Does vision statement work? 1.1: 「ビジョンのない上司にビジョンを抱かせる時に」

version 0.9

http://www.frombayarea.com

2009

Copyright © 2009 Ryu Chikafuji. All Rights Reserved. 1
Tuesday, October 27, 2009

” ”
” ”

” ”

” ”
” ”

2

” ” ” ”
” ” ” ”
” ”
” ”

” ”

” ”

3

” ”
”MISSION” ”CREDO( )”
”PRINCIPLE( )” ”VALUE”

“VISION”
“MISSION”
“CREDO”
“PRINCIPLE” OR “VISION”
” ” ”VISION” “VALUE”
...

4

VISIONLESS ...

VISION
... “VISION”

... “VISION” 4 :
(1)
(2)
(3)
VISIONLESS
(4)
VISION

VISION VISION
... 4 :
(1) →
: ”VISION” (2) →
(3) →
(4) →

...

:
... ”VISION” 5

VISIONLESS

6

VISIONLESS

○○

VISION
X

7

VISIONLESS

8

VISIONLESS

9

VISIONLESS

” ”

10

VISIONLESS

OR

11

VISIONLESS

” ”

12

VISIONLESS

” ” ” ”

13

VISIONLESS

“VISION”

14

VISION

15

VISION

Abbott Laboratories:

Our “Promise for life” is a statement that describes – for our
customers, our communities, our shareholders and all of our
“Abbott laboratories(*)” ”Promise for Life” stakeholders – what we believe in, what we value, and what we
strive to deliver in our day-to-day work. For Abbott employees,
Our Promise is our compass – guiding us in our actions and
decision making, to ensure we live up to the high expectations
”VISION” we’ve set for ourselves in order to serve our stakeholders
”VISION” better. Our Promise challenges us to continually improve and
inspires us to always aim higher.

A Promise for Life
STATEMENT ( )

http://www.abbott.com/global/url/content/en_US/10.10:10/general_content/
General_Content_00003.htm

(*) “Abbott Laboratories”:
Roche

16

VISION

A PROMISE FOR LIFE ~ :
“Promise for life”

Abbott ”Promise”

17

VISION

“VISION”

18

VISION

(*)

“VISION”

(*)

P. 76
P. 83
P. 102

19

VISION

“VISION”

(*)

(*)

P. 76
P. 83
P. 102
20

VISION

“It is not the strongest of the species that survives, nor the most
intelligent that survives. It is the one that is the most adaptable to
change”
- Charles Darwin

”
”
”VISION”
-
”VISION”

PICTURE FROM WIKIMEDIA
COMMONS

21

” ” (A)
(B) or

23

(A)
I)
II)
( ) ( )

24

(B) or
I)
II)

25

(A)
I)
II)
”VISION”
(B) or
I)
II)

26

1

(A) Adobe Systems
I)

27

Adobe Systems:

2000 Adobe

2000 CEO Chizen

28

Adobe
”Post Script”
”PDF Reader”

(*)

2000
Chizen Adobe

”VISION”

Chizen’s VISION
(*) :
Windows OS
IE Fire Fox Safari
( )
Web Browser Web Web
Excel
Excel
29

” ”

” ”
”Adobe ”

” ”

Chizen’s VISION

30

“VISION”

Chizen

“VISION”

(*)

31

Glassbook Inc
eBook
Fotiva, Inc

Accelio Corporation
Web
Syntrillium Software ( )

Yellow Dragon Software
XML
Chizen CEO Q-Link Technologies Inc
Flash Player Macromedia Java

Adobe Macromedia OKYZ S.A.
CAD 3D
Adobe Granite Ventures Macromedia
Flash

300 Chizen Iteration:Two
RIA(Rich Internet Application)
Granite Chizen Mobile Innovation

(*) Navisware( )
DRM( )
Trade and Technologies France
CAD
InterAKT
Macromedia .
(*) Adobe Granite ”Adobe Ventures” Serious Magic Inc
100%Adobe Granite Web
Adobe Annual Report (Form-10K) Antepo Inc.,

........

http://www.adobe.com/aboutadobe/adobeventures/ 32

Chizen 2007 Adobe RIA (Rich
Internet Application) Web

Web
”VISION”

