Clariane Se · EURONEXT:CLARI
Clariane — Korian — Investor Day (September 2019)
159 slides from Clariane's investor day presentation, Sep 20, 2019
Slide 1: Capital Markets Day 2019
CAPITAL MARKETS DAY2019
Slide 2: Morning and afternoon speakers
MORNING AFTERNOON Didier Charles-Antoine Arno Schwalie Nicolas Mérigot Rémi Boyer Philippe Armaingaud Pinel EVP Germany EVP France Healthcare Chief HR Lonne EVP Medical, EVP France Senior & CSR CIO Ethics and Quality Mariuccia Dominiek Olivier Lebouché Bart Bots Frédéric Philippe Sophie Boissard Ros
Slide 3: Agenda
AGENDA 01 K2020 roadmap: execution ahead of schedule 02 Our market 03 Our strategy 04 Our drivers and differentiators 05 Our financial ambition 3 Capital Markets Day 2019
Slide 4: K2020 roadmap: execution ahead of schedule
01 K2020 ROADMAP: EXECUTION AHEAD OF SCHEDULE
Slide 5: Korian: a European growth story with strong acceleration since 2014
KORIAN: A EUROPEAN GROWTH STORY WITH STRONG ACCELERATION SINCE 2014 CAGR: +20% 2013-2018 3336 3135 3000 2579 2222 1356 1015 1108 IPO 851 923 781 520 608 478 200 2003 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 100 # facilities 500 + 800 + 5 Capital Markets Day 2019
Slide 6: 2016: disruptive strategic ambition
2016: DISRUPTIVE STRATEGIC AMBITION FROM NURSING HOME PURE PLAYER TO INTEGRATED CARE SERVICE PROVIDER SERVING OLD AGE AND VULNERABILITY PROMOTING ONE-STOP-SHOP INTEGRATED APPROACH STAND ALONE VALUE ADDING VALUE THROUGH A JOINED-UP CREATING BUSINESSES APPROACH TO BECOME AN INTEGRATED CARE SERVICE PRO
Slide 7: K2020 5Y plan: a comprehensive roadmap
K2020 5Y PLAN: A COMPREHENSIVE ROADMAP TO SERVE OUR AMBITION 2 PRIORITIES 5 TRANSFORMATION LEVERS FINANCIAL TARGETS BY 2021 Integrating and Boost internal growth potential upgrading recently + 5% CAGR acquired networks Leverage existing Launch "asset-smart" real estate strategy network and creat
Slide 8: 2019: K2020 roadmap ahead of schedule strategically
2019: K2020 ROADMAP AHEAD OF SCHEDULE FROM A STRATEGIC POINT OF VIEW… LEADERSHIP POSITION REINFORCED AND DIVERSIFICATION OF THE OFFER WELL UNDERWAY 2 NEW COUNTRIES OPENED IN 2019 2016 KORIAN IN 2019 FRANCE GERMANY BELGIUM ITALY Acq. 2019 Medical Care and Clinics #1 Home Care services #1 Assisted Liv
Slide 9: 2019: K2020 roadmap ahead of schedule financially
2019: K2020 ROADMAP AHEAD OF SCHEDULE … AND FROM A FINANCIAL POINT OF VIEW ACCELERATED GROWTH AND IMPROVED PROFITABILITY €4,2bn CAGR: 5.7% >15.5% MARGIN (%) REVENUE (€) EBITDA €3,336m >14.5% 14.3% €3,135m 14.1% €2,987m 14.0% Dec-2016 Dec-2017 Dec-2018 Dec-2019 Dec-2021 Dec-2016 Dec-2017 Dec-2018 Dec
Slide 10: Our market
er fe In caring hands OUR MARKET \$ MARKETS KORIAN DAY2019 (VY CAPITAL
Slide 11: Mega trends underpinning strong growth perspective
MEGA TRENDS UNDERPINNING STRONG GROWTH PERSPECTIVE AT EUROPEAN LEVEL WIDENING NEEDS SECULAR EPIDEMIC INCREASE AND ASPIRATIONS DEMOGRAPHIC TRENDS IN CHRONIC DISEASES OF THE POPULATION DIGITAL SOUND AND TRANSFORMATION SUSTAINABLE FINANCING 11 Capital Markets Day 2019
Slide 12: Accelerated ageing
DEMOGRAPHICS ACCELERATED AGEING PROPORTION OF 65+ OVER THE 25-64-YEAR-OLD AGE GROUP ACCROSS GEOGRAPHIES 90 1 Europe passing from 3 to 5 elderly for 10 80 70 working population in 2050 60 50 2 Europe has one of the 40 fastest ageing population 30 for the next 15 years 20 10 3 Ageing population will
Slide 13: European baby boomers facing ageing challenges
DEMOGRAPHICS EUROPEAN BABY BOOMERS FACING AGEING CHALLENGES 85+ STRONG GROWTH 80-84 75-79 IN +80 YEARS SEGMENT: 70-74 2015 VS. 2035 65-69 60-64 55-59 France x1.8 50-54 45-49 Germany x1.7 40-44 35-39 Belgium x1.7 30-34 25-29 Italy x1.6 20-24 15-19 10-14 … 5-9 <5 In a context of less availability of f
Slide 14: Continuous increase of chronic diseases linked to ageing
EPIDEMICS CONTINUOUS INCREASE OF CHRONIC DISEASES LINKED TO AGEING NEED FOR LONG TERM CARE & LEADING TO DEPENDENCY Today, 80% of people Prevalence Prevalence of Prevalence of Incidence over age 65 have at least of Dementia Parkinsons disease Rheumatoid Arthritis of Stroke events [# people affected,
Slide 15: Aspirations of the upcoming generation of elderly
ASPIRATIONS THE UPCOMING GENERATION OF ELDERLY HAVE NEW EXPECTATIONS FOR THEIR WAY OF LIFE… NEW GENERATIONS KEY FOCUS ON: NURSING HOMES REJECTED BY THIS POPULATION: Maintain social links Autonomy 80% People linking NH with the idea of losing autonomy of choice Cercle Vulnérabilité et société stu
Slide 16: Carers recognise nursing homes as indispensable
ASPIRATIONS BUT CARERS RECOGNISE THE ROLE OF NURSING HOMES AS INDISPENSABLE FOR HIGH DEPENDENCY STUDIES WITH FAMILY CARERS IN FRANCE SHOWS NURSING HOMES ARE INDISPENSABLE FOR DEPENDENT POPULATIONS: Nursing CARERS SHORTAGE Home: +30% Decreasing number of family carers: Rise in % of women working ou
Slide 17: Digital solutions for new services
DIGITALISATION DIGITAL SOLUTIONS TO PAVE WAY FOR NEW SERVICES AND OPPORTUNITIES TRANSFORMING SERVICES FOR SENIORS INSIDE & OUTSIDE THE WALLS BUT ALSO FOR CAREGIVERS Home securing New senior care services Senior care facilities management Safety and fall Autonomy Leisure Seniors Facilities Staff trai
Slide 18: Market supported by revenues of senior populations
SOUND FINANCING EVOLVING MARKET SUPPORTED BY THE REVENUES OF SENIOR POPULATIONS EXAMPLE OF FRENCH POPULATION 354 327 26 283 22 32 288 39 20 24 80 14 3,000 54 64 D9 83 2,500 191 D8 39 18 2,000 D7 18 D6 27 D5 1,500 D4 203 216 D3 D2 62 171 (62.0%) (61.1%) 167 1,000 4 10 129 (60.4%) (58.0%) D1 (67.2%) 1
Slide 19: Generous public funding in Europe
SOUND FINANCING GENEROUS PUBLIC FUNDING IN EUROPE PUBLIC FINANCING: HEALTH & DEPENDENCY BUDGETS IN EUROPE [EUR BN & % GDP; 2016] Health & Dependency budget 244 36 324 53 46 12 37 10 69 18 1,414 277 [EUR bn] 11.5% 11.3% 11.0% 10.3% 10.2% 10.2% EU avg. 2.9% 2.9% 2.7% 1.7% 1.8% 2.0% EU avg. Dependency
Slide 20: Our strategy: first integrated senior care provider in Europe
03 OUR STRATEGY: BE THE FIRST INTEGRATED SENIOR CARE SERVICE PROVIDER AT EUROPEAN LEVEL
Slide 21: Customized solutions adapted to polarized markets
KORIAN STRATEGY BUILD AND DEPLOY CUSTOMIZED SOLUTIONS ADAPTED TO POLARIZED MARKETS WITH A WIDE CARE SPECTRUM AND VERY DIFFERING EXPECTATIONS & REQUIREMENTS INCREASING INCREASING DESIRE HIGH LEVELS OF ELDERLY TO MAINTAIN OF DEPENDENCY SOCIAL INTERACTION Widening and Polarisation of the dependency nee
Slide 22: From one size fits all solutions...
