Siemens Aktiengesellschaft · XETR:SIE

Siemens Aktiengesellschaft — Siemens — Investor Day (February 2012)

42 slides from Siemens Aktiengesellschaft's investor day presentation, Feb 14, 2012

  1. Slide 1: Siemens Healthcare – Leading the Industry

    Siemens Healthcare Leading the Industry Hermann Requardt CEO Healthcare Sector Capital Market Day Siemens Healthcare London, February 14, 2012 © Siemens AG 2012. All rights reserved.

  2. Slide 2: Safe Harbour Statement

    Safe Harbour Statement This document contains forward-looking statements and information – that is, statements related to future, not past, events. These statements may be identified by words such as ―expects,‖ ―looks forward to,‖ ―anticipates,‖ ―intends,‖ ―plans,‖ ―believes,‖ ―seeks,‖ ―estimates,‖

  3. Slide 3: An exciting and challenging time in Healthcare

    An exciting and challenging time in Healthcare © Siemens AG 2012. All rights reserved. Page 3 February 14, 2012 Capital Market Day Healthcare Healthcare CEO

  4. Slide 4: … as global demand changes rapidly

    … as global demand changes rapidly © Siemens AG 2012. All rights reserved. Page 4 February 14, 2012 Capital Market Day Healthcare Healthcare CEO

  5. Slide 5: Siemens Healthcare – A global Healthcare powerhouse

    Siemens Healthcare – A global Healthcare powerhouse Key data FY 2011 Revenue: €12.5bn Underlying margin: 15.7% Employees: ~51,000 R&D: ~€1.2bn Structure as of Oct. 2010 Imaging & Clinical Diagnostics Healthcare IT Audiology Therapy Syst. Products Customer Solutions © Siemens AG 2012. All rights rese

  6. Slide 6: Expanding our leadership in Imaging & Therapy Systems

    We continue to expand our leadership in Imaging & Therapy Systems  Leading market share  Largest installed base  Best-in-class profitability Angiography and Computed Magnetic Molecular Interventional Tomography Resonance Imaging X-Ray and Radiation Oncology Advanced visualization © Siemens AG 201

  7. Slide 7: Our Diagnostics business is a key asset

    Our Diagnostics business is a key asset – but we are clearly not where we want to be  #1 or #2 player in major segments  Largest overall installed base  Competitiveness program to improve performance Chemistry, Hemostasis / Molecular & Point of Immunoassay, Hematology Microbiology Care Automation

  8. Slide 8: Clinical Products driving growth in X-Ray and Ultrasound

    Clinical Products driving growth and providing access to X-Ray and Ultrasound imaging  Different go-to-market approach for diverse customers  Covers both high-end and entry-level segments  Component manufacturing for the entire Sector X-Ray Ultrasound Components & Products Vacuum Technology © Sie

  9. Slide 9: Healthcare Customer Solutions: CRM, services, and Healthcare IT

    Healthcare Customer Solutions: Industry leading global CRM, services, and Healthcare IT  One global CRM and service organization  Clinical consulting to generate additional business  Health Services: Ready for accountable care delivery model Customer Global Value-added Healthcare IT Relationship

  10. Slide 10: Constant innovation in the audiology industry

    Constant innovation to remain competitive in the audiology industry  Best prepared by cutting edge innovation  High margin business  Recent investment in sales channel Behind-The-Ear In-The-Ear Accessories Workflow (BTE) (ITE) Solutions HearUSA: ~180 centers; network of ~2,000 audiologists; onlin

  11. Slide 11: We have further enhanced integration across the Sector

    We have further enhanced integration across the Sector Sector Healthcare Imaging & Clinical Diagnostics Healthcare Audiology Therapy Products IT Technology and Innovation Integrated Service Customer Relationship Management Components and Manufacturing Supply Chain Management © Siemens AG 2012. All r

  12. Slide 12: We have further enhanced integration across the Sector

    We have further enhanced integration across the Sector Sector Healthcare Imaging & Clinical Diagnostics Healthcare Audiology Therapy Products IT Technology and Innovation Integrated Service Customer Relationship Management Components and Manufacturing Supply Chain Management © Siemens AG 2012. All r

  13. Slide 13: Technology and innovation

    Technology and innovation Shared technology Cross-functional teams People  Software, e.g. platforms  Disease boards for  Medical professionals and systems  Cardiology  ~10% of workforce  Core expertise on  Oncology  ~1% are medical components, e.g., ASICs, doctors new materials  Neurologica

  14. Slide 14: We have further enhanced integration across the Sector

    We have further enhanced integration across the Sector Sector Healthcare Imaging & Clinical Diagnostics Healthcare Audiology Therapy Products IT Technology and Innovation Integrated Service Customer Relationship Management Components and Manufacturing Supply Chain Management © Siemens AG 2012. All r

