.



Valuation of Goodwill

Risk At December 31, 2017, the total carrying value of goodwill amounted to EUR 7,731 million, representing 30,5%of the group’s total assets. Goodwill is allocated to Cash Generating Units (CGUs) for which management isrequired to test the carrying value of goodwill for impairment annually or more frequently if there is atriggering event for testing. We focused on this area given the significant judgment and complexity ofvaluation methodologies used to determine whether the carrying value of goodwill is appropriate, whichincludes the assumptions used within models to support the recoverable amount of goodwill. Furtherreference is made to note 11, Goodwill.

Our audit approach As part of our audit we assessed and tested the assumptions, methodologies and data used by the Companyin their valuation model, by comparing them to external data such as expected inflation rates, discount ratesand implied growth rates. Additionally, we validated that the cash flow projections used in the valuation areconsistent with the information approved by the Executive Committee and have evaluated the historicalaccuracy of management’s estimates that drive the assessment, such as business plans and expected growthrates. We challenged if the identified CGUs are in line with how management monitors the entity’s operations.Furthermore we reconciled the market value of the Company to the sum of the carrying values of the CGUs.

We included in our team a valuation expert to assist us in these audit activities.

Our main focus was on the CGUs Home Monitoring, Population Health Management and HealthcareInformatics (all within the Connected Care & Health Informatics segment) as these represent CGUs withlimited headroom. We gained a more in-depth understanding of the developments of the performance ofthese CGUs and corroborated if they are in line with forecasted figures. For these CGUs we performedsensitivity analysis by stress testing key assumptions in the model to consider the degree to which theseassumptions would need to change before an impairment charge would have to be recognized.

We have also tested the effectiveness of the Company’s internal controls around the goodwill accountingincluding their prospective financial information (PFI). We also assessed the adequacy of the Company’sdisclosure around goodwill as included in note 11, Goodwill.

Key observations We consider management’s assumptions to be within an reasonable range.

We note that the Company concluded from its impairment tests that headroom for the CGUs HomeMonitoring, Population Health Management and Healthcare Informatics is relatively limited and thus sensitiveto changes in the assumptions.

We agree with management’s conclusion that no impairment of goodwill is required in 2017. We assessed thatthe disclosures in note 11, Goodwill are reasonable.

Valuation and disclosure related to deferred tax assets

Risk The Company has a significant amount of deferred tax assets, mainly resulting from net operating losses. Theaccounting for deferred tax assets is significant to our audit since the Company makes judgments andestimates of forecasted taxable income in relation to the realization of deferred tax assets.

At December 31, 2017, the deferred tax assets are valued at EUR 1,598 million. Further reference is made tonote 8, Income taxes.

Our audit approach With the involvement of our tax experts we evaluated the tax accounting in various jurisdictions in which theCompany operates, taking into account the impact of the local tax jurisdiction and changes in the respectivetax legislation. Focus area in this respect were the accounting and disclosure implications of the US Tax Cutsand Jobs Act enacted in December 2017, as the reported amounts are subject to estimation due touncertainties relating to the impact of the Act and the modalities of its application.

We tested management’s assumptions used to determine the probability that deferred tax assets recognizedin the balance sheet will be recovered. This is based upon forecasted taxable income in the countries wherethe deferred tax assets originated and the periods when the deferred tax assets can be utilized. The forecasts(based on the Company’s PFI) were evaluated by us and we assessed the historical accuracy ofmanagement’s assumptions.

We have also tested the effectiveness of the Company’s internal controls around the valuation of deferred taxassets. Substantive audit procedures comprised comparing information provided by management tocorroborative or contradictory information where possible, such as previous history in certain countries. Wealso assessed the adequacy of the Company’s disclosures included in note 8, Income taxes.

Key observations We consider the Company’s accounting policies acceptable and the management assumptions and estimatesto be within the reasonable range.

The impact of the US Tax Cuts and Jobs Act amounted to EUR 200 million of which EUR 99 million has beenpresented as discontinued operations based on the origin of the deferred tax (backwards tracing).

We assessed that the disclosures in note 8, Income taxes are reasonable.



Revenue recognition – multiple element sales contracts and sales promotions

Risk Sales contracts for certain transactions primarily entered into in the Diagnosis & Treatment businesses andthe Connected Care & Health Informatics businesses involve multiple elements. Those multiple elements, orseparately identifiable components, are recognized based on their relative fair value and achievement ofrevenue recognition criteria. This gives rise to the risk that sales could be misstated due to the complexity ofthe multi-element contracts and the incorrect determination of the relative fair value elements and timing ofthe related revenue recognition.

In addition, primarily in the Personal Health businesses the Company has sales promotions relatedagreements with distributors and retailers whereby discounts and rebates are provided according to thequantity of goods sold and promotional and marketing activity performed. The agreements of these salespromotions can include a number of characteristics that require judgment to be applied in determining theappropriate accounting treatment based on the terms of respective agreements. Management must estimatethe sales related accruals (rebates, marketing and promotional support, coupon and stock protection) as atthe balance sheet date based on forecast information over the term of the promotion. There may also beincentives to change the timing of when sales related accruals within the Personal Health businesses arerecognized. Further reference is made to note 2, Information by segment and main country.

Our audit approach Our audit procedures included, amongst others, assessing the appropriateness of the Company’s revenuerecognition accounting policies, including the impact of the new revenue recognition accounting standard(IFRS 15) which will be adopted as of January 1, 2018 and related disclosure as included in note 1, Significantaccounting policies.

We verified the relative fair value determination and we assessed the accuracy of the sales recorded byinspection of selected sales contracts, external confirmations, review of installation hours reported afterrecognition of revenue and inspection of hand over certificates.

With respect to the sales related accruals, our procedures included:

- Testing management’s controls around the completeness and accuracy of the sales promotionsagreements recognized in the accounting system

- Challenging management’s assumptions used in determining the sales related accruals

- Sampling recorded amounts to contractual evidence

- Performing retrospective review of actual expenses verifying there were no significant differences to priorperiod sales related accruals

- Testing cut-off through assessing the sales promotion obligations around the year-end

Furthermore we tested the effectiveness of the Company’s controls over the fair value determination of multi-element sales contracts and sales promotions to assess the correct value and timing of revenue recognition.

We also assessed the adequacy of the sales disclosures contained in note 2, Information by segment andmain country.

Key observations We confirm that the Company’s revenue recognition accounting policies were appropriately applied and thatthe impact of the new revenue recognition accounting standard (IFRS 15) is appropriately disclosed in note 1,Significant accounting policies. Furthermore, we have assessed that management’s assumptions are withinthe acceptable range. In addition, we assessed that the disclosures in note 2, Information by segment andmain country are reasonable.



Valuation and disclosure of accrual estimates for legal claims, litigations, regulatory matters and contingencies

Risk The Company and certain of its group companies and former group companies are involved as a party inlegal proceedings, including regulatory and other governmental proceedings as well as investigations byauthorities, and a civil matter with the US Department of Justice relating to the external defibrillator businessin the US.

This area is significant to our audit, since the accounting and disclosure for (contingent) legal liabilities iscomplex and judgmental (due to the difficulty in predicting the outcome of the matter and estimating thepotential impact if the outcome is unfavorable), and the amounts involved are, or can be, material to thefinancial statements as a whole. Further reference is made to note 19, Provisions, and note 24, Contingentassets and liabilities.

Our audit approach Our audit procedures included, amongst others, testing the effectiveness of the Company’s internal controlsaround the identification and evaluation of claims, proceedings and investigations at different levels in thegroup, and the recording and continuous re-assessment of the related (contingent) liabilities and provisionsand disclosures. We inquired with both internal and external legal staff as well as with the Company’sfinancial staff in respect of ongoing investigations or claims, proceedings and investigations, inspectedrelevant correspondence, inspected the minutes of the meetings of the Audit Committee, Supervisory Boardand Executive Committee, requested a confirmation letter from the group’s in-house legal counsel andobtained external legal confirmation letters from a selection of external legal counsels. For claims settledduring the year, we vouched the cash payments, as appropriate, and read the related settlement agreementsin order to verify whether the settlements were properly accounted for.

Specifically related to ongoing investigations, we were supported by a fraud investigation expert.

We also assessed the adequacy of the Company’s disclosure around legal claims, litigations, regulatorymatters and contingencies as included in note 19, Provisions and note 24, Contingent assets and liabilities.

Key observations We consider management’s conclusion on the predicted outcome and estimation of potential impactreasonable and we assessed that the disclosures in note 19, Provisions and note 24, Contingent assets andliabilities are reasonable.

Acquisitions

Risk During 2017, the Company acquired ten new entities of which Spectranetics was the most significantacquisition. The acquisitions involved an aggregated net cash outflow of EUR 2,333 million. These acquisitionshad an aggregated impact on Goodwill and other intangibles of EUR 1,542 million and EUR 926 millionrespectively.

The Company was required to recognize assets acquired and liabilities assumed at the acquisition-date fairvalues. The acquisitions, and more specifically the judgments around the purchase price allocation (PPA)were significant to our audit.

Our audit approach Our audit procedures included, amongst others, testing the effectiveness of the Company’s internal controlsaround the appropriate accounting for acquisitions and valuation of acquired assets and liabilities.

The Company’s management engaged third-party experts to provide valuation, tax and business modellingsupport with respect to the determination of the fair values of assets and liabilities under IFRS 3. We includedvaluation specialist in our team to assist us with the audit of the PPA.

Our procedures focused primarily on the risks relating to the valuation model, assumptions and judgmentsassociated with the estimation of the fair value measurements. These included:

- Gaining an understanding through enquiry and review of the valuation methodology adopted by theCompany, and comparing the approach with accepted industry practice

- Assessing the appropriateness of key assumptions such as discount rate and royalty, by comparing themwith external benchmarks and with other areas of the financial statements

- Using our specialist team to assist us in auditing the integrity of the models used in the valuations

- Understanding the value attributed to the cash flow benefits of integrating assets and operations withthose of the Company and validating that these benefits had been attributed appropriately to the assetvaluations

- Confirming existence and valuation of assets acquired

- Determining the acquisition date and verify that result were only included as of the date the Companyobtained control

We also assessed the adequacy of the Company’s disclosure around acquisitions as included in note 4,Acquisitions and divestments.

Key observations We were satisfied that management had followed a robust process in the PPA exercise and that it reflectedappropriately the facts and circumstances that existed at the acquisition date.

We assessed that the disclosures in note 4, Acquisitions and divestments are reasonable.



Disposals and discontinued operations accounting treatment

Risk In the course of 2017, the Company completed three separate transactions in Philips Lighting shares whichreduced the interest in this company from 71.23% as of December 31, 2016 to 29.01% as of December 31, 2017,as well as the sale of the majority interest in the combined Lumileds and Automotive businesses.

When reducing the interest in Philips Lighting and the combined Lumileds and Automotive businessesmanagement determined if and when control was lost. Furthermore, management assessed at what point intime Philips Lighting should be accounted for as a discontinued operation and as assets held for sale. Wefocused in our audit procedures on this area given the significant management judgment involved and thecomplexity of the relating accounting. Further reference is made to note 3, Discontinued operations andassets classified as held for sale.

Our audit approach Our audit procedures included, amongst others, testing the effectiveness of the Company’s internal controlsaround the appropriate accounting, assessing the appropriateness of the Company’s accounting policies inrelation to assets held for sale, discontinued operations and the basis of (de)consolidation and assessment ofcompliance with the respective accounting policies.

We met with the Board of Management and Audit Committee of the Supervisory Board and other executivemanagement representatives on a regular basis to understand the status of the planned further sell-down ofPhilips Lighting shares. We assessed management’s evaluation of the accounting of the deconsolidation ofPhilips Lighting and the sale of combined Lumileds and Automotive businesses including the adequacy ofCompany’s disclosures included in note 3, Discontinued operations and assets classified as held for sale.

Key observations Based on the audit procedures performed we verified that management’s assets held for sale, discontinuedoperations and control assessment with respect to the Philips Lighting and the combined Lumileds andAutomotive businesses was adequately and timely performed and correctly accounted for.

Through our audit procedures we have verified that the retained interest of 29.01% in Philips Lighting iscorrectly included in assets classified as held for sale as per December 31, 2017.

We assessed that the disclosures in note 3, Discontinued operations and assets classified as held for sale arereasonable.

In the previous year’s auditor’s report, ‘Companyseparation’, ‘Accounting for discontinued operations’and ‘Initial audit’ were identified as key audit matters.Since the Company finalised the establishment of twoseparate entities (HealthTech and Lighting) in 2016 andwe completed our first year audit, the topics ‘Companyseparation’ and ‘Initial audit’ are no longer a key auditmatter. Following the sale of the majority interest ofLumileds and the further sell-down of Philips Lightingshares, the accounting of discontinued operationscontinued to be an attention area in our audit in 2017,we included this in the key audit matter ‘Disposals anddiscontinued operations accounting treatment’.Following a number of different acquisitions, of whichSpectranetics is the most significant acquisition in 2017,a new key audit matter ‘Acquisitions’ is included.

Report on other information included in theannual reportIn addition to the financial statements and our auditor’sreport thereon, the annual report contains otherinformation that consists of:

• The management report• Other information pursuant to Part 9 of Book 2 of the

Dutch Civil Code• Sustainability statements• Five year key financial and sustainability information• Investor relations information

Based on the following procedures performed, weconclude that the other information:

• Is consistent with the financial statements and doesnot contain material misstatements

• Contains the information as required by Part 9 ofBook 2 of the Dutch Civil Code

We have read the other information. Based on ourknowledge and understanding obtained through ouraudit of the financial statements or otherwise, we haveconsidered whether the other information containsmaterial misstatements. By performing theseprocedures, we comply with the requirements of Part 9of Book 2 of the Dutch Civil Code and the DutchStandard 720. The scope of the procedures performedis less than the scope of those performed in our auditof the financial statements.

Management is responsible for the preparation of theother information, including the management report inaccordance with Part 9 of Book 2 of the Dutch CivilCode and other information pursuant to Part 9 of Book2 of the Dutch Civil Code.

Report on other legal and regulatoryrequirements

EngagementFollowing the appointment by the Annual GeneralMeeting of Shareholders on May 7, 2015, we wereengaged by the Supervisory Board on October 22, 2015as auditor of Koninklijke Philips N.V. as of the audit forthe year 2016 and have operated as statutory auditorsince that date.



No prohibited non-audit servicesWe have not provided prohibited non-audit services asreferred to in Article 5(1) of the EU Regulation on specificrequirements regarding statutory audit of public-interest entities.

Description of responsibilities for thefinancial statements

Responsibilities of the Board of Management andthe Supervisory Board for the financial statementsThe Board of Management is responsible for thepreparation and fair presentation of the financialstatements in accordance with EU-IFRS and Part 9 ofBook 2 of the Dutch Civil Code. Furthermore, the Boardof Management is responsible for such internal controlas the Board of Management determines is necessaryto enable the preparation of the financial statementsthat are free from material misstatement, whether dueto fraud or error.

As part of the preparation of the financial statements,the Board of Management is responsible for assessingthe Company’s ability to continue as a going concern.Based on the financial reporting frameworksmentioned, the Board of Management should preparethe financial statements using the going concern basisof accounting unless the Board of Management eitherintends to liquidate the Company or to ceaseoperations, or has no realistic alternative but to do so.The Board of Management should disclose events andcircumstances that may cast significant doubt on theCompany’s ability to continue as a going concern in thefinancial statements.

The Supervisory Board is responsible for overseeing theCompany’s financial reporting process.

Our responsibilities for the audit of the financialstatementsOur objective is to plan and perform the auditassignment in a manner that allows us to obtainsufficient and appropriate audit evidence for ouropinion.

Our audit has been performed with a high, but notabsolute, level of assurance, which means we may nothave detected all material errors and fraud.

Misstatements can arise from fraud or error and areconsidered material if, individually or in the aggregate,they could reasonably be expected to influence theeconomic decisions of users taken on the basis of thesefinancial statements. The materiality affects the nature,timing and extent of our audit procedures and theevaluation of the effect of identified misstatements onour opinion.

We have exercised professional judgment and havemaintained professional skepticism throughout theaudit, in accordance with Dutch Standards on Auditing,ethical requirements and independence requirements.Our audit included e.g.:

• Identifying and assessing the risks of materialmisstatement of the financial statements, whetherdue to fraud or error, designing and performing auditprocedures responsive to those risks, and obtainingaudit evidence that is sufficient and appropriate toprovide a basis for our opinion. The risk of notdetecting a material misstatement resulting fromfraud is higher than for one resulting from error, asfraud may involve collusion, forgery, intentionalomissions, misrepresentations, or the override ofinternal control

• Obtaining an understanding of internal controlrelevant to the audit in order to design auditprocedures that are appropriate in the circumstances

• Evaluating the appropriateness of accountingpolicies used and the reasonableness of accountingestimates and related disclosures made bymanagement

• Concluding on the appropriateness ofmanagement’s use of the going concern basis ofaccounting, and based on the audit evidenceobtained, whether a material uncertainty existsrelated to events or conditions that may castsignificant doubt on the Company’s ability tocontinue as a going concern. If we conclude that amaterial uncertainty exists, we are required to drawattention in our auditor’s report to the relateddisclosures in the financial statements or, if suchdisclosures are inadequate, to modify our opinion.Our conclusions are based on the audit evidenceobtained up to the date of our auditor’s report.However, future events or conditions may cause acompany to cease to continue as a going concern

• Evaluating the overall presentation, structure andcontent of the financial statements, including thedisclosures

• Evaluating whether the financial statementsrepresent the underlying transactions and events ina manner that achieves fair presentation

Because we are ultimately responsible for the opinion,we are also responsible for directing, supervising andperforming the group audit. In this respect we havedetermined the nature and extent of the auditprocedures to be carried out for group entities. Decisivewere the size and/or the risk profile of the group entitiesor operations. On this basis, we selected group entitiesfor which an audit or review had to be carried out on thecomplete set of financial information or specific items.



We communicate with the Supervisory Boardregarding, among other matters, the planned scope andtiming of the audit and significant audit findings,including any significant findings in internal control thatwe identify during our audit. In this respect we alsosubmit an additional report to the Audit Committee inaccordance with Article 11 of the EU Regulation onspecific requirements regarding statutory audit ofpublic-interest entities. The information included in thisadditional report is consistent with our audit opinion inthis auditor’s report.

We provide the Supervisory Board with a statementthat we have complied with relevant ethicalrequirements regarding independence, and tocommunicate with them all relationships and othermatters that may reasonably be thought to bear on ourindependence, and where applicable, relatedsafeguards.

From the matters communicated with the SupervisoryBoard, we determine those matters that were of mostsignificance in the audit of the financial statements ofthe current period and are therefore the key auditmatters. We describe these matters in our auditor’sreport unless law or regulation precludes publicdisclosure about the matter or when, in extremely rarecircumstances, not communicating the matter is in thepublic interest.



Signed by S.D.J. Overbeek - Goeseije

Sustainability statements 13


13 Sustainability statements

13.1 Approach to sustainability reportingThis is our tenth annual integrated financial, social andenvironmental report. Philips has a long tradition ofsustainability reporting, beginning with our firstenvironmental Annual Report published in 1999. Thiswas expanded in 2003, with the launch of our firstsustainability Annual Report, which provided details ofour social and economic performance in addition to ourenvironmental results. As a next step, in 2008, wedecided to publish an integrated financial, social andenvironmental report. For more information, pleaserefer to the company’s website.

The sustainability results of Philips Lighting have beenexcluded from this report unless otherwise stated.

Royal Philips publishes its integrated Annual Reportwith the highest (reasonable) assurance level on thefinancial, social and environmental performance. Withthat overall reasonable assurance level Philips is afrontrunner in this field.

13.1.1 Tracking trendsWe follow external trends continuously to determinethe issues most relevant for our company and where wecan make a positive contribution to society at large. Inaddition to our own research, we make use of a varietyof sources, including the United Nations EnvironmentalProgramme (UNEP), World Bank, World EconomicForum, World Health Organization, and the WorldBusiness Council for Sustainable Development(WBCSD). Our work also involves tracking topics ofconcern to governments, non-governmentalorganizations (NGO), regulatory bodies, academia, andfollowing the resulting media coverage.

13.1.2 StakeholdersWe derive significant value from our diversestakeholders across all our activities and engage with,listen to and learn from them. Working in partnershipsis crucial in delivering on our vision to make the worldhealthier and more sustainable through innovation. Weincorporate their feedback on specific areas of ourbusiness into our planning and actions. In addition, weparticipate in meetings and task forces as a member oforganizations including the World Economic Forum,WBCSD, Responsible Business Alliance (RBA - formerlyknown as Electronic Industry Citizenship Coalition(EICC)), the Ellen MacArthur Foundation, and theEuropean Partnership for Responsible Minerals.

Furthermore, we engage with the leading Dutch laborunion (FNV) and a number of NGOs, including Enough,GoodElectronics, the Chinese Institute of Public andEnvironmental Affairs, UNICEF, Amnesty International,Greenpeace and Friends of the Earth as well as a varietyof investors and analysts.