YouTube Web
SlideShare Adobe

FLASH

:

33

2
(1) Ritz-Carlton

(A) (2)
II) (3)

34

THE CREDO
The Ritz-Carlton Hotel is a place where the genuine care and
comfort of our guests is our highest mission.
(1) The Ritz-Carlton :
We pledge to provide the finest personal service and facilities
(CREDO, MISSION, MOTTO) for our guests who will always enjoy a warm, relaxed, yet refined
ambience.
The Ritz-Carlton experience enlivens the senses, instills well-
being, and fulfills even the unexpressed wishes and needs of our
"We are Ladies and Gentlemen serving
guests.
Ladies and Gentlemen."

MOTTO
At The Ritz-Carlton Hotel Company, L.L.C., "We are Ladies and
Gentlemen serving Ladies and Gentlemen." This motto
exemplifies the anticipatory service provided by all staff
members.

http://corporate.ritzcarlton.com/en/About/GoldStandards.htm

35

(2) :

F

37

(3) :

” ” ” ”
( )

38

” ”

” ”

39

3

(B) or (1) Medtronic
(I) (2) Johnson & Johnson

40

Early in Medtronic's history, co-founder Earl Bakken was
(1) Medtronic:
overcome by the emotional response patients had to his
products. They were overjoyed to regain mobility, feel better,
Medtronic and sometimes even to be alive as a result of Medtronic's
work.
1949

Earl wanted that human beneﬁt to be the company's main
purpose, so he and the board of directors produced a formal
statement of the company's objectives. Nearly a half-century
later, that Mission continues to serve as an ethical framework
and an inspirational goal for employees around the world. It
guides our day-to-day work and reminds us that our efforts are
changing the face of chronic disease for millions of people.

http://www.medtronic.com/about-medtronic/our-mission/index.htm

41

MISSION:
To contribute to human welfare by application of biomedical
engineering in the research, design, manufacture, and sale of
instruments or appliances that alleviate pain, restore health, and
extend life.
To direct our growth in the areas of biomedical engineering
where we display maximum strength and ability; to gather
1960 people and facilities that tend to augment these areas; to
continuously build on these areas through education and
knowledge assimilation; to avoid participation in areas where
we cannot make unique and worthy contributions.
To strive without reserve for the greatest possible reliability
and quality in our products; to be the unsurpassed standard of
40 comparison and to be recognized as a company of dedication,
honesty, integrity, and service.
To make a fair proﬁt on current operations to meet our
obligations, sustain our growth, and reach our goals.
To recognize the personal worth of employees by providing an
employment framework that allows personal satisfaction in
work accomplished, security, advancement opportunity, and
means to share in the company's success.
To maintain good citizenship as a company.

http://www.medtronic.com/about-medtronic/our-mission/index.htm 43

:

44

Our CREDO:
We believe our first responsibility is to the doctors, nurses and
patients, to mothers and fathers and all others who use our
products and services. In meeting their needs everything we do
(2) Johnson & Johnson: must be of high quality. We must constantly strive to reduce our
costs in order to maintain reasonable prices. Customers’ orders
1963 Robert Wood
must be serviced promptly and accurately. Our suppliers and
Johnson CREDO( )
distributors must have an opportunity to make a fair profit.

1943 CSR (Corporate
We are responsible to our employees, the men and women who
Social Responsibility) CSR
work with us throughout the world. Everyone must be
considered as an individual. We must respect their dignity and
( Web )
recognize their merit. They must have a sense of security in their
120
jobs. Compensation must be fair and adequate, and working
conditions clean, orderly and safe. We must be mindful of ways
CREDO to help our employees fulfill their family responsibilities.
Employees must feel free to make suggestions and complaints.
There must be equal opportunity for employment, ...

http://www.jnj.com/wps/wcm/connect/
30e290804ae70eb4bc4afc0f0a50cff8/our-credo.pdf?MOD=AJPERES 45

——
——

http://www.jnj.co.jp/group/community/credo/index.html
46

4
(1) GE

(2) IBM
(B) or
II) (3)

(4) GM

47

“

”
90 GE(*) IBM GM
F.