FROM “ONE SIZE FITS ALL” SOLUTIONS…
Slide 23: ...to differentiated local solutions
…TO DIFFERENTIATED LOCAL SOLUTIONS FOR A DIVERSITY OF REQUIREMENTS
Slide 24: Three convictions to support our growth strategy
THREE CONVICTIONS TO SUPPORT OUR GROWTH STRATEGY 24 Capital Markets Day 2019
Slide 25: Focus on Europe
FOCUS ON EUROPE: MARKET POTENTIAL LEVERAGE KORIAN UNIQUE PLATFORM A MARKET OF 15 MILLION DEPENDENT PEOPLE ALREADY TODAY Our network: 60% of the +75 population live within 10km of a Korian facility or service 25 Capital Markets Day 2019
Slide 26: Adapted and evolutive solutions
ADAPTED & EVOLUTIVE SOLUTIONS EACH CLIENT OF KORIAN AND THEIR FAMILY WILL BE ABLE TO FIND A SOLUTION TO HIS NEEDS FROM 65+ DEPENDENCY Low High Slip & Fall Chronic disease Isolation Cognitive diseases & Loss of autonomy & High dependency 26 Capital Markets Day 2019
Slide 27: Grow local and build on partnerships
GROW LOCAL AND BUILD ON PARTNERSHIPS ADAPT SOLUTIONS TO EACH LOCAL AREAS AND TEAM UP WITH BEST LOCAL PARTNERS EACH CLIENT OF KORIAN WILL FIND ADAPTED SOLUTIONS LOCALLY DEPENDENCY Low High Slip & Fall Chronic disease Isolation Cognitive diseases & Loss of autonomy & High dependency 27 Capital Markets
Slide 28: Deploying our growth strategy
DEPLOYING OUR GROWTH STRATEGY New Services New Geographies Day care Outpatient care Optimise Short Core stays network Assisted living … Business Diversification … … 28 Capital Markets Day 2019
Slide 29: Tailored to each country specificity and maturity
TAILORED TO EACH COUNTRY SPECIFICITY AND MATURITY New markets OPTIMISE, DEVELOP & EXPAND New business France DEVELOP & EXPAND Italy Germany Belgium CONQUER new territories Netherlands Spain Core business Core markets New markets Geographic expansion 29 Capital Markets Day 2019
Slide 30: Best in Class, Pioneer Spirit
Best in Class Pioneer Spirit A comprehensive transformation journey to build long term trust 30 Capital Markets Day 2019
Slide 31: In Caring Hands: six building blocks
“IN CARING HANDS”: SIX BUILDING BLOCKS BE THE PREFERRED EMPLOYER 360° QUALITY STANDARDS OPERATIONAL EXCELLENCE Best in Class AGILE GROWTH CULTURE DIGITAL FIT INNOVATIVE BUILDING DESIGN Pioneer Spirit 31 Capital Markets Day 2019
Slide 32: Tangible ESG commitments to stakeholders
TO BE REFLECTED INTO TANGIBLE ESG COMMITMENTS TO STAKEHOLDERS OUR COMMITMENTS KORIAN ESG DASHBOARD COVERING 12 DIMENSIONS 1 Gender equality Well-being Quality at work Human capital Inclusion index development of our employees & diversity Waste 2 Environment and climate Carbon footprint Managemen
Slide 33: Quality
QUALITY REACHING OUT OPERATIONAL EXCELLENCE Didier Armaingaud Chief Medical, Ethics and Quality Officer 33 Capital Markets Day 2019
Slide 34: Strong existing bedrock of quality
STRONG EXISTING BEDROCK OF QUALITY IN EACH COUNTRY AND ALL AREAS QUALITY CULTURE SUPPORTED BY GENUINE HOLISTIC CARE APPROACH 300,000 Local and National Authorities Patients and residents 850 facilities 2 Quality and risk management Committees Medical and care policy Different standards in each cou
Slide 35: Standardization of quality process
STANDARDIZATION AND HARMONIZATION OF OUR QUALITY PROCESS ENHANCING TRACEABILITY TO ENSURE POSITIVE CARE APPLICATION 300,000 CLIENT SATISFACTION Local and National Authorities 96% Satisfaction Score* Patients and residents at Group level QUALITY 360° 850 96.4% of visited sites graded A facilities a
Slide 36: ISO 9001: a new ambition for quality
ISO 9001: A NEW AMBITION FOR QUALITY PIONEERING CARE SECTOR BUILDING « IN CARING HANDS » STANDARD AT EUROPEAN LEVEL WITH INTERNATIONAL CERTIFICATION BEST IN CLASS IN QUALITY PIONEERING CARE SECTOR PILOTING PROCESSES International Quality Certification 12 – STRATEGIC 21 – SAFETY AND SECURITY 11 – Q
Slide 37: Korian certification calendar
KORIAN CERTIFICATION CALENDAR 2019 2020 2021 2022 2023 KORIAN’s NURSING- HOME STANDARD 100% by end 2023 NURSING-HOME STANDARD PILOTS (X2 / country) ALL NURSING-HOMES CERTIFICATION PROCESS KORIAN’s CLINICS STANDARD CLINIC STANDARD PILOTES (X2 / country) ALL CLINICS CERTIFICATION PROCESS OTHER KORIAN
Slide 38: Strategic roadmap: optimize, develop, expand
STRATEGIC ROADMAP OPTIMIZE - DEVELOP - EXPAND 38 Capital Markets Day 2019
Slide 39: Optimise
OPTIMISE 39 Capital Markets Day 2019
Slide 40: Nursing homes inside the walls: France case study
NURSING HOMES “INSIDE THE WALLS” TRANSFORMATION FRANCE CASE STUDY Charles-Antoine Pinel EVP France Senior 40 Capital Markets Day 2019
Slide 41: France activity growth strategy
FRANCE ACTIVITY GROWTH STRATEGY Optimise 41 Capital Markets Day 2019
Slide 42: Enlarging our addressable market
ENLARGING OUR ADRESSABLE MARKET ADDRESSING A LARGER … RELATED TO INCREASING …LEVERAGING THE NETWORK TO ENLARGE TARGET MARKET CUSTOMER NEEDS PRODUCT AND SERVICE PORTFOLIO 2018-2040 Dependent Seniors 85+ 83 requiring 24h medical assistance 66 Home Care 6k Seniors 75+ +70% 304 Assisted Living customers
Slide 43: Residents at the heart of our commitment
RESIDENTS AT THE HEART OF OUR COMMITMENT A team fully engaged Convivial and appropriate by your side living spaces A social life and a range of A house open to activities respectful of everyone the (outside) world Quality and A tailor-made care individualised treatments from our first contact Servic
Slide 44: Local care in each living area
LOCAL CARE IN EACH LIVING AREA Korian Les Fontaines Var Illustration Korian Rives d’Esterel Telemédicine Barjols Caregivers services Palliative Care Korian La Pinède Fréjus Korian Aubier de Cybèle Short Stay post Parkinson Surgery Korian La Provençale Night Nurse Night Nurse Telemedi