Our sustainability e-mail account([email protected]) enablesstakeholders to share their issues, comments andquestions, also about this Annual Report, with thesustainability team. The table below provides anoverview of the different stakeholder groups, examplesof those stakeholders and the topics discussed, usedfor our materiality analysis.

Stakeholder overview (non-exhaustive)

Examples Processes

Employees - European Works Council- Local Works Councils- Individual employees

Regular meetings, quarterly My Accelerate! Surveys, employee development process,quarterly update webinars. For more information refer to section 3.2, Social performance, ofthis Annual Report.Regular mail updates, team meetings, webinars

Customers - Hospitals- Retailers- Consumers

Joint (research) projects, business development, Lean value chain projects, strategicpartnerships, consumer panels, Net Promoter Scores, Philips Customer Care centers,Training centers, social media

Suppliers - Chinese suppliers in theSupplier Developmentprogram

- Randstad, HP

Supplier development activities (including topical training sessions), supplier forums,supplier website, participation in industry working groups like COCIR and RBA. For moreinformation refer to sub-section 13.3.9, Supplier indicators, of this Annual Report.

Governments,municipalities, etc.

- European Union- Authorities in Indonesia,

Singapore

Topical meetings, research projects, policy and legislative developments, businessdevelopmentTopical meetings, (multi-stakeholder) projects

NGOs - UNICEF, International RedCross

- Friends of the Earth,Greenpeace

Topical meetings, (multi-stakeholder) projects, joint (research) projects, innovationchallenges, renewables projects, social investment program and Philips Foundation

Investors - Mainstream investors- ESG investors

Webinars, roadshows, capital markets day, investor relations and sustainability accounts

http://www.philips.com/a-w/about/company/our-strategy.html

mailto:[email protected]



Sustainability statements 13.1.3


13.1.3 Reporting standardsWe have prepared the integrated annual report in linewith the International Integrated Reporting Council(IIRC) Integrated Reporting framework and the EU NonFinancial Reporting decree (2014/95/EU). We have alsoincluded a visualization of our value creation process.

For the sustainability information included in theintegrated annual report we followed the GlobalReporting Initiative (GRI) Standards-OptionComprehensive. A detailed overview of the GRIComprehensive indicators can be found in the GRIcontent index on our sustainability website. Next, wedeveloped additional company specific indicators. Theinformation on definition, scope and measurement canbe found in this chapter.

We signed up to the United Nations Global Compact inMarch 2007 to advance 10 universal principles in theareas of human rights, labor, the environment and anti-corruption. Our General Business Principles, HumanRights, Sustainability and Environmental Policies, andour Supplier Sustainability Declaration are thecornerstones that enable us to live up to the standardsset by the Global Compact. This is closely monitoredand reported, as illustrated throughout this report,which is also our annual Communication on Progress(COP) submitted to the UN Global Compact Office.

At the World Economic Forum in January 2017 Philipssigned the Compact for Responsive and ResponsibleLeadership. The Compact is an initiative to promote andalign the long-term sustainability of corporations andthe long-term goals of society, with an inclusiveapproach for all stakeholders.

We use this report to communicate on our progresstowards the relevant Sustainable Development Goals(SDGs), in particular SDG 3 (“Ensure healthy lives andpromote well-being for all at all ages”) and SDG 12(“Ensure sustainable consumption and productionpatterns”). Please refer to sub-section 13.3.8,Stakeholder engagement, of this Annual Report formore details.

13.1.4 Material topics and our focusWe identify the environmental, social, and governancetopics which have the greatest impact on our businessand the greatest level of concern to stakeholders alongour value chain. Assessing these topics enables us toprioritize and focus upon the most material topics andeffectively address these in our policies and programs.

Our materiality assessment is based on an ongoingtrend analysis, media search, and stakeholder input. In2017, we conducted a survey among a diversestakeholder group and presented the findings duringthe subsequent stakeholder event. The results for RoyalPhilips are reflected in the materiality matrix below.

Materiality matrix

Importance toStakeholders

Business impact

high

medium

low medium high

Big dataand Privacy

Resourcescarcity

ResponsibleTax policy

Livingwage

Stakeholder activismand transparency

Bio-diversity

Conflictminerals

Waterscarcity

Geo-politicalissues

Energysecurity

CircularEconomy

Partnerships andco-creation

Expanding middle classin growth geographies

Employee healthand safety

ResponsibleSupply Chains

Product responsibilityand regulation

Urbanization

Metrics beyondfinancials

Access to (quality& affordable) care

Business ethics andGeneral Business

Principles

Energyefficiency

HealthyLiving

PatientSafety

Climatechange

Diversity

Pollution

HumanRights

Agingpopulation

UN SustainableDevelopment Goals

Environmental topics Social topics Governance topics

http://www.results.philips.com

http://www.results.philips.com

http://www.philips.com/a-w/about/sustainability/downloads.html

https://www.weforum.org/events/world-economic-forum-annual-meeting-2017/sessions/responsive-and-responsible-leadership-in-2017

https://www.weforum.org/events/world-economic-forum-annual-meeting-2017/sessions/responsive-and-responsible-leadership-in-2017



The business impact scores are based on Philips’ assessment. Our materiality assessmenthas been conducted in the context of the GRI Sustainable Reporting Standards and theresults have been reviewed and approved by the Philips Sustainability Board. As Philipsaspires to become a leading health technology company, we noted a number of aspectsthat changed in terms of materiality in the table below (compared to 2016), for example,health-related aspects like access to healthcare and patient safety have become morematerial.

Key material topics

Reference1)

Environmental Boundaries

- Climate change chapter 1, Message from the CEO, of this Annual Reportsection 3.3, Environmental performance, of this Annual Reportsection 13.4, Environmental statements, of this Annual Report

Supply chain, operations, use phase

- Energy efficiency sub-section 3.3.1, Green Innovation, of this Annual Reportsection 3.3, Environmental performance, of this Annual Reportsection 13.4, Environmental statements, of this Annual Report


- Circular Economy sub-section 3.3.1, Green Innovation, of this Annual Reportsection 3.3, Environmental performance, of this Annual Reportsub-section 13.3.9, Supplier indicators, of this Annual Report


Reference1)

Societal Boundaries

- Access to (quality & affordable) care chapter 1, Message from the CEO, of this Annual Reportsub-section 4.2.1, About Diagnosis & Treatment businesses,of this Annual Reportsub-section 4.3.1, About Connected Care & HealthInformatics businesses, of this Annual Reportsection 3.2, Social performance, of this Annual Report

Use phase

- Healthy Living chapter 1, Message from the CEO, of this Annual Reportsub-section 4.2.1, About Diagnosis & Treatment businesses,of this Annual Reportsub-section 4.3.1, About Connected Care & HealthInformatics businesses, of this Annual Reportsub-section 4.1.1, About Personal Health businesses, of thisAnnual Report

Use phase

- Patient Safety chapter 1, Message from the CEO, of this Annual Reportsub-section 4.2.1, About Diagnosis & Treatment businesses,of this Annual Reportsub-section 4.3.1, About Connected Care & HealthInformatics businesses, of this Annual Reportsub-section 4.1.1, About Personal Health businesses, of thisAnnual Reportsection 3.4, Our commitment to Quality, of this AnnualReport

Use phase

- Aging population chapter 1, Message from the CEO, of this Annual Reportsub-section 4.2.1, About Diagnosis & Treatment businesses,of this Annual Reportsub-section 4.1.1, About Personal Health businesses, of thisAnnual Report

Use phase

- Responsible Supply Chains section 3.2, Social performance, of this Annual Reportchapter 13, Sustainability statements, of this Annual Report

Supply chain

- Employee health and safety sub-section 3.2.9, Health and Safety, of this Annual Report Supply chain, operations

- Conflict minerals sub-section 13.3.9, Supplier indicators, of this AnnualReport

Supply chain



Reference1)

Governance Boundaries

- Business ethics and General BusinessPrinciples

section 6.5, Compliance risks, of this Annual Reportsub-section 3.2.8, General Business Principles, of thisAnnual Report


- Partnerships and co-creation sub-section 4.4.1, About HealthTech Other, of this AnnualReportchapter 13, Sustainability statements, of this Annual Report

Supply chain, use phase

- Metrics beyond financials section 3.2, Social performance, of this Annual Reportsection 3.3, Environmental performance, of this AnnualReportchapter 13, Sustainability statements, of this Annual Report


- Product responsibility and regulation section 6.5, Compliance risks, of this Annual Reportsub-section 4.1.1, About Personal Health businesses, of thisAnnual Reportsub-section 4.2.1, About Diagnosis & Treatment businesses,of this Annual Reportsub-section 4.3.1, About Connected Care & HealthInformatics businesses, of this Annual Reportsection 3.4, Our commitment to Quality, of this AnnualReport


- Big data and Privacy section 6.4, Operational risks, of this Annual Reportsub-section 4.1.1, About Personal Health businesses, of thisAnnual Reportsub-section 4.2.1, About Diagnosis & Treatment businesses,of this Annual Reportsub-section 4.3.1, About Connected Care & HealthInformatics businesses, of this Annual Report


- Human Rights sub-section 3.2.7, Human Rights, of this Annual Report Supply chain, operations, use phase

- Sustainable Development Goals chapter 2, Our strategic focus, of this Annual Reportsection 3.2, Social performance, of this Annual Reportsub-section 13.3.8, Stakeholder engagement, of this AnnualReport


1) With the exception of section 3.2, Social performance, of this Annual Report, section 3.3, Environmental performance, of this Annual Report, and chapter 13,Sustainability statements, of this Annual Report, the sections and chapters referred to are not included in the scope of the assurance engagement

13.1.5 Programs and targets

Philips GroupSustainability commitments2017

baseline year2015 target 2020 2017 actual

Lives Improved1) 2.0 billion 2.5 billion 2.2 billion

Circularrevenues 7% 15% 11%

Green revenues 56% 70% 60%

Operationalcarbon footprint 757 Ktonnes 0 Ktonnes 847 Ktonnes

Operationalwaste recycling 78% 90% 80%

- Hazardoussubstancesemissions 1,419 kilos 50% reduction 1,417 kilos

- TotalRecordableCase (TRC)rate 0.39 0.29 0.36

SupplierSustainability

33% RSLcompliant

85% RSLcompliant

81% RSLcompliant

SupplierSustainability2)

Newdevelopment

programtested

300companies indevelopment

program

220 companiesin development

program

1) Includes Philips Lighting2) For more information see sub-section 13.3.9, Supplier indicators, of this

Annual Report

With the new 5-year ‘Healthy people, sustainableplanet’ program, new sustainability commitments wereintroduced; more detailed targets can be found in therespective sections.

All of our programs are guided by the Philips GeneralBusiness Principles, which provide the framework for allof our business decisions and actions.

13.1.6 Boundaries of sustainability reportingOur sustainability performance reporting encompassesthe consolidated Philips Group activities in the Socialand Environmental Performance sections, followingthe consolidation criteria detailed in this section. As aresult of impact assessments of our value chain wehave identified the material topics, determined theirrelative impact in the value chain (supply chain, ourown operations, and use phase of our products) andreported for each topic on the relevant parts of thevalue chain. More details are provided in the relevantsections in the Sustainability Statements.

The consolidated selected financial information in thissustainability statements section has been derivedfrom the Group Financial Statements, which are basedon IFRS.

13.1.7 Comparability and completenessWe used expert opinions and estimates for some partsof the Key Performance Indicator calculations. There istherefore an inherent uncertainty in our calculations,e.g. Lives Improved and Environmental Profit and Lossaccount. The figures reported are Philips’ best estimate.As our insight increases, we may enhance themethodology in the future.



Social data cover all employees, including temporaryemployees, but exclude contract workers. Due to theimplementation of new HRM systems, we are able toprovide more specific exit information on Philipsemployees from 2014 onwards.

Until 2016, Philips reported on Green Product sales.Due to the change in our businesses, we changed thisin 2016 to Green Revenues, which includes productsand solutions (refer to the definition in 12.1.8). Revenuesfor 2014 and 2015 have been restated to reflect thischange.

In 2017 the emission factor set for consumed electricitywas updated to the IEA 2016 publications. Also, theemission factors for natural gas were implementedaccording to latest 2017 DEFRA factor set (UKDepartment of Environment, Food and Rural Affairs).Lastly, all scope 3 emission factors for business traveland logistics were updated from a bespoke emissionfactor set to DEFRA 2017 guidance as well.

The emissions of substances data is based onmeasurements and estimates at manufacturing sitelevel. The figures reported are Philips’ best estimate.

The integration of newly acquired activities isscheduled according to a defined integration timetable(in principle, the first full reporting year after the year ofacquisition) and subject to the integration agenda. Datafor activities that are divested during the reporting yearare not included in full-year reporting. Environmentaldata are reported for manufacturing sites with morethan 50 industrial employees.

We have excluded Philips Lighting data from theconsolidated sustainability data, except for LivesImproved.

13.1.8 Data definitions and scope

Lives improved and materialsThe Key Performance Indicators on ‘lives improved’and ‘materials’ and the scope are defined in therespective methodology documents that can be foundat Methodology for calculating Lives Improved. Weused opinions from Philips experts and estimates forsome parts of the Lives Improved calculations.

Health and safetyHealth and safety data is reported by sites with over 50FTEs (full-time equivalents) and is voluntary for smallerlocations. Health and safety data are reported andvalidated each month via an online centralized IT tool.The Total Recordable Cases (TRC) rate is defined as aKPI for work-related cases where the injured employeeis unable to work one or more days, or had medicaltreatment or sustained an industrial illness. We alsoprovide the Lost Workday Injury Cases (LWIC) rate,which measures work-related injuries and illnesses thatpredominantly occur in manufacturing operations andField Services Organizations where the incident leads

to at least one lost workday. Fatalities are reported forstaff, contractors and visitors. The TRC and LWIC KPIsrefer to all reported cases.

General Business PrinciplesAlleged GBP violations are registered in our intranet-based reporting and validation tool.

Sustainable RevenuesSustainable Revenues are revenues generated throughproducts and solutions that address the United NationsSustainable Development Goals 3 (“to ensure healthylives and promote well-being for all at all ages”) or 12(“to ensure sustainable consumption and productionpatterns”) and include all Diagnosis & Treatment andConnected Care & Health Informatics revenues. Next,Green Revenues and non-Green revenues thatcontribute to healthy living at Personal Health areincluded.

Green RevenuesGreen Revenues are revenues generated throughproducts and solutions that offer a significantenvironmental improvement in one or more GreenFocal Areas: Energy efficiency, Packaging, Hazardoussubstances, Weight, Circularity and Lifetime reliability.For healthcare equipment, remote serviceability isanother Green Focal Area. The lifecycle approach isused to determine a product’s overall environmentalimprovement. It calculates the environmental impact ofa product over its total life cycle (raw materials,manufacturing, product use and disposal).

Green products and solutions need to prove leadershipin at least one Green Focal Area compared to industrystandards, which is defined by a specific peer group.This is done either by outperforming reference products(which can be a competitor or predecessor product inthe particular product family) by at least 10%,outperforming product-specific eco-requirements orby being awarded a recognized eco-performancelabel. Because of their different product portfolios,segments have specified additional criteria for Greenproducts and solutions, including product-specificminimum requirements where relevant.

Circular RevenuesCircular Revenues are defined by revenues generatedthrough products and solutions that meet specificCircular Economy requirements. These includeperformance and access-based business models,refurbished, reconditioned and remanufacturedproducts and systems, refurbished, reconditioned andremanufactured components, upgrades orrefurbishment on site or remote, and productscontaining at least 30% recycled plastics.

Sustainable InnovationSustainable Innovation is the Research & Developmentspend related to the development of new generationsof products and solutions that address the UnitedNations Sustainable Development Goals 3 (“to ensure

https://www.philips.com/c-dam/corporate/about-philips/sustainability/lives-improved/Philips-Methodology-for-calculating-Lives-Improved-2017.pdf



healthy lives and promote well-being for all at all ages”)or 12 (“to ensure sustainable consumption andproduction patterns”). This includes all Diagnosis &Treatment and Connected Care & Health Informaticsinnovation spend. Next, innovation spend thatcontributes to Green Products and healthy living atPersonal Health is included. Finally, innovation spendat HealthTech Other that addresses the SDGs 3 and 12is included.

Green InnovationGreen Innovation is a subset of Sustainable Innovationand is defined as all R&D activities directly contributingto the development of Green Products and Solutions orGreen Technologies; it contributes to SDG 12. Thismeans all products, systems or services thatdemonstrate a measurable positive impact on energyefficiency (10% or greater than previous products orlegal requirements), and preferably also in one or moregreen focal areas: Circularity, Weight & Materials,Packaging, and Substances.

Environmental dataAll environmental data from manufacturing operations,except process chemicals, are reported on a quarterlybasis in our sustainability reporting and validation tool,according to company guidelines that includedefinitions, procedures and calculation methods.Process chemicals are reported on a half-yearly basis.

Internal validation processes have been implementedand peer audits performed to ensure consistent dataquality and to assess the robustness of data reportingsystems.

These environmental data from manufacturing aretracked and reported to measure progress against ourSustainable Operations targets.

Reporting on ISO 14001 certification is based onmanufacturing units reporting in the sustainabilityreporting system.

Environmental Profit & Loss accountThe Philips Environmental Profit & Loss (EP&L) accountmeasures our environmental impact on society at large.The EP&L account is based on Life Cycle Analysismethodology in which the environmental impacts areexpressed in monetary terms using specific conversionfactors. For more information we refer to ourmethodology report .

Operational carbon footprintPhilips reports in line with the Greenhouse Gas Protocol(GHGP). The GHGP distinguishes three scopes, asdescribed below. The GHGP requires businesses toreport on the first two scopes to comply with the GHGPreporting standards. As per the updated GHGP Scope 2reporting guidance, from 2015 onward our scope 2emissions reporting includes both the market-based

method and the location-based method. The market-based method of reporting will serve as our referencefor calculating our total operational carbon footprint.

• Scope 1 – direct CO2e emissions – is reported on infull, with details of direct emissions from ourindustrial and non-industrial sites. Emissions fromindustrial sites, which consist of direct emissionsresulting from processes and fossil fuel combustionon site, are reported in the sustainability reportingsystem. Energy use and CO2e emissions from non-industrial sites are based on actual data whereavailable. If this is not the case, they are estimatedbased on average energy usage per square meter,taking the geographical location and building type ofthe site into account.

• Scope 2 – indirect CO2e emissions – is reported on infull, with details of indirect emissions from ourindustrial and non-industrial sites. CO2e emissionsresulting from purchased electricity, steam, heat andother indirect sources are reported in thesustainability reporting system. The indirectemissions of sites not yet reporting are calculated inthe same manner as described in Scope 1.• The location-based method of scope 2 reporting

reflects the average emissions intensity of grids onwhich energy consumption occurs (using mostlygrid-average emission factor data). For thismethod our emission factors derive from theInternational Energy Agency (IEA) 2016 and arebased on grid averages.

• The market-based method of scope 2 reportingallows use of an emission factor that is specific tothe energy purchased. The emissions intensity ofconsumed energy can differ according to thecontractual instruments used. For example, so-called ‘green electricity contracts’ guarantee thepurchaser will be supplied with electricity fromrenewable sources, which typically lowersemissions per energy unit generated. In themarket-based method Philips will account forrenewable electricity with an emission factor of 0grams CO2e per kWh. All renewable electricityclaimed by Philips is sourced from the same energymarket where the electricity-consumingoperations are located, and is tracked andredeemed, retired, or cancelled solely on behalf ofPhilips. All certificates were obtained throughprocurement of Green-e certified RenewableEnergy Certificates (RECs) in the United States andEuropean Guarantees of Origin (GOs) from theAssociation of Issuing Bodies (AIB) of the EuropeanEnergy Certificate System (EECS). To ensure theadditionality, all certificates are produced in 2017and a maximum of 6 months prior in the country ofconsumption and are retired on behalf RoyalPhilips.

• Scope 3 – other CO2e emissions related to activitiesnot owned or controlled by the Royal Philips – isreported on for our business travel and distributionactivities.

https://www.philips.com/c-dam/corporate/about-philips/sustainability/downloads/ecovision-methodologies/EPL-Account-methodology-2017.pdf



The Philips operational carbon footprint (Scope 1, 2 and3) is calculated on a quarterly basis and includes theemissions from our:

• 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• Logistics – air, ocean and road transport

All emission factors used to transform input data (forexample, amount of tonne-kilometers transported) intoCO2 emissions have been updated to the DEFRA (UKDepartment for Environment, Food & Rural Affairs) 2017and the IEA emission factor set 2016. The total CO2

emission resulting from these calculations serves asinput for scope 1, 2 and 3.

