Coloplast A/s Class B · OMXCOP:COLO_B
Coloplast A/s Class B — Investor Day (June 2011)
91 slides from Coloplast A/s Class B's investor day presentation, Jun 22, 2011
Slide 1: Welcome to Coloplast Capital Market Day
Welcome to Coloplast Capital Market Day 21-22 June 2011,, Hungary g y 22 June 2011 Coloplast Capital Market Day 2011 Page 1
Slide 2: Programme
Programme 10:00 Welcome and introduction 10:05 Presentation on Coloplast, CEO, Lars Rasmussen 11:05 Presentation on Wound Care, SVP Wound Care, Nicolai Buhl Andersen 11:35 Presentation on Emerging Markets, SVP EM, AP and Canada, Christian Salling 12:05 Lunch 12:45 Presentation on Global Operations,
Slide 3: On track towards our long-term ambition
On track towards our long-term ambition President and CEO Lars Rasmussen 22 June 2011 Coloplast Capital Market Day 2011 Page 3
Slide 4: Forward-looking statements
Forward-looking statements The forward forward-looking looking statements contained in this presentation, presentation including forecasts of sales and earnings performance, are not guarantees of future results and are subject to risks, uncertainties and assumptions that are difficult to p predict.
Slide 5: Our platform for profitable growth
Our platform for profitable growth We want to... Organic growth 1 ...serve serve our customers better than anyone else •Outgrow the 2 …provide end-user products and services better than market anyone else •Deliver margins in 3 line with the best …run our business better than anyone else performing m
Slide 6: Our business shows strong performance
Our business shows strong performance Revenues, mDKK EBIT, mDKK Organic growth 6% CAGR 6% 24 -25 9,537 21 8,820 8 463 8,463 1.995 16 12 1 395 1.395 5,004 1,188 994 5,004 2007/08 2008/09 2009/10 2010/11 (H1) 2007/08 2008/09 2009/10 2010/11 (H1) x EBIT margin, % 22 June 2011 Coloplast Capital Market
Slide 7: In spite of certain business challenges
In spite p of certain business challenges We respond to the challenges by Challenging market conditions add p pressure in ...investing in our sales force Wound Care ...market driven product and service innovation Unsatisfying growth in the …managing relationships with US end users, customers and key
Slide 8: Our platform for profitable growth is unchanged
Our platform for profitable growth is unchanged We want to... Organic growth 1 ...serve serve our customers better than anyone else •Outgrow the 2 …provide end-user products and services better than market anyone else •Deliver margins in 3 line with the best …run our business better than anyone else
Slide 9: We continue to invest in professionalizing our sales force
1 We continue to invest in professionalizing our sales force Local launch execution ...to fully benefit from our bigger, bolder, better products and services & Sales leadership ...to to better drive execution and maximize sales impact 22 June 2011 Coloplast Capital Market Day 2011 Page 9
Slide 10: By launching two new global customer focused programmes
1 By launching Two new global customer focused programmes The sales leadership initiative focuses on The local launch execution initiative focuses on strengthening the skills of our 1st line sales the full launch phase in a local setting managers • S Standardized d di d approach h to Pre-launch laun
Slide 11: Market driven product innovation …SCCM is exceeding our expectations
2 Market driven product innovation …SCCM is exceeding our expectations Launched Jan 2011 Revenues Indexed Launched Feb 2011 Launched Apr 2011 195 100 Forecast Actual ((March 2011) Canada ready to launch as first non-European country 22 June 2011 Coloplast Capital Market Day 2011 Page 11
Slide 12: Bigger, Bolder, Better products - Meet SenSura Mio
2 Bigger, Bolder, Better products Meet SenSura® Mio Real Issues for Real People with Real Bodies 22 June 2011 Coloplast Capital Market Day 2011 Page 12
Slide 13: 22 June 2011 Coloplast Capital Market Day 2011 Page 13
22 June 2011 Coloplast Capital Market Day 2011 Page 13
Slide 14: Bigger, Bolder, Better products - Meet SenSura Mio
2 Bigger, Bolder, Better products Meet SenSura® Mio Real Issues for Real People with Real Bodies 22 June 2011 Coloplast Capital Market Day 2011 Page 14
Slide 15: We continue to build relationships with end-users, customers and KOLs
2 We continue to build relationships with our end-users, customers and KOL’s 22 June 2011 Coloplast Capital Market Day 2011 Page 15
Slide 16: A more simple and efficient organisation
3 We continue the journey by creating a more simple and efficient organisation Lean & agile HQ Chronic Care Country Model Optimizing HQ functions Transforming Global Operations 2008 2009 2010 2011 22 June 2011 Coloplast Capital Market Day 2011 Page 16