Slide 45: Developing innovative offers adapted to client needs
DEVELOPING INNOVATIVE OFFERS ADAPTED TO CLIENT NEEDS MEDICAL DAY CARE FOR ELDERLY SOCIAL ACTIVITIES SOLUTIONS SUFFERING FROM COGNITIVE DISEASE FOR ISOLATED ELDERLY PEOPLE FOR CARERS & FAMILIES Providing medical support Carers: respite care, for people staying at home resources and psychological su
Slide 46: Upgrading and developing our offer
UPGRADING AND DEVELOPING OUR OFFER TO CREATE NEW CONCEPTS FOR TOMORROW BOOST PROGRAM BUILD NEW KORIAN HOUSE 2,000 rooms already refurbished 39 ongoing new programs in 43 facilities and extension 50% of facilities renovated 25 New Korian House by 2023 projects already launched 46 Capital Markets Day
Slide 47: Creation of tomorrow's nursing home
CREATION OF TOMORROW’S NURSING HOME CREATING AN ECOSYSTEM FOR ELDERLY CARE EXAMPLE: “GUYANCOURT POLE” Day Care Short Stay – Rest of helpers/ readaptation Nursing Home Alzheimer and cognitive pathologies Korian Les Saules dedicated units Intergenerational Enhanced bound services Parkinson Str
Slide 48: Creation of tomorrow's nursing home
CREATION OF TOMORROW’S NURSING HOME CREATING AN ECOSYSTEM FOR ELDERLY CARE EXAMPLE: “GUYANCOURT POLE” At Home hospitalisation Day Care Short Stay – Rest of helpers/ readaptation Alzheimer and cognitive pathologies Home Care Services dedicated units Home Assistance Global assistance: Parkin
Slide 49: Key takeaways
KEY TAKEAWAYS 60% of 75+ have a Korian solution within 10kms from home 2018 120,000 Customers A strengthen value proposition focus on quality and customer satisfaction 50% of facilities renovated by 2023 25 new Korian Houses launched 2021 >150,000 Customers Strong Revenue Management approa
Slide 50: Nursing homes inside the walls: Germany study
NURSING HOMES "INSIDE THE WALLS" REVENUE MANAGEMENT GERMANY STUDY Arno Schwalie EVP Germany 50 Capital Markets Day 2019
Slide 51: Germany activity growth strategy
GERMANY ACTIVITY GROWTH STRATEGY Optimise 51 Capital Markets Day 2019
Slide 52: Korian Germany 2019: dense existing network
KORIAN GERMANY 2019: DENSE EXISTING NETWORK KEY FIGURES KORIAN GERMANY 243 Facilities thereof Dense network integrated in 180 59 incl. Assisted living areas across Living the country 31 Home care services Platform facilities 2 MAIN GROWTH DRIVERS Optimise the existing platform to grasp market oppo
Slide 53: Federal care regulation and care grade funding
FEDERAL CARE REGULATION DEVISED TO ALLOCATE RESOURCES ACCORDING TO CUSTOMER NEEDS AND DEPENDENCY LEVEL – SPENDING IS INCREASING IN RELATION TO HIGHER CARE GRADES RESIDENTS OF NURSING HOMES Care level PG 0-1 PG 1-2 PG 2-3 PG 3-5 Customer needs(2) Revenue increase is dependant on: PG1: PG2: PG3: PG4:
Slide 54: Growth depending on trained staff availability
A GROWTH DYNAMIC DEPENDING ON TRAINED STAFF AVAILABILITY Recruitement of trained staff Boost occupancy rate through client management Higher care mix management - leading to higher public funding Price negotiation with local stakeholders 54 Capital Markets Day 2019
Slide 55: Staff resources are the cornerstone of growth
STAFF RESOURCES ARE THE CORNERSTONE OF GROWTH DRIVER INITIAL GOAL ACHIEVEMENTS Resource piloting to ensure adequate Sufficient Recruitment of permanent staff staff per facility staffing Elimination of dependency Enhancement of local workforce management on interim staff Develop training and in
Slide 56: Staffing to care for more dependent residents
BUILDING ON STAFFING TO PROVIDE CARE FOR MORE DEPENDENT RESIDENTS DRIVER INITIAL GOAL ACHIEVEMENTS Deployment of care documentation Care Grade and management system in Korian Germany (DAN) Management Ensure a care level in line with the individual needs of our residents, Constant care level revi
Slide 57: Active price renegotiation
SECURE ADEQUATE FUNDING THROUGH ACTIVE PRICE RENEGOTIATION DRIVER INITIAL GOAL ACHIEVEMENTS Enhanced negotiation process Pricing Ensure 100% refinancing of facility- Optimized pricing through stringent analysis of specific charge, board & lodging potential for negotiation with public funding age
Slide 58: Client management to drive volumes
CLIENT MANAGEMENT TO DRIVE VOLUMES IN THE FUTURE DRIVER INITIAL GOAL ACHIEVEMENTS Deployment of CRM system Occupancy Drive higher occupancy through in the whole network Management active pipeline management over Sales processes set up around local clusters the different sales channels as well as
Slide 59: Key takeaways
KEY TAKEAWAYS Mature and growing market in which Korian has a dense, well positioned network Stable staffing and resources piloting as a growth driver Strong focus on providing clients with stability & quality care 3 Years after the launch of K2020: Acknowledged by the leading POWERFUL LEVERS
Slide 60: Healthcare from post-acute to local medical platforms
HEALTHCARE FROM POST-ACUTE TO LOCAL MEDICAL PLATFORMS FRANCE CASE STUDY Nicolas Mérigot EVP France Healthcare 60 Capital Markets Day 2019
Slide 61: France activity growth strategy
FRANCE ACTIVITY GROWTH STRATEGY Optimise 61 Capital Markets Day 2019
Slide 62: Our network: key localisations and specialisations
OUR NETWORK: KEY LOCALISATIONS & SPECIALISATIONS OUR NETWORK 6,400 ASSOCIATES Highly skilled staff 375 doctors 83 establishments (facilities) 15% Medical executives 154 pharmacists 66 clinics (SSR): 15% of market share 376 physiotherapists 35% Medical staff 10 psychatric clinics: 4% of m
Slide 63: Volumes driven by elderly population
VOLUMES DRIVEN BY ELDERLY POPULATION TYPICAL CLIENT PROFILE: VOLUMES OF HOSPITALISATIONS AND AGE OF PATIENTS Median Age: 75 years Dependence: Physical: 33%>12(/16) Full Hospitalisation Psychological: 28%>5(/8) 1% 4% 0-4 ans Average length of stay: 39 days 5-17 ans Average nb of acts: 2.3 per