Commuting by our employees, upstream distribution(before suppliers ship to us), outsourced activities andemissions resulting from product use by our customersare not included in our operational carbon footprint.The calculations for business travel by lease car arebased on actual fuel usage and for travel by rental carthe emissions are based on the actual mileage. Taxisand chauffeur driven cars used for business travel arenot included in the calculations. Emissions frombusiness travel by airplane are calculated by thesupplier based on mileage flown and emission factorsfrom DEFRA, distinguishing between short, mediumand long-haul flights. Furthermore, emissions from airfreight for distribution are calculated based on theamount of tonne-kilometers transported betweenairports (distinguishing between short, medium andlong-haul flights), including an estimate (based onactual data of the lanes with the largest volumes) fortrucking from sites and distribution centers to airportsand vice versa. Express shipments are generally a mixof road and air transport, depending on the distance.

It is therefore assumed that shipments across less than600 km are transported by road and the rest by air(those emissions by air are calculated in the same wayas air freight). For sea transport, only data ontransported volume were available so an estimate hadto be made about the average weight of a container.Transportation to and from ports is not registered. Thisfore and aft part of sea transport was estimated to bearound 3% of the total distance (based on actual dataof the lanes with the largest volumes), consisting of amix of modalities, and was added to the total emissionsaccordingly. CO2e emissions from road transport werealso calculated based on tonne-kilometers. Returntravel of vehicles is not included in the data for sea androad distribution.

Employee Engagement Index (EEI)The Employee Engagement Index (EEI) is the singlemeasure of the overall level of employee engagementat Philips. It is a combination of perceptions andattitudes related to employee satisfaction,commitment and advocacy.

The reported 2016 and 2017 figures are based on theMy Accelerate Survey at Royal Philips. This survey isconducted by Expert Training Systems (ETS). The totalscore of the employee engagement is an average of thequarterly results of the survey. The results arecalculated by taking the average of the answeredquestions of the surveys.

13.1.9 Sustainability governanceSustainability is strongly embedded in our corebusiness processes, like innovation (EcoDesign),sourcing (Supplier Sustainability Program),manufacturing (Sustainable Operations) and Logistics(Green Logistics) and projects like the Circular Economyinitiative.

In Royal Philips, the Sustainability Board is the highestgoverning sustainability body and is chaired by theChief Strategy & Innovation Officer, who is a member ofthe Executive Committee. Three other ExecutiveCommittee members sit on the Sustainability Boardtogether with segment and functional executives. TheSustainability Board convenes four times per year,defines Philips’ sustainability strategy, programs andpolicies, monitors progress and takes corrective actionwhere needed.

Progress on Sustainability is communicated internallyand externally (www.results.philips.com) on a quarterlybasis and at least annually in the Executive Committeeand Supervisory Board.

13.1.10 External assuranceEY has provided reasonable assurance on whether theinformation in chapter 13, Sustainability statements, ofthis Annual Report and section 3.2, Socialperformance, of this Annual Report and section 3.3,Environmental performance, of this Annual Reportpresents fairly, in all material respects, thesustainability performance in accordance with thereporting criteria. Please refer to section 13.5, Assurancereport of the independent auditor, of this AnnualReport.

13.2 Economic indicatorsThis section provides summarized information oncontributions made on an accruals basis to the mostimportant economic stakeholders as a basis to driveeconomic growth. For a full understanding of each ofthese indicators, see the specific financial statementsand notes in this report.

Sustainability statements 13.2


Philips GroupDistribution of direct economic benefits in millions of EUR2015 - 2017

2015 2016 2017

Suppliers: goods and services 9,594 9,484 9,600

Employees: salaries and wages 4,342 4,422 4,856

Shareholders: distribution fromretained earnings 730 732 742

Government: corporate income taxes 169 203 349

Capital providers: net interest 300 299 182

Total purchased goods and services as included in costof sales amounted to EUR 9.6 billion, representing 54%of total revenues of the Philips Group. Of this amount,approximately 75% was spent with global suppliers, theremainder with local suppliers.

In 2017, salaries and wages totaled EUR 4.9 billion. Thisamount is some EUR 430 million higher than in 2016,mainly caused by the increased number of employees,also resulting from acquisitions. See note 6, Incomefrom operations for more information.

Philips’ shareholders were given EUR 742 million in theform of a dividend, the cash portion of which amountedto EUR 384 million.

Income taxes amounted to EUR 349 million, comparedto EUR 203 million in 2016. The effective income tax ratein 2017 was 25.3%, compared to 19.9% in 2016. For moreinformation, see note 8, Income taxes.

Philips supports global initiatives of the OECD(Organization for Economic Cooperation andDevelopment) and UN (United Nations) to promote taxtransparency and responsible tax management, takinginto account the interests of various stakeholders, suchas governments, shareholders, customers and thecommunities in which Philips operates. For moreinformation, please refer to Philips’ Tax Principles.

13.3 Social statementsIn 2016, Royal Philips launched its next 5-yearsustainability programs. This section providesadditional information on (some of) the Socialperformance parameters reported in section 3.2, Socialperformance, of this Annual Report.

13.3.1 People developmentPhilips is on a multi-year journey to evolve our cultureto focus on experience-based career development,giving our people the opportunity to identify and gainthe experiences necessary to support our healthtechnology strategy and strengthen theiremployability. This year we have continued takingexperimental learning to a new level across our70:20:10 approach.

In 2017, more than 1,200 new courses were madeavailable by Philips University. By year-end, some67,000 employees had enrolled for courses with

Philips University. In total, over 830,000 hours werespent on training through Philips University in 2017, withover 570,000 training completions.

70% Critical career experiencesWe focus our efforts to support our people in navigatingtheir own career and stimulate and educate ourmanagers to have meaningful career dialogues withtheir people. To that end, we have created a new tool,Experience Maps. They describe the experiencespeople can gain to prepare for or develop in criticalroles. We have identified 45 roles according to thefollowing criteria: key to deliver on our strategy, rolesour people aspire to be in, and roles with multiincumbents.

These maps are created as a tool for employees andmanagers to use during development dialogues and foremployees to explore when thinking about careersteps, how to gain experience to be ready for theseroles. By identifying the roles and experiences criticalto our business strategy, we clarify development areasand transferrable skills in support of cross-functional,lateral, traditional, as well as non-traditional careeropportunities for our people. The career maps guideexperience but we have also aligned them with ourcourses and learning as made available by PhilipsUniversity.

We have integrated the experience maps into our talentdevelopment approach, enabling and empowering ourpeople with real-time, integrated tools and resourcesto help them plan and manage their career. We alsobuild awareness of experience-based careers for ourpeople through stories and communications,prioritizing critical roles and capabilities that are directlyin support of our health technology strategy.

We continue to stimulate cross-moves (acrossbusinesses, between markets or functions) to promotecollaboration and give people challenging learningexperiences.

20% Coaching and mentoringIn 2017, Philips University launched a program forleaders, enabling them to better support people’sgrowth through meaningful career conversations.Coaching and mentoring are also an integral part of allour leadership development programs across all levelsof leadership, starting with the transition fromindividual contributor to first time frontline leader. Ourgoal is to build coaching capabilities in our leadershippopulation to support leaders in building talent withintheir teams. As part of our Senior Women in Leadershipprogram, leaders mentor female emerging leaders asapplication practice throughout their learning journey.

In 2018 we will drive further initiatives focused on:

• Strengthening the employee career partnership withclear accountabilities

http://www.philips.com/c-dam/corporate/about-philips/investor-relations/governance/Tax_Principles_Philips_20160819.pdf



• Equipping managers as effective career coaches whowill have transparent career dialogues with theirteam, with differentiated development for deepspecialists and broad leaders

10% Learning programsIn 2017, Philips University embarked on a journey oftransformation. By further optimizing the way learningis offered at Philips, Philips University works to unleashits potential as a world-class learning provider and todeliver upon its mission of a lifetime of learning inPhilips. By mirroring learning requests to company-wide strategic priorities and introducing smarter waysof working, we commit to deliver meaningful learningsolutions that truly impact our people and Philips as awhole. We continue to explore and implementinnovative learning techniques such as virtualinstructor-led learning, gamification, video and micro-learning to deliver impactful learning in a cost-conscious manner. In 2016 we initiated a drive tomeasure learning impact and made significant steps in2017 to improve the user experience in our learningmanagement system (LMS) to deliver and reportlearning evaluation from satisfaction scores toassurance of learning application. Starting from July2017, all requests for learning require us to perform asimple ROI calculation and we look forward tointegrating this metric in our dashboards in 2018.

13.3.2 Talent attractionIn 2017 we continued to strengthen in-house talentacquisition capabilities, completing 90% of executivehires in 2017. In addition, we expanded our in-houseexecutive search services team to also supportexecutive talent pipelining in order to strengthenexecutive succession plans where required.

We continued to invest in strategic RecruitmentMarketing initiatives to help enable the company’shealth technology focus and transformation throughattraction of key talent. As such, the following tacticswere executed to further strengthen employer brandvisibility and engagement levels in the labor market:

• A new global Employer Value Proposition (EVP) andemployer brand communications platform wasactivated across key geographies, talent sourcingchannels and target audience segments. The newEVP was used to strategically align internal programs,people-focused investments, and employeecommunications, while also generatingapproximately 114.8 million positive talent brandimpressions in the external labor market.

• Attraction campaigns targeting priority talentsegments, such as software talent and Q&Rprofessionals, were executed throughout the year.Building on the success of award-winning campaignslaunched in 2016 (Code to Care and Quality Gene),the team generated approximately 29 millionpositive impressions and landing page visits from

over 46,000 target software recruits in 2017, furtherstrengthening digital talent pipelines and increasinghires from defined target companies.

• In response to the increasing competition for toptalent, and candidate feedback, we invested inimproving the most influential touchpoints in thecandidate decision journey. Enhancements includedmandatory candidate experience training for allrecruiters, a differentiating employer brand contentstrategy, and the launch of a new global careerwebsite platform. The new platform leveragesArtificial Intelligence (AI) and modern webtechnologies to deliver a more personalized, andcandidate-centric digital experience. Since launch,the new platform has generated over 875,000 visitsto the global site.

Best Place to Work programs continued to help Philipsoptimize its attractiveness to passive talent. In 2017,Philips won top employer awards in three countries -the Netherlands, Italy, and UAE. The company’s talentacquisition organization also continued to berecognized as best-in-class by Corporate ExecutiveBoard, and other industry thought leadership channels.

13.3.3 Employee volunteeringOur people around the world bring the same passionand rigor to our employee volunteering, social impactand donations as they do to our Philips business,through innovative collaborations, such as the PhilipsFoundation and Ashoka collaboration, with the aim ofincreasing the impact of social entrepreneurs,leveraging Philips employee expertise, technology andmeasurable solutions, for example the ChARM, andvolunteering their time to make a profound impact topeople’s lives around the world. Our mission to improvelives through meaningful innovation is a key attractorfor our people to join Philips and we connect ouremployee efforts directly to our brand promise as aleading health technology company to#Makelifebetter.

Our Philips Foundation provides the platform for thewider societal activity of Royal Philips, with the inspiringmission to reduce health inequality for those who havelimited access to healthcare, through meaningfulinnovation towards solutions that are sustainable andinclusive.

Each of our full global workforce of 73,951 employeesare granted one day paid time off from work forvolunteering activities on an annual basis. We have somany inspiring stories of impact around the world. Togive just a few examples:

• Over 5,000 employees completed CPR training, andemployees participated in 19 walks across the US,also as part of World Heart Day

• Supporting an isolated Blackfeet Tribe of 15,000 inMontana to utilize telemedicine, and donatedultrasound guided cardiology equipment

https://www.philips.com/a-w/about/sustainability/charm-monitor.html



• Supporting low-income schools in India throughteaching English, donating food, books and clothing

• Supporting Seattle King County clinic, with over 150employees volunteering their time, includingdonations of ultrasound machines and Sonicaretoothbrushes

• Providing volunteers, technical support and medicalequipment to International Medical EquipmentCollaborative (IMEC)

• Supporting March of Dimes, hosting 13 baby showers,educating on baby health and donating equipmentto military mothers, and developing a communityportal

In 2018 we will focus our employee volunteering andfundraising efforts around the theme of ChildhoodPneumonia, to create measurable and sustainableimpact. Every minute 2 children under 5 die frompneumonia. However, pneumonia is a communicabledisease that can be easily prevented, diagnosed andtreated with the appropriate and affordablecommodities.

13.3.4 Building employabilityAt Philips, our vision to offer the best place to work forpeople who share our passion is not limited to ouremployees. In a number of our geographies, we supportsocial initiatives to increase employability. This year weare highlighting a UK example, where we have beenworking with the halow project, which nurtures theindependence of individuals with learning disabilities.

13.3.5 The Philips FoundationThe Philips Foundation is a registered charityestablished in 2014 as a platform for the worldwidesocietal activities of Philips. It has now evolved tosupport the Sustainable Development Goals 3 (Ensurehealthy lives and promote well-being for all at all ages)and 17 (Revitalize the global partnership for sustainabledevelopment) by deploying what Philips is best at.Royal Philips supported the programs of the PhilipsFoundation in 2017 and provided the operating staff aswell as the expert support of skilled employees forsupport in the Foundation’s programs.

The Philips Foundation’s mission has beenreformulated in 2017 to reduce healthcare inequality byproviding access to quality healthcare fordisadvantaged communities. We do this through theprovision and application of Philips’s healthcare andpersonal care expertise, innovation power, talent andresources and by financial support. Together with keypartners around the globe, the Philips Foundationseeks to identify the challenges where a combinationof Philips expertise and partner experience can be usedto create meaningful solutions that impact people’slives.

In 2017 The Philips Foundation exceeded the numberof 100 projects throughout the world, engagingemployees and connecting with patients andunderserved communities on healthcare. 33 local

projects were approved in 2017 throughout allgeographical markets, along all phases of thehealthcare continuum: from education on healthy livingand prevention, to diagnosis and treatment, deployingPhilips’ expertise and skills. Across 19 countries PhilipsFoundation supported 28 local non-governmentalorganizations, working with Philips employees toimprove healthcare access and availability for peopleas well as personal care.

In addition, in 2017 Philips Foundation continuedworking with global organizations. While assessingpoorly functioning healthcare facilities, we deployed analpha release of an assessment mobile application anda minimal cloud-based backend in collaboration withthe Ministry of Health and UNICEF in facilities locatedin Kakamega and Nairobi in Kenya. Our partnershipwith United Nations Children’s Fund (UNICEF) isongoing with the Maker Project in Kenya, leveraging ourcapabilities to create sustainable innovative solutionsto maternal and child healthcare issues.

In collaboration with the International Committee of theRed Cross (ICRC) and the Netherlands Red Cross wedeveloped a toolkit for healthcare workers in Sub-Saharan Africa. The toolkit aims to mitigate the mostprominent health risks faced during pregnancy andpromotes ways to maintain a healthy lifestyle. This ispart of larger efforts to innovate with the ICRC tooptimize maternal care in fragile environments. A nextproject, working specifically with the Netherlands RedCross and Ivory Coast Red Cross, will build theCommunity Life Centers and improve communityhealthcare in Ivory Coast.

We committed to donate scanning equipment to MercyShips, which brings in floating professional hospitalcare to the benefit of people in remote areas in Africa.We started studying sustainability models aroundhealthcare facilities in primary care to ensure long termavailability with Amref Health Africa. The PhilipsFoundation will donate Children’s AutomaticRespiratory Monitors to Management Sciences forHealth (MSH) that works shoulder-to-shoulder withcountries and communities to save lives and improvethe health of the world’s poorest and most vulnerablepeople by building strong, resilient, sustainable healthsystems. This is part of their application to USAID tofund an Integrated Health Project (IHP) in DR Congo.

With Ashoka the Philips Foundation started a multi-year effort to unleash the power of social innovation toreduce health inequality. In the program, the PhilipsFoundation supports a number of social entrepreneursselected for their visionary solutions to improve accessto healthcare for those who lack access. Theentrepreneurs are connected to experienced Philipsemployees through several programs, aimed at scalingthe impact of their healthcare solutions and at co-creating new models for business and social value.



The Philips Foundation financially supported mobileclinics in Somalia and Yemen, and donated mobileultrasound equipment after other natural disasters suchas hurricanes of unprecedented force (HurricaneMatthew, Harvey, Irma and Maria), flooding andearthquakes that occurred this year. By uniting tocollaborate, we believe we can make life better forpeople — and every day, we work to extend thatpromise around the world.

Further to building on our work, we continued to honorthe longstanding commitment to the communities wedo business with through support for local NGOs andengaging our colleagues in those communities.

More information about the Philips Foundation, itspurpose and scope as well as the Annual Report of thePhilips Foundation can be found here .

13.3.6 General Business PrinciplesIn 2017, a total of 382 concerns were reported via thePhilips Ethics Line and through our network of GBPCompliance Officers. The previous reporting period(2016) saw a total of 339 concerns, resulting in anincrease of 13% in the number of reports.

This is a continuation of the upward trend reportedsince 2014, the year in which Philips updated its GeneralBusiness Principles and deployed a strengthenedglobal communication campaign. We believe this trendcontinues to be in line with our multi-year efforts toencourage our employees to speak up.

The upward trend in the number of concerns can beattributed primarily to more concerns being reported inNorth America, which now accounts for 49% of the totalnumber of complaints (2016: 38%). The number ofconcerns reported in the Asia-Pacific region (APACregion) and in Europe, Middle East & Africa (EMEAregion) remained quite stable, accounting for 20% and21% of the total number of complaints respectively in2017 (2016: 24% and 20%). The concerns reported inLatin America declined to 10% of the total number ofcomplaints, compared with 19% in 2016.

Philips GroupBreakdown of reported GBP concerns in number of reports2014 - 2017

2014 2015 2016 2017

Health & Safety 4 8 9 11

Treatment of employees 142 166 179 211

- Collective bargaining - - - -

- Equal and fairtreatment 46 32 51 59

- Employeedevelopment - 2 12 12

- Employee privacy 3 6 2 1

- Employee relations 2 - 16 32

- Respectful treatment 69 83 62 77

- Remuneration 6 4 5 8

- Right to organize - - - -

- Working hours 3 1 2 9

- HR other 13 38 29 13

Legal 23 19 27 36

Business Integrity 73 89 97 104

Supply management 5 3 10 6

IT 6 2 8 6

Other 21 8 9 8

Total 274 295 339 382

Most common types of concerns reported

Treatment of employeesAs in previous years, the type of concern mostcommonly reported related to the category ‘Treatmentof employees’. In 2017 there were 211 reports in thiscategory, compared to 179 in 2016. This represents 55%of the total number of concerns, which is only a slightincrease on 2016 (53%).

The majority of the concerns reported in the ‘Treatmentof employees’ category relate to ‘Respectful treatment’and ‘Equal and fair treatment’ (64%). The ‘Respectfultreatment’ category generally relates to concerns aboutverbal abuse, (sexual) harassment, and hostile workenvironments. ‘Equal and fair treatment’ primarilyaddresses favoritism, matters of discrimination andunfair treatment in the workplace. In these categories,73% of the cases originate from the Americas, which isslightly more than in 2016 (72%).

Philips GroupClassification of the new concerns investigated in number of reports2015 - 2017

2015 2016 2017

substantiated unsubstantiated substantiated unsubstantiated substantiated unsubstantiated

Health & Safety 2 4 1 1 6 3

Treatment of employees 47 64 45 103 44 126

Legal 3 5 4 13 8 16

Business Integrity 9 42 18 42 28 38

Supply Management - - - 7 - 5

IT - 1 1 1 2 4

Other 1 5 3 2 3 4

Total 62 121 72 169 91 196

http://www.philips-foundation.com



Business integrityThe second-most reported type of concern relates to‘Business Integrity’, which accounted for 27% of totalcases reported in 2017. This is slightly less than in 2016,when the percentage was 29%. These concernsoriginated primarily from the APAC region (44%),followed by EMEA (28%), Latin America (16%) and NorthAmerica (12%).

Substantiated/unsubstantiated concernsOf the 382 cases reported in 2017, 95 are still pendingclosure, in particular those that were filed towards theend of the year. The table below gives an overview ofthe number of reported concerns that weresubstantiated (i.e. were found to constitute a breach ofour General Business Principles) by the subsequentinvestigation.

Of the 287 reports closed in 2017 (241 in 2016), 91 weresubstantiated, which represents 32% of the totalnumber reported and closed (30% in 2016). This is alsoshown in the table below. Notably, while 31% of theTreatment of employee cases were substantiated in2016, this percentage dropped to 26% in 2017 (2015:42%, 2014: 28%). Similarly, 42% of the Business Integrityreports were closed as substantiated in 2017, comparedwith 30% in 2016 (2015: 18%, 2014: 33%).

In addition to the above, 117 concerns that were stillopen at the end of 2016 were closed during the courseof 2017. 44% of these concerns were substantiated afterinvestigation.

Of the 143 substantiated concerns closed in 2017, 77were followed up with disciplinary measures rangingfrom termination of employment and written warningsto training and coaching. In other cases correctiveaction was taken, which varied from strengthening thebusiness processes to increasing awareness of theexpected standard of business conduct.

