Ramsay Generale De Sante Sa · EURONEXT:GDS
Ramsay Generale De Sante Sa — Investor Day (March 2019)
72 slides from Ramsay Generale De Sante Sa's investor day presentation, Mar 14, 2019
Slide 1: Investor Day, Stockholm, March 14 2019
INVESTOR DAY TH STOCKHOLM, MARCH 14 2019 Ramsay Générale de Santé PRESENTATION I MARCH 14, 2019
Slide 2: Introduction
INTRODUCTION Pascal Roché CEO of Ramsay Générale de Santé President of Capio AB Britta Wallgren Chief Operations and Development Officer for Sweden Arnaud Jeudy Group Chief Financial & Real-estate Officer Marcus Nord Chief Financial Officer for the Nordic Countries Henrik Brehmer Group Public Affair
Slide 3: Agenda
AGENDA 1. GLOBAL PROFILE 2. RAMSAY GÉNÉRALE DE SANTÉ IN FRANCE RAMSAY GÉNÉRALE DE SANTÉ AT A GLANCE IN NORWAY, DENMARK 3. AND GERMANY 4. RAMSAY GÉNÉRALE DE SANTÉ IN SWEDEN 5. LOOKING FORWARD 3
Slide 4: Combined continental Europe footprint with leading positions in key markets
RAMSAY GÉNÉRALE DE SANTÉ, A COMBINED CONTINENTAL EUROPE FOOTPRINT WITH LEADING POSITIONS IN KEY MARKETS #1 #2 Revenue: EUR 775 m Revenue: EUR 45 m Patients [#, k]: 3,900 Patients [#, k]: 130 FTEs [#]: 6,400 FTEs [#]: 350 Locations [#]: 186 Locations [#]: 7 #1 Revenue: EUR 2,700 m #2 Revenue: EUR 80
Slide 5: 2nd largest private care provider in Europe
RAMSAY GÉNÉRALE DE SANTÉ IS THE 2ND LARGEST PRIVATE CARE PROVIDER IN EUROPE Average currency rate 2017 EURSEK : 9,63 Main health actors in Europe, Turnover EURbn, 2017 Pan european 1 Figures as at end December 2017 for RGdS and Capio 2 Estimation 5
Slide 6: More balanced profile after the acquisition of Capio
THANKS TO THE ACQUISITION OF CAPIO, RAMSAY GÉNÉRALE DE SANTÉ HAS NOW A MORE BALANCED PROFILE Revenue H1 2019 (July 1st 2018 – December 31st 2018) : €1,340.1m 2018 full-year pro-forma revenue : €3,887m 1 COUNTRY FUNDING AGREEMENT STRUCTURE 1% 3% 2% 1% 2% 1% 2% 6% 12% 21% 72% 86% 91% France Sweden Lic
Slide 7: Ramsay Générale de Santé in France
RAMSAY GÉNÉRALE DE SANTÉ IN FRANCE
Slide 8: Ramsay Générale de Santé in France at a glance
RAMSAY GÉNÉRALE DE SANTÉ IN FRANCE AT A GLANCE 75 MSO hospitals ; 27 6 healthcare transport subacute facilities ; 35 companies mental health clinics 31 Emergency Departments ; 11 non 21% private market planned care services share 2,2m hospitalized 29,000 employees patients 7,800 practitioners 19m co
Slide 9: Our geographical coverage
OUR GEOGRAPHICAL COVERAGE CLOSE TO 50% OF THE FRENCH POPULATION A TERRITORIAL GRID OF STRONG CONSISTENCY, WITH PRIVILEGED RELATIONSHIPS WITH REGIONAL HEALTH AGENCIES AN ORGANIZATION BY CLUSTERS TO MUTUALIZE RESOURCES AND IMPLEMENT CARE PATHWAYS 9
Slide 10: A footprint in all areas
A FOOTPRINT IN ALL AREAS 1/10 1st 1st 1st 1 FRENCH OUT OF 10 FRENCH ACTOR IN ORTHOPEDIC, PRIVATE ACTOR CO-LEADING FRENCH HAS THEIR SURGERY IN IN ONCOLOGY ACTOR OUR FACILITIES OPHTHALMIC AND CARDIAC SURGERY IN DIALYSIS 1st 1st 3rd CO-LEADING FRENCH PRIVATE ACTOR IN TERMS OF EDS’ PRIVATE ACTOR IN ACTO
Slide 11: Our published financial results for H1 FY2019
OUR PUBLISHED FINANCIAL RESULTS FOR H1 FY2019 REVENUE Revenue has increased by 2.9% at €1,340.1 m +25.7% constant perimeter despite tariffs’ decrease EBITDA €123.1m 18.7% Margin rate at 9.2% vs 9.7% in 2018 NET RESULT €(22,1)m in 2018 due to restructuring €0.0m provision of €42m in H1 FY2018 NET DEB
Slide 12: Macro view: how are we funded?