Slide 64: Outpatient volumes growing fast
OUTPATIENT VOLUMES GROWING FAST – ALSO DRIVEN BY ELDERLY POPULATION VOLUMES OF HOSPITALISATION: VOLUMES OF HOSPITALISATIONS HIGH RISE OF PARTIAL HOSPITALISATION AND AGE OF PATIENTS Partial Hospitalisation 1% 0-4 ans 8% 15% 5-17 ans 7% 18-39 ans 10% 40-64 ans 65-69 ans 12% PARTIAL HOSPITALISATION: 70
Slide 65: A key positioning in the health care landscape
A KEY POSITIONING IN THE HEALTH CARE LANDSCAPE Chronic diseases Ageing population = pressure on public healthcare Mission Key Success Factors Medical Care Multidisciplinary & Global Medical Rehabilitation Coordination different treatments for patients Pre and post operation care Technica
Slide 66: Added value transformation amid decreasing public funding
ADDED VALUE TRANSFORMATION IN A CONTEXT OF DECREASE IN PUBLIC FUNDING TARIFS EVOLUTION Enable price evolution in a context of decreasing public funding TRANSFORMATION OF THE NETWORK MEDICAL SPECIALISATION Case mix management and specialised tariffs LOCAL NETWORKS Local renegotiation and additional s
Slide 67: Transformation of the network well underway
TRANSFORMATION OF THE NETWORK WELL UNDERWAY DRIVERS INCREASE OF INCREASE INCREASE PATIENT CHRONIC IN POLY OF DEMAND EXPECTATIONS DISEASES PATHOLOGIES KORIAN NETWORK TRANSFORMATION OFFERING SOLUTIONS TO A GROWING & EVOLVING DEMANDS MEDICAL RENOVATED SPECIALISATION LOCAL NETWORKS By 2023 = 83% of netw
Slide 68: A transformation that adds value and performance
A TRANSFORMATION THAT CLEARLY ADDS VALUE & PERFORMANCE CLINIC OPTIMISATION CLINIC TURNAROUND Korian Le Balcon Lyonnais Korian Cap Ferrieres WHAT WE DID IMPACTS WHAT WE DID IMPACTS Relocalisation: Increase invoiced Relocalisation: Increase invoiced close to hospitals hospitalisation days: 2%
Slide 69: Key takeaways
KEY TAKEAWAYS Optimisation of the network largely underway Volume growth driven by ageing poulation and outpatient activity Price increase driven by specialisation and modernisation A unique approach to integrated care pathways The journey from a post acute activity to a complete local med
Slide 70: Develop
DEVELOP 70 Capital Markets Day 2019
Slide 71: Neighbourhood care: extending our reach in Italy
NEIGHBOURHOOD CARE EXTENDING OUR REACH IN ITALY Mariuccia Rossini EVP Italy 71 Capital Markets Day 2019
Slide 72: Italy activity growth strategy
ITALY ACTIVITY GROWTH STRATEGY Optimise 72 Capital Markets Day 2019
Slide 73: Italy: regulation leading to saturated nursing homes
ITALY: REGULATION LEADING TO SATURATED NURSING HOMES Very limited market for Elderly residential care in Italy, with no authorisation for expansion NUMBER OF CARE HOME BEDS PER 1,000 SENIORS 75+ USA 83 KORIAN IN LOMBARDY GBR 103 Nursing Homes IRL 117 Number of Elderly in waiting list: PRT 91 1,000 N
Slide 74: Creating local care pathways
CREATING LOCAL CARE PATHWAYS Korian to provide continuous local care for the elderly TARGETING SPECIFIC REGIONS and fragile by entering the Post-acute activity TO CREATE CLUSTERS OF SERVICES The aim: Veneto Provide longer term care by caring for elderly pre-entry Piemont Lombardy into nursing home
Slide 75: Using clinics to extend our reach
STRONG FOCUS USING CLINICS TO EXTEND OUR REACH KORIAN ACTUAL POSITIONING HOSPITALISATIONS OUTPATIENT ACTIVITY OUR CLINIC/POST-ACUTE ACTIVITY HAS A FOCUS GROWING ACTIVITIES WITH IMPORTANT ON ALL SERVICES COMMONLY USED BY THE ELDERLY: PARTICIPATION OF 65+ YEARS OLD Orthopedics 36% Urology 49% of h
Slide 76: Deploying a full suite of solutions for a region
DEPLOYING A FULL SUITE OF SOLUTIONS FOR A REGION EXAMPLE OF NETWORK (already realized in Tuscany) FRATE SOLE, Figline Valdarno (Firenze) Nursing Home Clinic/rehabilitation Physiotherapy Center Out-of-patient center (diagnostic, analysis, visits, etc.) TOTAL PATIENTS 6,600 24% of our patien
Slide 77: Key positioning in clinics with an elderly focus
KEY POSITIONING IN CLINICS WITH AN ELDERLY FOCUS Using one unique Client follow up system Continuous & fluid information on the client Each entry into a clinic Between each speciality For the Nursing Home when the patient need to enter full time care BEST IN CLASS SOLUTION FULLY DEPLOYED + = N
Slide 78: Deployment and future ambition
DEPLOYMENT & FUTURE AMBITION FULLY DEPLOYED CARE PATHWAYS ARE DEVELOPED IN 3 REGIONS. They include: Post acute care Primary care DEPLOYING THIS APPROACH Palliative care SUPPORTS THE REVENUES GROWTH Home care Assisted living Nursing homes Each of these solutions is integrated with EQUIPE
Slide 79: New care concepts: Benelux case study
NEW CARE CONCEPTS BENELUX CASE STUDY Dominiek Beelen EVP Benelux 79 Capital Markets Day 2019
Slide 80: Benelux activity growth strategy
BENELUX ACTIVITY GROWTH STRATEGY Optimise 80 Capital Markets Day 2019
Slide 81: A progressive growth path into new concepts
A SOLID & PROGRESSIVE GROWTH PATH INTO NEW CONCEPTS – EVOLUTION FROM A BELGIAN ENTITY TO A BENELUX PLATFORM 2005 2010 2011 2015 2016 Current 2019 Entrance in the sector in size Mixed development: Greenfield strategy: Entry in the through M&A Greenfield & M&A Mixed care projects with focus Neth
Slide 82: Growth strategy addressing contrasting needs
A GROWTH STRATEGY ADDRESSING CONSTRASTING NEEDS & SOLUTIONS DEVELOPMENT OF DIFFERENT CONCEPTS BASED ON KNOWLEDGE OF EXISTING PLATFORMS AND ADAPTED TO LOCAL FINANCING POSSIBILITIES "Under-one-roof" concept Creation of small sized and specialised care communities Adapted to Belgium: Adapted to Netherl
Slide 83: Stepping Stones small-scale specialised care
