Boston Scientific Corporation · NYSE:BSX
Boston Scientific — SPAC Merger (February 2006)
30 slides from Boston Scientific's SPAC merger presentation, Feb 6, 2006
Slide 1: Boston Scientific
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Slide 2: Transition Principles
Transition;Principles * Rapid close * Open communication * Minimize disruption * Rapid cycles of discussions and decisions * Engage employees *Focus on value creation drivers 2 ‘Chem handel Welndivieldale ot Bcininis Sctaaaltic Consereten, Da ist cany 0 Wiis
Slide 3: Boston Scientific's Mission Statement
improve the care product Boston Scientific’s Mission Statement Boston Scientific’s mission is to improve the quality of patient care and the productivity of health care delivery through the development and advocacy of less-invasive medical devices and procedures. This is accomplished through the con
Slide 4: Boston Scientific has evolved
Boston Scientific has evolved Oneer to indust Global Leadership in Interventional Medicine Tasoesvs |_$6,283 Revenus ($000) Fonammees! | —| Bc acqaos exgtcanpanies fio yeas Phase Not Chapter Bec gee pate sy 1BO en NYSE ai “etn tbe last asics pater tem sa fason Scie hase | Lessinvasive edhe Phase Str
Slide 5: Boston Scientific Corporation Profile
Boston Scientific is a global, multi-billion dollar company Boston, focused_onléss-invasive medical devices and procedures Scienufic Boston Scientific Corporation Profile General Facts: ‘+ Founded in 1979 with 38 employees, $2 million in sales. Now Fortune 500 company + World's largest medical devic
Slide 6: A strong management team is leading Boston Scientific
A strong management team is leading Boston Boston, Scientifiethrough its next phase of growth Scientific James R. Tobin Paul LaViolette President and Chief Executive Offcer Chief Operating Officer Executive Committee * Lawrence C. Best - Executive Vice President for * ‘Stephen F. Moreci ~ Senior Vic
Slide 7: Boston Scientific is organized into three major groups and eleven businesses
Boston Scientific.is organized into three major ~Boston, groups,and eleven distinct businesses Scienufic Boston, Scientific 2 Cardiovascular Endosurgery Neuromodulation 6 i ([Mewoveseuar | | (Eletropnysiccay) (Tendosoeny | (Toncobay ) (Pam Management) (7 Antony) 3 Peripheral Gynecology, a Intervenio
Slide 8: Strategic Priorities
Strategic.Priorities . Accelerate profitable base-business growth. . Invest to expand DES market and fortify global leadership . Deliver on “game changer” products & markets . Build new scale beyond “catheter/stent” platforms: CRM and others. . Continuously improve an efficient, effective organizati
Slide 9: Products help treat a broad range of medical conditions
Boston Scientific products help treat a broad Boston, range ofsmedical conditions throughout the body Seienufi NEUROMODULATION NEUROVASCULAR PERIPHERAL VASCULAR ELECTROPHYSIOLOGY VASCULAR SURGERY, CARDIOVASCULAR ONCOLOGY GYNECOLOGY ENDOSCOPY UROLOGY ° Cidmndaniaal Weldivielda ot Baten Scaaatc Conens
Slide 10: Innovation has led to a broad portfolio of more than 15,000 products
Over 25 years of Innovation has led to a broad portfoliovof more than 15,000 products Sampling of Boston Scientific’s Product Portfolio Enteral Feeding Ablation Embolies Embolie Protection Ureteral Stents Catheters / Guidenires Biopsy Systems Peripheral Dilatation ‘Ciindenttal Walaeitiedien of Bowie
Slide 11: Global Leadership in our Key Markets
We Achieve Global Leadership in our Boston, Key.Markets Scientific Interventional Cardiology Endosurgery (Endoscopy, Oncology, Urology, Gynecology) es AMS lympus 5% 3% Guidant 8% ae others 26% + 90%¢ of sales from market leading products + 75% of sales from market leading products + Represents 73% o
Slide 12: The Neuromodulation group was formed in 2004
The Neuromodulation group was formed in 2004 and represents an exciting growth opportunity gBostone Neuromodulation Group Revenue by Business Medical Conditions Chronic Pain Neurological Disorders Hearing Loss/Deainess Migraine Headaches Auditory 66% Solutions + Neurostimulation Cochlear Impiants +
