Roy Jakobs

So Philips is a health technology company. At heart, it's an innovation company. So what we're good at is solving problems in the world based upon our deep technology insights and capabilities. And what we have done over the recent years is that we looked at which are the challenges that the world is dealing with, which we would be best catered for to support.

So Philips is a health technology company. At heart, it's an innovation company. So what we're good at is solving problems in the world based upon our deep technology insights and capabilities. And what we have done over the recent years is that we looked at which are the challenges that the world is dealing with, which we would be best catered for to support.

So Philips is a health technology company. At heart, it's an innovation company. So what we're good at is solving problems in the world based upon our deep technology insights and capabilities. And what we have done over the recent years is that we looked at which are the challenges that the world is dealing with, which we would be best catered for to support.

As we know, healthcare is an area of major challenge, significant increase in demand, the amount of patients keep growing, patients getting more chronic diseases, and they also age longer. So the world and every country has to deal with a big demand for healthcare, whilst at the same time we see a big tension as there are just not enough people to take care of these patients.

As we know, healthcare is an area of major challenge, significant increase in demand, the amount of patients keep growing, patients getting more chronic diseases, and they also age longer. So the world and every country has to deal with a big demand for healthcare, whilst at the same time we see a big tension as there are just not enough people to take care of these patients.

As we know, healthcare is an area of major challenge, significant increase in demand, the amount of patients keep growing, patients getting more chronic diseases, and they also age longer. So the world and every country has to deal with a big demand for healthcare, whilst at the same time we see a big tension as there are just not enough people to take care of these patients.

So there's a tension area that innovation technology can really help in. And that's actually where we have said we will put our innovation capability at Philips to work to, in essence, provide more and better care to the world.

So there's a tension area that innovation technology can really help in. And that's actually where we have said we will put our innovation capability at Philips to work to, in essence, provide more and better care to the world.

So there's a tension area that innovation technology can really help in. And that's actually where we have said we will put our innovation capability at Philips to work to, in essence, provide more and better care to the world.

It goes back to very much at the heart of who Philips is, right? We are a 133-year-old or young company, depending on how you look at it. And the way how we have managed to stay relevant over all that time is indeed continuously also reinventing yourself where you can apply and deploy your resources in the best possible way to create value.

It goes back to very much at the heart of who Philips is, right? We are a 133-year-old or young company, depending on how you look at it. And the way how we have managed to stay relevant over all that time is indeed continuously also reinventing yourself where you can apply and deploy your resources in the best possible way to create value.

It goes back to very much at the heart of who Philips is, right? We are a 133-year-old or young company, depending on how you look at it. And the way how we have managed to stay relevant over all that time is indeed continuously also reinventing yourself where you can apply and deploy your resources in the best possible way to create value.

And whilst we originate indeed from being a lighting company, having specific innovation capabilities about bringing light to people in their homes, and then from that and the understanding that you have going into radio, going into television, but also going into healthcare already in the 1920s, We indeed grew to becoming a conglomerate in the 80s, 90s, early 2000s.

And whilst we originate indeed from being a lighting company, having specific innovation capabilities about bringing light to people in their homes, and then from that and the understanding that you have going into radio, going into television, but also going into healthcare already in the 1920s, We indeed grew to becoming a conglomerate in the 80s, 90s, early 2000s.

And whilst we originate indeed from being a lighting company, having specific innovation capabilities about bringing light to people in their homes, and then from that and the understanding that you have going into radio, going into television, but also going into healthcare already in the 1920s, We indeed grew to becoming a conglomerate in the 80s, 90s, early 2000s.

But what's also become clear in the current world is that developments are going so fast in all these segments that actually from a need to serve them well, as well as from a kind of a company perspective, how you need to focus your resources to drive the biggest impact, there was a need to focus more.

But what's also become clear in the current world is that developments are going so fast in all these segments that actually from a need to serve them well, as well as from a kind of a company perspective, how you need to focus your resources to drive the biggest impact, there was a need to focus more.

But what's also become clear in the current world is that developments are going so fast in all these segments that actually from a need to serve them well, as well as from a kind of a company perspective, how you need to focus your resources to drive the biggest impact, there was a need to focus more.

Actually, we were too fragmented in kind of where we were playing and all had distinct investment needs, all had very fast, rapid environments, accelerated with the digital transformation. And then actually you saw that you want to be successful and therefore you better focus on a specific domain. And that actually made us

Actually, we were too fragmented in kind of where we were playing and all had distinct investment needs, all had very fast, rapid environments, accelerated with the digital transformation. And then actually you saw that you want to be successful and therefore you better focus on a specific domain. And that actually made us