STEPPING STONES PROVIDES SMALL-SCALE SPECIALISED CARE KORIAN IS ACCELERATING ITS DEVELOPMENT SMALL CARE COMMUNITIES RESPONDING TO NETHERLANDS NEEDS KEY MILESTONES KEY FIGURES 2006 Creation of Stepping Stones # locations 14 20 27 34 2019 Acquisition by Korian 305 445 609 777 14 sites by the end of 20
Slide 84: Under-one-roof integrated care platforms: Senior Plaza
BUILDING “UNDER-ONE-ROOF” INTEGRATED (HEALTH) CARE PLATFORMS FOR CITY CENTERS SENIOR PLAZA: 26,000 HABITANTS 18% > 65+ AND 6% > 80+ 1. OTV-office 2. Orthopedics-Shop 3. Assisted living 4. Grand café-brasserie REVENUE DISTRIBUTION KEY FIGURES 5. Plaza (courtyard) 6. Plazarama 3% 13% 7. Nursing home
Slide 85: Under-one-roof integrated care platforms for city centers
BUILDING “UNDER-ONE-ROOF” INTEGRATED (HEALTH) CARE PLATFORMS FOR CITY CENTERS Grand Café 1 The place to be for our residents 2 3 5 4 6 Q2 2020 URSULINENHOF: 77,000 HABITANTS 21.5% > 65+ AND 7% > 80+ LET’S DISCOVER FREDERICKSHOF NEXT PROJECT: Q3 2023 DIEST: 25,000 HABITANTS IN LUMMEN 21.5% > 65+ AND
Slide 86: Key takeaways
KEY TAKEAWAYS CONCEPT TO CROSS FERTILIZE & ENRICH KORIAN OFFERING EVERYWHERE Netherlands Belgium Belgium Netherlands In Belgium 35% of the residents Development of Assisted living Benelux Europe suffer from dementia concept Inspired by Netherlands: Implement Belgian optimize our posi
Slide 87: Expand
EXPAND 87 Capital Markets Day 2019
Slide 88: New housing concepts
NEW HOUSING CONCEPTS Charles-Antoine Pinel EVP France Senior 88 Capital Markets Day 2019
Slide 89: France activity growth strategy
FRANCE ACTIVITY GROWTH STRATEGY Optimise 89 Capital Markets Day 2019
Slide 90: Korian disrupting alternative housing market
KORIAN DISRUPTING ALTERNATIVE HOUSING MARKET BY 2024 LEVERAGE ALTERNATIVE HOUSING KORIAN IMPLEMENTING ITS GROWTH MARKET GROWTH STRATEGY BASED ON 2 CONCEPTS Ages&Vie +250 colocations Ages&Vie acceleration +185 k with an objective Organic growth places by 2030 of 250 residences senior residence
Slide 91: Ages&Vie: a single inclusive solution
AGES&VIE: A SINGLE INCLUSIVE SOLUTION Key Figures Customer Profile 86 years / 82% women Designed for GIR 2 to GIR 6 or disabled people that can not stay at home but are willing to stay in their First house # of open # of direct neighbourhood opening houses employees 2008 54 by 2023 A professiona
Slide 92: Ages&Vie: a single business model
AGES&VIE: A SINGLE BUSINESS MODEL 1 Real Estate Developpement 2 Financing 3 Operations Land acquisition cost limited Commun vehicule with Banque Singular organization model des Territoires & Crédit Agricole Assurances (on-site housing / versatility) Controlled construction costs with regiona
Slide 93: A scalable solution
A SCALABLE SOLUTION KEY SUCCESS FACTORS Growing local demand Contacted Meetings 65+ > 30% population (20% av. France) Mayors Done No local solutions 7,000 620 Intergenerational buildings Ability to develop within 24 month Positive Projects Feedback from first mayors Mayors Validated 1,
Slide 94: Care outside the walls
CARE "OUTSIDE THE WALLS" Olivier Lebouché VP France Homecare & Korian Solutions 94 Capital Markets Day 2019
Slide 95: France activity growth strategy
FRANCE ACTIVITY GROWTH STRATEGY Optimise 95 Capital Markets Day 2019
Slide 96: Huge potential but a challenging business model
HUGE POTENTIAL BUT A CHALLENGING BUSINESS MODEL A NATURAL MARKET AND OFFERING FOR KORIAN: HOWEVER A SECTOR TRADITIONALLY CHALLENGING WITH LIMITED PROFITABILITY: Hospitalisation à domicile NET MARGIN OF HOME SERVICE COMPANIES IN FRANCE 15% 14% 13% Home Home Care Services 12% 11% Assistance Glob
Slide 97: Korian model: with Petits-fils an entirely different offer
KORIAN MODEL: WITH PETITS-FILS AN ENTIRELY DIFFERENT OFFER DIFFERENT BUSINESS MODEL NUMBER OF CLIENTS OF Targeted population 4,900 3,270 Aiming for differentiated high quality service 2,050 750 1,150 With stable, loyal and committed staff: paid above average wages 2015 2016 2017 2018 2019e A
Slide 98: From Petits-fils to Oriane growing
FROM PETITS-FILS TO ORIANE GROWING Everyday life -70% HOME VISITS Health Security/ 85% BY GPS DOMESTIC ACCIDENTS OVER THE LAST 10 YEARS checks: serenity ARE FALLS FOR 65+ ageing well Happy moments 1/5 OF 60+ FEEL LONELY 98 Capital Markets Day 2019
Slide 99: Become the quality reference in home care thanks to digital
BECOME THE QUALITY REFERENCE IN THE HOME CARE THANKS TO DIGITAL BUILDING A SCALABLE PLATFORM INTERNATIONAL SENIOR MARKET PLACE GLOBAL SIMPLE DIGITAL AMBITION 2023: 200 agencies 25-30,000 clients Home Care France 99 Capital Markets Day 2019
Slide 100: European strategy
EUROPEAN STRATEGY Bart Bots EVP International Development 100 Capital Markets Day 2019
Slide 101: Supporting group's ambition: geographic expansion
SUPPORTING GROUP’S AMBITION GEOGRAPHIC EXPANSION TO SUPPORT GROUP GROWTH FINLAND NORWAY European focus based on deep EST. SWEDEN knowledge of the market LAT. LITH. BELARUS DENMARK IRELAND NETHERLANDS POLAND UK UKRAINE BELGIUM GERMANY New Geographies CZECH REP. MOLD. SLOVAKIA LUX. AUSTRIA HUNGARY ROM
Slide 102: From a foothold: the Spain case study
FROM A FOOTHOLD: THE SPAIN CASE STUDY €34m revenue Build up started with Group core activity, Nursing Homes starting from basic team seniors 15 facilities with 2,030 beds Already present in 3 different regions (Andalucia, Valencia and Balearic Islands) with important equipment needs in terms of
Slide 103: From a foothold: the Spain case study
FROM A FOOTHOLD: THE SPAIN CASE STUDY GO-TO-MARKET STRATEGY 4th European market Spain’s Ageing population MARKET Highly fragmented 65+ will represent 25% of the population DRIVERS & underequipped in 2030 Balearic Islands: Ageing rate of the Balearic Islands concentrated but high population i