(*) GE

48

GE IBM CEO

GE IBM GE

CEO
CEO IBM

GM CEO

GM
11

49

(1) GE:

GE ”VISION”
CEO

(1981 1995 GE )

2 71 - Jack Welch /
118 (*)

(*)

(*) IBM GE
GE MBA

50

” (*)”

(
)
GE

- Jack Welch /

(*) 20% 70% 10%

51

(2) IBM:
MISSION:

(IBM CEO) (*) MBA
“We strive to lead in the invention, development and
manufacture of the industry's most advanced information
90 IBM 3
technologies, including computer systems, software, storage
12 systems and microelectronics. We translate these advanced
technologies into value for our customers through our
IBM professional solutions, services and consulting businesses
worldwide.”

(*) ”VISION”

(*) ”Who says elephants can’t dance?”

52

:

53

PRINCIPLES:

The marketplace is the driving force behind everything we do.
At our core, we are a technology company with an overriding
commitment to quality.
Our primary measures of success are customer satisfaction
and shareholder value.
We operate as an entrepreneurial organization with minimum
” burencracy and a never-ending focus on productivity.
” ”PRINCIPLES” We never lose sight of our strategic vision.
We think and act with a sense of urgency.
Outstanding, dedicated people make it all happen, particularly
when they work together as a team.
(*) CEO IBM We are sensitive to the needs of all employees and the
communities in which we operate.

54

(*)

55

( ”MISSION”
) IBM

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( ) ”VISION”
-
-
(3) :

92~99 8 7 2 1 -
2000 3 6800 -
GM
(?)
-
2005 CNN

- “Carlos Ghosn: Nissan’s turnaround artist”, Benjamin, CNN

http://edition.cnn.com/2005/BUSINESS/04/20/boardroom.ghosn/

57

“I know and I measure how much effort, how much sacriﬁce,
and how much pain we will have to endure for the success of
the Nissan Revival Plan. But believe me, we don't have a
choice, and it will be worth it. We all shared a dream: a
dream of a reconstructed and revived company,
a dream of a thoughtful and bold Nissan on
track to perform proﬁtable growth in a balanced
”SHIFT - Inside Nissan’s Historical Revival”
alliance with Renault to create a major global
player in the world car industry. This dream
becomes today a vision with the Nissan Revival
Plan. This vision will become a reality as long as
every single Nissan employee will share it with
us.”

- "SHIFT - Inside Nissan's Historic Revival", Carlos Ghosn, et al.

58

- "SHIFT - Inside Nissan's Historic Revival", Carlos Ghosn, et al.

59

”NISSAN
REVIVAL PLAN”

http://www.nissan-global.com/JP/DOCUMENT/PDF/FINANCIAL/REVIVAL/
DETAIL/1999/fs_re_detail1999h.pdf

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2000
2002 4.5
2002
7000

http://www.nissan-global.com/JP/DOCUMENT/PDF/FINANCIAL/REVIVAL/
DETAIL/1999/fs_re_detail1999h.pdf

61

2003 2 1
2004

62

(4) GM:

GM

P. (*1)

1963

(*2)

(*1) MIT ”Sloan School of Management” GM

http://www.amazon.com/Years-General-Motors-Alfred-Sloan/dp/0385042353/
(*2) http://www.ritsumei.ac.jp/~kazuichi/proﬁle/2008.1.pdf ref=sr_1_1?ie=UTF8&s=books&qid=1254532694&sr=8-1

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(A)
I)
”VISION” II)
(B) or
I)
II)

”VISION”

65

VISION

66

VISION

”VISION” ”VISION”

”VISION”

”VISION”

“VISION”
“VISION”

67

VISION

(A)
I)
”VISION” II)
(B) or
I)
II)

68

VISION

VISION

(A)
I)

69

VISION

Adobe
:

:

”VISION”

70

VISION

Adobe
Microsoft

( )
Adobe

71

VISION

( )

72

VISION

( )

73

VISION

Adobe RIA IBM APPLE iPod/iPhone
VISON
-

74

VISION

95
1 2 5

75

VISION

“VISION”

” ” ” ”

( P.19)

”VISION” “VISION”

( P.20)

76

VISION

VISION

(A)
II)

77

VISION

78

VISION

1)
”The Five Most Important
2)
Questions” 5
5 3)

