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EF: Could you share the current priorities on your agenda for Poland in 2024? Do you see it as a challenge or an opportunity?
MG: Poland faces challenges similar to the global healthcare landscape. At Philips, we adhere to the quadruple aim in the health industry, addressing an aging society, workforce shortages, budgetary stress, and increasing patient involvement. In Poland, with over 155 thousand doctors and twice as many nurses, 55% of personnel is over fifty years old, indicating an aging workforce and society.
Our focus is on technology. Our annual "Future Health Index" report, spanning 15 countries, reveals that 64% of healthcare leaders in Poland plan to use digital technology to mitigate staff shortages, compared to 56% in the Netherlands. These findings suggest a potential gap in digital technology adoption in Poland.
The report also shows that 43% of young medical staff in Poland prefer workplaces using artificial intelligence, emphasizing the importance of technology in workforce decisions. Virtual collaboration is crucial, but in Poland, multiple institutions and dispersed data hinder its effectiveness.
We recognize Poland's vast data repository and aim to facilitate easy access. By collecting data from patient monitors, imaging devices, and electronic medical records and coupling them with AI, we strive to transform clinical data into actionable patient insights.
Collaborating with other pharma and medical technology providers, we actively participate in health innovation hubs to integrate technologies to benefit patients. Clinical trials in Poland can leverage our technologies, such as a fleet of cardio monitors enabling real-time data capture, fostering a non-traditional approach to 24/7 on-the-spot clinical studies.
In conclusion, our commitment extends beyond technology provision; we collaborate with stakeholders to improve healthcare outcomes in Poland, contributing to the broader global healthcare landscape.
EF: Could you elaborate on Philips' footprint in Poland, and what is the importance of Poland to the group?
MG: With a 130-year legacy, Philips has evolved from light bulbs and home appliances to healthcare leadership. Our focus is on imaging technologies, encompassing MRI, ultrasound, CTs, cardio monitors, image-guided therapy, respiratory machines, CPAPs, oxygen concentrators, IT solutions, and personal health products. This transformation aligns with our mission to touch and improve 2.5 billion lives annually by 2030.
Recognizing the environmental impact of healthcare, we are committed to sustainable solutions. Globally, healthcare contributes 4.4% of CO2 emissions, ranking as the fifth-largest pollutant. We aim to provide eco-friendly healthcare solutions, promoting green hospitals. In Poland, our MR installations with blue seal technology, eco passports for devices, and optimized product designs support sustainability.
Collaborating with the green coalition for healthcare and UNGC (United Nations Global Compact - Network Poland), we drive sustainability initiatives. The Green Hospitals Report, co-authored with UNGC, highlights good practices in health facilities and has international relevance.
Our commitment extends to practical actions, such as employee-led cleaning initiatives, reduced energy consumption, elimination of plastic bottles, and filtered water usage. While sustainability is a mainstream conversation, we focus on economically beneficial solutions. Hospitals, driven by cost-effectiveness, are leading the green revolution, highlighting the economic viability of sustainable practices.
EF: Our report is called Roadmap to Sustainable Healthcare; if you had to create a roadmap to a prosperous and sustainable healthcare system in Poland, which would be your three key pillars?
MG: Emphasizing sustainability in healthcare solutions is crucial. Unfortunately, current procurement practices in public healthcare systems prioritize cost over green criteria. Poland should follow examples like the Czech Republic, where public tenders integrate environmental considerations.
Legislative measures are essential to drive change in public healthcare. Philips aligns with this vision, incorporating eco-design and circular approaches. We urge partners to uphold higher sustainability standards throughout the value chain.
Our third pillar focuses on the healthcare IT revolution. While hospitals are digitally advanced, achieving system interoperability is key. Achieving system interoperability ensures seamless communication and accessibility, enabling proactive measures and potentially reducing unnecessary hospitalizations. Telemonitoring empowers patients to connect with their doctors from home, marking a positive shift in healthcare delivery.
EF: Could you elaborate on what drives the business forward in Poland and what the customers are most interested in?
MG: University hospitals are always interested in having state-of-the-art and advanced solutions and usually have the highest budgets. The systems they acquired are the best and were the first to have the blue seal technology (helium-free). They are also the most prestigious institutions. When it comes to private customers, they look more at a value-for-money situation. They look for system features they can use or need to be available, such as diagnostic imaging. We increasingly discuss financial solutions with our partners or customers around constructing a service contract, refurbishing systems, or sustainable solutions. It is common to have arrangements whereby we take back an old system and install a new one; the old one will be used for recycling.
EF: How do you assess prevention awareness in the country?
MG: While Poland has extensive screening programs, low implementation, and patient reporting persist. Factors include limited awareness of certain conditions, reluctance to undergo tests, and psychological fears. We're launching an educational program with the Philips Foundation this year to address this. Collaborating with Poland's largest pediatric hospital, details are pending finalization. Previous projects with Foundation Rak'n'Roll focused on increasing ultrasound examinations for pregnant women and supporting gynecologists' ultrasound practice. Additionally, partnerships with UNGC and participation in the Green Coalition for Healthcare underscore our commitment to broader health initiatives.
EF: You will be celebrating your first anniversary in your new position; what will you be most excited to celebrate?
MG: Taking a step back to consider the achievements isn't easy when involved and busy with projects and plans. As the board president, I will be very proud of our employee rates at the end of the year, as they are happy to work for us and have a passion for what they do. The biggest achievement is having a team willing to work and stay with the company. It is not the easiest job in the world, but it is very rewarding; they appreciate working with healthcare leaders, hospitals, healthcare professionals, and patients. Retaining our colleagues in our workforce is vital.
My final reflection I would like to share is that the future is now. I'm afraid I have to disagree when people speak of the future of healthcare being AI, IT solutions, or data management of patients; the future is already here. AI has existed for quite some time, embedded in multiple systems and clinical decision-support tools for professionals. Data management is a reality; companies are looking into it daily. The healthcare transformation is happening now; we work consistently on improving things daily; small, continuous changes are happening while we improve and collaborate with hospitals.
