Roy Jakobs

And that means when you are in healthcare space, you always kind of need to be careful in putting patient safety and quality as first priority in your decision-making. That's also what I've put forward and that's very clear across the company as our guiding principle. But it's also known that, of course, there's not always a black and white, right?

And in healthcare in particular, a doctor has to deal every day with his decisions where he needs to make tradeoffs between the risk and the benefit because you don't have a complete session. So for me, it's always you make sure you have the best possible information, fact based, validated by external, internal, and then actually you move.

And in healthcare in particular, a doctor has to deal every day with his decisions where he needs to make tradeoffs between the risk and the benefit because you don't have a complete session. So for me, it's always you make sure you have the best possible information, fact based, validated by external, internal, and then actually you move.

And in healthcare in particular, a doctor has to deal every day with his decisions where he needs to make tradeoffs between the risk and the benefit because you don't have a complete session. So for me, it's always you make sure you have the best possible information, fact based, validated by external, internal, and then actually you move.

so and that holds true for decision to change operating model that holds true for decision to kind of doing the right thing in quality then of course you make sure that you are really guided by the experts so on patient safety and quality the first thing that i did when i came into my role a i put a new patient safety and quality leader in my executive team at the executive table experience with dealing with

so and that holds true for decision to change operating model that holds true for decision to kind of doing the right thing in quality then of course you make sure that you are really guided by the experts so on patient safety and quality the first thing that i did when i came into my role a i put a new patient safety and quality leader in my executive team at the executive table experience with dealing with

so and that holds true for decision to change operating model that holds true for decision to kind of doing the right thing in quality then of course you make sure that you are really guided by the experts so on patient safety and quality the first thing that i did when i came into my role a i put a new patient safety and quality leader in my executive team at the executive table experience with dealing with

these kind of challenges, helping us to kind of get better at it, also dealing with some of those dilemmas, including working effectively through these kind of cases and through the recall, and then actually together with, of course, the executive team, making sure that we take a holistic view on what we need to do when we address this. So I think make sure you have the expertise.

these kind of challenges, helping us to kind of get better at it, also dealing with some of those dilemmas, including working effectively through these kind of cases and through the recall, and then actually together with, of course, the executive team, making sure that we take a holistic view on what we need to do when we address this. So I think make sure you have the expertise.

these kind of challenges, helping us to kind of get better at it, also dealing with some of those dilemmas, including working effectively through these kind of cases and through the recall, and then actually together with, of course, the executive team, making sure that we take a holistic view on what we need to do when we address this. So I think make sure you have the expertise.

It's validated and tested by facts. It's made robust by an external perspective. And then you take decisions that you believe are the best in that point in time. And then you move. I think that for me is important in order to keep a company going, but also to keep delivering the services and the products that you need to deliver.

It's validated and tested by facts. It's made robust by an external perspective. And then you take decisions that you believe are the best in that point in time. And then you move. I think that for me is important in order to keep a company going, but also to keep delivering the services and the products that you need to deliver.

It's validated and tested by facts. It's made robust by an external perspective. And then you take decisions that you believe are the best in that point in time. And then you move. I think that for me is important in order to keep a company going, but also to keep delivering the services and the products that you need to deliver.

Yes, and let me be specific. So this case, it was not about selling the machines. It was kind of providing the service. And when we understood that there was potential harm, that actually we took an immediate decision to actually went into a voluntary recall. And that was a big decision because indeed, you look at the patients first.

Yes, and let me be specific. So this case, it was not about selling the machines. It was kind of providing the service. And when we understood that there was potential harm, that actually we took an immediate decision to actually went into a voluntary recall. And that was a big decision because indeed, you look at the patients first.

Yes, and let me be specific. So this case, it was not about selling the machines. It was kind of providing the service. And when we understood that there was potential harm, that actually we took an immediate decision to actually went into a voluntary recall. And that was a big decision because indeed, you look at the patients first.

Secondly, you then look at how do you kind of go into that recall. So we had to replace 5 million devices, which we did and we completed. But that decision you can only take if you have the full information that actually allows you to take that step. So before, when we went to the market, we had the evidence. And actually, I can also say now that when we did two more years of testing,

Secondly, you then look at how do you kind of go into that recall. So we had to replace 5 million devices, which we did and we completed. But that decision you can only take if you have the full information that actually allows you to take that step. So before, when we went to the market, we had the evidence. And actually, I can also say now that when we did two more years of testing,

Secondly, you then look at how do you kind of go into that recall. So we had to replace 5 million devices, which we did and we completed. But that decision you can only take if you have the full information that actually allows you to take that step. So before, when we went to the market, we had the evidence. And actually, I can also say now that when we did two more years of testing,

what we have shown and actually what is demonstrated that no appreciable harm was done by using those kind of products that we continue to deliver to the market. So actually the decision proved right from perspective that actually there was no patient risk or safety involved.