5 4)
5)

“The Five Most Important Questions
- You will ever ask about your organization”
Peter F. Drucker with Jim Collins, Philip Kotler, et al.
Leader to Leader Institute

79

VISION

(*)
1) 2) 1)
(= ) 2)
3)
4)
5)

(*) “The Five Most Important Questions”

80

VISION

1)
“ ”
2)

” ” ”
”

“The Five Most Important Questions
- You will ever ask about your organization”
Peter F. Drucker with Jim Collins, Philip Kotler, et al.
Leader to Leader Institute

81

VISION

3)

82

VISION

“VISION”

( P.19)

”VISION”

“VISION”

( P.20)

83

VISION

VISION

(B) or
I)

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VISION

” ” Medtronic Johnson & Johnson

” ”

Medtronic Johnson & Johnson

85

VISION

(*)

(*) IBM Thomas J. Watson, Sr
CEO(1952-1971 ) Thomas J. Watson, Jr Sr
Thomas Watson

86

VISION

BASIC BELIEFS( )

Excellence in everything we do ( )
IBM
Superior customer service ( )
Respect for the individual ( )

87

VISION

” ”
→

” ”
” ”
→

”VISION” ” ”
→ ” ”
IBM ” ”

88

VISION

“VISION”
”VISION”

(1)

”VISION”

(2)

IBM ”PRINCIPLE”

89

VISION

21

90

VISION

VISION

(B) or
I)

91

VISION

GE

GE IBM ”VISION” CEO
IBM

CEO

GM
11

92

VISION

”VISION”

GE

”VISION”
”VISION” IBM ”PRINCIPLE ( )”
( )

“NISSAN REVIVAL PLAN”

93

VISION

GE • ( )
• ( )
• ( )

•
”VISION” •
IBM
•
•

•
•
•
•
•

94

VISION

“VISION”

”VISION” DNA

“VISION”
“MISSION”
“CREDO”
“PRINCIPLE”
“VALUE”
“MOTTO”
“BILIEF”
...

95

VISION

CEO ” ”

GE ” ”

” ”
NISSAN REVIVAL PLAN

96

VISION
”VISION (PRINCIPLE)” IBM

↓
“PRINCIPLE” IBM

↓
( )

↓
IBM
IBM GE

↓
GE
”
”
”PRINCIPLE”
” ”
( IBM )

↓

↓
”PRINCIPLE”

↓

97

VISION

”VISION”

•
• 2 71 118
GE
• GE ”
”

”VISION” • ( )
• IBM ” ”
”VISION” IBM •” ”

“PRINCIPLE”

•

•
CEO

98

VISION

DNA “

”

99

VISION

”VISION”

↓
“VISION”

”VISION”
↓

↓
“VISION” ( )
94
YES ↓

↓
” ” “VISION”
” ” (“VISION” )

↓
( )

100

VISION

“VISION”

(*1)
”VISION”

”DNA”

“VISION”
”VISION”

(*2)

(*1)
(*2) ” ” IBM ”
”

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VISION

“VISION”

”VISION”

( P.19)

”VISION”

Win-Win “VISION”
(*)

(*)

( P.20)

102

VISION

”VISION”

”VISION”
”VISION”
”VISION”
“VISION”

“VISION”
”VISION”

103

VISION

”Diversity and
Inclusion” ( Harley-Davidson )

Diversity

”Diversity and Inclusion”

104

XYZ
○×

- JACK WELCH /

106

-

;
http://business.nikkeibp.co.jp/article/pba/20080625/163653/?P=2

107

”VISION”(

109

“VISION” ”VISION”

”VISION”

”VISION”

110

“VISION”

”VISION”

“VISION”

112

Vision without Action is a dream.
Action without Vision is simply passing the time.
Action with Vision is making a Positive Difference.

- Joel Barker

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: ”VISION”

114

Abbott Laboratories
Adobe Systems
Moët Hennessy - Louis Vuitton
HONDA
Apple
Harley-Davidson
Roche

115

http://www.abbott.us/us/url/content/en_US/10.10:10/
general_content/General_Content_00002.htm

116

Abbott

Turning Science into Caring

We are here for the people we serve in their pursuit of healthy
lives. This has been the way of Abbott for more than a century –
passionately and thoughtfully translating science into lasting
contributions to health.