13.3.7 Health and Safety performanceIn 2017 we focused on four main areas of Health andSafety:

Policy and Procedures. The CEO signed the new H&Spolicy and under it the existing standards are beingconsolidated and upgraded into a common format toprovide guidance in a simple, consistent ManagementSystem format.

Structure and Responsibility. The Health and Safetystructure to support the operational sites and the FieldService organizations was improved and focused onproviding support to all Philips activities more directly.Within this a program to upskill H&S professionals wasimplemented to provide better internal developmentopportunities.

Internal Health and Safety Audit. We strengthened ouraudit process by extending the duration of Health andSafety audits and focused on delivering higher

standards using verifiable evidence to provide greaterdepth of analysis. We saw improved performance atsites as a result and one site achieved an 85% accidentreduction rate following this enhanced process.

Cultural Change. We continued to focus our efforts ona proactive cultural transformation through BehaviorBased Safety (BBS). BBS requires a fundamental shiftin how we think about and act on Health and Safetybefore an injury occurs. Our new company program,based on an internal best practice, was deployed andimplemented globally across many factories in 2017including those in China, Europe and the USA. At onepilot site we saw accidents reduced by 75% followingthe introduction of the BBS program. We believe thisprogram will continue to drive down our workplaceinjuries and be a key pillar towards reaching our goal ofa 25% reduction in total injuries by 2020.

Metrics. In 2017 we implemented proactive metrics tosupport the more traditional Reactive metrics (TRC andLWIC) and we completed over 14,000 safety GembaWalks and 22,900 Safety Kaizen activities. Thisapproach is also designed to support cultural changeand drive safety into routine management activity.

In 2017, we recorded 234 TRCs (239 in 2016), i.e. caseswhere the injured employee is unable to work one ormore days, or had medical treatment, or sustained anindustrial illness.

Philips GroupTotal recordable cases per 100 FTEs2016 - 2017

2016 2017

Personal Health 0.33 0.28

Diagnosis & Treatment 0.65 0.58

Connected Care & Health Informatics 0.67 0.60

HealthTech Other 0.27 0.29

Philips Group 0.37 0.36

Additionally, we recorded 113 LWIC, i.e. occupationalinjury cases where the injured person is unable to workone or more days after the injury. This represents anincrease compared with 103 in 2016. The LWIC rateincreased to 0.17 per 100 FTEs, compared with 0.16 in2016. The number of Lost Workdays caused by injuriesincreased by 965 days (30%) to 4,170 days in 2017.

Philips GroupLost workday injuries per 100 FTEs2013 - 2017

2013 2014 2015 2016 2017

Personal Health 0.33 0.16 0.16 0.15 0.17

Diagnosis &Treatment 0.23 0.27 0.20 0.36 0.27

Connected Care &Health Informatics 0.05 0.18 0.16 0.15 0.15

HealthTech Other 0.12 0.11 0.13 0.10 0.14

Philips Group 0.18 0.15 0.15 0.16 0.17

https://www.philips.com/a-w/about/sustainability/downloads.html

https://www.philips.com/a-w/about/sustainability/downloads.html



Personal Health businessesThe Personal Health businesses segment showed adecrease in performance in Health and Safety with 24LWIC in 2017, compared to 21 in 2016. The LWIC rateincreased from 0.15 in 2016 to 0.17 in 2017. The PersonalHealth businesses segment had 38 recordable cases in2017 (46 in 2016), mainly driven by fewer cases in ourfactory in the USA.

Diagnosis & Treatment businessesIn the Diagnosis & Treatment businesses segmentHealth and Safety showed an increase in performancein 2017 with 33 LWIC compared to 40 in 2016. The LWICrate decreased to 0.27 compared to 0.36 in 2016. Thetotal number of recordable cases for the Diagnosis &Treatment businesses segment was 70 (73 in 2016),mainly driven by our factories in the Netherlands andCosta Rica.

Connected Care & Health Informatics businessesHealth and Safety performance in the Connected Care& Health Informatics businesses segment was stable in2017 with 5 LWIC in 2017, the same number as in 2016.Correspondingly, the LWIC rate remained at 0.15 in2017. The total number of recordable cases for theConnected Care & Health Informatics businessessegment was 20 (23 in 2016).

13.3.8 Stakeholder engagementOur engagement with various partners andstakeholders is essential to our vision of making theworld healthier and sustainable through innovation.Some of our partnership engagements are describedbelow.

Global partnerships

World Economic ForumPhilips is proud to continue as a strategic partner of theWorld Economic Forum (WEF), an InternationalOrganization for Public-PrivateCooperation committed to improving the state of theworld. The Forum engages the foremost political,business and other leaders of society to shape global,regional and industry agendas.

In addition to the Annual Meeting in Davos, wesupported and participated in a wide range of initiativesand projects throughout the year – regional WEFevents in Latin America and ASEAN, continuedinvolvement in initiatives such as Shaping the Future ofHealth and Healthcare and Shaping the Future ofDigital Economy and Society, as well as participation inthe International Business Council of the WorldEconomic Forum.

Through his co-chairmanship of the PACE (Platform forAccelerating the Circular Economy) initiative, PhilipsCEO Frans van Houten announced a pledge that Philipsaims to take back all capital equipment from ourhospital clients.

Global Alliance for Vaccines and ImmunizationPhilips and the Global Alliance for Vaccines andImmunization are partnering to improve the quality ofimmunization data and its collection in primary andcommunity healthcare. The partnership will be pilotinga project in Uganda with the goal of gathering accuratehealthcare data to provide access to care at lower costs,improve patient outcomes, and reduce costs. Gooddata is key to strengthening health systems around theworld.

World Heart FederationPhilips continued their partnership with the WorldHeart Federation (WHF) in 2017 to help people bettermanage their heart health. Aligned with the WHF’s‘power your life’ campaign, Philips aims to encouragepeople to take personal responsibility for leadingheart-healthy lives and to raise awareness aboutcardiovascular disease.

Thought leadership

Future Health IndexThe Future Health Index (FHI) is Philips’ flagshipresearch platform to understand perceptions ofconnected care technology and the role it plays in thefuture of healthcare. Launched in 2016, it is acomprehensive record of where we are on the road tobetter outcomes achieved at lower cost, examiningperceptions of main users of health systems andinvestigating how technology is transforming livesaround the world, thereby using data fromorganizations such as the World Health Organization,World Bank and IDC. In 2018 the Future Health Indexwill continue to work with the industry’s brightest mindswith a focus on demonstrating how connected caretechnologies are, and should be, used to acceleratevalue-based healthcare.

Digital Health SocietyPhilips is part of the EU ecosystem - Digital HealthSociety (DSH). The DHS network, initiated in October2017 by the then-Estonian Presidency of the Council ofthe European Union, includes main EU keystakeholders: policy-makers, citizens, healthprofessionals, scientists, companies and payers. Itsmain objective is to identify current main challenges forthe deployment of digital health and to devise waysand initiatives to achieve it.

The four main topics cover:

• Convergence on interoperability standards anddigital tele healthcare protocol

• Data donors and citizen-controlled data governance• Legal framework facilitating the free flow of data and

the 2nd use of data• Digital transformation and change management in

health and social care organizations

https://www.philips.com/a-w/about/news/archive/standard/news/articles/2018/20180124-philips-spearheads-the-circular-economy-with-firm-2020-pledge.html?lipi=urn%3Ali%3Apage%3Ad_flagship3_feed%3B0lOviHNCTTCRSw1DbnpEcw%3D%3D

https://www.futurehealthindex.com/

https://ec.europa.eu/digital-single-market/en/news/digital-health-society-declaration

https://ec.europa.eu/digital-single-market/en/news/digital-health-society-declaration



We believe that such a multi-stakeholder approach isan effective method to achieve the Digital Single Marketin the EU.

Working on global issues

Sustainable Development GoalsPhilips aspires to be a major private sector contributorto The United Nations Sustainable Development Goals(SDGs). Philips is committed to working closely with allrelevant stakeholders to develop solutions to addressSDG 3 (“to ensure healthy lives and promote well-beingfor all at all ages”) and SDG 12 (“to ensure sustainableconsumption and production patterns”).

Throughout the year we ran two campaigns withDEVEX, a social enterprise and media platform for theglobal development community. Philips led a 10-weekdialogue series with European Investment Bank,International Finance Corporation and UNDP on how toboost and improve Public Private Partnerships (PPPs)as a financial instrument to achieve the SDGS. TheDEVEX editorial team covered HealthMap Diagnostics,a joint venture between Manipal Health Enterprisesand Philips in Haryana, India.

Our second campaign with DEVEX focused on theimportance of quality primary healthcare to achieve thegoal of Universal Health Coverage. We partnered withthe WHO, IFPMA, IFRC and UNICEF among others. Aspart of the Philips coverage, the DEVEX editorial teamtravelled to Jayapura, Indonesia to discover moreabout our Mobile Obstetrician Monitoring solution.Frans van Houten was also interviewed as part of thedialogue on the importance of taking a holistic view ofhealthcare.

In the 2017 UN General Assembly, our CEO Frans vanHouten, Chief HR Officer Ronald de Jong and Chief ofInternational Markets Henk de Jong joined a number ofevents including WEF’s inaugural Summit onSustainable Development Impact. There, we shared ourpledge to improve the lives of 300 million people a yearin underserved healthcare communities by2025 recognizing the often-critical needs of womenand children in many communities.

In the framework of the UNGA week, Philips sponsoredthe Social Good Summit in New York, where it launchedin 15 countries its Better Me, Better World initiative. Theplatform provides consumers with personal benefitswhile giving them the opportunity to help prioritize theadditional health and healthcare causes that Philips willsupport through the Philips Foundation in 2018.

On the occasion of United Nations General Assembly inSeptember 2017, we co-organized a panel discussionon Universal Health Coverage (UHC) with theRockefeller Foundation and DEVEX. UHC is the numberone priority for the World Health Organization. Philipsbelieves the private sector can work in partnership todevelop innovative business models and provide

access to quality universal healthcare. Ronald de Jong,Head of HR Royal Philips and Chairman of the PhilipsFoundation, together with Peter Maurer, PresidentInternational Committee of the Red Cross discussedhow the Private/Public Sector can supporthumanitarian causes such as healthcare, sharing ourcollaboration in the development of the High RiskPregnancy Toolkit and the Primary Healthcare Facilitiesin the Ivory Coast.

Strengthening primary care and enabling communitydevelopmentPhilips continued on its journey towards improvingaccess to care in developing countries, especiallyAfrica. We have extended our pledge to improve thelives of 300 million people a year in underservedhealthcare communities by 2025, with a specific focuson women and children. The needs of women andchildren are critical and at the heart of the need toachieve Universal Health Coverage.

The modular Community Life Center (CLC) solution forradical improvement of primary care was furtheroptimized and prepared for large scale deployment. Inthe course of 2017, CLCs were inaugurated in Kenya,South Africa and the Democratic Republic of Congo.

Philips was the first private sector company to providesupport to the SDG 3 window of the newly created SDGPartnership Platform Kenya, an initiative of the UN, theGovernment of Kenya and the private sector. The SDG3 window of the platform aims to ‘Demonstrate thepower of public-private collaboration to transformprimary healthcare, and attain Universal HealthCoverage by 2021, in support of the broader attainmentof the Sustainable Development Goals (SDGs),improving health & well-being of 46 million Kenyans’.Through co-creations with county governments, Philipswill engage in large scale public private partnerships forimproving primary care.

Grand Challenges Canada on childhood pneumoniaPhilips and Grand Challenges Canada (GCC) arecollaborating on an innovative project to aid andimprove the diagnosis of childhood pneumonia in lowresource settings.

Royal Philips received a repayable grant to scale themanufacturing and distribution of the Philips Children’sAutomated Respiration Monitor (also known asChARM) to make it affordable and accessible forcommunity-based health workers in low-resourcesettings throughout the world.

The ChARM has been included in the UNICEF SupplyChain Division’s ARIDA project, for trials in Nepal andEthiopia. ChARM has the potential to assist communityhealth workers in establishing a more accuratemeasurement of a sick child’s breathing rate to helpimprove the diagnosis of pneumonia and potentiallyprevent some of the 922,000 childhood deaths causedby pneumonia each year.

https://www.devex.com/

https://pages.devex.com/going-for-goals.html

https://pages.devex.com/going-for-goals.html

https://www.devex.com/news/india-turns-to-the-private-sector-to-bring-health-care-to-underserved-areas-90541

https://pages.devex.com/healthy-horizons



https://social.shorthand.com/devex/nCeMNABhaWu/innovation-for-access-in-indonesia

https://social.shorthand.com/devex/nCeMNABhaWu/innovation-for-access-in-indonesia

https://www.devex.com/news/taking-the-holistic-approach-to-health-care-91350

https://www.devex.com/news/taking-the-holistic-approach-to-health-care-91350

https://www.philips.com/a-w/about/news/archive/standard/news/press/2017/20170918-philips-steps-up-commitment-to-ensuring-healthy-lives-for-all-during-united-nations-general-assembly-week.html



https://www.philips.com/c-w/better-me-better-world.html

https://pages.devex.com/closing-the-gap.html

https://www.youtube.com/watch?v=SEl0H9Z_CjQ

https://www.youtube.com/watch?v=SEl0H9Z_CjQ




https://www.philips.com/a-w/about/news/archive/standard/news/backgrounders/2017/20170713-bg-about-the-philips-community-life-centers.html

https://www.philips.co.za/a-w/about/news/archive/standard/news/press/2017/20170713_clc-launch.html

https://www.philips.co.za/a-w/about/news/archive/standard/news/press/2017/20170818-philips-inaugurates-south-africa-first-mini-community-life-centre.html

https://www.philips.com/a-w/about/news/archive/standard/news/press/2017/20170502-philips-partners-with-the-government-of-kenya-and-the-united-nations-to-improve-access-to-primary-healthcare-in-africa.html

https://www.philips.com/a-w/about/news/archive/standard/news/press/2017/20170502-philips-partners-with-the-government-of-kenya-and-the-united-nations-to-improve-access-to-primary-healthcare-in-africa.html

https://www.unicef.org/innovation/innovation_81722.html



Global Financing FacilityIn 2017 Philips was elected to represent the privatesector in the Global Financing Facility (GFF) InvestorsGroup. The GFF is seizing the opportunity to change thecourse of financing for the Sustainable DevelopmentGoals and improve the lives of millions of women,children, and adolescents across the world. By creatingthe right financial and technical conditions forinnovation as a common objective, we believe ourinvolvement will achieve greater impact and betterhealth outcomes through collaboration.

13.3.9 Supplier indicatorsPhilips has a direct business relationship withapproximately 4,600 product and componentsuppliers and 18,000 service providers, and in manycases the sustainability issues deeper in our supplychain require us to intervene beyond tier 1 of the chain.

Supplier sustainability strategyThrough a structured annual strategic processcombined with a multi-stakeholder dialogue weidentified our five key focus areas as described below:

1. Supplier Sustainability ComplianceTwo core policy documents form the basis of suppliersustainability compliance: the Supplier SustainabilityDeclaration (SSD) and the Regulated Substances List(RSL).

Supplier Sustainability Declaration (SSD)The SSD sets out the standards and behaviors Philipsrequires from its suppliers. The SSD is based on theResponsible Business Alliance (RBA, formerly known asElectronics Industry Citizenship Coalition (EICC)) Codeof Conduct and covers the topics Health & Safety,Labor, Environment, Ethics and Management systems.

Regulated Substances List (RSL)The RSL specifies which chemical substances areregulated by legislation. Suppliers are required tofollow all the requirements stated in the RSL.Substances can either be marked as restricted ordeclarable.

Philips further specifies contractual and transparencyrequirements. All suppliers are obliged to contractuallycommit to the SSD and RSL. Through integration of aSustainability Agreement (SA) in our General PurchaseAgreement (GPA) suppliers declare compliance to boththe SSD and RSL. Upon request they also provideadditional information and evidence.

2. Supplier Sustainability Performance (SSP) -“Beyond Audit”Philips started to conduct supplier sustainability auditsin 2004 as part of its commitment to be a responsiblecompany. Supplier scoping was based on risk criteriasuch as risk countries (Maplecroft/Veririsk) and spendthreshold (more than EUR 1 million). Since 2004, weconducted, through third party service providers,approximately 2,500 sustainability audits. The numberof audits and the key “non conformities” have beenpublished by Philips in its Annual Report from thebeginning. During the execution of the audit programwe identified industry specific non conformitiesoccurring at a large number of our suppliers in scoperelated to for example Health and Safety orremuneration and benefits. As a first kind of correctiveaction, we have started to implement training programslike electrical safety training, Health & Safety trainingand dust explosion training. At a later stage weparticipated in a capacity building program onimproving the worker-management dialogue (IDH-WMD program). The outcome of these training andcapacity building programs only showed limitedpositive impact on the number of non-conformitiesidentified.

We believed in the need for a structural change thatgoes beyond audit. Therefore we designed anddeveloped a new approach – Supplier SustainabilityPerformance (“Beyond Audit”), focusing on:

• making our supply chain sustainable in every senseof the word

• taking a systematic approach to improving thesustainability of our supply chain

• driving continuous improvement and measuringimpact through a structural phased approach

Feedback Feedback Feedback

BiC

SSP

DiY

PZT

Philips SSD

Philips RSL

ISO standards

OHSAS 18001

SA8000

Frame of

Reference

Program

Execution Wheel

Supplier

ClassiÞcation

Monitoring

Impact

https://www.globalfinancingfacility.org/

https://www.philips.com/c-dam/corporate/about-philips/company/suppliers/supplier-sustainability/policies/EICC-Philips-Supplier-Sustainability-Declaration.pdf

https://www.philips.com/c-dam/corporate/about-philips/sustainability/sustainable-planet/green-operations/chemicals-management/rsl.pdf

http://www.idh-electronics.com/

http://www.idh-electronics.com/



• focusing on collaboration, increased transparency,clear commitments and suppliers meeting agreedtargets

• encouraging our suppliers, industry peers and cross-industry peers to join our approach

All aspects are related to a set of boundary conditionsthat need to be met by potential suppliers before beingallowed to enter the Philips supply base.

Managing improvements structurally over time requiresa systemic approach, using a set of recognized andglobal references, an executable process, specificcustomized agreed actions, a set of KPIs, ambitioustargets and of course a group of suppliers that will bein scope. This systemic approach is shown in the figurebelow which is a simplified high-level representation ofthe overall SSP program.

Philips SAOrganization

QualityEnvironment

Health & SafetyBusiness ethicsHuman capital

PolicySupplier

Co

rrec

tive

act

ion

Targ

et s

ett

ing

and

tra

ckin

gap

proa

ch

Management

ProceduresIm

plem

entation

CommunicationRisk control

Management

responsibili

ty

The Frame of Reference addresses two completelydifferent dimensions, which outline predefinedrequirements and subjects that can be used to identifythe maturity level of a supplier. The core of the Frameof Reference (see diagram below) refers to aspects asdefined in the Philips Sustainability Agreement basedon a cross-industry code of conduct, and includes forexample Health and Safety.

The outer loop in this Frame of Reference sets cleardirections for identifying and measuring the maturitylevel across nine elements of the topics mentioned inthe core. Combining both dimensions into a matrixmakes it possible to identify each core aspect’s maturitylevel. This matrix, capturing the summarizedinformation, enables mapping and monitoring of thesustainability maturity level of individual suppliers overtime.

For each supplier within the scope of our approach, thecore elements as described in the Frame of Referencewill be identified and measured in an annual cyclethrough a structured process based on four key stages

(see below). The first stage, ‘Select’, defines whichsuppliers will be in scope and clarifies expectations toall relevant stakeholders through an annual process.The second stage, ‘Identify’, invites suppliers in scopeto complete a Self-Assessment Questionnaire (SAQ)and provide sufficient supporting evidence enablingsubject matter experts to perform a validation based onpredefined criteria. The third stage, ‘Agree’, assigns thesuppliers to different supplier statuses. The minimumrequirement to be met is defined as PZT (Potential ZeroTolerance). The fourth stage is about the ‘Implement/Sustain’ of the agreed Supplier SustainabilityImprovement Plan (SSIP). Suppliers allocate resources,maintain the improvement plan, track the progress ofthe plan, and measure how their actions are influencingthe local situation.

Supplier classificationFour different categories are used for assigningsuppliers in scope after validation of the SAQ. Thesefour categories are BiC (Best in Class), SSIP (SupplierSustainability Improvement Plan), DIY (Do It Yourself)and No Zero Tolerance. The status of PZT (PotentialZero Tolerance) is supposed to be a temporary statusand requires immediate attention and action.Depending on the supplier assignment, suppliers willbe engaged in different ways to improve theirsustainability performance.