Slide 17: Initiative to reduce manufacturing costs is running as planned
3 Our initiative to reduce manufacturing costs is running as planned Operational p excellence Keeping momentum Turn around 22 June 2011 Coloplast Capital Market Day 2011 Page 17
Slide 18: We continue to explore M&A opportunities
4 We continue to explore M&A opportunities to strengthen our business M&A landscape OC CC WC UC EU US RoW Scale deals unlikely1 Opportunities Most likely for M&A activity (1) For OC and CC in Europe and CC in US scale deals are unlikely due to market dynamics and competitor landscape 22 June 2011 Co
Slide 19: Three main organic levers will enable us to deliver on our ambition
Three main organic levers will enable us to deliver on our ambition We want to... ...and this is what we do Organic growth 1 • Local launch execution ...serve our customers better than anyone else • Sales leadership 2 …provide provide end end-user user products and services better than • Bigger, bol
Slide 20: Three main organic levers - what we target
Three main organic levers will enable us to deliver on our ambition We want to... ...and this is what we target Organic growth 1 • Outgrow the ...serve our customers better than anyone else market 2 …provide • Deliver margins g in provide end end-user user products and services better than anyone el
Slide 21: Questions
? ? ?? ? ? ? ? ? ? ? ? ? ?? ? ? 22 June 2011 Coloplast Capital Market Day 2011 Page 21
Slide 22: Appendix
Appendix 22 June 2011 Coloplast Capital Market Day 2011 Page 22
Slide 23: US Chronic Care – New Leadership
US Chronic Care – New Leadership Claus Bjerre Ed Veome President Vice President, Marketing US Chronic Care US Chronic Care Age: 39 Age: 42 5 years at Coloplast as: 1 year at Coloplast as: • Senior Vice President, Emerging Markets • Vice President, Commercial Excellence: • Senior Vice President, Corp
Slide 24: The task at hand in the US
The task at hand in the US……. Balance focus between NPD and distribution Potential switching DME dealer / GPO distributor with home delivery Coloplast Care • More than 50% of users switch brand after surgery Potential Maximize I Increase NPD switching retention • 2/3 of users receive Home assistance
Slide 25: Break
Break 22 June 2011 Coloplast Capital Market Day 2011 Page 25
Slide 26: Transforming our Wound Care business
Transforming our Wound Care business SVP,, SBU Wound Care,, Nicolai Buhl Andersen 22 June 2011 Coloplast Capital Market Day 2011 Page 26
Slide 27: Wound Care business highlights
Strictly confidential – Subject to disclaimer (page 2) Wound Care business highlights 1• Attractive advanced wound care market with strong underlying d demographics hi 2• We have improved profitability significantly and are well positioned for further margin expansion 3• We are executing on a new co
Slide 28: The Global Advanced Wound Care market is attractive
Strictly confidential – Subject to disclaimer (page 2) The Global Advanced Wound Care market is an attractive market with a value of ~4bn USD Global AWH market Market growth drivers bnUSD 0.4 • Aging population (10%) • New categories • Chronic diseases • Shift of +4-5% 0.6 1.4 • Quality of care busi
Slide 29: Large regional differences in growth rates
But we see large regional differences in growth rates across geographies and product segments Expected 4-5% market CAGR next 3 years Large regional differences in growth rates 3 years CAGR US - 3 years CAGR - Value 2010: 1.7 bn USD 8% 7% 4% 4% Total 4-5% 0% Exu Mgt NPT Inf. Mgt Other EU - 3 yea
Slide 30: We continue our transformation of the Wound Care business
We continue our transformation of the Wound Care business as planned Year 3 Year 2 Drive top-line Year 1 Build a growth platform Increase profitability We are here 22 June 2011 Coloplast Capital Market Day 2011 Page 30
Slide 31: Wound Care business centered around Europe
Today our Wound Care business is centered around Europe having delivered modest growth in the past five years Historic growth in Wound Care Strong footprint in EU WC sales (mDKK) Revenue by geography FY 09/10 2.1% RoW 14% North America 9% 77% Europe 05/06 06/07 07/08 08/09 09/10 • Stronghold in Euro
Slide 32: Challenge to transform a business focused on hospitals and hydrocolloids
But one of the biggest challenges was, and still is, to transform a business previously focused on hospitals and hydrocolloids Sales split per channel Market growth Sales split per product category Market growth 100% 100% Hospital Other 80% 80% 60% 60% Inf. Mgt 40% Community 40% Foams 20% 20% HCD 0%