Slide 13: Delivering what's next
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Slide 14: Pain Management
Pain Management Neurovascular Stents Auditory Women’s Health Endourology Endoscopy 1“ ‘Cismnhaniaal Weldivieldan ot Bonin Sctaaatic Consereten: Da nat any ck Bimine
Slide 15: Delivering what's next
Bosto1 Serentific Delivering what's next=
Slide 16: DES Pipeline
DES Pipeline SeeIific Apex : *TAXUS® Barracuda Stent Balloon Catheter +New stent material- thin struts w/o compromise *Apex™-based delivery *Apex™ Balloon Catheter Radical Advances sLong-term DES GLP. studies underway FIM Planned for ‘06 TAXUS® Petal™ Bifurcation Stent *Barracuda & Apex Technology «
Slide 17: Bosto1
Bosto1 Serentific
Slide 18: Robust Product Pipeline
Robust,Product Pipeline SEEM Product Priorities that may shape our future Aa i) a (Carotid Stenting and [Endovascular Aortic Embolie Protection Repair EVAR) Cameron Heath EndoTex NexStent? Tivascular AAA TAKUS®Libert™= Weinaacee ‘Stent Graf Single-Use Bifurcated Stents Pain Endoscope ‘Management End
Slide 19: Bosto1
Bosto1 Serentific
Slide 20: CRM Market
CRM Market Boston Why,weilike it! Sas Worldwide Sales - (Sbillions) Forecasted ‘06 - 08 CAGR Total 12% ICDs 10% CRT-Ds 23% Pacemakers 3% 2003 2004 2005 2006 2007 2008 Pacemakers mCRT-Ds mICDs ‘Cisdenttal Walnttiddian of Basten, ‘Ceci ian: Cae aii ‘but
Slide 21: Guidant Acquisition
Guidant,Acquisition = Consistent with BSC Strategy = Long-term interest in CRM = DES Alternative = Diversification and Growth
Slide 22: Achieving Enhanced Diversification and Higher Growth
Achieving Enhanced Diver: andsHigher Growth Boston Scientific Combined Sales Breakdown Pro Forma Sales Breakdown Neygomodulation DES DES f 30% 40% 1 (2 Platforms) Neuromodulation Endosurgery 21% (1 Platform) Endosurgery 16% Preeminent pure play in medical devices Sues! BxCAUnapt eae Fans a as 200A a
Slide 23: Key Value Drivers
Key Value Drivers j CRM-Market Position Recovery Goals ~ 35% 30% 25% 20% Continuous recovery Expanding market position 15% 10% 2004 2005 2006 2007 2008 2009 2010 2011 Confidential information of Bo: Darcey nce
Slide 24: Key Value Drivers
Key Value Drivers Growthahrough DES Platform Diversification = TAXUS™ position = Immediate access = Pipeline « Differentiated platforms = Primary program = ‘Olimus alternative TECHNOLOGY PORTFOLIO 2m ‘Ciemnhaniaal Welndivialdala at Bcninns Sctaaaltic Consereten: Da at can 0k Gime
Slide 25: Creating a Global Leader
Creating a Global Leader Cardiovascular D BSC-Guidant Medtronic BSC SEI Guidant $3.8 St. Jude $3.5 Edwards (olan io LifeSciences m4 (Balers in ions)
Slide 26: Delivering what's next
Bosto1 Serentific Delivering what's next= ptove an eerste
Slide 27: Current Initiatives that drive continuous improvement
Current Initiatives that drive continuous i Project Horizon E-Manufacturing Japan Restructuring STRIVE ; | under o z HR A Confidential information of Bo:
Slide 28: Boston Scientific Invests in the Communities
Boston Scientific Invests in the Communities ~Boston, Where.WeWork and Live Scientific * As Boston Scientific has grown, so has our commitment to giving back to the communities where we work and live * Through the Boston Scientific Foundation, we support organizations and causes that support individ
Slide 29: Where else would we rather be?
here else-;would we rather be? = , on Size and Shape Future Technologies [DROS ESELCariovascUlar Device Sales BSC.Guldant Bsr Medtronic Bsc sa Guidant ue} ‘Conttdoasal information of Boston Scientific Corporation. Do not copy or distri St Jude Edwards LifeScience
Slide 30: Searchable text section of graphics shown above
Searchable text section of graphics shown above [ LOGO] [GRAPHIC] Guidant All-Employee Meetings February 1, 2006 Tra nsition Principles [LOGO] • Rapid close • Open communication • Minimize disruption • Rapid cycles of discussions and decisions • Engage employees • Focus on value creation drivers Con