Criteria;

Supplier Assessment Questionnaire (SAQ) applies to all suppliers in scope- Annual spend > 500K€ (last FY)

Note: no speciÞc focus on any kind of ‘risk’ countries

Unaware

Maturity level

BiC – Supplier

(No speciÞc further actions,

in future supplier shares)

SSIP – Supplier

- Increase awareness

- Supported and trained

- Collaborates to improve

Minimum requirements are met;

No Zero Tolerance

(No speciÞc further actions)

Aware

DIY – Supplier

(Future peer-to-peer

network of cross supplier

sharing/learning)

If during the execution of the SSP program at anyspecific period in time a (Potential) Zero Tolerance hasbeen identified, immediate and further action will betaken. If the requested additional information andevidence lead to the conclusion that there is nostructural Zero Tolerance the supplier status will bechanged and the supplier will go back to the originaltrack in the program. If the conclusion gives rise to astructural Zero Tolerance the supplier will be requiredto:

• Propose a plan to mitigate and/or resolve theidentified Zero Tolerance(s)

• Commit to structurally resolving the Zero Tolerance• Provide regular updates and evidence• Avoid quick-fixing



During the execution of the SSP program we haveidentified several Zero Tolerances so far. Based onthese first results we can therefore conclude thatthrough our structural approach, our opencommunication, our focus on collaboration andsuppliers showing commitment to continuousimprovement we increased transparency and mitigatedthese Zero Tolerances in a structural manner.

Philips has defined six Zero Tolerances (ZT), which are:

• Fake or falsified records (structural)• Child and/or forced labor (structural)• Immediate threat to the environment• Immediate threat to workers (Health and Safety

issues)• Failure to comply with regulatory and/or Philips

requirements• Workers’ monthly income (covering salary for regular

hours and overtime, tax deductions, social insurance)structurally failing to meet regulatory requirements

In 2017, unfortunately one supplier decided, afteraccepting the Zero Tolerance mitigation plan, to stopexecution of the plan. This triggered the phase-outprocess of this specific supplier. The decision to phase-out a supplier is conducted in close collaboration withresponsible business owners, legal representatives andsustainability subject matter experts.

Measuring impactThe impact of improvements, is measured as a singlenumber based on a scale varying from 0 to 100%. Thissingle value is calculated at individual suppliers,combining the values of the nine elements per aspectinto one overall number. The ultimate goal is to achieve

a perfect score. However, the main focus at thismoment is to identify improvement based on theagreed improvement plan.

More information on the Supplier SustainabilityPerformance program can be found here .

“PI Electronics have been audited by severalCustomers (e.g. RBA members) for more than 10years. Through participation in the SSP approach,we have re-organized the company’s managementsystem, implemented control measures for timelycomparison and tracking improvements in amonthly KPI report. All relevant departments areengaged and take action to address potential areasof improvement.”PI Electronics

Current sample of suppliers that entered in 2016 andare still active in 2017 in the program is 49 (2016) and164 (2017). All of these are validated:

• All suppliers in scope completed the SAQ and havebeen validated in 2017; the program conducted a Siteassessment validation at 36% of these suppliers.

• 77 suppliers developed and agreed a SupplierSustainability Improvement Plan (SSIP).

• 64 suppliers started executing the SSIP whereas 13suppliers (entered in 2016) continued to execute theirSSIP, while Philips provides support and monitorsprogress on a regular basis.

• The average baseline score of all suppliers active inthe program is almost equal for 2016 (50 for 49suppliers) and 2017 (51 for 164) suppliers.

*SAQ – Supplier Assessment Questionnaire

Suppliers in scope need to resubmit and update

the SAQ and upload relevant evidence annually

3Agree

4Implement/Sustain

2IdentifyComplete

SAQ & submit

evidence*

Inform

suppliers

SCORE

Validate SAQ

& evidence

SCORE

Share draft

improvement

plan (SSIP)

Identify

improvement

actions

Implement

improvement

actions

Share results

with Philips

Plan & execute

site assessment

Agree

improvement

plan

Execute agreed

actions

Sustain & KPI’s

Request

additional

information

Mitigate or

resolve PZT

Escalate in case

PZT Ò ZT

Monitor supplier

closely

DIY (Do It Yourself) Suppliers

SSI (Supplier Sustainability Improvement) Suppliers

PZT (Potential Zero Tolerance) Suppliers

1SelectAssign

suppliers

in scope

Introduce

and set

expectations

https://www.philips.com/a-w/about/company/suppliers/supplier-sustainability.html



• The average improvement against the baseline is15%, for those 13 suppliers which entered the programin 2016 and continued to execute the SSIP programin 2017 through close collaboration with Philips.

• The average improvement against the baseline is 6%,for those 36 suppliers which entered the program in2016 and continued to manage the improvementsthemselves (DIY) in 2017.

• The number of employees at suppliers participatingin the SSP program is approximately 200,000.

“SSP mainly focuses on long-term sustainabilityimprovement with a structural systematic approach.We have recognized three key aspects so far; 1. achange of mindset: we as supplier can actively worktogether with Philips to eliminate the risk withoutthe concern of being punished when the issues arenot closed, 2. a change of method: joint-effortapproach, 3. a change in effectiveness: enhancesupplier long-term competency.”Foliage

In 2017, a third party, Elevate, was engaged to supportPhilips in the review of our approach and to conductsupplier validations to get familiar with our SSPapproach. Next, Elevate conducted, in closecollaboration with our experts, several desktopvalidations followed by four on-site assessmentvalidations, to be aligned and prepared to expandsuppliers in scope globally. For 2018 we continue ourroll-out in close collaboration with Elevate, targetingtogether 400 suppliers.

“The Philips Supplier Sustainability Performanceprogram is an innovative beyond auditing modelthat has proven to have greater impact for factories,workers and the planet. After years of socialcompliance auditing with limited impact, industrycan learn from Philips and companies shouldexperiment with similar efforts to drive greatertransparency, partnership and performance.”Ian Spaulding, CEOElevate Limited

3. Responsible Sourcing of MineralsThe supply chains of minerals are long and complex.There are typically 7+ tiers between the end-usercompanies like Philips and the mines where theminerals are being extracted. Philips does not directlysource minerals from mines in the conflict-affected andhigh-risk regions. Mining in these regions often takesplace in an artisanal form, which often means it isinformal and unregulated. Artisanal miners can becomevictims to exploitation by various militia and armedgroups or local traders. This increases the risk of human

1Establish

strong companymanagement

systems

2Identify

and assess risksin the supply

chain

3Analyze

and designa strategy

4Independentthird-party

audit

5Report on

supply chaindue diligence

Stakeholder DialogueConnecting

supply & demandSharing knowledge

& best practices

In-region projects forresponsible mining

Supply chains forresponsible sourcing

Supply Demand

Responsible Sourcing approach of Philips

Due diligence approachOECD Five-Step Framework for Risk-Based Due Diligence in the Mineral Supply Chain

Multi-stakeholder initiativesWorking together with other stakeholders to apply leverage



rights violations (forced labor, child labor or widespreadsexual violence), unsafe working conditions orenvironmental concerns.

Philips addresses the complexities of the mineralssupply chains through a continuous due diligenceprocess combined with multi-stakeholder initiatives forresponsible sourcing of minerals.

Responsible sourcing approach of Philips

Conflict minerals due diligencePhilips annually investigates its supply chain to identifysmelters of tin, tantalum, tungsten and gold in its supplychain and we have committed not to purchase rawmaterials, subassemblies, or supplies which are foundto contain conflict minerals.

Philips applies collective cross-industry leveragethrough active engagement via the ResponsibleMinerals Initiative (RMI, formerly known as the ConflictFree Sourcing Initiative (CFSI)). The RMI identifiessmelters that can demonstrate through an independentthird-party audit that the minerals they procure areconflict free. Philips is actively directing its supply chaintowards these smelters. Seewww.responsiblemineralsinitiative.org for more details.

The Philips Conflict Minerals due diligence framework,measures and outcomes are described in the ConflictMinerals Report that we file annually with SEC. TheReport is audited by an independent third party andmade publicly available on Philips’ website.

Multi-stakeholder initiatives for responsible sourcingof mineralsWe believe that a multi-stakeholder collaboration inresponsible sourcing of minerals is the most viableapproach in addressing the complexities of mineralsvalue chains.

European Partnership for Responsible Minerals(EPRM)

EPRM is a five-year multi-stakeholder partnershipbetween governments, companies, and civil societyactors working toward more sustainable mineralssupply chains. Philips became a strategic, foundingpartner of EPRM in May 2016, being the firstrepresentative of the private sector to join theinitiative. The goal of the EPRM is to create better socialand economic conditions for mine workers and localmining communities, by increasing the number of minesthat adopt responsible mining practices in Conflict andHigh Risk Areas (CAHRAs).

Tin mining in Indonesia (TWG)

Indonesia produces roughly one-third of the world’s tinsupply, of which the vast majority comes from theislands Bangka and Belitung. The current phase(2017-2019) of the TWG is led by the RBA ResponsibleMinerals Initiative. Additional funding was receivedfrom the EPRM to support pilot project activities forland reclamation as well as Occupational Health andSafety (OHS) capacity building.

IRBC Agreement Responsible Gold

In June 2017 Royal Philips signed the AgreementResponsible Gold and as such agreed to work onimproving international responsible business conductacross the entire gold value chain. Transparency is animportant part of these efforts, which are beingundertaken by a broad coalition of partners(government, jewelers, recycling firms, smelting firms,NGOs and goldsmiths). The parties agreed to join forceswith the aim of tackling child labor in Uganda byworking closely with mining communities andconnecting more responsible gold to the supply chainsof Philips and Fairphone, Solidaridad, UNICEF andUganda-based NGOs and CSOs.

Mica Working Group

Mica is mainly used as a pearlescent pigment incoatings and cosmetics, and in the electronics sector itis used as an electrical insulator. In 2016, Terre desHommes in collaboration with SOMO published areport “Beauty and a Beast” which showed thewidespread problem in the Mica industry in Jharkhand/Bihar (India) and gaps in the due diligence of end usercompanies. Philips decided to become a member of theResponsible Mica Initiative (RMI), a cross-sectorassociation that ensures close collaboration betweenvarious stakeholders to achieve a 100% responsibleMica supply chain over the next five years.

Next, Philips and partners Terre des Hommes, Kuncaiand local Indian NGOs received funding from the RVO“Fund Against Child Labor” for their project whichfocuses on a systemic approach to creating favorableconditions for Mica miners, educating and empoweringthem to negotiate fair prices and creating access to themarket.

Cobalt - newly added to our initiatives

Research by organizations like SOMO and Greenpeacerevealed that serious human rights violations andenvironmental pollution are happening in theDemocratic Republic of Congo (DRC) as a result ofcobalt mining, including water pollution and forcedevictions. In Q4 2017 Fairphone invited Philips toengage directly with a large Cobalt refiner which alsohas mining subsidiaries in the DRC. The aim was toidentify Artisanal and Small-scale Mining (ASM) cobaltmine sites in the DRC that are able to meet the

http://www.responsiblemineralsinitiative.org

http://www.philips.com/a-w/about/company/suppliers/supplier-sustainability/our-programs/conflict-minerals.html

https://europeanpartnership-responsibleminerals.eu/

http://www.responsiblemineralsinitiative.org/emergng-risks/indonesia-tin-working-group/

https://www.imvoconvenanten.nl/gold/agreement?sc_lang=en

https://www.imvoconvenanten.nl/gold/agreement?sc_lang=en

https://www.terredeshommes.nl/sites/tdh/files/visual_select_file/beauty_and_a_beast_child_labour_in_india_for_sparkling_cars_and_cosmetics.pdf



developed entry-level criteria and are committed tocooperate on improvements in the areas of Health andSafety, fairer income, and mining impacts oncommunities.

The entry-level criteria include legality, traceability andcontrols including on child labor. Furthermore, it hasbeen agreed by Philips, Fairphone, a shared batterysupplier, a cobalt refiner and UNICEF to develop andimplement in 2018 a partnership agreement. Thispartnership agreement enables structuralimprovement of the situation through a well managedmulti-stakeholder initiative.

4. Circular ProcurementPhilips’ ambition is to increase its circular valueproposition and it has set a 2020 target of 15% circularrevenues. Procurement can play a leading role inPhilips’ transition towards a circular economy in orderto achieve the 2020 target or even exceed this. Topicswhere Procurement is actively involved are:

• Circular procurement in the procurement policy. Thenext step is to define a circular procurement strategyand a clear long-term ambition.

• The implementation of a governance structurebeyond the procurement organization to cover thewhole value chain is part of the internal CircularEconomy Excellence network.

• Execution of an analysis of internal and externalcircular service models to improve collaboration.

For more information on the Circular Economy, pleaserefer to sub-section 13.4.1, Circular Economy, of thisAnnual Report.

5. Environmental Footprint ChinaIn order to minimize our impact, we are supporting ourChinese suppliers to reduce their environmentalfootprint and at the same time to contribute to Philips’sustainability strategy.

Achievements in 2017

• Environmental footprint training for 148 suppliers byPhilips Supplier Sustainability team

• Via SA on-site assessment, a number of suppliershave established new waste water and waste airtreatment facilities to ensure waste water and airdischarging in accordance with regulatoryrequirements

• Monitor 2nd tier suppliers’ environmentalperformance via 1st tier suppliers (monthly checkingthe IPE database)

• Philips was ranked the 20th among 188 brands(ranked 25th in 2016) on the IPE list

• Environmental footprint data reported for improvingperformance by more than 60 suppliers

• Energy savings via Supplier Development Program -energy savings will be achieved uponimplementation of the identified improvementactions

Improve energy efficiency and reduce CO2

emissionsSince 2015, there have been more than 30suppliers involved in Philips energy saving projectsorganized by Philips Lean experts. Via the analysisof manufacturing process and equipmentefficiency, Philips Lean experts together with thesuppliers, have identified a number of energysaving opportunities. The implementation of theseopportunities have led to reductions in energyusage. In 2017 only, 2,000 tonnes of CO2 reductionopportunities have been identified at 11 suppliersites.

Recognition by the Shanghai local EnvironmentalProtection BureauIn 2017, due to Philips’ efforts to drive Chinesesuppliers to continuously improve theirenvironmental performance, Philips wasrecognized as one of the best companies byShanghai Jing’an Environmental ProtectionBureau for its great performance in supplierenvironmental management.

Process ChemicalsPhilips is an active member of the RBA project team onprocess chemicals; for further details on the strategyand approach of this project see the RBA positionpaper. In addition to this project team we haveaddressed the topic of process chemicals in the newSSP approach and we aim to identify if and how themanufacturing sites are managing process chemicals.

13.4 Environmental statementsThis section provides additional information on (someof) the environmental performance parametersreported in section 3.3, Environmental performance, ofthis Annual Report.

13.4.1 Circular EconomyThe transition from a linear to a circular economy isessential to create a sustainable world. A circulareconomy aims to decouple economic growth from theuse of natural resources and ecosystems by using theseresources more effectively.

The circular economy programThe circular economy program at Philips ran for the fifthyear in 2017 and consists of four strategic pillars:

1. Connect to stakeholders outside Philips2. Internal employee engagement3. Create proof points and metrics4. Embed circular economy in Philips processes

Philips leverages partnerships with the Ellen MacArthurFoundation, Circle Economy Netherlands and theWorld Economic Forum. For example, through theleadership of our CEO and supported by the circulareconomy program, Philips teamed up with the World

http://www.eiccoalition.org/media/docs/publications/EICC%20Position%20on%20Chemical%20Exposure.pdf

http://www.eiccoalition.org/media/docs/publications/EICC%20Position%20on%20Chemical%20Exposure.pdf



Economic Forum to establish a public-private platformto accelerate the circular economy, launched in Davosin January 2017. This platform gained furthermomentum throughout 2017 and supported projectscovering diverse topics such as plastics, electronics &hardware and business models.

At Philips we see huge opportunities for businesses toprovide greater value to customers through innovativeservice models, smart upgrade paths, or product take-back and remanufacturing programs specifically. Thatis why Philips made a commitment in January 2018 tofully close the loop on all large medical systemsequipment that becomes available to us by 2020, andwe will continue to expand these practices until wehave covered all professional equipment. By “closingthe loop”, we mean that we will actively pursue thetrade-in of equipment such as MRI, CT andCardiovascular systems and we will take full control toensure that all traded-in materials are repurposed in aresponsible way.

Circular RevenuesIn 2017 the Circular Revenues KPI – deployed the yearbefore – was further embedded in the internal targetsetting. The Circular Revenues percentage captures ourrevenues of validated circular products, services, andsolutions, as a % of total Philips revenues. Thevalidation is done against the following Philipscircularity requirements which might be further refinedin the future:

1. Performance and Access-based modelsRevenues from contracts that include the condition thatPhilips has individual end-of-life responsibility for theproduct.

2. Refurbished, Reconditioned & Remanufacturedproducts/systemsRevenues from selling refurbished, reconditioned orremanufactured products/systems with re-usedcomponents >30% by total weight of product/ system.

3. Refurbished, Reconditioned & RemanufacturedcomponentsRevenue from harvested components that have eitherbeen refurbished, reconditioned or remanufactured.The harvested component must contain >30% re-usedparts or materials by total component weight. Thecomponent can either be a stand-alone component orpart of a new product/system. The commercial value ofthe component is considered irrespective of whether itis part of a service, warranty or sale.

4. Upgrades/refurbishment on site or remoteRevenue from upgrades of existing hardware andsoftware either on site or remotely.

5. Products with recycled plastics contentRevenues from products with a recycled plasticscontent of >25% by total weight of eligible plastics.

We set the ambition that by 2020 a total of 15% of ourrevenues will come from circular propositions. This isdouble the rate of 7% baseline achieved in 2015. Theresult for 2017 is 11%. The main contributing revenuestreams are for:

Personal Health businessesRevenues from our B2C products that contain a largeamount of recycled plastics, such as our businesses incoffee and domestic appliances. Revenues fromproviding our home sleep and respiratory equipment insome markets as a rental option.

Diagnosis & Treatment businessesOur Diamond Select offer of refurbished imagingsystems for sale, upgrading of systems at customerpremises to enhance performance and extend lifetime,repair and reuse of spare parts.

Connected Care & Health Informatics businessesA number of Philips businesses based on subscriptionmodels, such as for example the Philips Lifelinebusiness and others.

Closing material loopsIn addition to tracking circular revenue, we are alsoworking to achieve transparency on the material flowsconnected with the Philips businesses. In 2017 Philipsput a total of some 245,000 tonnes of products on themarket. This assessment is based on sales datacombined with product-specific weights. 85% of thetotal product weight was delivered through our B2Cbusinesses in Personal Health and 15% through our B2Bbusinesses (Diagnosis & Treatment businesses andConnected Care & Health Informatics businesses).

We can account for some 20,000 tonnes orapproximately 8% of those products being collected,re-used or recycled globally in 2016. Europe hasadvanced collection systems in place. In thesecountries we have an average return rate of around40-50%. National legislation is required to create thelevel playing field needed to set up efficient recyclingsystems beyond the EU. The main pathways andquantities for material re-use in 2016 were:

• Trade-in and return for resale as refurbishedproducts and for spare parts harvesting (Diagnosis &Treatment and Connected Care & Health Informatics)some 2,400 tonnes, largely unchanged from 2016.

• Collective collection and recycling schemesaccording to the EU Waste Electrical and ElectronicEquipment (WEEE) collection schemes. Thoseproducts are broken down into the main materialfractions and provided to the market via our recyclingpartners• 800 tonnes from Diagnosis & Treatment and

Connected Care & Health Informatics field returns,following the WEEE category 8 classification,indicating a slight decrease compared to theprevious year (900 tonnes)



• 16,000 tonnes from Personal Health, following theWEEE category 2 classification

On the demand side, the Personal Health businesseshave re-integrated significantly more recycled plasticsin new products than last year, closing the material loopfor some 1,850 tonnes of plastics, up from 1,440 tonnesin 2016.

More information can be found on the circular economywebsite.

13.4.2 BiodiversityPhilips recognizes the importance of healthyecosystems and a rich biodiversity for our company, ouremployees, and society as a whole. We aim to minimizeany negative impacts and actively promote ecosystemrestoration activities.

The Philips Biodiversity policy was issued in 2014 andprogress has been made on biodiversity management,on sites (e.g. impact measurement), on natural capitalvaluation, and at management level. Most initiativeswere led by the environmental coordinators at our sites,for example at our Best and Drachten sites in TheNetherlands, which serve as role models on the topic ofbiodiversity.

After Philips participated in 2015 in the development ofthe Natural Capital Protocol and volunteered as a pilotcompany, we continued these activities. In 2017, wedeveloped our first Environmental Profit and Lossaccount (EP&L), which is described in more detail insection 3.3, Environmental performance, of this AnnualReport. As can be derived from the EP&L, theenvironmental impact of the Royal Philips sites islimited as they are not very energy-intensive and donot emit large quantities of high-impact substances.The impact of our supply chain however is significantlyhigher than our own impact. For this reason, we usedthe identified hot-spots in our supply chain as input forour CDP Supply Chain program. More information onthat program can be found in sub-section 13.3.9,Supplier indicators, of this Annual Report. Next, ourfocus on the Circular Economy will reduce theenvironmental impact of our supply chainhttps://www.circle-economy.com/wp-content/uploads/2018/01/pace-pledge-20180126-digital.pdf. Theimpact during the use-phase of our products is mostsignificant though, which underlines the importance ofour continued focus on energy efficiency improvementsof our products and our lobby efforts for moredemanding industry standards, for example via COCIR.

