And 2023 is an important year for year. It’s a year that we plan to execute on a lot of our strategies over the last few years, including the spin of our health care and improving our supply chain operations. I just want to end with your question, we are not satisfied with where we are. We’re going to continue to look at this. We’re going to continue to be nimble and agile as the volume plays itself out. And our goal is to keep building from where we are right now.
Bruce Jermeland: Hey, Nigel, I just want to correct one thing Monish said. Our total sales for Q1 are going to be down 10% to 15%, not volume.
Monish Patolawala: I’m sorry. Yeah.
Bruce Jermeland: Organic sales growth is forecast to be down low single digits to mid-single digits.
Nigel Coe: Okay. I was going to follow-up on that. Thanks for that clarification. Bruce. And I know, I’ve asked a few questions there, but I do have one for Mike. You said, everything on the table in terms of your reorganization and things about new ways of doing things, five or six years ago, 3M went through a sort of pretty big centralization of supply chain and business support functions. In hindsight, has that left the organization a bit too rigid? Was that the right move? And could you unwind that stabilization?
Mike Roman: Yeah, I would say that, Nigel that, the change is that €“ there’s a couple of different changes that we made to the supply chain maybe that you’re thinking about. One was we did take actions on some of the structure and really looking at factories, our footprint of factories a number of years ago. And then we moved to €“ when we announced the change to our business group led model, we went to a common supply chain model globally. And we made some additional steps in that in last year, really to continue to drive more flexibility, greater streamlined performance end-to-end in our supply chain. So, we see it really more as an opportunity to build on the changes we have made and drive simplification, streamline, more productivity, reducing our costs, delivering more directly to customers.
So it’s continuing to build on some of those changes. I think those actually have positioned us to be more flexible as we go ahead. And there’s an expectation that supply chains will continue to heal. So we want to be able to take advantage of those of those tailwinds that we hope to see as we go through the year. At the same time, we control what we control, and that is making additional changes based on what we’ve learned to, to really execute our performance in our supply chain. It’s the biggest opportunity we have to improve margin and cash flow as we go through the year.
Nigel Coe: Okay. Thanks, Mike.
Operator: And our last question comes from Laurence Alexander with Jefferies. You may proceed with your question.
Dan Rizzo: Hi. This is Dan Rizzo on for Laurence. Thanks. Thanks for fitting me in. I don’t know, if I missed this or not, but you mentioned that free cash flow conversion is 90% to 100% this year. Is that long-term goal? Can you maintain that? I mean, as things kind of, I guess, will get less volatile in the out years?
Monish Patolawala: Yeah, it’s 90% to 100% for 2023, just to be clear, that was the guide.
Dan Rizzo: Right.