Our products encircle life, from newborns to aging adults, from
nutrition and diagnostics through medical care and pharmaceutical
therapy. Caring is central to the work we do and deﬁnes our
responsibility to those we serve:

117

Abbott

We advance leading-edge science and
technologies that hold the potential for signiﬁcant
improvements to health and to the practice of health care.

We value our diversity – that of our products,
technologies, markets and people – and believe that diverse
perspectives combined with shared goals inspire new ideas and
better ways of addressing changing health needs.

We focus on exceptional performance – a hallmark
of Abbott people worldwide – demanding of ourselves and each
other because our work impacts people's lives.

We strive to earn the trust of those we serve by
committing to the highest standards of quality, excellence in
personal relationships, and behavior characterized by honesty,
fairness and integrity.

We sustain success – for our business and the people we
serve – by staying true to key tenets upon which our company
was founded over a century ago: innovative care and a desire to
make a meaningful difference in all that we do.

118

Abbott

The promise of our company is in the promise that our work holds
for health and life.

119

Adobe Systems http://www.adobe.com/aboutadobe/

120

Adobe

Adobe is pleased to share its vision for revolutionizing how the
world engages with idea and information.

Right now, anyone who creates, views, and interacts with
information clearly feels the impact of Adobe software and our
technologies.

In the last few years, the world has changed signiﬁcantly, and
communication bandwidth has exploded. 700 million people can
E
now access the web worldwide. Every hour, 1.3 billion e-mails are
sent. Almost 1.5 billion people worldwide have a mobile phone.

We are continually bombarded with multiple messages from
multiple media, all competing for our attention. So, it’s not enough
to simply inform. We must now help our customers transform their
communications into engaging, interactive experiences.

121

Adobe

What does it mean?

Adobe has always pushed the boundaries of the digital universe to
help people and organizations communicate better. Now we’re
focusing our innovation and creative energy to take another big
step forward.

Our customers need high-impact, reliable, and dynamic digital
communication, and Adobe is well positioned to make a reality.

Given the range of solutions we’re enabling, we are incredibly
excited about where we’re beaded.

Adobe is truly revolutionizing how the world engages with ideas
and information – anytime, anywhere, and through any medium.

Adobe provides solutions to address the needs of our customers
in ﬁnancial services, government, manufacturing, education,
publishing and media, telecommunications, life sciences, and other
major industries.

122

Adobe

At the heart of every interaction in every business are three key
elements:

People, Information, and Processes.

Adobe’s vision is clearly focused on the people and their
experience.

Our solutions enable the creation and delivery of experiences that
securely extend the reach of information.

Experiences that automate processes for greater efﬁciency
Experiences that are intuitive, rich, and compelling.
Experiences that are truly engaging

123

http://www.lvmh.com/


124


LVMH: Moët Hennessy - Louis Vuitton LVMH

The mission of the LVMH group is to represent the most refined LVMH
qualities of Western “Art de Vivre” around the world. LVMH must
continue to be synonymous with both elegance and creativity. Our
products, and the cultural values they embody, blend tradition and
innovation, and kindle dream and fantasy.

In view of this mission, five priorities reflect the fundamental values
shared by all Group stakeholders:

Be creative and innovate
Aim for product excellence
Bolster the image of our brands with passionate determination
Act as entrepreneurs
Strive to be the best in all we do

125


:
Be creative and innovate:

Group companies are determined to nurture and grow their
creative resources. Their long-term success is rooted in a
combination of artistic creativity and technological innovation: they
have always been and always will be creators.

Their ability to attract the best creative talents, to empower them
to create leading-edge designs is the lifeblood of our Group.

The same goes for technological innovation. The success of the
companies’ new products-particularly in cosmetics – rests squarely
with research & development teams.

This dual value-creativity/innovation- is a priority for all companies. It
is the foundation of their continued success.

126


Aim for product excellence: :

Group companies pay the closest attention to every detail and
ensure the utter perfection of their products. They symbolize the
nobility and perfection of traditional craftsmanship. Each and every
one of the objects their customers buy and use exempliﬁes our
brands’ tradition of impeccable quality. Never should Group
companies disappoint, but rather continue to surprise their
customers with the quality, endurance, and ﬁnish of their products.
They never compromise when it comes to product quality.