13.4.3 Sustainable OperationsOur Sustainable Operations programs relate toimproving the environmental performance of ourmanufacturing facilities and focus on most contributorsto climate change, but also address water, recycling ofwaste and chemical substances.

For an overview of Philips’ industrial sites, please visit:Philips industrial sites.

Philips GroupGreen Operations2017

baseline year2015 target 20201) 2017 actual

Total CO2 frommanufacturing 84 Ktonnes 0 Ktonnes 55 Ktonnes

Water 978,500 m3 10% reduction 888,000 m3

Zero waste tolandfill 3.2 Ktonnes 0 Ktonnes 2.5 Ktonnes

Operationalwaste recycling 78% 90% 80%

Hazardoussubstancesemissions 1,419 kilos 50% reduction 1,417 kilos

VOC emissions 169 tonnes 10% reduction 142 tonnes

1) Against the base year 2015

Energy use in manufacturingTotal energy usage in manufacturing amounted to3,072 terajoules in 2017, of which Personal Healthconsumed about 48% and Diagnosis and Treatment42%. The energy consumption at Philips level iscomparable to 2016. Personal Health energyconsumption increased by 2% mainly driven byincreased production volumes at several sites, partlyoffset by the changes in the organization. Diagnosis &Treatment and Connected Care & Health Informaticsreported less energy consumption due to energyefficiency improvements.

Philips GroupTotal energy consumption in manufacturing in terajoules2013 - 2017

2013 2014 2015 2016 2017

Personal Health 1,369 1,352 1,389 1,436 1,464

Diagnosis &Treatment 1,238 1,202 1,214 1,316 1,298

Connected Care &Health Informatics 329 334 336 318 310

Philips Group 2,936 2,888 2,939 3,070 3,072

Operational carbon footprint and energyefficiency - 2017 detailsBecoming carbon-neutral in our operations by 2020 isone of the key targets, after already reducing ouroperational carbon footprint very significantly duringthe past years (33% decrease in CO2 emissions in 2017compared to our 2007 base year). Our carbon footprintincreased by 3% compared to 2016, resulting in a totalof 847 kilotonnes CO2.

http://www.philips.com/about/sustainability/ourenvironmentalapproach/greeninnovation/circulareconomy.page

http://www.philips.com/about/sustainability/ourenvironmentalapproach/greeninnovation/circulareconomy.page

https://www.circle-economy.com/wp-content/uploads/2018/01/pace-pledge-20180126-digital.pdf



https://www.philips.com/c-dam/corporate/about-philips/sustainability/downloads/sustainability-policies/Environmental-Policy-V6-Sept-2017.pdf

https://www.philips.com/c-dam/corporate/about-philips/sustainability/downloads/publications/philips-industrial-sites-2017.pdf



Philips GroupOperational carbon footprint in kilotonnes CO2-equivalent2013 - 2017

494

160

62

96

812

‘13

447

147

65

84

743

‘14

460

152

58

87

757

‘15

501

158

77

85

821

‘16

617 Logistics

135 Business travel

40 Non-industrial operations55 Manufacturing

847

‘17

The 2017 results can be attributed to several factors:

• Accounting for 7% of the total footprint, totalCO2 emissions from manufacturing decreased by 35%due a higher share of electricity from renewablesources (now at 85% in our manufacturing sites).

• CO2 emissions from non-industrial operations(offices, warehouses, etc.), representing 5% of thetotal emissions, decreased this year by 48% due toimplemented energy efficiency projects and a highershare of electricity from renewable sources.

• The total CO2 emissions related to business travel,accounting for 16% of our carbon footprint, showed adecrease of 15% compared to 2016, driven by astricter air travel policy introduced in 2017. This led toan air travel reduction of 10%.

• Overall CO2 emissions from logistics, representing73% of the total, increased by 23% compared to 2016,mainly driven by a strong increase in air freight tomeet demand. We plan to introduce variousmeasures to drive down air freight shipments byintroducing a stricter air freight policy and byoptimizing our warehouse locations.

Philips GroupOperational carbon footprint for logistics

2013 2014 2015 2016 2017

Air transport 263 248 309 371 467

Road transport 107 91 65 67 67

Ocean transport 124 108 86 63 83

Philips Group 494 447 460 501 617

Carbon emissions in manufacturingThe greenhouse gas emissions of our manufacturingoperations totaled 55 kilotonnes CO2-equivalent in2017, 35% lower than in 2016. Indirect CO2 emissionsrepresent 60% of the total, which decreased by 47%due to the higher use of electricity generated fromrenewable sources. Direct CO2 emissions arecomparable to the previous years. Emission from othergreenhouse gases showed a slight decrease.

Philips GroupTotal carbon emissions in manufacturingin kilotonnes CO2-equivalent2013 - 2017

2013 2014 2015 2016 2017

Direct CO2 1) 22 20 21 20 20

Indirect CO2 68 62 60 62 33

Other greenhousegases 4 2 3 3 2

From glass production - - - - -

Philips Group2) 94 84 84 85 55

1) From energy2) Excluding non-reporting industrial sites therefore different from

Operational carbon footprint

Philips GroupTotal carbon emissions in manufacturing per segmentin kilotonnes CO2-equivalent2013 - 2017

2013 2014 2015 2016 2017

Personal Health 50 45 49 59 36

Diagnosis &Treatment 35 31 28 22 16

Connected Care &Health Informatics 9 8 7 4 3

Philips Group 94 84 84 85 55

CO2 emissions in 2017 were 30 kilotonnes CO2-equivalent lower than in 2016. This was driven by theincreased use of electricity generated by renewablesources in all businesses in various regions. At PersonalHealth, CO2 emissions decreased due to an increase inthe use of electricity generated by renewable sourcesbut was partially offset by operational changes.Diagnosis & Treatment decreased its CO2 emissions dueto an increase in use of electricity generated byrenewable sources and lower energy consumption.Connected Care & Health Informatics decreased itsCO2 emissions due to an increase in use of electricitygenerated by renewable sources and lower energyconsumption. In December 2016, the Los Mirasoleswindfarm in the US started to produce electricity. As aresult, all our US operations were powered by windenergy in 2017, a clear step towards our ambition tobecome carbon-neutral in our operations by 2020.

Hazardous substances emissionsIn the ‘Healthy people, sustainable planet’ program,new chemical reduction targets have been defined onthe most relevant categories of substances for RoyalPhilips, being hazardous substance emissions as wellas VOC (Volatile Organic Compounds) emissions. Aspart of the deployment of the new program, reductiontargets at our industrial sites are being agreed.

Philips GroupHazardous substances emissions




Philips Group 1,419 1,099 1,417



In 2017, emissions of hazardous substances increasedby 29%, mainly caused by increased usage of harmfulchemicals at a Diagnosis & Treatment businesses siteand two Personal Health businesses sites. Changedmanufacturing processes and increased production atmultiple sites also had an impact on the emissions. OneConnected Care & Health Informatics businesses sitereduced its emissions significantly.

VOC emissions

Philips GroupVOC emissions in tonnes2016 - 2017

2015 2016 2017





VOC emissions increased by 10% in 2017 to 142 tonnes.VOC emissions in the Personal Health businessessegment (representing 65% of the total VOC emissions)were comparable to 2016, as increased emissions dueto changes in the product mix as well as higher volumeswere mitigated by changed lacquering processes. VOCemissions in the Diagnosis & Treatment businessessegment increased significantly due to higherproduction volumes at several sites.

ISO 14001 certificationMost of the Philips manufacturing sites are certifiedunder the umbrella certificates of the businesses. In2017, 82% of reporting manufacturing sites werecertified, a 4% increase compared to 2016.

Philips GroupISO 14001 certification as a % of all reporting organizations2013 - 2017

2013 2014 2015 2016 2017

Philips Group 86 73 75 78 82

Environmental incidentsIn 2017, four environmental incidents were reported,one at a Personal Health businesses site, and three attwo Diagnosis & Treatment businesses sites. The fourincidents were all related to leakage or minor spills,none of which were reportable to the local authorities.Immediate actions were taken to remediate the effect.Two non-compliances related to waste water werereported, one in Personal Health businesses and one inDiagnosis & Treatment businesses. None of theseresulted in a fine.

Sustainability world mapTo find out about our Health and Safety, Waste, Water and Emissions metrics at global, regional and market level, goto https://www.results.philips.com/#!/interactive-worldmap

Philips Group Total waste Emissions

MarketManufacturing

sitesTotal recordable

case rate1)

CO2 emitted(Tonnes CO2)

Waste(Tonnes) Recycled (%) Water (m3)

Hazardoussubstances

(kg)VOC

(Tonnes)

Africa - 0.00 - - - - - -

ASEAN and the Pacific 1 0.20 22,942 1,865 92% 80,346 1 34

Benelux 2 0.17 5,143 4,919 74% 97,857 241 15

Central & EasternEurope 1 0.00 718 1,676 98% 10,719 47 1

Germany, Austria andSwitzerland 3 0.60 3,293 2,316 85% 48,191 708 7

France - 0.00 - - - - - -

Greater China 6 0.15 10,491 3,424 91% 324,568 268 38

Iberia - 0.23 - - - - - -

Indian Subcontinent 3 0.03 1,435 758 99% 27,165 24 5

Italy, Israel and Greece 3 0.38 4,226 911 50% 20,263 0 3

Japan - 0.00 - - - - - -

Latin America 4 0.25 973 800 92% 95,716 0 12

Middle East & Turkey - 0.00 - - - - - -

Nordics - 0.00 - - - - - -

North America 14 0.81 5,997 6,952 72% 177,396 62 24

Russia and Central Asia - 0.00 - - - - - -

UK & Ireland 1 0.20 245 948 79% 5,350 66 3

1) Includes manufacturing and non-manufacturing sites




13.5 Assurance report of the independentauditorTo: The Supervisory Board and Shareholders ofKoninklijke Philips N.V.

Report on the audit of the sustainabilityinformation 2017 included in the annualreport

Our OpinionWe have audited the sustainability information in theannual report for the year 2017 of Koninklijke PhilipsN.V. (the Company), based in Eindhoven, theNetherlands.

An audit engagement is aimed at obtaining reasonableassurance.

In our opinion, the sustainability information presents,in all material respects, a reliable and adequate view of:

• The policy and business operations with regard tocorporate social responsibility;

• The thereto related events and achievements for theyear 2017;

in accordance with the Sustainability ReportingStandards (option Comprehensive) of the GlobalReporting Initiative (GRI) and the applied supplementalreporting criteria as disclosed in section 13.1 Approachto sustainability reporting of the annual report.

The sustainability information consists of chapter 13Sustainability statements, section 3.2 Socialperformance and section 3.3 Environmentalperformance of the annual report.

Basis for our opinionWe have performed our audit on the sustainabilityinformation in accordance with Dutch law, includingDutch Standard 3810N ‘Assurance engagementsrelating to sustainability reports’, a Standard that isbased on the International Standard on AssuranceEngagements (ISAE) 3000 ‘Assurance Engagementsother than Audits or Reviews of Historical FinancialInformation’. Our responsibilities under this standardare further described in the section “Our responsibilitiesfor the audit of the sustainability information” of ourreport.

We are independent of Koninklijke Philips N.V. inaccordance with the EU Regulation on specificrequirements regarding statutory audit of public-interest entities, the “Wet toezichtaccountantsorganisaties” (Wta, Audit firms supervisionact), the ‘Verordening inzake de onafhankelijkheid vanaccountants bij assurance-opdrachten’ (ViO, Code ofEthics for Professional Accountants, a regulation withrespect to independence) and other relevantindependence regulations in the Netherlands.

Furthermore we have complied with the ‘Verordeninggedrags- en beroepsregels accountants” (VGBA, DutchCode of Ethics).

We believe that the audit evidence we have obtainedis sufficient and appropriate to provide a basis for ouropinion.

Limitations to the scope of our audit engagement

Unexamined prospective informationThe sustainability information includes prospectiveinformation such as ambitions, strategy, plans,expectations and estimates. Inherently, the actualfuture results are uncertain. We do not provide anyassurance on the assumptions and achievability ofprospective information in the sustainabilityinformation.

Unaudited references to external sourcesThe references to external sources or websites in thesustainability information, excluding “Methodology forcalculating Lives Improved”, “Methodology forcalculating Environmental Profit & Loss”, “GRI contentindex” and “EU Directive NFI and Diversity referencetable”, are not part of the sustainability information asaudited by us. We therefore do not provide assuranceon this information.

Description of responsibilities for thesustainability information

Responsibilities of the Board of Management andthe Supervisory Board for the sustainabilityinformationThe Board of Management is responsible for thepreparation of the sustainability information inaccordance with the Sustainability ReportingStandards (option Comprehensive) of GRI and theapplied supplemental reporting criteria as disclosed insection 13.1 Approach to sustainability reporting of theannual report, including the identification ofstakeholders and the definition of material matters. Thechoices made by the Board of Management regardingthe scope of the sustainability information and thereporting policy are summarized in section 13.1Approach to sustainability reporting of the annualreport.

The Board of Management is also responsible for suchinternal control as the Board of Managementdetermines is necessary to enable the preparation ofthe sustainability information that is free from materialmisstatement, whether due to fraud or errors.

The Supervisory Board is responsible for overseeing theCompany’s reporting process.



Our responsibilities for the audit of the SustainabilityInformationOur responsibility is to plan and perform the assuranceengagement with a reasonable level of assurance in amanner that allows us to obtain sufficient andappropriate audit evidence for our opinion.

Our audit has been performed with a high, but notabsolute, level of assurance, which means we may nothave detected all material errors and fraud.

Misstatements can arise from fraud or error and areconsidered material if, individually or in the aggregate,they could reasonably be expected to influence theeconomic decisions of users taken on the basis of thesustainability information. The materiality affects thenature, timing and extent of our audit procedures andthe evaluation of the effect of identified misstatementson our opinion.

We apply the ‘Nadere voorschriftenkwaliteitssystemen’ (Regulations for Qualitymanagement systems) and accordingly maintain acomprehensive system of quality control includingdocumented policies and procedures regardingcompliance with ethical requirements, professionalstandards and other applicable legal and regulatoryrequirements.

We have exercised professional judgment and havemaintained professional skepticism throughout theaudit performed by a multi-disciplinary team, inaccordance with the Dutch Standard 3810N, ethicalrequirements and independence requirements. Ouraudit included e.g.:

• Performing an analysis of the external environmentand obtaining an understanding of relevant socialthemes and issues, and the characteristics of theorganization

• Evaluating the appropriateness of the reportingcriteria used, their consistent application and relateddisclosures, including the evaluation of the results ofthe stakeholders’ dialogue and the reasonablenessof estimates made for Lives Improved and theEnvironmental Profit & Loss by management

• Obtaining an understanding of the systems andprocesses for collecting, reporting and consolidatingsustainability information, including obtaining anunderstanding of internal control relevant to ouraudit

• Reconciling the relevant financial information withthe financial statements

• Identifying and assessing the risks of materialmisstatement of the sustainability information,whether due to errors or fraud, designing andperforming further audit procedures responsive tothose risks, and obtaining audit evidence that issufficient and appropriate to provide a basis for ouropinion. The risk of not detecting a materialmisstatement resulting from fraud is higher than forone resulting from errors, as fraud may involve

collusion, forgery, intentional omissions,misrepresentations, or the override of internalcontrol. These further procedures consisted amongstothers of:• Interviewing management and relevant staff at

corporate and business unit level responsible forthe sustainability strategy, policy and results;

• Interviewing relevant staff responsible for:• providing the information• carrying out internal control procedures on, and• consolidating the data in the sustainability

information• Visits to production sites in China (Zhuhai and

Respironics Shenzen) and Costa Rica (Coyol)aimed at, on a local level, validating source dataand to evaluate the design, implementation andoperation of control validation procedures

• Evaluating relevant internal and externaldocumentation, on a test basis, to determine thereliability of the information in the sustainabilityinformation

• An analytical review of the data and trendssubmitted for consolidation at corporate level

• Evaluating the presentation, structure and contentof the sustainability information as a whole,including the disclosures, in relation to thereporting criteria used

We communicate with the Supervisory Boardregarding, among other matters, the planned scope andtiming of the audit and significant findings, includingany significant findings in internal control that weidentify during our audit.



Signed by J. Niewold

Five-year overview 14


14 Five-year overview

Prior-period amounts have been restated for the treatment of the segment Lighting as a discontinued operation (seenote 3, Discontinued operations and assets classified as held for sale).

Philips GroupGeneral data in millions of EUR unless otherwise stated2013 - 2017

2013 2014 2015 2016 2017

Sales 14,835 14,517 16,806 17,422 17,780

Nominal sales growth (1)% (2)% 16% 4% 2%

Comparable sales growth 3% - 4% 5% 4%

Income from operations (loss) 1,623 461 658 1,464 1,517

Financial income and expenses - net (325) (294) (359) (442) (137)

Income (loss) from continuing operations 846 260 160 831 1,028

Income (loss) from continuing operations attributable to shareholders 843 264 146 788 814

Income (loss) from Discontinued operations 318 148 479 660 843

Net income (loss)2) 1,164 408 638 1,491 1,870

Net income (loss) attributable to shareholders2) 1,161 412 624 1,448 1,657

Free cash flow1) 26 555 (154) 429 1,185

Net assets 11,195 10,933 11,725 13,453 12,023

Total employees at year-end (FTEs) 116,082 113,678 112,959 114,731 73,951

1) Non-IFRS financial measure. For the definition and reconciliation to the most directly comparable IFRS measure, refer to chapter 5, Reconciliation of non-IFRSinformation, of this Annual Report


Philips GroupIncome in millions of EUR unless otherwise stated2013 - 2017

2013 2014 2015 2016 2017

Income from operations 1,623 461 658 1,464 1,517

as a % of sales 10.9% 3.2% 3.9% 8.4% 8.5%

Adjusted EBITA1) 1,835 1,458 1,688 1,921 2,153

as a % of sales 12.4% 10.0% 10.0% 11.0% 12.1%

Income taxes2) (425) 33 (169) (203) (349)

as a % of income before taxes (33.4)% 14.5% (51.4)% (19.7)% (25.4)%

Income (loss) from continuing operations 846 260 160 831 1,028

Net income (loss)2) 1,164 408 638 1,491 1,870

1) Non-IFRS financial measure. For the definition and reconciliation to the most directly comparable IFRS measure, refer to chapter 5, Reconciliation of non-IFRSinformation, of this Annual Report.




Philips GroupCapital employed in millions of EUR unless otherwise stated2013 - 2017

2013 2014 2015 2016 2017

Cash and cash equivalents 2,465 1,873 1,766 2,334 1,939

Receivables and other current assets 5,220 5,591 5,655 6,169 4,468

Assets classified as held for sale 507 1,613 1,809 2,180 1,356

Inventories 3,240 3,314 3,463 3,392 2,353

Non-current financial assets/investments in associates 657 619 670 525 729

Non-current receivables/assets 1,892 2,686 3,042 3,065 1,825

Property, plant and equipment 2,780 2,095 2,322 2,155 1,591

Intangible assets 9,766 10,526 12,216 12,450 11,054

Total assets 26,527 28,317 30,943 32,270 25,315

Property, plant and equipment:

Capital expenditures for the year 337 324 432 360 420

Depreciation for the year 338 356 422 458 437

Capital expenditures: depreciation 1.0 0.9 1.0 0.8 1.0

Philips GroupFinancial structure in millions of EUR unless otherwise stated2013 - 2017

2013 2014 2015 2016 2017

Other liabilities 7,713 8,414 8,808 9,080 6,509

Liabilities directly associated with assets held for sale 348 349 407 525 8

Debt 3,901 4,104 5,760 5,606 4,715

Provisions 3,370 4,517 4,243 3,606 2,059

Total provisions and liabilities 15,332 17,384 19,218 18,817 13,292

Shareholders’ equity 11,182 10,832 11,607 12,546 11,999

Non-controlling interests 13 101 118 907 24

Group equity and liabilities 26,527 28,317 30,943 32,270 25,315

Net debt: group equity ratio1) 11:89 17:83 25:75 20:80 19:81

Market capitalization at year-end 24,340 22,082 21,607 26,751 29,212

1) Non-IFRS financial measure. For the definition and reconciliation to the most directly comparable IFRS measure, refer to chapter 5, Reconciliation of non-IFRSinformation, of this Annual Report.