MACRO VIEW: HOW ARE WE FUNDED? Medical services of private clinics are funded by the public health system within the ONDAM budget. Estimated CAGR 2018 – 2022 3 : CAGR 2010 – + 2.2% 2018: CAGR 2000 – 2010: + 2.1% 212 + 4.2% 179 185 195 153 162 171 ONDAM BUDGET 130 142 103 117 (in € Bn) 2000 2002 2004
Slide 13: The French healthcare system is both massive and secure
THE FRENCH HEALTHCARE SYSTEM IS BOTH MASSIVE AND SECURE Medical consumption has increased faster Out-of-pocket costs are the lowest of than GNP OECD countries at 8.3% % of GDP Funding system in France (in %) 20 20% 2 2 Out of pocket 5 12 17 4 8 15 15% 22 13 17,0% 13 12,1% 10% 10 11,7% Private 11,0%
Slide 14: Tariffs for 2019
TARIFFS FOR 2019 MCO 2019 2018 Tariffs +0.5% -0.5% Quality -0.3% (zero-sum game) - % of allocation Quality indicators based - decision for each facility Coefficient prudentiel -0.7% -0.7% % of refund Defined in December 2019 100% FCR 2019 2018 Tariffs +0.3% -0.7% Quality -0.3% (zero-sum game) - % of
Slide 15: Private sector is roughly 1/3 of activities and more efficient than public
THE PRIVATE SECTOR REPRESENTS ROUGHLY 1/3 OF THE TOTAL ACTIVITIES AND IS IN AVERAGE MUCH MORE EFFICIENT THAN THE PUBLIC A STRONG CONSOLIDATION TREND PRIVATE HOSPITALS ARE MORE AMONG PRIVATE ACTORS EFFICIENT 2012 competitive landscape 13% 6% 4% 4% 2% 2% 2% 2% 2018 competitive landscape 31% 24% 17% 21
Slide 16: Ma Santé 2022 healthcare transformation plan
IN FRANCE, A NEW HEALTHCARE TRANSFORMATION PLAN HAS BEEN LAUNCHED BY PRESIDENT MACRON, “MA SANTÉ 2022”, TO BE ROLLED-OUT IN THE NEXT 4 YEARS 16
Slide 17: Our ecosystem is changing
OUR ECOSYSTEM IS CHANGING 1 HEALTH EXPENSES 2 MARKET CONSOLIDATION 3 PATIENTS EXPECTATIONS 4 PRACTITIONERS EXPECTATIONS 5 MEDICAL AND ECONOMIC MODEL 17
Slide 18: Our vision, mission and ambition
HOW DO WE ADAPT ? Our Vision Quality & Security Our Mission Innovate and Invest Our Ambition Innovative health services, well structured and managed responsibly Highest standards for Quality and Security 18
Slide 19: Our strategy by segment
OUR STRATEGY BY SEGMENT EXPECTED STAKES Level of ambition OUTCOMES + Adapt strategy by Quality and security segment 3. Expand of care Reinforce our clusters geographical scope Efficiency / Care by expanding outside pathway of current network and Practitioners’ and leveraging synergies Text
Slide 20: Our Let's Do It 2020 strategic plan
OUR LET’S DO IT 2020 STRATEGIC PLAN TO DELIVER OUR OBJECTIVES & KEEP BEING AHEAD OF OUR COMPETITORS DIGITALIZATION OPTIMIZATION INNOVATION TALENTS 1. Digitize doctor’s agenda 6. Optimize by cluster 12. Integrate doctors 19. Develop our ‘Talent for patient access consultation to our Pool’ approach 7.