Their search for excellence go well beyond the simple quality of
their products: it encompasses the layout and location of our
stores, the display of the items they offer, their ability to make their
customers feel welcome as soon as they enter our stores... All
around them, their clients see nothing but quality

127


Bolster the image of our brands with passionate
:
determination:

Group brands enjoy exceptional reputation. This would not amount
to much, and could not be sustained, if was not backed by the
creative superiority of their products. However, without this aura,
this extra dimension that somewhat deﬁes logic, this force of
expression that transcends reality, the sublime that is the stuff of our
dreams, Dior would not be Dior, Louis Vuitton would not be Louis
Dior Dior Louis Vuitton
Vuitton, Moët would not be Moët...
Louis Vuitton Moët Moët

The power of companies’ brands is part of LVMH’s heritage. It took
LVMH
years and even decades to build their image. They are an asset that
is both priceless and irreplaceable.

Therefore, Group companies exercise stringent control over every
minute detail of their brands’ image. In each of the elements of their
communications with the public ( announcements, speeches,
messages, etc.), it is the brand that speaks. Each message must do
right by the brand. In this area as well, there is absolutely no room
for compromise.

128


:
Act as entrepreneurs:

The Group’s organizational structure is decentralized, which fosters
efﬁciency, productivity, and creativity.

This type of organization is highly motivating and dynamic. It
encourages individual initiative and offers real responsibilities-
sometimes early on in one’s career. It requires highly entrepreneurial
executive teams in each company.

This entrepreneurial spirit requires a healthy dose of common sense
from managers, as well as hard work, pragmatism, efﬁciency, and the
ability to motivate people in the pursuit of ambitious goals. One HVMH
needs to share and enjoy this entrepreneurial spirit to – one day-
manage a subsidiary or company of the LVMH group.

129


Strive to be the best in all we do:
:

Last but not least is our ambition to be the best. In each company,
executive teams strive to constantly improve, never be complacent,
always try to broaden our skills, improve the quality of our work,
and come up with new ideas.

The Group encourages this spirit, this thirst for progress, among all
of its associates.

130

HONDA

( )

1956
1956

1
2
3
4
5

132

HONDA

3
Honda

Honda

http://www.honda.co.jp/csr/philosophy/philosophy1/index.html
133

Apple Inc.

134

APPLE

VISION 98
VISION
"To make a contribution to the world by making tools for
the mind that advance humankind."

( ) D. (COO: )
:
”BUSINESS PHILOSOPHY”
”VISION”

135

APPLE

There is an extraordinary breadth and depth and tenure among
the Apple executive team and these executives lead over
,
35,000 employees that I would call “all wicked smart”. And that’s
in all areas of the company, from engineering to marketing to
operations and sales and all the rest. And values of our company
are extremely well entrenched.

We believe that we’re on the face of the Earth to make great
products, and that’s not changing. We’re constantly focusing on
innovating. We believe in the simple, not the complex. We
believe that we need to own and control the primary
technologies behind the products we make, and participate only
in markets where we can make a signiﬁcant contribution.

136

APPLE

NO
We believe in saying no to thousands of projects so that we
can really focus on the few that are truly important and
meaningful to us. We believe in deep collaboration and cross-
pollination of our groups, which allow us to innovate in a way
that others cannot.

And frankly, we don’t settle for anything less than excellence in
every group in the company, and we have the self-honesty to
admit when we’re wrong and the courage to change. And I
think, regardless of who is in what job, those values are so
embedded in this company that Apple will do extremely well.

137

~DIVERSITY~

138

Harley-Davidson

~ Diversity ~

Mission:
Our diversity mission is to foster a culture that integrates
Harley-Davidson:
diversity and inclusion into all aspects of the business in order
”DIVERSITY( )” to further fulfill dreams through the experiences of
motorcycling.

DIVERSITY
Vision:
”VISION” WEB
Harley-Davidson values, embraces and celebrates diversity in
order to develop and continuously improve mutually
beneficial relationships with stakeholders to fulfill dreams and
1998 2008 10 CAGR(
provide extraordinary customer experiences in an increasingly
) 10%
dynamic, diverse and global market.