Philips GroupKey figures per share in EUR unless otherwise stated2013 - 2017

2013 2014 2015 2016 2017

Sales per common share 16.28 15.86 18.35 18.98 19.14

Weighted average amount of shares outstanding:

- basic1) 911,072 915,193 916,087 918,016 928,798

- diluted1) 922,072 922,714 923,625 928,789 945,132

Basic earnings per common share:

Income (loss) from continuing operations attributable toshareholders per share 0.92 0.29 0.16 0.86 0.88

Net income (loss) attributable to shareholders 1.27 0.45 0.68 1.58 1.78

Diluted earnings per common share:

Income (loss) from continuing operations attributable toshareholders per share 0.91 0.29 0.16 0.85 0.86

Net income (loss) attributable to shareholders 1.26 0.45 0.68 1.56 1.75

Dividend distributed per common share 0.75 0.80 0.80 0.80 0.80

Total shareholder return per common share 7.50 (1.70) 0.21 6.24 3.34

Shareholders’ equity per common share 12.24 11.85 12.66 13.60 12.96

Price/earnings ratio 23.58 96.60 53.55 25.89 35.84

Share price at year-end 26.65 24.15 23.56 29.00 31.54

Highest closing share price during the year 26.78 28.10 27.65 29.07 35.88

Lowest closing share price during the year 20.26 20.98 20.79 20.95 27.03

Average share price 23.33 24.00 24.51 24.75 31.58

Amount of common shares outstanding at year-end1) 913,338 914,389 917,104 922,437 926,192

1) In thousands of shares

Philips GroupSustainability2013 - 2017

2013 2014 2015 2016 2017

Lives improved, in billions1) 1.7 1.9 2.0 2.1 2.2

Green Revenues, as a % of total sales 56% 58% 60%

Green Innovation, in millions of euros 241 277 233

Operational carbon footprint, in kilotonnes CO2-equivalent 812 743 757 821 847

Operational energy efficiency, in terajoules per million euro sales 58 60

Total energy consumption in manufacturing, in terajoules2) 2,936 2,888 2,939 3,070 3,072

Total carbon emissions in manufacturing, in kilotonnes CO2-equivalent 2) 94 84 84 85 55

Water intake, in thousands m3 2) 1,040 1,051 976 963 888

Total waste, in kilotonnes2) 21.0 21.1 23.2 24.9 24.6

Materials provided for recycling via external contractor per total waste, in %2) 76% 77% 78% 79% 80%

Restricted substances, in kilos2) 29 20 18 1 0

Hazardous substances, in kilos2) 27,262 24,712 22,394 10,496 5,243

ISO 14001 certification, as a % of all reporting organizations2) 86 73 75 78 82

Employee Engagement Index, % favorable 75% 72% 71% 74% 76%

Female executives, in % of total 14% 15% 19% 18% 18%

Lost Workday Injuries, per 100 FTEs 0.18 0.15 0.15 0.16 0.17

Fatalities 0 1 0 0 0

Initial and continual conformance audits, number of audits 159 200 203 195

Suppliers audits, compliance rate, in % 75% 77% 33% 59% 81%

1) Includes Philips Lighting2) In manufacturing excluding new aquisitions

Investor Relations 15


15 Investor Relations

15.1 Key financials and dividend

Key financialsNet income attributable to shareholders of KoninklijkePhilips N.V. in 2017 was EUR 1,657 million, or EUR 1.75per common share (diluted; basic EUR 1.78 per commonshare). This compares to EUR 1,448 million, or EUR 1.56per common share (diluted; basic EUR 1.58 per commonshare), in 2016.

Key data in millions of EUR unless otherwise stated

2015 2016 2017

Sales 16,806 17,422 17,780




as a % of sales 3.9% 8.4% 8.5%

Financial expenses, net (359) (442) (137)

Investments in associates 30 11 (4)

Income taxes (169) (203) (349)

Income from continuingoperations 160 831 1,028

Discontinued operations 479 660 843

Net income 638 1,491 1,870

Adjusted EBITA1) 1,688 1,921 2,153

as a % of sales 10.0% 11.0% 12.1%

Other indicators

Net income attributable toshareholders per common sharein EUR:

basic 0.68 1.58 1.78

diluted 0.68 1.56 1.75



Free cash flow1) (154) 429 1,185


Dividend policyPhilips’ dividend policy is aimed at dividend stabilityand a pay-out ratio of 40% to 50% of continuing netincome after adjustments.

Net income after adjustments is the base figure used tocalculate the dividend pay-out for the year. For 2017,the key exclusions to arrive at net income afteradjustments are the following: charges related toquality and regulatory actions, charges related to theseparation of the Lighting business, charges related tothe CRT litigation provision in the US, charges related toportfolio rationalization measures, charges related tothe consent decree focused on the defibrillatormanufacturing in the US, net gain from the sale of realestate assets, received dividend income, tax chargesrelated to the US Tax Cuts and Jobs Act and results that

are shown as Discontinued operations. Restructuring,acquisition-related and separation-related charges arealso excluded.

Proposed distributionA proposal will be submitted to the Annual GeneralMeeting of Shareholders, to be held on May 3, 2018, todeclare a distribution of EUR 0.80 per common share,in cash or shares at the option of the shareholder (up toEUR 750 million if all shareholders would elect cash),against the net income for 2017.

If the above dividend proposal is adopted, the shareswill be traded ex-dividend as of May 7, 2018 at the NewYork Stock Exchange and Euronext Amsterdam. Incompliance with the listing requirements of the NewYork Stock Exchange and the stock market of EuronextAmsterdam, the dividend record date will be May 8,2018.

Shareholders will be given the opportunity to maketheir choice between cash and shares between May 9,2018 and June 1, 2018. If no choice is made during thiselection period the dividend will be paid in cash. OnJune 1, 2018 after close of trading, the number of sharedividend rights entitled to one new common share willbe determined based on the volume-weighted averageprice of all traded common shares of Koninklijke PhilipsN.V. at Euronext Amsterdam on May 30 and 31, andJune 1, 2018. The company will calculate the number ofshare dividend rights entitled to one new commonshare (the ratio), such that the gross dividend in shareswill be approximately equal to the gross dividend incash. The ratio and the number of shares to be issuedwill be announced on June 5, 2018. Payment of thedividend and delivery of new common shares, withsettlement of fractions in cash, if required, will takeplace from June 6, 2018. The distribution of dividend incash to holders of New York Registry shares will bemade in USD at the USD/EUR rate as per WM/ ReutersFX Benchmark 2 PM CET fixing of June 4, 2018.

Further details will be given in the agenda for the 2018Annual General Meeting of Shareholders. All datesmentioned remain provisional until then.

Dividend in cash is in principle subject to 15% Dutchdividend withholding tax, which will be deducted fromthe dividend in cash paid to the shareholders. Dividendin shares paid out of net income and retained earningsis subject to 15% dividend withholding tax, but only inrespect of the par value of the shares (EUR 0.20 pershare). Shareholders are advised to consult their taxadvisor on the applicable situation with respect to taxeson the dividend received.

Investor Relations 15.1


In 2017, a dividend of EUR 0.80 per common share waspaid in cash or shares, at the option of the shareholder.For 48.3% of the shares, the shareholders elected for ashare dividend, resulting in the issue of 11,264,163 newcommon shares, leading to a 1.2% dilution. EUR 384million was paid in cash. See also section 3.5, Proposeddistribution to shareholders, of this Annual Report.

ex-dividenddate record date payment date

EuronextAmsterdam May 7, 2018 May 8, 2018 June 6, 2018

New YorkStockExchange May 7, 2018 May 8, 2018 June 6, 2018

Philips GroupDividend and dividend yield per common share2008 - 2018

0.70

‘08

0.70

‘09

0.70

‘10

0.75

‘11

0.75

‘12

0.75

‘13

0.80

‘14

0.80

‘15

0.80

‘16

0.80

‘17

0.802)Dividend pershare in EUR

‘18

2.4%

5.1%3.4% 3.3%

4.6%3.8%

3.0% 3.3% 3.4% 2.8% 2.5% Yield in %1)

1) Dividend yield % is as of December 31 of previous year2) Subject to approval by the Annual General Meeting of Shareholders in

2018

Information for investors in New YorkRegistry shares program

Dividends and distributions per common shareThe following table sets forth in euros the grossdividends on the common shares in the fiscal yearsindicated (from prior-year profit distribution) and suchamounts as converted into US dollars and paid toholders of shares of the New York Registry:

Philips GroupGross dividends on the common shares2013 - 2017

2013 2014 2015 2016 2017

in EUR 0.75 0.80 0.80 0.80 0.80

in USD 0.98 1.09 0.89 0.90 0.90

Exchange rates USD : EURThe following two tables set forth, for the periods anddates indicated, certain information concerning theexchange rate for US dollars into euros based on theNoon Buying Rate in New York City for cable transfersin foreign currencies as certified for customs purposesby the Federal Reserve Bank of New York (the “NoonBuying Rate”). The Noon Buying Rate on February 9,2018 was EUR 0.8179 per USD 1.

Exchange rate (based on the “Noon Buying Rate”)EUR per USD2013 - 2017

period end average high low

2013 0.7257 0.7532 0.7828 0.7238

2014 0.8264 0.7533 0.8264 0.7180

2015 0.9209 0.9018 0.9502 0.8323

2016 0.9477 0.9037 0.9639 0.8684

2017 0.8318 0.8867 0.9601 0.8305

Exchange rate per month (based on the “Noon BuyingRate”) EUR per USD2017 - 2018

highest rate lowest rate

August, 2017 0.8545 0.8316

September, 2017 0.8513 0.8305

October, 2017 0.8636 0.8441

November, 2017 0.8638 0.8378

December, 2017 0.8529 0.8318

January, 2018 0.8388 0.8008

Unless otherwise stated, for the convenience of thereader, the translations of euros into US dollarsappearing in this section have been made based on theclosing rate on December 31, 2017 (USD 1 = EUR 0.8365).This rate is not materially different from the NoonBuying Rate on such date (USD 1 = EUR 0.8318).

The following table sets out the exchange rate for USdollars into euros applicable for translation of Philips’financial statements for the periods specified.

Exchange rate (based on Philips’ consolidation rate)EUR per USD2013 - 2017

period end average high low

2013 0.7255 0.7527 0.7805 0.7255

2014 0.8227 0.7527 0.8227 0.7201

2015 0.9151 0.9007 0.9410 0.8796

2016 0.9495 0.9078 0.9495 0.8812

2017 0.8365 0.8821 0.9462 0.8365



15.2 Share information

Market capitalizationPhilips’ market capitalization was EUR 29.2 billion atyear-end 2017. On December 31, 2017, the closing pricefor shares in Amsterdam was EUR 31.54 and the numberof common shares issued and outstanding (afterdeduction of treasury shares) amounted to 926 million.

Philips GroupMarket capitalization in billions of EUR2013 - 2017

20.9

Q1

19.2

Q2

21.8

Q3

24.3

Q4

‘13

23.3

Q1

21.4

Q2

23.2

Q3

22.1

Q4

‘14

24.1

Q1

21.1

Q2

19.4

Q3

21.6

Q4

‘15

22.9

Q1

20.8

Q2

24.4

Q3

26.8

Q4

‘16

27.7

Q1

29.1

Q2

32.7

Q3

29.2

Q4

‘17

Share capital structureDuring 2017, Philips’ issued share capital increased byapproximately 11 million common shares toapproximately 941 million common shares as a result ofthe issuance of 11.3 million shares as elected stockdividend. As per 31 December 2017, approximately 14.7million of the common shares issued are held by Philipsas treasury shares. Out of these treasury shares,approximately 10.1 million are held to cover long-termincentive and employee stock purchase plans andapproximately 4.6 million result from sharerepurchases made for capital reduction purposes (seebelow under ‘Share repurchases’). The number ofissued shares and outstanding as per December 31,2017 was 926 million, up from 922 million at December31, 2016.

The Dutch Act on Financial Supervision imposes anobligation on persons holding certain interests todisclose (inter alia) percentage holdings in the capitaland/or voting rights in the Company when suchholdings reach, exceed or fall below 3, 5, 10, 15, 20, 25,30, 40, 50, 60, 75 and 95 percent (as a result of anacquisition or disposal by a person, or as a result of achange in the company’s total number of voting rightsor capital issued). Certain derivatives (settled in kind orin cash) are also taken into account when calculatingthe capital interest. The statutory obligation to disclosecapital interest does not only relate to gross longpositions, but also to gross short positions. Requireddisclosures must be made to the Netherlands Authorityfor the Financial Markets (AFM) without delay. The AFMthen notifies the Company of such disclosures andincludes 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 onShort Selling.

The AFM register shows the following notification ofsubstantial holdings and/or voting rights at or abovethe 3% threshold: BlackRock, Inc.: substantial holding of5.03% and 6.19% of the voting rights (January 5, 2017).

The AFM register also shows a notification by Philips ofa substantial holding of 5.05% in its own share capital(no voting rights).

The following shareholder portfolio information isbased on information provided by several largecustodians and a survey conducted in December 2017.

Philips GroupShareholders by region (approximated)1) in %2017

47%North America

11%Netherlands

11%United Kingdom

11%France

16%Rest of Europe

5%Other

1) Split based on identified shares in shareholder identification.Change to a new shareholder identification provider resulted in a higheramount of identified shares and some difference in allocation of theshares by region and style.

Philips GroupShareholders by style (approximated)1) in %2017

21%Value

18%Growth

17%Index

13%GARP2)

7%Hedge Fund

12%Retail

12%Other

1) Split based on identified shares in shareholder identification.Change to a new shareholder identification provider resulted in a higheramount of identified shares and some difference in allocation of theshares by region and style.

2) Growth at a reasonable price

Share repurchases

Share repurchases for capital reduction purposesOn June 28, 2017, Philips announced a EUR 1.5 billionshare buyback program for capital reduction purposes,within the limits of relevant laws and regulations (inparticular EC Regulation 2273/2003) and Philips’articles of association. All shares acquired under thisprogram are held as treasury shares until they arecancelled. Philips started the purchases under thisprogram in the third quarter of 2017 and intends tocomplete the program in two years. The program isbeing executed by means of forward contracts with



financial institutions, as well as in the open market viaintermediary to allow for buybacks during both openand closed periods.

In 2017, Philips entered into a number of forwardcontracts, for future delivery and settlement ofapproximately 31 million shares (in Q4 2018 and Q22019). Furthermore, Philips repurchased approximately4.6 million of common shares in the open market.

By the end of 2017, Philips had completed 77% of theEUR 1.5 billion share repurchase program.

Share repurchases related to Long-Term Incentive(LTI) and employee stock purchase programsTo cover outstanding obligations resulting from pastand present long-term incentive (LTI) programs, Philipsrepurchases Philips shares from time to time, within thelimits of relevant laws and regulations (in particular ECRegulation 2273/2003) and Philips’ articles ofassociation. The shares acquired to cover such LTIpositions may be held by Philips as treasury shares untilthese are distributed to participants. In order to acquireshares for LTI programs, Philips may repurchase sharesunder a discretionary management agreement withone or more intermediaries to allow for buybacks in theopen market during both open and closed periods.Philips may also repurchase shares through alternativetransactions, such as over-the-counter derivativespurchased from financial institutions.

In 2017, Philips acquired a total of 15.2 million shares forLTI coverage. Philips repurchased 5.0 million shares inthe open market. A further 10.2 million shares wereacquired under certain over-the-counter derivativespurchased in 2016 and 2017. During 2018, Philips maycontinue with additional repurchases, the size of whichwill depend on the movement of the Philips share price.

As of December 31, 2017, Philips still held 6.3 millionoptions as a hedge of 6.8 million remaining employeeoptions (granted until 2013), which will automatically beexercised upon the exercise of such employee options.

A total of 10.4 million shares were held in treasury bythe Company on December 31, 2017 (2016: 7.2 millionshares) for coverage of LTI plans. As of that date, a totalof 20.8 million rights under LTI plans were outstanding(2016: 33.5 million shares).

Further details on the share repurchase programs canbe found on the Investor Relations website. For moreinformation see chapter 10, Corporate governance, ofthis Annual Report.

Philips GroupImpact of share repurchases on share count in thousands of shares2013 - 2017

2013 2014 2015 2016 2017

Shares issued 937,846 934,820 931,131 929,645 940,909

Shares in treasury 24,508 20,431 14,027 7,208 14,717

Shares outstanding 913,338 914,389 917,104 922,437 926,192

Shares repurchased 27,811 28,538 20,296 25,193 19,842

Shares cancelled 37,779 21,838 21,361 18,830

Philips GroupTotal number of shares repurchased in thousands of shares unless otherwise stated2017

share repurchasesrelated to capital

reduction program

average price paidper share in EUR

share repurchasesrelated to LTI

program

average price paidper share in EUR

January, 2017 1,885 28.64

February, 2017

March, 2017 1,679 29.06

April, 2017

May, 2017 571 32.27

June, 2017 1,730 30.03

July, 2017

August, 2017

September, 2017 2,227 32.02

October, 2017 1,667 35.36

November, 2017 4,579 34.12

December, 2017 4,619 32.47 886 27.86

Total 4,619 15,223

of which

purchased in the open market 4,619 5,043

acquired under over-the-counter derivatives 10,180



15.3 Philips’ ratingPhilips’ existing long-term debt is rated A- by Fitch,Baa1 by Moody’s and BBB+ by Standard & Poor’s (allwith stable outlook). As part of its capital allocationpolicy, Philips is committed to a strong investmentgrade credit rating. There is no assurance that Philipswill be able to achieve this goal. Ratings are subject tochange at any time. Adverse changes in the Company’sratings will not trigger automatic withdrawal ofcommitted credit facilities nor any acceleration in theoutstanding long-term debt (provided that the USD-denominated bonds contain a ‘Change of ControlTriggering Event’ and the EUR-denominated bondscontain a ‘Change of Control Put Event’, as bothdescribed in more detail in note 18, Debt).

Philips GroupCredit rating summary2017

long-term short-term outlook

Fitch A- WD Stable

Moody’s Baa1 P-2 Stable

Standard & Poor’s BBB+ A-2 Stable

15.4 Performance in relation to marketindicesThe common shares of the Company are listed on thestock market of Euronext Amsterdam. The New YorkRegistry Shares of the Company, representing commonshares of the Company, are listed on the New YorkStock Exchange. The principal market for the commonshares is Euronext Amsterdam. For the New YorkRegistry Shares it is the New York Stock Exchange.

The following table shows the high and low closingprices of the common shares on the stock market ofEuronext Amsterdam as reported in the Official PriceList and the high and low closing prices of the New YorkRegistry Shares on the New York Stock Exchange:

High and low closing price of common shares2013 - 2018

Euronext Amsterdam (EUR) New York Stock Exchange (USD)

high low high low

January, 2018 33.90 31.33 41.92 37.77

December, 2017 33.20 31.54 39.19 37.90

November, 2017 35.78 32.44 41.46 38.40

October, 2017 35.88 34.07 42.10 40.16

September, 2017 35.27 31.97 41.88 38.06

August, 2017 32.63 31.36 38.42 37.06

2017 4th quarter 35.88 31.54 42.10 37.80

3rd quarter 35.27 30.99 41.88 35.47

2nd quarter 33.93 29.71 38.11 31.43

1st quarter 30.13 27.03 32.18 28.94

2016 4th quarter 29.07 26.12 30.57 28.22

3rd quarter 26.70 21.58 29.97 24.05

2nd quarter 25.20 21.01 28.58 23.29

1st quarter 25.13 20.95 28.58 23.68

2015 4th quarter 25.88 21.09 27.29 23.66

3rd quarter 25.71 20.79 28.23 23.19

2nd quarter 27.65 22.82 30.08 25.46

1st quarter 27.40 23.16 30.31 27.54

2014 4th quarter 24.68 20.98 31.02 26.36

3rd quarter 25.27 22.11 32.39 29.80

2nd quarter 25.86 22.22 35.95 30.35

1st quarter 28.10 23.88 38.36 33.13

2013 26.78 20.26 36.97 26.60



Euronext Amsterdam

Philips GroupShare price development in Euronext Amsterdam in EUR2016 - 2017

PHIA Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

2017

High 29.40 28.54 30.13 31.99 33.34 33.93 32.80 32.63 35.27 35.88 35.78 33.20

Low 27.14 27.03 28.45 29.71 31.32 31.10 30.99 31.36 31.97 34.07 32.44 31.54

Average 28.28 27.64 29.20 30.46 32.10 32.16 31.73 32.01 34.10 34.98 33.72 32.40

Average dailyvolume1) 7.00 5.61 5.41 7.00 5.31 6.50 5.61 4.93 6.11 5.93 5.21 4.81

2016

High 24.50 24.33 25.13 25.20 24.33 24.11 24.39 26.18 26.70 27.73 27.90 29.07

Low 22.15 20.95 23.56 23.55 22.57 21.01 21.58 23.51 25.25 26.12 26.50 26.60

Average 22.98 22.47 24.37 24.50 23.34 22.80 23.15 25.05 26.08 26.67 27.20 28.18


1) In millions of shares

New York Stock Exchange

Philips GroupShare price development in New York Stock Exchange in USD2016 - 2017

PHG Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

2017

High 30.74 30.29 32.18 34.94 36.45 38.11 38.17 38.42 41.88 42.10 41.46 39.19

Low 29.10 28.94 30.36 31.43 34.54 35.27 35.47 37.06 38.06 40.16 38.40 37.80

Average 30.04 29.42 31.25 32.67 35.51 36.18 36.66 37.79 40.70 41.13 39.56 38.30


2016

High 26.68 26.57 28.58 28.58 27.62 27.11 26.74 29.11 29.97 30.19 30.55 30.57

Low 24.04 23.68 26.08 26.74 24.97 23.29 24.05 26.28 28.34 28.43 28.61 28.22

Average 24.97 25.04 27.23 27.76 26.29 25.67 25.58 28.04 29.20 29.35 29.31 29.70


1) In millions of shares

Philips GroupShare information

Share listings Euronext Amsterdam, New York Stock Exchange

Ticker code PHIA, PHG

No. of shares issued at Dec. 31, 2017 941 million

No. of shares outstanding issued at Dec. 31, 2017 926 million

Market capitalization at year-end 2017 EUR 29.2 billion

Industry classification

MSCI: Health Care Equipment 35101010

ICB: Medical Equipment 4535

Members of indices AEX, NYSE, DJSI, STOXX Europe 600 Healthcare, MSCI Europe Health Care



Philips GroupRelative performance: Philips and AEX (indexed)2017

monthly traded volume in Philips onEuronext Amsterdam, in millions

Philips Amsterdam closing share price

AEX

Jan ‘17 Dec ‘1775

87.5

100

112.5

125

50

87.5

125

162.5

200

Philips GroupRelative performance: Philips and Dow Jones US Healthcare (indexed)2017

monthly traded volume in Philips onNew York Stock Exchange, inmillions

Philips NY closing share price

Dow Jones US Healthcare

Jan ‘17 Dec ‘1770

87.5

105

122.5

140

10

32.5

55

77.5

100

Philips GroupRelative performance: Philips and unweighted peer group (indexed)1)

2017

Philips Amsterdam closing share price

Philips peer group2)

Jan ‘17 Dec ‘1775

87.5

100

112.5

125

1) The peer group companies are separately indexed, and then an unweighted average of these indexed values is used.2) The peer group consists of: Becton Dickinson, Boston Scientific, Cerner, Danaher, De’Longhi, Elekta, Fresenius, General

Electric, Getinge, Groupe SEB, Hitachi, Hologic, Johnson & Johnson, Medtronic, Resmed, Siemens, Smith & Nephew,Stryker, Terumo. This graph is not linked to the TSR performance calculation as part of the Long-Term Incentive Plan.