Slide 104: Building strongholds
BUILDING STRONGHOLDS FROM A QUALITY BASE, THROUGH… Deep knowledge Getting to know Analysing of the market the stakeholders locally the different and regulation and nationally community needs …TO BUILD A SUBSTANTIAL PRESENCE WITH A COMPLETE & DIVERSIFIED OFFER 104 Capital Markets Day 2019
Slide 105: Our drivers and differentiators
OUR DRIVERS AND DIFFERENTIATORS 04
Slide 106: The drivers of our growth
THE DRIVERS OF OUR GROWTH OUR PEOPLE IT SYSTEMS REAL ESTATE Challenge us to be better A step change is underway In House expertise The Caring Hands are those of our teams at the heart of our concepts and client solutions 106 Capital Markets Day 2019
Slide 107: Human is capital
HUMAN IS CAPITAL Rémi Boyer Chief HR & CSR 107 Capital Markets Day 2019
Slide 108: Who we are and what we do
HUMAN IS CAPITAL: WHO WE ARE AND WHAT WE DO OUR PEOPLE: 54,000 WOMEN AND MEN CARING FOR THE ELDERLY & FRAGILE, PROUD OF THEIR MISSION ACROSS 6 COUNTRIES MORE THAN 100 PROFESSIONS ACROSS THE GROUP SPLIT OF THE POPULATION BY COUNTRY NURSING STAFF: 76% Support 0% Operations 4% 5% 17% 37% Hospitality 15
Slide 109: Strong commitment to our people
HUMAN IS CAPITAL: STRONG COMMITMENT TO OUR PEOPLE You care for people We care for you 4 STRONG VALUES 8 COMMITMENTS TO OUR TEAMS 1. BE WELCOME and SUPPORTED by Management 2. BE DEVELOPED and TRAINED 3. WORK IN A SAFE WORKPLACE 4. BELONG TO A STRONG PROFESSIONAL COMMUNITY 5. BE RECOGNIZED and INCLUDE
Slide 110: Ambitious strategy amid competition for talents
HUMAN IS CAPITAL: AN AMBITIOUS STRATEGY IN A CHALLENGING ENVIRONMENT AND FIERCE COMPETITION FOR TALENTS 3 KEY CHALLENGES TO RUN THE BUSINESS SOURCE OUR AMBITION MANAGE & SECURE BE THE “PREFERRED EMPLOYER” OF OUR SECTOR & SUPPORT OUR NEEDS 1. SECURE OUR WORKFORCE NEEDS 2. IMPROVE QUALITY AT WORK 3. B
Slide 111: 60,000 employees to source in the next 5 years
PEOPLE: 60,000 EMPLOYEES TO SOURCE IN THE NEXT 5 YEARS! 1 SECURE OUR WORKFORCE NEEDS Mobilize all stakeholders to support care professions across Europe CONTEXT and draw up a plan of action for the sector War for talents across Europe Specific to the care sector ACTION ROADMAP Poor reputatio
Slide 112: Quality at work to build employee loyalty
PEOPLE: QUALITY AT WORK TO BUILD EMPLOYEE LOYALTY 2 IMPROVE QUALITY AT WORK Mobilize the organisation to fully embed a strong CONTEXT Health & safety culture supported by training A working environment which requires every attention ACTION ROADMAP to people Reinforce teams to avoid shortages a
Slide 113: Promote the Korian management way
PEOPLE: PROMOTE THE KORIAN MANAGEMENT WAY 3 BUILD THE KORIAN MANAGEMENT WAY Support our key local managers in their role CONTEXT: THE ROLE OF A SITE MANAGER In charge of: ACTION ROADMAP The care of c. 80 residents and the contacts with their families Creation of the Korian Management Way: prov
Slide 114: Promote diversity and inclusion
HUMAN IS CAPITAL: PROMOTE DIVERSITY & INCLUSION INCLUSION AND DIVERSITY CORE VALUES OF KORIAN DIVERSITY SBF80 diversity award 82% Women in our workforce for the 3rd consecutive year 46% of top management is female and 20% of GMB Korian Women Network launched in 2019 LGBT and Diversity Charte
Slide 115: IT: a backbone for technical excellence
IT: A BACKBONE FOR TECHNICAL EXCELLENCE Philippe Lonne Chief Information Officer 115 Capital Markets Day 2019
Slide 116: IT backbone: six strategic drivers
IT BACKBONE SUPPORTING MODERN OPERATIONS One IT approach: six main strategic drivers BI PEOPLE PROJECT SOFTWARE DATA & BI HARDWARE SECURITY 116 Capital Markets Day 2019
Slide 117: IT backbone: step change already in place
IT BACKBONE STEP CHANGE ALREADY IN PLACE PEOPLE PROJECT SOFTWARE Blueprint Strong team in place Decommissioning program Project Management culture on-going Insourcing of expertise Reliability BI DATA / BI HARDWARE SECURITY Security Team strengthened Centralised Data warehouse with 7
Slide 118: 2019: IT bringing value to the business
2019: IT BRINGING VALUE TO THE BUSINESS LEAP FORWARD DEPLOYING BUSINESS SOLUTIONS 3,500 Tablets Delivery of the DEKLIC program: to support NETSOINS mobility all clinics on HOSPITAL MANAGER program in all facilities 118 118 Capital Markets Day 2019
Slide 119: Hospital Manager tool for Korian clinics
IT: SPEEDING UP TRANSFORMATION "HOSPITAL MANAGER", THE NEW STATE OF THE ART TOOL FOR KORIAN CLINICS Roll out 11 Patient modules 36 Months PILOTING THE ACTIVITIES 17 Medical specialities 75 Contributors AND THE NETWORK 2017: 10 sites 2018: 37 sites Respond to regulatory constraints 2019: 22 sites
Slide 120: Digital platform for post-acute, outpatient and home care
BUILDING DIGITAL PLATFORM TO SUPPORT POST-ACUTE CARE, OUTPATIENT AND AT HOME CARE KORIAN LA DESTROUSSE - MARSEILLE Innovative coordinated care pathway Complete technical rehabilitation platform for patients suffering from chronic obstructive Stress test, respiratory rehabilitation, training, pulmona
Slide 121: Vision: operational efficiency and digital readiness
VISION: OPERATIONAL EFFICIENCY AND DIGITAL READINESS 2019 UPGRADED PLATFORM SU 2019-2021 2016-2019 Fit for digital A state of the One for All Art IT platform 121 121 Capital Markets Day 2019
Slide 122: Real estate at the core of growth strategy
REAL ESTATE AT THE CORE OF THE GROWTH STRATEGY Frederic Durousseau EVP Real Estate and Development 122 Capital Markets Day 2019
Slide 123: In-house experienced real estate team
