We’re well on a journey. LIFR is one of the measures that I called out, but there’s a whole bunch of other measures that we look at to make sure that we are improving in that regard, right? So there’s a lot underneath that to get right. The second piece is on the factory side, on the supply side, right, where we’ve often judged ourselves by schedule attainment but we’re now going to layer on mix attainment as well so that we’re actually producing to demand. A, we have a robust demand planning process that’s planned down to the right level, and we’ve got a supply response on us in a factory that’s producing to the right level of demand, right? So there’s things on the operations side. There’s things on the logistics side, as I mentioned. And then there’s a third piece around commercial delivery.
Historically, partly because we’ve had these gaps, we’ve tended to reward retention versus growth, the reward growth, and we’ve rolled that out again this year. So it’s not done in isolation. It’s done in the context where we’ve brought about changes to how we reward that business or how we operate that business. It’s not fully done. It’s a work in progress. But those — the new incentive scheme that we’ve rolled out is built on that kind of foundation. So coming back to your question around where we need to see it in terms of geography, U.S. is a key part of it, where we need to execute our turnaround in terms of our operations there. But all geographies contribute to it. We talked about being thoughtful in terms of where we invest to compete, right?
We’ve called that, that previously, we’ve made decisions to exit certain markets or certain business lines, China, trauma is one of them. We’ve called out certain markets in Europe. We’ve exited lines, and we’ll continue to take a look at that, right, so that we are actually driving not just growth, but actually profitable growth, and that’s one of the levers into that. So hopefully, that addresses your first question. The second question, in terms of PICO versus RENASYS, both are important drivers. Obviously, there’s differences of single-use versus traditional negative therapy. The size for us is fairly similar, at least in our — in terms of our book of business. And you’ve seen the numbers, so negative pressure continues to be a driver of growth.
What I get excited about is, obviously, we see an opportunity to continue to execute well and to continue to take share as we have been. But there’s also opportunities now for market expansion across these categories, and that’s a super exciting place to be in a category like that. Anything to add, Anne-Francoise?
Anne-Francoise Nesmes: No, you’ve covered the PICO, RENASYS. I’d just say because you’ve referred to the past as well, that portfolio has grown very significantly and double-digit in recent quarters as well. So yes.
Deepak Nath: One thing — sorry, I forgot to mention this Kyle. We’ve made remarks around supply issues across our business. And that actually has impacted our negative pressure business, particularly around our traditional business. And here, it’s about semiconductor availability, among other components, right? And so we’ve posted good numbers despite that, but that has been a pacing factor for us in that business. And of course, we see continued disruptions through our supply chains. Any one category, there’s some improvement from one quarter to the next, and we generally see a slightly better picture for 2023 versus ’22, but generally still very much challenged. But I did want to highlight that we’re operating in a supply-constrained environment in that business. But we’ve continued to do well, do all this by that. I’ve lost track of the order of when that went up, so I’ll leave it to others to pause that.