15.5 Financial calendar

Financial calendar

Annual General Meeting of Shareholders

Record date Annual General Meeting ofShareholders April 5, 2018

Annual General Meeting of Shareholders May 3, 2018

Quarterly reports

First quarter results 2018 April 23, 2018

Second quarter results 2018 July 23, 2018

Third quarter results 2018 October 22, 2018

Fourth quarter results 2018 January 29, 2019

15.6 Investor contact

Shareholder services

Holders of shares listed on Euronext AmsterdamNon-US shareholders and other non-US interestedparties can make inquiries about the Annual Report2017 to:

Royal Philips Annual Report Office Philips Center, HBT 12P.O. Box 779001070 MX Amsterdam, The Netherlands E-mail: [email protected]

Communications concerning share transfers, lostcertificates, dividends and change of address should bedirected to:

ABN AMRO Bank N.V. Department Equity Capital Markets/Corporate BrokingHQ7050 Gustav Mahlerlaan 10, 1082 PP Amsterdam The Netherlands Telephone: +31-20-34 42000 Fax: +31-20-62 88481 E-mail: [email protected]

Holders of New York Registry sharesHolders of New York Registry shares and otherinterested parties in the US can make inquiries aboutthe Annual Report 2017 to:

Citibank Shareholder Service P.O. Box 43077 Providence, Rhode Island 02940-3077 Telephone: 1-877-CITI-ADR (toll-free) Telephone: 1-781-575-4555 (outside of US) Fax: 1-201-324-3284 Website: www.citi.com/dr E-mail: [email protected]

Communications concerning share transfers, lostcertificates, dividends and change of address should bedirected to Citibank. The Annual Report on Form 20-Fis filed electronically with the US Securities andExchange Commission.

International direct investment programPhilips offers a dividend reinvestment and direct sharepurchase plan designed for the US market. Thisprogram provides existing shareholders and interestedinvestors with an economical and convenient way topurchase and sell Philips New York Registry shares andto reinvest cash dividends. Philips does not administeror sponsor the program and assumes no obligation orliability for the operation of the plan. For furtherinformation on this program and for enrollment forms,contact:

Citibank Shareholder Service Telephone: 1-877-248-4237 (1-877-CITI-ADR) Monday through Friday 8:30 AM EST through 6:00 PM EST Website www.citi.com/drE-mail: [email protected]

or write to:

Citibank Shareholder Service International Direct Investment Program P.O. Box 2502, Jersey City, NJ 07303-2502

2018 Annual General Meeting ofShareholdersThe Agenda and the explanatory notes to the Agendafor the Annual General Meeting of Shareholders on May3, 2018, will be published on the Company’s website.

For the 2018 Annual General Meeting of Shareholders,a record date of April 5, 2018 will apply. Those personswho, on that date, hold shares in the Company, and areregistered as such in one of the registers designated bythe Board of Management for the Annual GeneralMeeting of Shareholders, will be entitled to participatein, and vote at, the meeting.

Investor Relations activitiesFrom time to time the Company communicates withinvestors via road shows, broker conferences and aCapital Markets Day, announced in advance on theCompany’s website. The purpose of theseengagements is to inform the market of the results,strategy and decisions made, as well as to receivefeedback from shareholders. Furthermore, theCompany engages in bilateral communications withinvestors. These take place either at the initiative of theCompany or at the initiative of investors. The Companyis generally represented by its Investor Relationsdepartment during these interactions, however, on alimited number of occasions the Investor Relationsdepartment is accompanied by one or more membersof the senior management. The subject matter of thebilateral communications ranges from individualqueries from investors to more elaborate discussionsfollowing disclosures that the Company has made, suchas its annual and quarterly reports. Also here, theCompany is strict in its compliance with applicable rulesand regulations on fair and non-selective disclosureand equal treatment of shareholders.



http://www.citi.com/dr


http://www.citi.com/dr




More information on the activities of Investor Relationscan be found in chapter 10, Corporate governance, ofthis Annual Report.

Analysts’ coveragePhilips is covered by approximately 25 analysts whofrequently issue reports on the company. For a list ofour 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 isHigh Tech Campus 55656 AE Eindhoven, The Netherlands Switch board, telephone: +31-40-27 91111

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: [email protected]

Pim Preesman Head of Investor Relations Telephone: +31-20-59 77222

Ksenija GonciarenkoInvestor Relations Manager Telephone: +31-20-59 77055

Sustainability contactPhilips Group Sustainability High Tech Campus 5 5656 AE Eindhoven, The Netherlands Telephone: +31-40-27 83651 Website: www.philips.com/sustainability E-mail: [email protected]

Group Press Office contactRoyal Philips Philips Center, HBT 19 Amstelplein 21096 BC Amsterdam, The Netherlands E-mail: [email protected] For media contacts please refer to:www.philips.com/a-w/about/news/contacts.html

https://www.philips.com/a-w/about/investor/stock-info/analyst-coverage.html



http://www.philips.com/investor


http://www.philips.com/sustainability



https://www.philips.com/a-w/about/news/contacts.html

Definitions and abbreviations 16


16 Definitions and abbreviations

Brominated flame retardants (BFR)Brominated flame retardants are a group of chemicals that have aninhibitory effect on the ignition of combustible organic materials. Of thecommercialized chemical flame retardants, the brominated variety aremost 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 thatwould have the same global warming potential (GWP), when measuredover a specified timescale (generally 100 years).

Circular economyA circular economy aims to decouple economic growth from the use ofnatural resources and ecosystems by using those resources moreeffectively. By definition it is a driver for innovation in the areas ofmaterial-, component- and product reuse, as well as new businessmodels such as solutions and services. In a Circular Economy, the moreeffective use of materials enables to create more value, both by costsavings and by developing new markets or growing existing ones.

Dividend yieldThe dividend yield is the annual dividend payment divided by Philips’market capitalization. All references to dividend yield are as of December31 of the previous year.

Employee Engagement Index (EEI)The Employee Engagement Index (EEI) is the single measure of the overalllevel of employee engagement at Philips. It is a combination ofperceptions and attitudes related to employee satisfaction, commitmentand advocacy.

Energy-using Products (EuP)An energy-using product is a product that uses, generates, transfers ormeasures energy (electricity, gas, fossil fuel). Examples include boilers,computers, televisions, transformers, industrial fans and industrialfurnaces.

Full-time equivalent employee (FTE)Full-time equivalent is a way to measure a worker’s involvement in aproject. An FTE of 1.0 means that the person is equivalent to a full-timeworker, 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 thatpioneered the world’s most widely used sustainability reportingframework. GRI is committed to the framework’s continuous improvementand application worldwide. GRI’s core goals include the mainstreaming ofdisclosure on environmental, social and governance performance.

Green InnovationGreen Innovation comprise all R&D activities directly contributing to thedevelopment of Green Products or Green Technologies.

Green ProductsGreen Products offer a significant environmental improvement in one ormore Green Focal Areas: Energy efficiency, Packaging, Hazardoussubstances, Weight, Recycling and disposal and Lifetime reliability. Thelife cycle approach is used to determine a product’s overall environmentalimprovement. It calculates the environmental impact of a product over itstotal life cycle (raw materials, manufacturing, product use and disposal).Green Products need to prove leadership in at least one Green Focal Areacompared to industry standards, which is defined by a sector specific peergroup. This is done either by outperforming reference products (which canbe a competitor or predecessor product in the particular product family)by at least 10%, outperforming product specific eco-requirements or bybeing awarded with a recognized eco-performance label. Because ofdifferent product portfolios, sectors have specified additional criteria forGreen Products, including product specific minimum requirements whererelevant.

Green RevenuesGreen Revenues are generated through products and solutions whichoffer a significant environmental improvement in one or more of the greenfocal areas of energy efficiency, packaging, hazardous substances, weight,circularity, and lifetime reliability. Green Revenues are determined byclassifying the environmental impact of the product or solution over itstotal life cycle.Philips uses Green Revenues as a measure of social and economicperformance in addition to its environmental results. The use of thismeasure may be subject to limitations as it does not have a standardizedmeaning and similar measures could be determined differently by othercompanies.

Growth geographiesGrowth geographies are the developing geographies comprising of AsiaPacific (excluding Japan, South Korea, Australia and New Zealand), LatinAmerica, Central & Eastern Europe, the Middle East (excluding Israel) andAfrica.

Hazardous substancesHazardous substances are generally defined assubstances posing imminent and substantial danger to public health andwelfare or the environment.

Income from operations (EBIT)Income from operations as reported on the IFRS consolidated statementof income. The term EBIT (earnings before interest and tax) has the samemeaning as income from operations.

Income from continuing operationsIncome from continuing operations as reported on the IFRS consolidatedstatement of income, which is net income from continuing operations, ornet income excluding discontinued operations

Initiatief Duurzame Handel (IDH)IDH is the Dutch Sustainable Trade Initiative. It brings togethergovernment, frontrunner companies, civil society organizations and laborunions to accelerate and up-scale sustainable trade in mainstreamcommodity markets from the emerging countries to Western Europe.

International Standardization Organization (ISO)The International Standardization Organization (ISO) is the world’s largestdeveloper and publisher of International Standards. ISO is a network ofthe national standards institutes of more than 160 countries, one memberper country, with a Central Secretariat in Geneva, Switzerland, thatcoordinates the system. ISO is a non-governmental organization thatforms a bridge between the public and private sectors.

Lives improved by PhilipsTo calculate how many lives we are improving, market intelligence andstatistical data on the number of people touched by the productscontributing to the social or ecological dimension over the lifetime of aproduct are multiplied by the number of those products delivered in ayear. After elimination of double counts – multiple different producttouches per individual are only counted once – the number of livesimproved by our innovative solutions is calculated. We established our2012 baseline at 1.6 billion a year.

Mature geographiesMature geographies are the highly developed markets comprising ofWestern Europe, North America, Japan, South Korea, Israel, Australia andNew Zealand.

Non-Governmental Organization (NGO)A non-governmental organization (NGO) is any non-profit, voluntarycitizens’ group which is organized at a local, national or international level.

Operational carbon footprintA carbon footprint is the total set of greenhouse gas emissions caused byan organization, event, product or person; usually expressed in kilotonnesCO2-equivalent. The Philips operational carbon footprint is calculated ona half-year basis and includes industrial sites (manufacturing andassembly sites), non-industrial sites (offices, warehouses, IT centers andR&D facilities), business travel (lease and rental cars and airplane travel)and logistics (air, sea and road transport).

Definitions and abbreviations 16


Polyvinyl chloride (PVC)Polyvinyl chloride, better known as PVC or vinyl, is an inexpensive plasticso versatile it has become completely pervasive in modern society. Thelist of products made from polyvinyl chloride is exhaustive, ranging fromphonograph records to drainage and potable piping, water bottles, clingfilm, credit cards and toys. More uses include window frames, rain gutters,wall paneling, doors, wallpapers, flooring, garden furniture, binders andeven pens.

REACHRegistration, Evaluation, Authorization and Restriction of Chemicals(REACH) is a European Union regulation dated 18 December 2006. REACHaddresses the production and use of chemical substances, and theirpotential impacts on both human health and the environment.

Responsible Business Alliance (RBA)The Responsible Business Alliance (formerly known as The ElectronicIndustry Citizenship Coalition (EICC)) was established in 2004 to promotea common code of conduct for the electronics and information andcommunications technology (ICT) industry. EICC now includes more than100 global companies and their suppliers.

Restriction on Hazardous Substances (RoHS)The RoHS Directive prohibits all new electrical and electronic equipmentplaced on the market in the European Economic Area from containinglead, mercury, cadmium, hexavalent chromium, poly-brominatedbiphenyls (PBB) or polybrominated diphenyl ethers (PBDE), except incertain specific applications, in concentrations greater than the valuesdecided by the European Commission. These values have beenestablished as 0.01% by weight per homogeneous material for cadmiumand 0.1% for the other five substances.

Sustainable InnovationSustainable Innovation is the Research & Development spend related tothe development of new generations of products and solutions thataddress the United Nations Sustainable Development Goals 3 (“to ensurehealthy lives and promote well-being for all at all ages”) or 12 (“to ensuresustainable consumption and production patterns”). This includes allDiagnosis & Treatment and Connected Care & Health Informaticsinnovation spend. Next, innovation spend that contributes to GreenProducts and healthy living at Personal Health is included. Finally,innovation spend at HealthTech Other is included that addresses theSDGs 3 and 12.

Sustainable RevenuesSustainable Revenues are revenues generated through products andsolutions that address the United Nations Sustainable Development Goals3 (“to ensure healthy lives and promote well-being for all at all ages”) or12 (“to ensure sustainable consumption and production patterns”) andinclude all Diagnosis & Treatment and Connected Care & HealthInformatics revenues. Next, Green Revenues and non-Green revenuesthat contribute to healthy living at Personal Health are included.

Sustainable Development GoalsThe Sustainable Development Goals (SDGs) are a collection of 17 globalgoals set by the United Nations. The broad goals are interrelated thougheach has its own targets to achieve. The SDGs cover a broad range of socialand economic development issues. These include poverty, hunger, health,education, climate change, water, sanitation, energy, environment andsocial justice.

VOCVolatile organic compounds (VOCs) are organic chemicals that have a highvapor pressure at ordinary room temperature. Their high vapor pressureresults from a low boiling point, which causes large numbers of moleculesto evaporate or sublimate from the liquid or solid form of the compoundand enter the surrounding air, a trait known as volatility.

Voluntary turnoverVoluntary turnover covers all employees who resigned of their ownvolition.

Waste Electrical and Electronic Equipment (WEEE)The Waste Electrical and Electronic Equipment Directive (WEEE Directive)is the European Community directive on waste electrical and electronicequipment which became European Law in February 2003, settingcollection, recycling and recovery targets for all types of electrical goods.The directive imposes the responsibility for the disposal of waste electricaland 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 applicablestatutory tax rate, which is a weighted average of all applicablejurisdictions. This weighted average statutory tax rate (WASTR) is theaggregation of the result before tax multiplied by the applicable statutorytax rate without adjustment for losses, divided by the group result beforetax.

Forward-looking statements and other information 17


17 Forward-looking statementsand other information

Forward-looking statementsThis document contains certain forward-lookingstatements with respect to the financial condition,results of operations and business of Philips and certainof the plans and objectives of Philips with respect tothese items. Examples of forward-looking statementsinclude statements made about our strategy, estimatesof sales growth, future Adjusted EBITA and futuredevelopments in our business. Forward-lookingstatements can be identified generally as thosecontaining words such as “anticipates”, “assumes”,“believes”, “estimates”, “expects”, “should”, “will”, “willlikely result”, “forecast”, “outlook”, “projects”, “may” orsimilar expressions. By their nature, forward-lookingstatements involve risk and uncertainty because theyrelate to future events and circumstances and there aremany factors that could cause actual results anddevelopments to differ materially from those expressedor implied by these forward-looking statements.

These factors include, but are not limited to, domesticand global economic and business conditions,developments within the euro zone, the successfulimplementation of our strategy and our ability to realizethe benefits of this strategy, our ability to develop andmarket new products, changes in legislation, legalclaims, changes in exchange and interest rates andregulations, changes in tax rates, pension costs andactuarial assumptions, raw materials and employeecosts, our ability to identify and complete successfulacquisitions and to integrate those acquisitions into ourbusiness, our ability to successfully exit certainbusinesses or restructure our operations, the rate oftechnological changes, cyber-attacks, breaches ofsybersecurity political, economic and otherdevelopments in countries where Philips operates,industry consolidation and competition, and the stateof international capital markets as they may affect thetiming and nature of the dispositions by Philips of itsremianing interests in Philips Lighting.

As a result, Philips’ actual future results may differmaterially from the plans, goals and expectations setforth in such forward-looking statements. For adiscussion of factors that could cause future results todiffer from such forward-looking statements, see alsochapter 6, Risk management, of this Annual Report.

Third-party market share dataStatements regarding market share, including thoseregarding Philips’ competitive position, contained inthis document, are based on outside sources such asresearch institutes, industry and dealer panels incombination with management estimates. Where

information is not yet available to Philips, thosestatements may also be based on estimates andprojections prepared by outside sources ormanagement. Rankings are based on sales unlessotherwise stated.

Fair value informationIn presenting the Philips Group’s financial position, fairvalues are used for the measurement of various itemsin accordance with the applicable accountingstandards. These fair values are based on market prices,where available, and are obtained from sources that aredeemed to be reliable. Readers are cautioned thatthese values are subject to changes over time and areonly valid at the balance sheet date. When quotedprices or observable market values do not exist, fairvalues are estimated using valuation models andunobservable inputs, which we believe are appropriatefor their purpose. They require management to makesignificant assumptions with respect to futuredevelopments which are inherently uncertain and maytherefore deviate from actual developments. Criticalassumptions used are disclosed in the financialstatements. In certain cases, independent valuationsare obtained to support management’s determinationof fair values.

IFRS basis of presentationThe audited consolidated financial statements as ofDecember 31, 2017 and 2016, and for each of the yearsin the three-year period ended December 31, 2017 havebeen prepared in accordance with InternationalFinancial Reporting Standards (IFRS) as endorsed bythe European Union (EU). All standards andinterpretations issued by the International AccountingStandards Board (IASB) and the IFRS InterpretationsCommittee effective year-end 2017 have beenendorsed by the EU, except that the EU did not adoptcertain paragraphs of IAS 39 applicable to certainhedge transactions. Philips has no hedge transactionsto which these paragraphs are applicable.Consequently, the accounting policies applied byPhilips also comply with IFRS as issued by the IASB.

Use of non-IFRS informationIn presenting and discussing the Philips Group’sfinancial position, operating results and cash flows,management uses certain non-IFRS financialmeasures. These non-IFRS financial measures shouldnot be viewed in isolation as alternatives to theequivalent IFRS measure and should be used inconjunction with the most directly comparable IFRSmeasures. Non-IFRS financial measures do not havestandardized meaning under IFRS and therefore may

Forward-looking statements and other information 17


not be comparable to similar measures presented byother issuers. A reconciliation of these non-IFRSmeasures to the most directly comparable IFRSmeasures is contained in this document. Reference ismade in Reconciliation of non-IFRS information, of thisreport.

Statutory financial statements and managementreportThe chapters Group financial statements and Companyfinancial statements contain the statutory financialstatements of the Company. The introduction to the chapter Group financialstatements sets out which parts of this Annual Reportform the management report within the meaning ofSection 2:391 of the Dutch Civil Code (and relatedDecrees).

www.philips.com/annualreport2017© 2018 Koninklijke Philips N.V. All rights reserved

http://www.philips.com/annualreport2017

Annual Report 2017 - Philips · Annual Report 2017 3 ... Income taxes 131 9 Earnings per shareNotes related to the balance sheet 135 10 Property, ... B Other business income 175 C

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