IN-HOUSE EXPERIENCED REAL ESTATE TEAM KORIAN IS WELL EQUIPPED TO IMPLEMENT ITS REAL ESTATE STRATEGIC AMBITIONS AN EXPERT TEAM ACROSS THE COMPANY: Asset management Real Estate transactions Investment management Fund management Concept design Strategic planning Construction management
Slide 124: 2016: new real estate strategy, asset light to asset smart
2016: NEW REAL ESTATE STRATEGY FROM ASSET LIGHT TO ASSET SMART 2016 TARGET Operator +++ Operator +++ 3 PILLARS 1 MANAGE PORTFOLIO TO MAXIMISE POTENTIAL Developer + Investor Developer +++ Investor ++ DEVELOP A STRATEGY TO SUPPORT GROWTH ACCELERATION, VALUE CREATION & OPERTIONAL EFFICIENCY : 2 KORIAN
Slide 125: Reaping the benefits of the asset smart strategy
REAPING THE BENEFITS OF THE ASSET SMART STRATEGY IN 2019 ASSET SMART STRATEGY HAS PROVIDED TANGIBLE RESULTS ACCELERATE GROWTH VALUE CREATION OPERATIONAL EFFICIENCY Pipeline 14,259 beds 2019-2021 21% assets now owned Quality of service: Maintenance standards across the Group Maintenance capex at
Slide 126: Direct impact on group profitability
DIRECT IMPACT ON GROUP PROFITABILITY ASSET SMART STRATEGY HAS BOOSTED THE INCREASE IN PROFITABILITY IMPROVEMENT OF THE EBITDA MARGIN 70 BP Margin improvement H1 2019 Châlons-en-Champagne – Korian les Catalaunes Notes * No revaluation as at end June 2019 Value performed by Cushman & Wakefield as at e
Slide 127: High quality real estate portfolio
HIGH QUALITY REAL ESTATE PORTFOLIO 21% OWNERSHIP CONCENTRATES ON QUALITY ASSETS DIVERSIFIED SINCE 2016: (in €M) (in €M) Financing: 13% 11% 1% 11% Benefitting from the market 16% conditions Fixed rate approach 16% 55% 77% Innovative financing solutions: France Italy France Italy Germany Benelux Ger
Slide 128: Our real estate strategy with 3 illustrations
OUR REAL ESTATE STRATEGY WITH 3 ILLUSTRATIONS 1 2 3 STANDARDIZATION RELOCALISATION EXTENSION & RENOVATION Pursue standardization, Delocalization of beds from site Expansion and renovation modernization and digital transition to another to maximize utilization of existing sites to further attract (in
Slide 129: Real estate roadmap: 2021 and beyond
REAL ESTATE ROADMAP: 2021 AND BEYOND CONTINUING THE ASSET SMART STRATEGY WITH NEW AMBITIONS DEVELOPMENT INVESTMENT Deliver the pipeline of 142 ongoing project Increase ownership: Greenfield Objective: 25% by 2021 Renovation, extension etc. Perspective: c.30% in 2023 Scale up new concep
Slide 130: Our financial ambition
xy In caring hands, OUR FINANCIAL AMBITION KORIAN
Slide 131: Our financial ambition
OUR FINANCIAL AMBITION Philippe Garin CFO 131 Capital Markets Day 2019
Slide 132: Acceleration of revenue growth since 2016
ACCELERATION OF REVENUE GROWTH SINCE 2016 WELL-BALANCED GROWTH BETWEEN ORGANIC AND BOLT-ON ACQUISITIONS LTM SALES EVOLUTION GROWTH EVOLUTION H1 2017 - H1 2019 SALES CAGR: 6.5% +330 bps 8,2% 6,0% 4,9% Reported €3,469m 2016 - 2018 SALES CAGR: 5.7% H1 17 H1 18 H1 19 €3,336m €3,227m +130 bps 3.8% €3,135
Slide 133: Continued acceleration of revenue growth
CONTINUED ACCELERATION OF REVENUE GROWTH WELL-BALANCED GROWTH BETWEEN ORGANIC AND BOLT-ON ACQUISITIONS 2021 REVENUE GROWTH DRIVEN BY 3 DRIVERS K2020 CONFIMED TARGET EXPAND OPTIMIZE DEVELOP > 8% CAGR €4.2bn 1/3 1/3 1/3 €3.3bn All geographies contributing to growth 2018 2021 133 Capital Markets Day 20
Slide 134: Improved profitability driven by 2016 strategic plan
IMPROVED PROFITABILITY DRIVEN BY 2016 STRATEGIC PLAN Positive Positive EBITDAR EBITDA impact impact LTM EBITDA MARGIN & EBITDAR MARGIN (%) EVOLUTION EBITDAR margin 1 Revenue management EBITDA margin €3,469m €3,336m Cost structure evolution 2 Staff costs Other costs €3,135m €2,987m Bus
Slide 135: Profitability continuing to increase
PROFITABILITY CONTINUING TO INCREASE 2021 EBITDA MARGIN Improved profitability including: Continued cost optimization taking +120 bps into account pressure on labour costs >15.5% above 2018 Mix management Impact Real Estate ownership at 25% 135 Capital Markets Day 2019
Slide 136: Other drivers for future profitability
OTHER DRIVERS FOR FUTURE PROFITABILITY €m H1 2018 H1 2019 DRIVERS GOING FORWARD Excluding IFRS 16 Δ% Revenue Staff costs 1 633,9 (901,4) 1 767,1 (983,2) 8,2% 9,1% 1 “Non current expenses” notably related to costs arising from the Other costs (308,3) (323,9) 5,1% integration of bolt-ons in the group
Slide 137: Clear improvement of cash flow over years
CLEAR IMPROVEMENT OF CASH FLOW OVER YEARS OFCF (€) & CASH CONVERSION (%) EVOLUTION 2016-2018 EBITDA CAGR: 20.7% €204m P&L: EBITDA margin increase €171m 1 and other costs improvements €140m Working capital improvement 43% 39% Active management of payables 33% and receivables 2 Non-operating worki
Slide 138: Clear improvement of cash flow: 2021 OFCF
CLEAR IMPROVEMENT OF CASH FLOW OVER YEARS 2021 OFCF NEW Cash conversion NEW Maintain min. and working capital focus level of cash € 300 m FINANCIAL TARGET conversion Maintenance capital expenditure to further support Group’s development policy maintained and profitability 138 Capital Markets Day 201
Slide 139: Capital allocation strategy
CAPITAL ALLOCATION STRATEGY INVESTMENTS MANAGE FINANCIAL PROFILE SHAREHOLDERS’ RETURN 1 Continue and accelerate De-risk balance sheet and Maintain an attractive investment in organic growth de-leverage to support growth shareholder return policy Both greenfield and brownfield Improvement of fina
Slide 140: Pipeline will continue to drive growth
PIPELINE WILL CONTINUE TO DRIVE GROWTH STRONG PIPELINE TO ENSURE FUTURE REVENUE DEVELOPMENT H1 2019 Pipeline 2019-2022 # of beds New capacities # of beds New Capacities # of beds Estimated Estimated December 2018 H1 2019 June 2019 End 2022 End 2022 France (including Spain) 30 561 2 437 32 998 5 171
