Roy Jakobs

And then you can go on this improvement journey. Because as you also know, you don't change a company from one to the other day in full, right? There are steps you need to take. And that's kind of the journey that we have been kind of going on. We have seen and you have seen that we are very serious about it. We have been delivering our commitments. We are halfway to plan.

And then you can go on this improvement journey. Because as you also know, you don't change a company from one to the other day in full, right? There are steps you need to take. And that's kind of the journey that we have been kind of going on. We have seen and you have seen that we are very serious about it. We have been delivering our commitments. We are halfway to plan.

So we are also for sure not there yet. There's much more to do and to come. But we made demonstrable progress. The company is growing again.

So we are also for sure not there yet. There's much more to do and to come. But we made demonstrable progress. The company is growing again.

So we are also for sure not there yet. There's much more to do and to come. But we made demonstrable progress. The company is growing again.

We have closed certain chapters of the recall, which were very important, including, first of all, giving the patients the new devices, getting to the consent decree, getting the litigation in the US behind us, focusing on innovation again of all the other parts of Philips. Because we came also out of COVID with a lot of supply challenges.

We have closed certain chapters of the recall, which were very important, including, first of all, giving the patients the new devices, getting to the consent decree, getting the litigation in the US behind us, focusing on innovation again of all the other parts of Philips. Because we came also out of COVID with a lot of supply challenges.

We have closed certain chapters of the recall, which were very important, including, first of all, giving the patients the new devices, getting to the consent decree, getting the litigation in the US behind us, focusing on innovation again of all the other parts of Philips. Because we came also out of COVID with a lot of supply challenges.

And then you have these poor healthcare systems that already are challenged and then also are still waiting for products from the suppliers because there were just not enough of them. Now, that's something we also focus a lot on. So next to patient safety, we've made a lot of progress on supply chain improvements.

And then you have these poor healthcare systems that already are challenged and then also are still waiting for products from the suppliers because there were just not enough of them. Now, that's something we also focus a lot on. So next to patient safety, we've made a lot of progress on supply chain improvements.

And then you have these poor healthcare systems that already are challenged and then also are still waiting for products from the suppliers because there were just not enough of them. Now, that's something we also focus a lot on. So next to patient safety, we've made a lot of progress on supply chain improvements.

So actually, we're now currently fully in line with the lead times to the market and we can fulfill them when they need it. And then actually doing it in an agile way so we are better and responsive to what they need.

So actually, we're now currently fully in line with the lead times to the market and we can fulfill them when they need it. And then actually doing it in an agile way so we are better and responsive to what they need.

So actually, we're now currently fully in line with the lead times to the market and we can fulfill them when they need it. And then actually doing it in an agile way so we are better and responsive to what they need.

Yes. So if you go to some specific areas and again, complaints management is an important one. I've been very clear in the culture, it's all about speaking up, acting fast when we see things happening, which means that if there are complaints coming in, catch them early, address them quickly and deal with them rigorously.

Yes. So if you go to some specific areas and again, complaints management is an important one. I've been very clear in the culture, it's all about speaking up, acting fast when we see things happening, which means that if there are complaints coming in, catch them early, address them quickly and deal with them rigorously.

Yes. So if you go to some specific areas and again, complaints management is an important one. I've been very clear in the culture, it's all about speaking up, acting fast when we see things happening, which means that if there are complaints coming in, catch them early, address them quickly and deal with them rigorously.

Now, that is the journey that we're in, and that's actually the improvement that we're also seeing. So we had significant amount of complaints coming in there. That was the learning. How do you deal with that in a systemic way, in a different way? So that's, for example, one of the concrete examples where you will see complaints going down.

Now, that is the journey that we're in, and that's actually the improvement that we're also seeing. So we had significant amount of complaints coming in there. That was the learning. How do you deal with that in a systemic way, in a different way? So that's, for example, one of the concrete examples where you will see complaints going down.

Now, that is the journey that we're in, and that's actually the improvement that we're also seeing. So we had significant amount of complaints coming in there. That was the learning. How do you deal with that in a systemic way, in a different way? So that's, for example, one of the concrete examples where you will see complaints going down.