  15. Slide 15: Leading the industry in service excellence

    Leading the industry in service excellence Leading in remote service in Imaging Leveraging remote service in Diagnostics  Real-time monitoring unique in the industry  First in industry with worldwide remote  Reduced site visits by 8% since 2006 service  More than 100,000 systems connected  Real

  16. Slide 16: High entry hurdles for new players

    High entry hurdles for new players Healthcare is a highly regulated, technologically-driven and clinical competence demanding business Global collabo-  >2,000 collaborations ration network  Partnership with opinion leaders Access to  >12,000 patents patents  Innovation is our strength: +1,000 pa

  17. Slide 17: Healthcare systems worldwide are at a juncture

    However, healthcare systems worldwide are at a juncture - Debt crisis Access to Demographics, + healthcare Healthcare Systems age, disease + Accountable care + - © Siemens AG 2012. All rights reserved. Page 17 February 14, 2012 Capital Market Day Healthcare Healthcare CEO

  18. Slide 18: Headwinds and tailwinds: technological and medical progress

    Headwinds and tailwinds are driving major changes Key trend impacting Healthcare Example developed markets Workflow optimized stroke unit Ongoing technological and medical progress "New medical technologies will hopefully also help us to identify and track a pathological condition Example emerging m

  19. Slide 19: Headwinds and tailwinds: aging society and shrinking workforce

    Headwinds and tailwinds are driving major changes Key trend impacting Healthcare Example developed markets  Aging workforce leads to "health as productivity factor"  Dementia: 36 million people affected, Aging society and growth rate: 4% p.a. shrinking workforce  30-40% of "Alzheimer" patients su

  20. Slide 20: Headwinds and tailwinds: decrease cost

    Headwinds and tailwinds are driving major changes Key trend impacting Healthcare Example developed markets  Increased focus on community hospitals  Specialization structure changing Increasing demand  Reimbursement schemes along the in rural areas treatment chain Healthcare spend vs. human Exampl

  21. Slide 21: Headwinds and tailwinds: patient cost and quality consciousness

    Headwinds and tailwinds are driving major changes Key trend impacting Healthcare Example developed markets German Healthcare cost distribution 1) Pre- Patient cost and quality vention Diagnostics Therapy Care Checkup Lab Imaging Physicians Physicians Nursing Drugs Aftercare consciousness Emergence o

  22. Slide 22: Headwinds and tailwinds are driving major changes

    Headwinds and tailwinds are driving major changes Key trend impacting Healthcare Impact on developed markets  Outcome-orientation  High throughput products  Technological / medical progress  "What's wrong with the patient?"  "What's going to help the patient?"  Aging society / shrinking workfo

  23. Slide 23: Patient outcomes: Key to success in the future

    Patient outcomes: Key to success in the future Sustainable Traditional Transition phase Healthcare Business model:  Fee-for-service  DRG 1) systems  Accountable care  Pay-for-performance, Service execution: outcome metrics  Taylorized services  Process-oriented  Networked specialized in gener

  24. Slide 24: Near term challenges, while mid-term growth trend is intact

    Near term challenges in our market, while mid-term growth trend is intact Siemens Healthcare market outlook Market €bn Market outlook: Near term challenges Mid- to long-term growth: ~ 4-5% 64  Continued demand in hearing aids driven by changing demographics and Audiology 3 increasing penetration ra

  25. Slide 25: Agenda 2013: our 4 strategic action fields

    We want to lead the healthcare changes With Agenda 2013, we are focusing on our 4 strategic action fields Innovation Competitiveness Regional Footprint People Development © Siemens AG 2012. All rights reserved. Page 25 February 14, 2012 Capital Market Day Healthcare Healthcare CEO

  26. Slide 26: Investing our R&D budget in key innovation areas

    We are investing our R&D budget in 4 key Innovation areas New clinical innovations High-throughput, cost-efficiency  Replacement with higher capabilities and new  Sell productivity increase, e.g. by achieving installations "meaningful use" with Soarian  Act on trends (low dose) and markets  Flex

  27. Slide 27: Unique innovation to drive clinical value

    Unique innovation to drive clinical value Customer needs Biograph mMR Better treatment Revenue potential of >€200m through 2013 decisions Higher accuracy and efficiency New diagnostic possibilities for universities / opinion leaders  Evaluation of receptor-status and tumor load for therapy decision

  28. Slide 28: Staying ahead of the innovative curve in lifestyle products

    Staying ahead of the innovative curve in lifestyle products Customer needs Aquaris For hearing- impaired patients: Enable an active life in an aging society  Water-proof, dust-proof, wireless  High-end, premium segment with high margins  Serves as anchor product for audiologists © Siemens AG 2012