Slide 141: Benefits from a reasonable bolt-on strategy
BENEFITS FROM A REASONABLE BOLT-ON STRATEGY A CLEAR DECISION FRAMEWORK AND A POSITIVE TRACK RECORD STRINGENT INVESTEMENT CRITERIA… SUCCESSFUL M&A OUTFLOW SINCE 2017 STRATEGIC CRITERIA Quality of Care 24 transactions ranging from Reinforce Clusters €0.5m to €45m total considerations Diversify activit
Slide 142: Guidance for 2021
GUIDANCE FOR 2021 2021 OFCF 2021 REVENUE NEW NEW Maintain min. level K2020 FINANCIAL € 300 m of cash conversion to further support Group’s CONFIMED > 8% TARGET development and profitability TARGET CAGR €4.2bn €3.3bn 2021 CAPITAL STRUCTURE NEW NEW De-risk <3.5x FINANCIAL RESTATED balance sheet TARGET
Slide 143: Ambition for innovation and excellence
AMBITION FOR INNOVATION & EXCELLENCE 2023 REVENUE 2023 INTERNATIONAL EXPANSION (In % of Sales) International International ~€5.0bn 51% 55% International expansion: 2018 2023 Min 55% €4.2bn France France 49% 45% 2023 ACTIVITY DIVERSIFICATION €3.3bn (In % of Sales) PAC & new services PAC & new service
Slide 144: Korian of tomorrow
KORIAN OF TOMORROW 144 Capital Markets Day 2019
Slide 145: Best in Class, Pioneer Spirit
Best in Class Pioneer Spirit Quality People 1st digital Senior ISO 9001 for 2023 Preferred Employer Care Company 145 Capital Markets Day 2019
Slide 146: Biographies
BIOGRAPHIES 146 Capital Markets Day 2019
Slide 147: Sophie Boissard
SOPHIE BOISSARD CEO Sophie Boissard has been the CEO of the Korian Group since 2016, She is an expert in senior care and support services. She also chairs the Korian Foundation, established to provide a better understanding of the questions related to aging and to promote inclusion and cross- gene
Slide 148: Didier Armaingaud
DIDIER ARMAINGAUD EVP Medical, Ethics and Quality Since 2016, Didier Armaingaud has been Medical Director, Ethics and Group Quality. Dr. Armaingaud began his career with the Public Assistance of the Paris Hospitals as head of "La Collegiate". He joined Medica in 1994 (acquired by Korian in 2014)
Slide 149: Charles-Antoine Pinel
CHARLES-ANTOINE PINEL EVP France Senior Charles-Antoine Pinel has served as France Seniors Division Executive Vice President since 2016, responsible for long-term care nursing homes for the elderly and Seniors Care services for France. He is in charge of the implementation and development of proje
Slide 150: Arno Schwalie
ARNO SCHWALIE EVP Germany Arno Schwalie has been Managing Director of Korian Germany and Curanum AG since 1 July 2017. He has extensive experience in the hotel, hospitality and services sectors, as well as in real estate portfolio management and corporate integration. Before joining the Korian G
Slide 151: Nicolas Mérigot
NICOLAS MERIGOT EVP France Healthcare Since 2016, Nicolas Mérigot has been France Healthcare Division Executive Vice President, in charge of the Healthcare division in France (75 clinics and 6 home-care networks), which includes the network development. Nicolas Mérigot has broad experience in ma
Slide 152: Mariuccia Rossini
MARIUCCIA ROSSINI EVP Italy In 1995, Mariuccia Rossini created the Segesta Group, of which she is currently EVP Italy. In 2007, following the acquisition of Segesta by the Korian Group, she became General Manager of Korian Italy. Mariuccia Rossini began her career in 1982 in the pharmaceutical s
Slide 153: Dominiek Beelen
DOMINIEK BEELEN EVP Benelux Dominiek Beelen was appointed EVP Benelux on 1 May 2018. He is also a member of the Group's Executive Committee. He has spent his entire career in financial functions. He started his career in auditing at KPMG in 1993. In 1996, he became Administrative and Financial A
Slide 154: Olivier Lebouché
OLIVIER LEBOUCHE VP France Home Care & Head of Korian Solutions Olivier Lebouche is Vice-President France Home Care at Korian Group, a post he has held since 2018. He is also head of Korian Solutions, the digital agency of the group. Before joining Korian, Olivier Lebouche spent most of his care
Slide 155: Bart Bots
BART BOTS EVP International Development Bart Bots was appointed EVP International Development in 2018 where he manages the Group's expansion outside the four countries where Korian already operates. He began his career as an Occupational Physician in a Zambian provincial hospital in 1986. In 199
Slide 156: Rémi Boyer
RÉMI BOYER Chief HR & CSR Rémi Boyer joined the Korian Group in 2016 as Chief HR & CSR in charge of developing senior executives and talent within Korian, building the employer brand, and implementing a forward-looking job and skills management approach within the context of social and environment
Slide 157: Philippe Lonne
PHILIPPE LONNE Chief Information Officer Philippe Lonne is CIO at Korian Group since 2018. Reporting to Philippe Garin, Group Chief Financial Officer, Philippe Lonné is responsible for leading and developing the IS roadmap for the Korian 2020 European strategic project and supporting the developm
Slide 158: Frédéric Durousseau
FRÉDÉRIC DUROUSSEAU Chief Real Estate and Development Frédéric Durousseau joined Korian in 2016 as Chief Real Estate and Development and is a member of the Group's Executive Management. He is in charge of the Group's real estate strategy, its operational follow-up, and the development of strategic
Slide 159: Philippe Garin
PHILIPPE GARIN CFO Philippe Garin has been CFO of the Korian Group since April 2018. He is a member of the Group's Executive Committee. At Group level, he is in charge of the Finance, Legal & Tax, Purchasing, and IT functions. With his solid financial expertise and proven experience in integrati