Slide 33: Previous focus led to performance decline and need for new approach
The pprevious focus led to p performance decline and the strong need for a new commercial approach…… • It is all about the community channel • The community channel is fragmented - Ease of use matters for nurses no way around the generalists “The more the product is easy to use the more it will be u
Slide 34: Step one: establish a dedicated set-up and structure
Step one in the new commercial agenda is to establish a dedicated set-up set up and structure to focus on commercial execution SBU markets Potential SBU markets Non SBU set-up 22 June 2011 Coloplast Capital Market Day 2011 Page 34
Slide 35: Step two: stronger sales pressure in community channel
Step two is to apply stronger sales pressure in community channel and secure sales excellence in all we do Segmentation & targeting Performance Right customer Call activities management & frequency Right frequency Right message Regional Call quality Management 22 June 2011 Coloplast Capital Market D
Slide 36: Step three: simplification of our offerings
Step three in the new commercial agenda is to drive simplification of our offerings BARRIER-FREE FOAM™ Biatain® Silicone The simple choice for better wound healing Coloplast Capital Market Day 2011 22 June 2011 Coloplast Capital Market Day 2011 Page 36
Slide 37: Portfolio of advanced wound care dressings for community
So that we p provide a p portfolio of advanced wound care dressings tailor-made for the community segment Biatain® Biatain® Biatain® Biatain® Comfeel® Alione® SeaSorb®/Ag Physiotulle® Purilon® Silicone Ag Ibu First choice Kill Exudate Wound Seal and Extreme Cavity Tissue Moistening / bacteria manage
Slide 38: Current performance reflects new agenda and impact from reforms
Current performance pictures reflect the new commercial agenda but also heavy impact from reforms and intensified competition According to plan Slightly below Below expectations 22 June 2011 Coloplast Capital Market Day 2011 Page 38
Slide 39: Initial market responses to our new commercial agenda
A few examples of initial market responses to our new commercial agenda in Wound Care Germany: outperforming market growth Biatain® silicone: Gaining market shares MAT index – Community MWH market - revenue Community - Monthly silicone market share (%) 112 CP Market 5 4 9% 4.9% >110 110 4 3.5% 3.0%
Slide 40: We believe........
Strictly confidential – Subject to disclaimer (page 2) We believe........ 1• That the advanced wound care market remains attractive with strong underlying d l i d demographic hi trends d 2• The profitability in the business has improved significantly and we are well positioned for further margin exp
Slide 41: Tomorrow's growth - Exposure to Emerging Markets
Tomorrow's growth - Exposure to Emerging Markets SVP,, Emerging g g Markets,, APAC and Canada,, Christian Salling g 22 June 2011 Coloplast Capital Market Day 2011 Page 41
Slide 42: Emerging Markets actively covers more than 75 countries
Emerging Markets actively covers more than 75 countries represented through 7 subsidiaries, 11 representative offices and 60+ distributors Subsidiary Emerging Markets covers more than 70% of the Rep. office world’s population and Distributor 8% of group revenues 22 June 2011 Coloplast Capital Market
Slide 43: Markets at different maturity levels share growth potential
Our markets represent very different levels of maturity but share a common significant growth potential for Coloplast Health care expenditure Dynamics and drivers Per capita expenditure on health care 2008 (at average US exchange rate)* 5Y CAGR** Denmark 6,178 5% • Coloplast generally follow the int
Slide 44: Ostomy Care is our main business driver
Our main business driver is Ostomy Care where we have achieved market leadership in most of our key markets Ostomy Care Wound Care Continence Care Urology Care The Assura® line is still the The more mature products SpeediCath® and Sales are generally main brand but SenSura® is like Comfeel® hydrocol
Slide 45: To ensure execution in a complex region, focus is key
To ensure execution in a complex region, focus is key Thus, we d Th define fi roles l and d expectations t ti andd operational ti l principles i i l ffor each h market k tbby combining market attractiveness with current financial performance Roles and expectations Operational principles by market-ty
Slide 46: Emerging Markets fastest growing region; attention to BRIC
