惠普企业价值与战略目标

26三月2024惠普企业价值与战略目标thecorporateobjectivesforhpprofitcustomerloyaltygrowthmarketleadershipleadershipcapabilitiesemployeecommitmentglobalcitizenship Toprovideproducts,servicesandsolutionsofthehighestqualityandthegreatestpossiblevaluetoourcustomers,therebygainingandholdingtheirrespectandloyalty.

Underlyingbeliefssupportingthisobjective:Ourcontinuedsuccessisdependenton

increasingloyaltyofourcustomers.Wemustlistenattentivelytocustomerstotrulyunderstandtheirneeds,thentaketheappropriateaction.Competitivetotalcostofownership,qualityandthewaywedobusinessdrivescustomerloyalty.customerloyalty Toachievesufficientprofittofinanceourcompanygrowth,createvalueforourshareholders,andprovidetheresourcesweneedtoachieveourothercorporateobjectives. Underlyingbeliefssupportingthisobjective:Profitistheresponsibilityofall.Balanceoflong-termandshort-termobjectivesiskeytoprofitability.Profitallowsustore-investinnewandemergingbusinessopportunities.Profitishighlycorrelatedtogeneratingcash,whichbringsmoreflexibilitytothebusinessatalowercost.

Profitenablestheachievementofourcorporateobjectives.profit Togrowbycontinuallyprovidingusefulandsignificantproducts,servicesandsolutionstomarketswealreadyserve—andtoexpandintonewareasthatbuildonourtechnologies,competenciesandcustomerinterests. Underlyingbeliefssupportingthisobjective:Therearemoreplaceswecancontributethanwewillbecapableofcontributing:wemustfocus.

Tobeaverageinthemarketplaceisnotgoodenough,weplaytowin.

WemustbeNo.1orNo.2inourchosenfields.marketleadership Toviewchangeinthemarketasanopportunitytogrow;touseourprofitsandourabilitytodevelopandproduceinnovativeproducts,servicesandsolutionsthatsatisfyemergingcustomerneeds.

Underlyingbeliefssupportingthisobjective:Growthcomesfromtakingsmartrisks,basedonthestateoftheindustry—thatrequiresbothaconvictioninstudyingthetrends,butalsoininducingchangeinourindustry.

Oursize(anddiversityofbusinesses)givesusanabilitytoweathereconomiccyclesandturnthemtoourfavor.growth TohelpHPemployeesshareinthecompany’ssuccessthattheymakepossible;weprovidepeoplewithemploymentopportunitiesbasedonperformance;tocreatewiththemasafe,excitingandinclusiveworkenvironmentthatvaluestheirdiversityandrecognizesindividualcontributions;andtohelpthemgainasenseofsatisfactionandaccomplishmentfromtheirwork. Underlyingbeliefssupportingthisobjective:

HP’sperformancestartswithmotivatedemployees;theirloyaltyiskey.

Wetrustouremployeestodotherightthingandtomakeadifference.

Everyonehassomethingtocontribute:It’snotabouttitle,level,ortenure.

Anexciting,stimulatingworkenvironmentiscriticaltoinvention.

Adiverseworkforcegivesusacompetitiveadvantage.

Employeesareresponsibleforlifelonglearning.employee

commitment

Todevelopleadersateverylevelwhoareaccountableforachievingbusinessresultsandexemplifyingourvalues. Underlyingbeliefssupportingthisobjective:Leadersinspire,fostercollaboration,andturnvisionandstrategiesintoaction–withfocused,cleargoals.Effectiveleaderscoach,relaygoodnewsandbad,andgivefeedbackthatworks.

Leadersdemonstrateself-awarenessandawillingnesstoacceptfeedbackandcontinuouslydevelop.

Leadersspeakwithonevoiceandacttoeliminatebusywork.Itisimportanttomeasurepeopleontheresultstheyachieveagainstgoalstheyhelpedtocreate.leadershipcapability Goodcitizenshipisgoodbusiness.

Weliveuptoourresponsibilitytosocietybybeinganeconomic,intellectualandsocialassettoeachcountryandcommunityinwhichwedobusiness. Underlyingbeliefssupportingthisobjective:Thehigheststandardsofhonestyandintegrityarecriticaltodevelopingcustomerandstakeholderloyalty.Thebettermentofoursocietyisnotajobtobelefttoafew;itistheresponsibilitytobesharedbyall.Thisobjectiveisessentialtodeliveringonthebrandpromise.globalcitizenshiphpvalues

/vision-strategy/newhpway/core-values.htmhewlett-packardjune25,2002hpvalueswehavetrustandrespectforindividualswearepassionateaboutcustomersweactwithspeedandagilityweachieveourresultsthroughteamworkwedelivermeaningfulinnovation

weperformatahighlevelofachievementandcontributionweconductourbusinesswithuncompromisingintegrity Weputthecustomerfirstineverythingwedoandineverydecisionwemake.Wecreateacultureandmanagementprocessthatmotivatesandempowersemployeestoactinthebestinterestsofthecustomer. Examplesofpracticeswherethisshowsup:MeasureTotalCustomerExperience(TCE)

performanceacrosscustomersegmentsandproduct/servicecategoriesLivingtheHPCustomerExperienceStandardEmployeestakeownershipofcustomerissuesbroughttothemandknowwhotocontacttoresolvethemClearline-of-sightaccountabilityanddirectlinktocompensationandperformancemanagementpassionforcustomers Weworktocreateanexciting,stimulatingenvironmentinwhichwecanallcontributeandthrive.Andweapproachourworkwiththebeliefthatpeoplewanttodoagoodjobandwilldoso,whengiventherighttoolsandsupport.Werecruittocreateadiverseteamofhighlycapable,inventiveindividualswho,together,candoextraordinarythings. Examplesofpracticeswherethisshowsup:HiringprocessesWork/lifeprogramsInjury-freeworkenvironmentDiversitypracticesEmployeesurveys

Open-doorpolicytrustandrespectforindividuals Effectivecollaborationamongteamsandorganizationsiskeytooursuccess.

Weworkasoneteamtoexceedtheexpectationsofourcustomers,shareholdersandpartners.

Webelievethatthetalentsofourfullteam—includingsuppliers,distributorsandchannelpartners—areessentialtooursuccess. Examplesofpracticeswherethisshowsup:EmployeeandleadershipdevelopmentprogramsSharedgo-to-marketmodel

Companygovernancemodelandprocesses

Cross-organizationcollaborationandaccountability

Leveragewherepossible—avoidduplication

achieveresultsthroughteamwork

Time-to-market.Time-to-customer.Time-to-revenue.Time-to-profit.Thesearecriticaltooursuccess.Toachieveresultsataratefasterthanourcompetitors,weapplytherighttalenttothechallenge,areclearabouthowdecisionsmustbemade,chooseeffectivenessovereleganceandempowerpeopletomakedecisionsintheirarea. Examplesofpracticeswherethisshowsup:Reducedcycletimes,time-to-market,time