Slide 21: Rolling out our shared services center
AFTER A FIRST SUCCESSFUL PILOT PHASE, WE ARE NOW ROLLING OUT OUR SHARED SERVICES CENTER OPTIMISATION SHARED Cluster IDF Nord Ouest (pilot, • Finance HO SERVICES 5 facilities) CENTER Cluster Dijon (2 facilities) • HR HO Cluster IDF Est (6 facilities) Cluster IDF Ouest (4 facilities) • Recovery SSC in
Slide 22: Our mental health 20/80 plan
OUR MENTAL HEALTH 20/80 PLAN : 8 PROJECTS TO BE FINALIZED BY END OF 2019 OPTIMISATION 2019 20/80PROJECTS Our 20/80 mental health plan : Increase our mental health capacity by 20% and transform 80% of it into single rooms by 2020 YVELINES NOTRE DAME DE PRITZ Mental health 2020 Target 2016 RONSARD TRO
Slide 23: Our EDs project: high-quality standards with innovative services
OUR EDs PROJECT : HIGH-QUALITY STANDARDS ASSOCIATED WITH INNOVATIVE SERVICES INNOVATION ED’s presentations since 2011 Our patient commitments +18% +39% 17,92 558 Below 30 min waiting 402 time for 85% of our 15,12 patients1 42% decrease since opening of our 1st ED 25% decrease of the 2011 2016
Slide 24: Optimization within clusters
WHILE IMPLEMENTING OUR LET’S DO IT 2020 STRATEGIC PLAN, WE GO ON WITH OPTIMIZATION WITHIN CLUSTERS CLUSTER MARSEILLE CLUSTER LILLE CLUSTER ILE DE FRANCE OUEST 24
Slide 25: Build on our strengths to increase differentiation
AND BUILD ON OUR STRENGHTS TO INCREASE DIFFERENTIATION RGDS AND PRACTITIONNERS EXTERNAL PARTNERSHIP TO WORK SIDE BY SIDE ENHANCE CARE OFFERING & QUALITY • More than 2,750 publication since 2014 • 1,100 doctors and 3,000 patients involved in the medical studies • 600 medical students welcomed within
Slide 26: The quality of our care is an acknowledged flagship
THE QUALITY OF OUR CARE IS AN ACKNOWLEDGE FLAGSHIP 100% of our More than 95% of 10 RGDS facilities facilities patients are either certified A or B « satisfied » or in the top 50 vs 89% in « very satisfied » / private hospitals average our Patients’ Ranked #1 in 11 services Charter specialties out of
Slide 27: Keep on investing to prepare for the future
KEEP ON INVESTING IN ORDER TO PREPARE FOR THE FUTURE ILLUSTRATION OF MAJOR CAPEX PROJECTS IN FY2018 – FY2019 3 NEW OPERATING ROOMS EXTENSION OF THE CLAIRVAL OPENING OF OUR DIJON RENEWED MRI IN 4 IN PAYS DE SAVOIE AND MSO CLINIC BOURGOGNE FACILITY FACILITIES MONTICELLI-VÉLODROME TRANSFER OF FCR ACTIV
Slide 28: Ramsay Générale de Santé at a glance in Norway, Denmark and Germany
RAMSAY GÉNÉRALE DE SANTÉ AT A GLANCE IN NORWAY, DENMARK AND GERMANY
Slide 29: Strong position in the Norwegian business
WE BENEFIT FROM STRONG POSITION IN THE NORWEGIAN BUSINESS NORWEGIAN BUSINESS UNIT GEOGRAPHICAL FOOTPRINT 90% privately financed (OOP, PHI, memberships), 10% publicly financed Present in all healthcare regions Primarily clinics with small volumes in many specialties Two focused specialist cli
Slide 30: The Danish business
AS WELL AS IN THE DANISH BUSINESS DANISH BUSINESS UNIT GEOGRAPHICAL FOOTPRINT Danish business entered in December 2016 with the acquisition of CFR Hospitaler, which was followed by several add-on a add-on acquisitions Active in specialist healthcare and radiology in in four out of five healthcar
Slide 31: Germany, a mid-size asset with challenges
GERMANY, A MID-SIZE ASSET WITH CHALLENGES, IN THE LARGEST EUROPEAN MARKET GENERAL HOSPITALS GEOGRAPHICAL FOOTPRINT 5 Hospitals, each with own Medical Care Center for outpatient treatments Average size of 100 beds Mixed portfolio with intensive care and the obligation for emergency services L
Slide 32: Ramsay Générale de Santé in Sweden
RAMSAY GÉNÉRALE DE SANTÉ IN SWEDEN