Emerging Markets is the fastest growing region in Coloplast, but we pay particular attention to the situation in the BRIC countries Priorities Global sales • Expand OC leadership Brazil • Apply tender focused strategy in WC • Establish and grow the CC market • Maintain OC leadership Russia • Acceler
Slide 47: The Brazilian economy is taking off
The Brazilian economy is taking off and we will follow with focus on broadening the usage and accessibility of products and services Country highlights Coloplast Outlook Large and rapidly growing economy • Population 190m with an median age of 29 years • Expected to pass Italy as the 7th largest eco
Slide 48: Russia is a volatile tender market
Russia is a volatile tender market with Coloplast holding market leadership in OC Country highlights Coloplast Outlook Economy and demographics • Population around 140m with declining and aging population, the median age is currently around 39 Competition • The Russian business is still essentially
Slide 49: India: one of the biggest long-term growth opportunities
India represents one of the biggest long-term growth opportunities in Asia and Coloplast is well-positioned well positioned to capitalize on that opportunity Country highlights Coloplast Outlook Economy and demographics • Second most populous country in the world 1.2b with a median age of only 26 ye
Slide 50: Coloplast China expects continued strong growth
Coloplast China expects to be able to continue strong growth driven by increasing geographical coverage and by gaining scale in the community Country highlights Coloplast results Economy and demographics • GDP growth still tracks at 8-11% • China is continuing the path towards an aged society • Popu
Slide 51: Strongly positioned in growing Emerging Markets economies
Coloplast is strongly positioned to take advantage of the growing economies within the Emerging Markets region through • Direct and expanding presence in key markets • Strong product portfolio designed t the to th needsd off the th individual i di id l markets • Capitalize on value market leader pos
Slide 52: Lunch
Lunch 22 June 2011 Coloplast Capital Market Day 2011 Page 52
Slide 53: Towards operational excellence
Towards operational excellence SVP Global Operations p Allan Rasmussen 22 June 2011 Coloplast Capital Market Day 2011 Page 53
Slide 54: Production close to R&D and volume production in low cost countries
The intention of securing initial production close to R&D and volume production in low cost countries has been unchanged since 2001 2001 2011 Pilot production Ramp-up Pilot production Ramp-up p p Volume production Volume p production 22 June 2011 Coloplast Capital Market Day 2011 Page 54
Slide 55: In 2008 Global Operations faced difficulties; turn-around initiated
In 2008 Global Operations faced difficulties, and a turn- turn around was initiated Transformation of Global Operations Operational Excellence T d Today New long term Implementation plan for Global Operations • Implementation of plan – Site consolidation Turn-around – Accelerated transfer to • New o
Slide 56: The turn-around is completed successfully
The turn turn-around around is completed successfully and the overall structure has been fundamentally changed Accelerated transfer of production Simplified organisation Consolidation of sites Production volume by geography White Collar FTE development 1.030 100% 60 80% 48% 340 630 60% 80% 85% 15% 4
Slide 57: Cost prices are lower and gross margin continues to improve
And as a result the cost prices are lower and the gross margin continues to improve Cost price* development Improving gross margin I d Index % 100 66 63,7 64 90 62 61,3 60 59,1 57,9 80 58 56 70 54 FY 07/08 FY 08/09 FY 09/10 H1 10/11 FY 07/08 FY 08/09 FY 09/10 H1 10/11 *Direct salary & material 22 Ju
Slide 58: Inventory levels and capex have declined rapidly
Further, also inventory levels and capex have declined rapidly Inventory value, Index CAPEX Development* CAPEX MDKK CAPEX % 100 500 6,0% 84 81 78 5,0% 400 4,0% 300 3,0% 200 2,0% 100 1,0% 0 0 0% 0,0% 2007/08 2008/09 2009/10 H1 2010/11 07/08 08/09 09/10 *Production only 22 June 2011 Coloplast Capital
Slide 59: New competitive footprint is geared for future growth
20 June 2011 59 New competitive footprint is geared for future growth Design principles • Consolidate on fewer sites to reduce overheads Thisted • Leverage international platform in Global Operations • Apply clear and distinct site roles to create focus Mørdrup • Optimise flow in network • Improve e
Slide 60: Operational Excellence defined by six focus areas