Action:
We are driven to grow our business, our people and our
(*) DIVERSITY
DIVERSITY brand through diversity. Guided by our overall corporate
principles and values, diversity is the spark that ignites the
human experience in new ways to help power our company’s
http://h50146.www5.hp.com/lib/info/hr/10policy-diversity&wlb.pdf
http://www.peoplefocus.co.jp/OD/divercity2.html success for next 100 years.

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Harley-Davidson

:

:

:

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http://www.roche.com/corporate_principles_in_eight_languages.pdf

141

Roche

Roche Corporate Principles

These are the guiding principles which embody our vision of the
company we strive to be:
an innovative company which enjoys the pride of its employees
and deserves the lasting trust
of its partners.

MISSION
Our aim as a leading healthcare company is to create,produce
and market innovative solutions of high quality for unmet
medical needs. Our products and services help to
prevent,diagnose and treat diseases, thus enhancing people’s
health and quality of life. We do this in a responsible and ethical
manner and with a commitment to sustainable development
respecting the needs of the individual,the society and the
environment.

142

Roche

VALUES

< >
<Service to Patients and Customers>

A prime objective of Roche is to meet the patients’
and customers’ needs for high quality products and services. This
implies identifying and solving their problems and anticipating
their future needs by maintaining close contacts with them and
listening to what they say. Our commitment includes full respect
for patients’ individual rights.

143

Roche

<Respect for the Individual>
< >

We believe that the success of our company depends on the
combined talents and performance of dedicated employees. For
this reason,we want:

to build respect for the individual into all our work by
ensuring that all members of the organisation understand
their responsibility to respect each other’s rights and dignity;
our people to develop their talents and make optimal use of
their abilities and potential and to encourage information-
sharing and open dialogue;
to provide recognition based on performance and
contribution to Roche’s success;
to promote diversity and equal opportunities;
everyone in the organisation to work under optimal
conditions of health and safety.

144

Roche

<Commitment to Responsibility>
< >

We want to meet high standards of performance and corporate
responsibility in all our activities and we apply our Corporate
Principles in our dealings with business partners. We are
committed to selecting, developing and promoting employees
and managers with self-drive and empathy who:

• combine professional competence with a leadership style
that motivates people to high performance;
• have an open mind and a sense of urgency, understand the
needs of the company and have the courage to question
conventional wisdom;
• have the ﬂexibility required to broaden their experience;
• live these corporate principles in their decisions and
actions.

145

Roche

<Commitment to Performance>
< >
We aim to continuously create value for our stakeholders and to
achieve sustainable,high proﬁtability. We do this in order to maintain
our commitment to research,to ensure our growth and
independence, to provide employment opportunities,to cover risks
and to pay an attractive return on invested capital.

<Commitment to Society > < >

We want to maintain high ethical and social standards in our
business dealings,in our approach to medical science, in our efforts
to protect the environment and ensure good citizenship. We will
maintain these standards by adherence to local, national and
international laws and co-operating with authorities and in
proactively communicating with the public. We
support and respect the human rights within the sphere of our
inﬂuence. We recognise the need to work in partnership with our
stakeholders, regularly seeking their views and taking them into
account.

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Roche

<Commitment to the Environment>
< >

As part of our commitment towards sustainable development we
proactively seek to employ new,more sustainable technologies and
processes and to minimise our impact on the environment.

< >
<Commitment to Innovation>

Innovation across all aspects of our business is key to our success.
Being active in high-technology ﬁelds, we must recognise new trends
at a very early stage and be open to unconventional ideas. We see
change as an
opportunity and complacency as a threat. We therefore encourage
everywhere in the company the curiosity needed to be open to the
world and new ideas.

147

Roche

<Continuous Improvement>
< >

We are committed to benchmarking our principles and
achievements against the industry and best practice;
this includes transparent reporting. We will continue to put in place
directives and processes that enable us to implement each of our
Corporate Principles.

Entry into Force

The Roche Corporate Principles of 1990 were reviewed, amended
and adopted by the Corporate Executive Committee on January
14,2003,and approved by the Board of Directors on February
24,2003.

The amended Roche Corporate Principles enter into force on
February 25,2003.

148

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