  29. Slide 29: Expand entry-level portfolio: New customers

    Expand entry-level portfolio: New customers Customer needs Multix Select DR / Luminos Select Access to digital Cost reduction of ~30% compared to predecessor imaging For small and mid-size hospitals in emerging markets  Multix Select: Produced in China, ~70% exported  Digital imaging: Competitive

  30. Slide 30: Improving diagnostic accuracy in Alzheimer's disease

    Improving diagnostic accuracy in Alzheimer's disease Alzheimer's disease Amyloid & Tau1) imaging 25 million people are suffering from Amyloid PET biomarker Alzheimer's disease (+3-4% p.a.)  PETNET: Manufacturing and Worldwide costs exceeds $400bn distribution  FDA approval pending 30-40% of diagno

  31. Slide 31: Drive global Competitiveness across the Sector

    Drive global Competitiveness across the Sector Particle Therapy:  Execute customer agreements Fix  Minimization of further risks – sales activities stopped portfolio issues Radiation Oncology:  Reposition as "Imaging Partner of Choice"  Discontinue business with linear accelerators Diagnostics:

  32. Slide 32: Maximize Regional Footprint: largest players in China

    Maximize Regional Footprint: We are among the largest medical technology players in China  Established presence in 1992 Outperforming the market Strong  Complete value chain for all major entry level footprint imaging systems in Asia Healthcare revenues in China today  ~30 systems "domestic" in C

  33. Slide 33: People Development is a key priority

    People Development is a key priority Foster continuous  Enhance international exchange of talents improvement culture  Implement attractive training programs  Focus on Key Expert program: Global community is basis for our Foster Key Experts innovative strength (>200 experts) and innovation cultur

  34. Slide 34: Agenda 2013 strengthens our innovation power and competitiveness

    Agenda 2013 strengthens our innovation power and competitiveness Innovation Competitiveness Regional Footprint People Development  Expand entry-level  Particle Therapy:  Grow presence and  Foster continuous product offering Execute customer business responsibility improvement culture  Invest in

  35. Slide 35: Our portfolio is aligned with long term trends in medicine

    Our portfolio is aligned with long term trends in medicine Understand the Understand the Access state-of-the-art patient's disease patient's biology data bases  Diagnosis of a disorder  Genetic pre-disposition  Assessment of similar (e.g. infection, cancer, …)  Patient metabolism / cases  Local

  36. Slide 36: Executing and delivering on our commitments

    Executing and delivering on our commitments  Industry leading product portfolio  Outstanding clinical knowledge and customer understanding  Resilient business model with high entry hurdles for new players  Best positioned to excel in changing market environment  Executing on our Agenda 2013 to

  37. Slide 37: Reconciliation and Definitions for Non-GAAP Measures (I)

    Reconciliation and Definitions for Non-GAAP Measures (I) To supplement Siemens‘ Consolidated Financial Statements presented in accordance with International Financial Reporting Standards, or IFRS, Siemens presents the following supplemental financial measures: New orders and order backlog; Adjusted

  38. Slide 38: Reconciliation and Definitions for Non-GAAP Measures (II)

    Reconciliation and Definitions for Non-GAAP Measures (II) New orders and order backlog - continued Order backlog represents an indicator for the future revenues of our Company resulting from already recognized new orders. Order backlog is calculated by adding the new orders of the current fiscal yea

  39. Slide 39: Reconciliation and Definitions for Non-GAAP Measures (III)

    Reconciliation and Definitions for Non-GAAP Measures (III) Total Sectors Profit Siemens uses Total Sectors profit to measure the sum of profit of the four Sectors Energy, Healthcare, Industry and Infrastructure & Cities. Profit of the Sectors is earnings before financing interest, certain pension co

  40. Slide 40: Reconciliation and Definitions for Non-GAAP Measures (IV)

    Reconciliation and Definitions for Non-GAAP Measures (IV) ROCE (adjusted) – continued ROCE (adjusted) at the Siemens group level on a continuing and discontinued operations basis Siemens also presents group ROCE (adjusted) on a continuing and discontinued operations basis. For this purpose, the nume

  41. Slide 41: Reconciliation and Definitions for Non-GAAP Measures (V)

    Reconciliation and Definitions for Non-GAAP Measures (V) Adjusted EBITDA, adjusted EBIT and adjusted EBITDA margins on a continuing operations basis – continued Adjusted EBITDA margins at the Sector level Siemens defines adjusted EBITDA margins at the Sector level as the ratio of adjusted EBITDA to

  42. Slide 42: Reconciliation and Definitions for Non-GAAP Measures (VI)

    Reconciliation and Definitions for Non-GAAP Measures (VI) Limitations on the usefulness of Siemens’ supplemental financial measures The supplemental financial measures reported by Siemens may be subject to limitations as analytical tools. In particular: With respect to new orders and order backlog:

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