Roy Jakobs

But at the same time, what you see, which for me is an as important proof point of, okay, we can move on that, is that the engagement in the company over the last 12 months has gone up by 8 percentage points. And we now have an engagement score of 78% versus a global norm of 80. I'm sorry, that's an employee engagement score? That's an employee engagement score.

But at the same time, what you see, which for me is an as important proof point of, okay, we can move on that, is that the engagement in the company over the last 12 months has gone up by 8 percentage points. And we now have an engagement score of 78% versus a global norm of 80. I'm sorry, that's an employee engagement score? That's an employee engagement score.

But at the same time, what you see, which for me is an as important proof point of, okay, we can move on that, is that the engagement in the company over the last 12 months has gone up by 8 percentage points. And we now have an engagement score of 78% versus a global norm of 80. I'm sorry, that's an employee engagement score? That's an employee engagement score.

So we have asked them, okay, do you feel... Philips is strategically set up to win. Philips actually allows you to work in a way that is kind of enabling you to do your job well. Philips is taking care of patient safety and quality. So the typical engagement questions, do you like working in this company? Do you feel engaged, motivated? That's for me, the simple translation of it.

So we have asked them, okay, do you feel... Philips is strategically set up to win. Philips actually allows you to work in a way that is kind of enabling you to do your job well. Philips is taking care of patient safety and quality. So the typical engagement questions, do you like working in this company? Do you feel engaged, motivated? That's for me, the simple translation of it.

So we have asked them, okay, do you feel... Philips is strategically set up to win. Philips actually allows you to work in a way that is kind of enabling you to do your job well. Philips is taking care of patient safety and quality. So the typical engagement questions, do you like working in this company? Do you feel engaged, motivated? That's for me, the simple translation of it.

And actually what we see is a massive lift because the thing I also did when I got into the chair of the CEO, I first reached out to the whole organization. And I asked three simple questions. One was, what do you want to double down on as Philips? What do you think I should do? Secondly, what do you think I should significantly improve or act upon?

And actually what we see is a massive lift because the thing I also did when I got into the chair of the CEO, I first reached out to the whole organization. And I asked three simple questions. One was, what do you want to double down on as Philips? What do you think I should do? Secondly, what do you think I should significantly improve or act upon?

And actually what we see is a massive lift because the thing I also did when I got into the chair of the CEO, I first reached out to the whole organization. And I asked three simple questions. One was, what do you want to double down on as Philips? What do you think I should do? Secondly, what do you think I should significantly improve or act upon?

And thirdly, what do I need to know what I don't know? Three questions. I got a lot of input. One of the clear inputs was, please make clear who's accountable. Make sure we simplify the matrix. and help us make faster decisions in a more agile way.

And thirdly, what do I need to know what I don't know? Three questions. I got a lot of input. One of the clear inputs was, please make clear who's accountable. Make sure we simplify the matrix. and help us make faster decisions in a more agile way.

And thirdly, what do I need to know what I don't know? Three questions. I got a lot of input. One of the clear inputs was, please make clear who's accountable. Make sure we simplify the matrix. and help us make faster decisions in a more agile way.

So I got that input and then I said, okay, my way of getting there is changing this organization, going through a tough reorg, but at the end you will get the benefit, which is actually you can work more effectively. Yes, also more efficiently for the company, which is of course a great benefit as well to support margin improvement and better profitability, but actually it had really dual effect.

So I got that input and then I said, okay, my way of getting there is changing this organization, going through a tough reorg, but at the end you will get the benefit, which is actually you can work more effectively. Yes, also more efficiently for the company, which is of course a great benefit as well to support margin improvement and better profitability, but actually it had really dual effect.

So I got that input and then I said, okay, my way of getting there is changing this organization, going through a tough reorg, but at the end you will get the benefit, which is actually you can work more effectively. Yes, also more efficiently for the company, which is of course a great benefit as well to support margin improvement and better profitability, but actually it had really dual effect.

And therefore the engagement, that actually went up was also a result of it because people see it working better. And of course, there's betterment to come. So we're halfway to plan. We still have more to do, but there's clear evidence and also a voice of our employees that says we are on the right track.

And therefore the engagement, that actually went up was also a result of it because people see it working better. And of course, there's betterment to come. So we're halfway to plan. We still have more to do, but there's clear evidence and also a voice of our employees that says we are on the right track.

And therefore the engagement, that actually went up was also a result of it because people see it working better. And of course, there's betterment to come. So we're halfway to plan. We still have more to do, but there's clear evidence and also a voice of our employees that says we are on the right track.

We actually see that in increased engagement, as well as increased margin, as well as growth that comes back and the execution on the plan that we are ahead of, even in the role reduction, which was very tough and we did in a very short amount of time.

We actually see that in increased engagement, as well as increased margin, as well as growth that comes back and the execution on the plan that we are ahead of, even in the role reduction, which was very tough and we did in a very short amount of time.