Slide 33: The Swedish healthcare market and fundamentals
The Swedish healthcare market and fundamentals 33
Slide 34: Swedish market fundamentals strengthened by tail-winds
SWEDISH MARKET HAVE ATTRACTIVE FUNDAMENTALS STRENGTHENED BY STRONG TAIL-WINDS Continued growth in private healthcare provision Market Shifting healthcare needs within fundamentals population Digital and automation adoption Strong market … supporting positive tail-winds fundamentals… 34
Slide 35: Swedish healthcare system covers all inhabitants
THE SWEDISH HEALTHCARE SYSTEM COVERS ALL INHABITANTS • 100 % coverage of 10 million inhabitants - tax based • Mainly publicly financed healthcare system with high quality provided at medium to high cost per capita • Healthcare laws and regulations national • Regional taxation from County Councils •
Slide 36: Changing political landscape in Swedish regions
CHANGING POLITICAL LANDSCAPE IN SWEDISH REGIONS CAN OPEN NEW OPPORTUNITIES Right wing governance Coalition governance Mandate period Mandate period Left wing governance 2014-2018 2018-2022 Norrbottens Iän Norrbottens Iän Västerbottens Iän Västerbottens Iän Västernorrlands Iän Västernorrlands Iän Jäm
Slide 37: Swedish healthcare markets grown above OECD median
HISTORICALLY SWEDISH HEALTHCARE MARKETS HAVE GROWN ABOVE OECD MEDIAN Scandinavian healthcare amounted to ~1,000 SEK bn in 2017 – growing by 3-6% p.a Total healthcare spend OECD median excl. USA Denmark % of GDP Sweden1 Norway 12 % annual % annual growth, growth, 2000-13 2013-172 11 6.9% 4.7% 6.8% 5.
Slide 38: Healthcare consumption not only driven by need
HEALTHCARE CONSUMPTION NOT ONLY DRIVEN BY NEED – POPULATIONS RATE THEMSELVES HEALTHIER, YET CONSULTATIONS INCREASES Share of population rating their health as “good” or “very good” Sweden Even though the population increasingly 73 perceives itself +6% as healthy … 69 Number of healthcare consultatio
Slide 39: Swedish market fundamentals strengthened by tail-winds
SWEDISH MARKET HAVE ATTRACTIVE FUNDAMENTALS STRENGTHENED BY STRONG TAIL-WINDS Continued growth in private healthcare provision Market Shifting healthcare needs within fundamentals population Digital and automation adoption Strong market … supporting positive tail-winds fundamentals… 39
Slide 40: Why private healthcare: rising costs and waiting times in public sector
WHY PRIVATE HEALTHCARE: COST FOR HEALTHCARE IS GROWING WITHOUT CORRESPONDING PRODUCTION AND WAITING TIMES INCREASING IN PUBLIC SECTOR Nettokostnad för hälso- och sjukvård per invånare och år, exklusive tandvård. Med nettokostnader avses de kostnader som finansieras med landstingsskatt, generella sta
Slide 41: Private provision of care has increased its share of market
PRIVATE PROVISION OF CARE HAS STEADILY INCREASED ITS SHARE OF MARKET Private Public Swedish healthcare net cost SEK billion; Share in % CAGR, % Development going forward Primary care • LOV well-established and private providers 6.3% display good quality and access. Joint 38.6 45.3 34% 37% reimbursem
Slide 42: Swedish market fundamentals strengthened by tail-winds
SWEDISH MARKET HAVE ATTRACTIVE FUNDAMENTALS STRENGTHENED BY STRONG TAIL-WINDS Continued growth in private healthcare provision Market Shifting healthcare needs within fundamentals population Digital and automation adoption Strong market … supporting positive tail-winds fundamentals… 42
Slide 43: Shifting healthcare needs within population