Operational Excellence is defined by six focus areas, which effectively will enable innovation and profitable growth Operational Excellence focus areas: 1 Continue the lean journey in volume production 2 Re-design for manufacturing 3 Global sourcing and supplier relations management E bl Innovation
Slide 61: Continue the lean journey in volume production
1 Continue the lean journey in volume production • Lean Center of Excellence is Tatabánya • Lean activities driven locally, VSM or business manager is accountable • Best practice tools are standardised across sites • Visual Management • Lean training • 6S • Good ideas programme • Drive breakthrough
Slide 62: Re-design for manufacturing
2 Re-design for manufacturing App. 70% of manufacturing costs of a product are determined by design decisions, hence for existing products there are great opportunities to optimise … • Materials • Tolerances in specification • Test methods • Standardisation of components • Production processes 22 Ju
Slide 63: Global sourcing and supplier relations management
3 Global sourcing and supplier relations management • Optimize the external spend • Increase supplier integration • Manage risk exposure 22 June 2011 Coloplast Capital Market Day 2011 Page 63
Slide 64: Focus on fixed costs and environment
4 Focus on fixed costs and environment • Streamlining production • Continued volume growth • Economy of scale • Lower energy consumption and CO2 emission • Ratio of fixed costs is reduced 22 June 2011 Coloplast Capital Market Day 2011 Page 64
Slide 65: Cost effective distribution
5 Cost effective distribution Current European set-up supporting short lead time for all customers lea es opport leaves opportunities nities open for differentiated ser service ice le levels els Customer lead time: ~24h 22 June 2011 Coloplast Capital Market Day 2011 Page 65
Slide 66: Design for manufacturing & fast ramp-up
6 Design for manufacturing & fast ramp-up Improve competence and handover BBB ramp-up Ensuring flexible Capacity ramp-up ”old” old ramp- ramp Machines delivered 6 up months after design freeze Gate 4 Gate 3 L Launchh Time Activities Initial production DFM T Transfer/Recycle f /R l set-up Transfer/ S
Slide 67: Summary: GO transformed, focus on additional improvements
To summarise, we have sucessfully transformed GO and are now focusing on realising additional improvements What we have done Future focus • Site Sit consolidation lid ti • Continue C ti th the llean jjourney iin volume l • New organisation and footprint production • Accelerated and finalised • Fast
Slide 68: Strategic sourcing - supporting long-term ambition
Strategic sourcing - supporting long-term ambition VP,, Jesper p M. Kalenberg g 22 June 2011 Coloplast Capital Market Day 2011 Page 68
Slide 69: Corporate Procurement supports profitable growth
Corporate p Procurement supports pp p profitable g growth through g a global approach Procurement organizational g set-up p Utilizing our global potential • Strategic sourcing and category management to drive value creation Corporate Procurement • Right procurement competences to ensure professional
Slide 70: Half of our external spend relates to Global Operations
Half of our external spend is directly related to Global Operations Total spend 100% Operations spend Supporting spend 51% 49% Logistics Finished Goods For Packaging Raw Facilities IT & Marketing Financial Human Products Resale Materials Telecom Services Capital 90% of total Operations spend 85% o
Slide 71: Strategic procurement creates significant value contribution
Byy focusingg on strategic g procurement, we have created a significant value contribution to our business 350 300 Return on investment 250 Index 200 150 Procurement opex 100 50 0 22 June 2011 Coloplast Capital Market Day 2011 Page 71
Slide 72: Price indexes might challenge our ambitions
Price indexes might g challenge g our ambitions, but we can create an advantage by outperforming the competition Oil PET Fiberboard Aluminium 130 120 110 100 90 80 70 60 50 40 2008 2009 2010 2011 Source: Kairos commodities 22 June 2011 Coloplast Capital Market Day 2011 Page 72
Slide 73: Four main levers in optimizing the external spend
We see four main levers in optimizing the external spend 1 Spend p Historic performance Data D t analysis Bench- marks Existing/ New supplier 2 New Sourcing materials New markets Specifi- 3 cations Demand Service levels Insource 4 Make / Buy Outsource Off shore (location) 22 June 2011 Coloplast Capi
Slide 74: Sourcing & Negotiation
2 Sourcing & Negotiation Negotiation of conditions and exploring opportunities for sourcing within an existing contract complex • Complex exit negotiations • Considerable business risk • Ensure ongoing business co- operation • Source S 2nd urine i b bag supplier li • Meet all specifications & qualit
