Brian Stevens : And I think adding to that, as Joe mentioned, we have a strong pump on the market right now and we’re seeing mid-teens growth in some of the equipment sales that are coming through that business. So I think that is something that has helped us that we’ll be continuing to focus on next year. Regarding the second question on pricing, there’s some puts and takes here. We do have some of our GPO contracts coming up for renewal and we are committed to negotiating pricing that reflects current costs that have increased in recent years and is fair to both parties. We did get some temporary price increasing during the – in recent periods that’s going to be rolling off, but shortly after that we’ll be entering it into the negotiation stage. So stay tuned on that, but we are committed to focusing on pricing as one of our levers in the future.
Joe Almeida: Just closing on the GPO contract, we’re very engaged, the two out of three being negotiated at the moment. They are for 2025. And as Brian said, we are looking at all the opportunities to compensate the company for the significant cost increase that we had experienced in 2022.
Joanne Wuensch: Thank you.
Operator: And your final question comes from the line of Danielle Antalffy from UBS. Your line is open.
Danielle Antalffy: Hey. Good morning, everyone. Thanks so much for taking the question. Joel, excited to meet you. You have a great team over there with Clare and Company, so very excited to work together. My question is around the new operating model and how to think about from a tangible perspective, how this changes the way Baxter invests in R&D. Should we be thinking about the real benefit of the operating model, more on the accountability and cost side or on the R&D side and elevating the TAM and WAMGR of the company over the next few years? I guess I’m trying to get an understanding of where the real benefit comes from this new operating model, and that’s it for me. Thanks so much.
Joe Almeida: Thank you. It comes first from the accountability of each one of the segment Presidents, who are fully accountable for the profit and losses of their business, including all the allocations that got put on. As you saw, is a fully allocated P&L. So they make all the decisions on portfolio management within their spectrum of business. Also, all the decisions in investment research and development. So you look at HST. This year we’ve been investing with higher intensity in the HST to get products out faster. There is no two different parties to talk to. It all sits within the business. Also a great advantage is to have the manufacturing supply chain reporting into this business. Despite the fact we still have a coordination overall for the company, we do have this business, the plants and the heads of those plants in the business, and they are on the same page.
And that drives quite a bit of the cost reductions, the optimization of product design, because it’s all within the same group. Some are fungible. Some are not fungible. Some are qualitative improvements that we see by communication. The other is really communication when you have set growth targets for CAGR for the business, it’s easier that way. There’s no two different parties. We don’t have a region of the world that will decide on growth versus a business line that goes across the globe, which is trying to negotiate those numbers. So it’s a very simple conversation. It’s very easy to do it, and we’re starting to see the effect in the creation of our annual operating plan at the moment, is an easier and better process.
Danielle Antalffy: Thank you.
Clare Trachtman : Thanks, everyone. Rob, this can conclude our call.
Operator: Ladies and gentlemen, this concludes today’s conference call with Baxter International. Thank you for participating.