SHIFTING HEALTHCARE NEEDS WITHIN POPULATION From treating illness to servicing health Previous mortal conditions becoming chronic • Share of population that rates their own health as • Patients with multiple chronic diseases good or very good has significantly increased over • Patients live longer t
Slide 44: Swedish market fundamentals strengthened by tail-winds
SWEDISH MARKET HAVE ATTRACTIVE FUNDAMENTALS STRENGTHENED BY STRONG TAIL-WINDS Continued growth in private healthcare provision Market Shifting healthcare needs within fundamentals population Digital and automation adoption Strong market … supporting positive tail-winds fundamentals… 44
Slide 45: Trends to improve efficiency and quality through technology
TRENDS TO IMPROVE THE EFFICIENCY AND QUALITY OF HEALTHCARE THROUGH THE USE OF TECHNOLOGY Connectivity will enable patient co-management Big data will enable real-time analytics of care methods Automation improves patient experience, clinical outcomes and provider efficiency 45
Slide 46: Summary – key market trends
SUMMARY – KEY MARKET TRENDS • Increasing healthcare expenditures and demand • Public providers fail to meet increasing demand, availability and to maintain cost efficiency • Shift from inpatient to outpatient care • Big emergency hospitals less focused on planned patient • Government investigations
Slide 47: Sweden
Nous prenons soin de vous
Slide 48: Capio is the leading private healthcare provider in Sweden
CAPIO IS THE LEADING PRIVATE HEALTHCARE PROVIDER IN SWEDEN- IN SIZE AND BRAND Sales per provider for FY17, MSEK 8 373 8 046 6 092 Includes ~170 different companies 2 845 778 754 604 589 412 306 306 277 246 214 195 175 Capio Praktikertjänst Aleris2 Nordstjernan3 GHP Prima Helsa Memira Unicare Nötkärn
Slide 49: Capio Sweden today
CAPIO SWEDEN TODAY 50% of population in MSEK 8,216 3 of the 21 regions Net sales 2018 Medical, surgical and psychiatric healthcare 454 services provided via our 775 hospital, specialist clinics and primary care units 3,444 1,193 A clear medical strategy driven by an empowered organization 2,358 ~3.9
Slide 50: Business areas with specialty focus
BUSINESS AREAS WITH SPECIALTY FOCUS Capio Sweden Britta Wallgren Proximity Care St Göran Specialist Clinics Elderly & Mobility Orthopedics Fredrik Gunmalm Sofia Palmquist Peter Holm Thorleif Nilsen Tobias Wirén Proximity Care S:t Göran’s Specialist Clinics Elderly & mobility Orthopedics hospital • E
Slide 51: We mainly provide healthcare in the publicly financed system
WE MAINLY PROVIDE HEALTHCARE IN THE PUBLICLY FINANCED SYSTEM Revenue model for Capio Sweden 2018 Public and private Agreement structure Reimbursement form reimbursement 4% 4% 31% 46% 50% 69% 96% Public Private Contracts Fee for service Care choice authorization Capitation Private 51
Slide 52: Improved tender strategy to secure significant volumes
IMPROVED TENDER STRATEGY TO SECURE SIGNIFICANT VOLUMES FROM ~550 MSEK UPCOMING TENDERS Tender bid outcomes 2017 Lose Win Tender pipeline Sweden – new contracts Sweden, selected peer group Contracts >10 MSEK 22 Local hospital 320 11 Local hospital 115 8 59% 5 3 Orthopedics 64% 63% 2 40% 67% 50% Capio
Slide 53: Solid track record of add-on acquisitions
SOLID TRACK RECORD OF SUCCESSFUL ADD-ON ACQUISITIONS 2016-2019 2019 • Tibra Medica (MSEK ~20) – Sweden 2018 • Nordnorsk hudlegesenter (MNOK 7) – Norway • Legevisitten (MSEK ~600) – Sweden • Novakliniken (MSEK ~250) – Sweden 2017 Strengthens • Backa Läkarhus (MSEK ~400) – Sweden selected • Globen eye
Slide 54: Our profitable growth strategy
Our profitable growth strategy 54
Slide 55: Our business fundamentals – high quality and high productivity
