I have a few questions about Phillips and its innovation strategy. Can you tell us a little bit more about your strategy and your vision to make Phillips an innovation leader? >> A company needs to choose on what it competes. On cost or on customer service, or on innovation, and we have chosen that innovation differentiates us. That sets us apart. That's in our DNA. We have always invented new products and solutions for customers. And it gets us to create superior value. We may not be the cheapest company, but we are the most innovative company. That means also that we constantly need to be connected to the unmet needs of customers. We need to be searching for what it is that we can innovate for them in terms of business model, in terms of technological solution. We need to direct the energy of the company to those areas where there are the largest unmet needs. In our vision statement, we have defined that as making the world healthier and more sustainable. This links to some of the grand challenges of the world, where we see a growing and aging population and healthcare costs that are spiraling out of control. And we believe that innovation can make the world cope with that challenge. Similarly, when you look at the energy problem in the world, and the climate challenges, we need to reinvent how we light the world. You can achieve great energy savings if you bring solutions built on LED and much more systems of smart control. So, we have chosen these areas to focus on, and to make fast advances in. That means that all our employees know that, and that they can put their creativity to work in those focus areas. In the management of innovation, I need to direct the resources of my company to areas where we believe we can earn money. And then the bottom up is where smart people, engineers, work and engage with customers to find solutions to these unmet needs, and create the breakthroughs necessary. >> How do you make sure that the innovation mission gets its fuel constantly? >> Yeah, it's a great question, how do you create a fuel for innovation? Very basically of course it means that there needs to be money, right? If there is no resource then you can also not do something. But money is by no means the only factor. On the contrary, I would say, you need some capacity, or some budget, or some resources. But far more important is a passion to engage with opportunities. And that passion needs to be there. That means I need to have the right people who are excited about the mission and vision of the company. They must love what they do, they need to be hungry and searching for new insights, what we often refer to as unmet needs. And if you get people who lean in, who lean forward and want to grab these opportunities, I think then you are able to solve any problem. Because the curiosity of people and their engagement and passion to solve a problem, that's half the game. We have a team that sings like that, that is the job of the CEO is just to channel resources to it, and to provide them with the right environment for innovation. Phillips is an innovation company, and to innovate you need to look at those market opportunities that are highly relevant. We need to direct our energy and resources to an opportunity with unmet needs. If you get stuck in the past then you will lose your added value and in the end your prices go down and you'll only compete with need-to competitors in China. So Phillips can never survive in that mode. So as a company we need to reinvent what we are here for. And use our innovation capability to do something that adds value. We take inspiration from global trends and megatrends such as aging population, climate change. Issues that the world hasn't solved yet, because then you can say innovation will pay off. And sometimes you need to have a horizon of five years, seven years, and so it's better to take a tough problem rather than an easy problem, because then you can create intellectual property, and you can create added value, and you make a contribution. And that guarantees then, in turn, the survival of a company like Phillips. We are shifting our attention span all the time to new things. So maybe five years ago, we were making televisions. And you may still see televisions in the shop, but we don't make them anymore. We have sold that business off. Phillips has shifted its attention now to health technology. Health technology is a huge opportunity where we think that the world has many unmet needs. There's more chronic disease, costs are spiraling out of control and innovation can actually help make people healthy, and keep them healthy.