Rob: “Absolutely. The idea  behind mirror factories is to have sites that can build the same key components, subassemblies and products, so that we can shift volumes when economics or geopolitics change. 2025 proved that that works. 

Still, it’s more than just backup capacity. It's enriching to have several mature sites that learn from each other. We're not yet at the point where every site is equally mature, but that’s clearly the direction we’re heading. Standardization and automation will be the key drivers to ensure this.”

Rob: “We are investing in an automated optical inspection and alignment system for projectors, which we’ll roll out across our factories in Europe and China by June 2026. What’s new here is not the ‘automation’ as such, we already use automated optical inspection for healthcare displays in Suzhou, but the fact we automate a process that’s always been very subjectively assessed. The goal isn’t just efficiency; it’s mainly better and more consistent quality.” 

Rob: “We brought service logistics closer to customers by opening additional hubs in the UK and the Middle East and we improved supply chain management for our service parts globally. In addition, we localized repair activities that used to sit in the factories. In the US and India, for instance, we now refurbish projector engines locally and in Japan we repair healthcare monitors. That means faster turnaround times for our customers, lower logistic cost and a smaller environmental footprint.” 

We also continued to boost the service experience with a more customer-friendly portal that provides 24/7 access to cases and knowledge, and an integrated voice system for phone support. 

It’s great to see that customers clearly notice our efforts: our NPS score rose to 64 in 2025!”  

Rob: “In Kortrijk, we kicked off a major revamp of the existing factory. We’re implementing a fully automated warehouse for raw materials and finished goods and shifting our production from push to pull. That will boost productivity, quality and inventory management. As part of this consolidation, we’ll be closing our remote finished goods warehouse in Kuurne and fully integrate those activities into Kortrijk. 

In Italy, we’re finalizing the plans for a brand-new site just a few kilometers from our current Saronno location. The land is purchased, permits are approved, and construction will start in Q1 of 2026. The new campus will integrate manufacturing, R&D, service and repair, external warehousing, and the Italian sales office. The team there is really enthusiastic about the plans.”  

Rob: “Change is always tougher in a brownfield like Kortrijk than in a greenfield case like Saronno.  Revamping the site while it’s running sometimes feels like a sliding puzzle. To support the people we’ve set up a dedicated people track. We communicate frequently with our blue- and white-collar employees, show what’s coming and work with a change coach who guides the whole journey and helps channel resistance.”  

Rob: “Verticalization and automation mean we need stronger engineering profiles and blue-collar colleagues who can troubleshoot and solve problems. We’re trying to build those skills mainly through internal training and upskilling.”

Rob: “I see big impact in workflows: order-to-cash, planning, logistics, and purchasing: all the processes that steer material flows. Beyond that, we’re using AI to enhance quality and validation.

On the shop floor, I don’t expect AI-driven humanoid robots any time soon. AI is very powerful in analyzing data but turning that into complex physical actions in a real factory environment is another level. There’s still a way to go.

In services, we’re already using AI to enable more self-services for customers and to support our helpdesks. By tapping into all the data Barco has, AI can recognize patterns and suggest the most likely solution. We’re actively implementing that now. Digitalization is moving fast, so there’s always more we can improve.  

By the way, let’s not forget the progress we’re making in sustainability. In 2024, we achieved a 62% reduction in carbon footprint versus our 2015 baseline – well ahead of our 45% target. Looking to 2030, we’ll further our own carbon footprint and work with our suppliers to ensure 30% have Science Based Targets in place. For our Operations team, that remains a crucial focus.”