Slide 75: Reducing costs by changing specifications
3 Demand & Specifications Reducing costs by changing specifications is a significant value driver in improving profitability • Different colours => white boxes • Many sizes => few sizes • Optimization of order patterns • Negotiation with local suppliers • New technology • Applied to our existing pro
Slide 76: Outsourcing of injection moulding competences
4 Make /Buy decision Outsourcing of injection moulding competences to fit our long-term planning • Support long-term planning in Global Operations • Tender p process with 25 suppliers pp • Joined effort between Production, R&D, Finance & Procurement • Ensure cost effective solution • Protect future
Slide 77: The Procurement Ambition: 3 main areas
The Procurement Ambition is focused around 3 main areas Optimize the external spend • Sourcing & Negotiation • Design & re-design of materials/processes • Consolidation of suppliers Increase supplier integration • Sourcing & negotiation • Development of partnerships • Innovation / new technologies M
Slide 78: Break
Break 22 June 2011 Coloplast Capital Market Day 2011 Page 78
Slide 79: Welcome to Hungary and Tatabánya
Welcome to Hungary and Tatabánya Site Director,, Tatabánya, y , Boris Kovac 22 June 2011 Coloplast Capital Market Day 2011 Page 79
Slide 80: New paradigm in production
New paradigm in production Period 1970 - 80 80’s s - 90 90’s s 2000 – Present • Cost of labour • Cost of production • Availability of labour • Availability and competence of workforce • Infrastructure (railroad, harbour) • Infrastructure (universities, traffic) • Governmental support • Governmental
Slide 81: Coloplast's production footprint in Hungary today
Coloplast’s production footprint in Hungary today Nyírbátor Tata & Tatabánya á 100 km 22 June 2011 Coloplast Capital Market Day 2011 Page 81
Slide 82: Our Manufacturing Site in Nyírbátor
Our Manufacturing Site in Nyírbátor • Land - 100.000 square meters owned by Coloplast • 21.000 m2 opened September 2007 • Site design and layout - same as in China and Tatabánya • Projecting of next phase - has been carried out and ready based on need for future capacity • 720 employees emplo ees 22
Slide 83: Examples of what we produce in Nyírbátor
Examples of what we produce in Nyírbátor EasiCath® &SpeediCath® catheters and sets Optima Wound care, Biatain® PAI 22 June 2011 Coloplast Capital Market Day 2011 Page 83
Slide 84: New Postponement and Distribution Center
New Postponement and Distribution Center Established in Tata April 2010 with the purpose of Reducing complexity Late customisation Service level upgrade by daily distribution Decreasing gpprovision 22 June 2011 Coloplast Capital Market Day 2011 Page 84
Slide 85: Our Manufacturing Site in Tatabánya
Our Manufacturing Site in Tatabánya • Land: 82.000 82 000 square meters owned by Coloplast • First Fi t phase: h 13.000 sqm opened April 2002 • Second phase: 10.000 sqm opened October 2003 • Third phase: 13.000 sqm opened October 2004 • 36 000 sqm of manufacturing • 1110 employees 22 June 2011 Colop
Slide 86: Examples of what we produce in Tatabánya
Examples of what we produce in Tatabánya Urine bag Post Op Assura® original / New Generation SenSura® 22 June 2011 Coloplast Capital Market Day 2011 Page 86
Slide 87: Introduction to the factory tour
Introduction to the factory tour Practicalities During the tour you will see: 3 groups • Visual management in production • Green team • Ostomy bag production • Red team • Adhesive production • Blue team • Warehouse Duration 50-60 minutes Your guides will be • Péter Szarka • Zsolt Szigetvári • Boris
Slide 88: A few rules during the factory tour
A few rules during the factory tour • Stay St ini the th group • Do not leave the walking corridor • Do not take photos • Do not touch products • Beware of forklifts (particularly in the warehouse) 22 June 2011 Coloplast Capital Market Day 2011 Page 88
Slide 89: Appendix
Appendix 22 June 2011 Coloplast Capital Market Day 2011 Page 89
Slide 90: Global site model for Coloplast high volume production facilities
Global site model for Coloplast high volume production facilities Site Site Management Director PA Head of Head of HR Finance Head of Head of Head of Head of Operations Operations * Supply Chain Quality Development** Value TPM, Value Stream Warehouse Planning and engineering EHS operations call off
Slide 91: Bus departures at 16:05 for Vienna and Budapest airport
Bus departures at 16:05 for Vienna and Budapest airport 22 June 2011 Coloplast Capital Market Day 2011 Page 91