OUR BUSINESS FUNDAMENTALS – HIGH QUALITY AND HIGH PRODUCTIVITY Strategic pillars Core growth drivers Results Digitalization Modern Medicine Specialization Profitable Market growth leadership Integration Modern Management Talent • Empowered front line managers • The team is key • Continuous and under
Slide 56: Digitalization for patients, employees and management
DIGITALIZATION - FOR PATIENTS, EMPLOYEES AND MANAGEMENT TRANSFORMING HEALTHCARE PROVISION Patients • Communication • Access to information and care • Engagement and involvement in own care Employees eHealth Management/Steering • Structured • Real-time information documentation • Automated Q register
Slide 57: Omni-channel approach for a digi-physical offering
WE ARE CREATING AN OMNI-CHANNEL APPROACH FOR A COMPLETE DIGI-PHYSICAL OFFERING Capio Go 57
Slide 58: Our digital platform in development
OUR DIGITAL PLATFORM IN DEVELOPMENT • Consumer oriented • Build on Partnership (modular) • Open to connect & share (for those who are authorized by the patient) • Scalable 58
Slide 59: Integrated offer with high quality and access
WE HAVE AN INTEGRATED OFFER WITH HIGH QUALITY AND ACCESS • Downstream transfer of Acute contacts via LEON and 0.3m patient choice • Digital care an important Specialist point of access 0.7m • Integrated pathway management and on-going contact – cross referrals/care Primary care chains 2.7m • Integra
Slide 60: Growth in proximity care
GROWTH IN PROXIMITY CARE • Care choice authorizations with county councils – capitated model • National focus on shift towards primary care • Same price for public and private providers • Organic growth by: • Increased listing – a full offer to the listed patients • Reduced churn – high availability
Slide 61: Specialist clinics as incubator for growing medical specialties
SPECIALIST CLINICS SERVE AS AN INCUBATOR FOR GROWING MEDICAL SPECIALTIES, AIMING TO DEVELOP EACH INTO A MARKET LEADING PROVIDER OF HIGH QUALITY, READILY AVAILABLE CARE • Two specialties in focus1 – Psychiatry and Ophthalmology – each with a • High volumes provides a Share of sales per patient unique
Slide 62: Elderly & Mobility: opportunities with ageing population
ELDERLY & MOBILITY: BUSINESS AREA OF OPPORTUNITIES WITH AGEING POPULATION • Q2-2019, start Löwetgeriatriken after winning tender Our clinics today in Stockholm council • Q3-2019, greenfield start of inpatient palliative care and rehabilitation in Sollentuna • Possible to greenfield start geriatrics,
Slide 63: Our objectives - core growth drivers
OUR OBJECTIVES - CORE GROWTH DRIVERS Digitalization: Specialized: Integrated: Talent: Scaled specialist One joint platform Excellence with services & brand people • Digital point of access into • Organic growth through • One seamless customer • Modern Management all services pathways experience – ca
Slide 64: Why we are uniquely positioned
WHY WE ARE UNIQUELY POSITIONED 64
Slide 65: Looking forward
LOOKING FORWARD
Slide 66: Our ambition: top healthcare provider in Europe
OUR AMBITION FOR THE RAMSAY GÉNÉRALE DE SANTÉ GROUP: TOP HEALTHCARE PROVIDER IN EUROPE, PROFITABLE GROWTH AND SUSTAINABLE DIFFERENTIATING DRIVERS Building a true European healthcare provider with a current footprint in six countries Recording sustainable and diversified growth Increasing competitive
Slide 67: Distinctive strengths and attractive features
A NUMBER OF DISTINCTIVE STRENGTHS AND HIGHLY ATTRACTIVE FEATURES Leadership in selected Presence Unique expertise in healthcare markets and strong brand in sizeable specialization and “Modern recognition markets Medicine” with strong underlying growth levers Patients reach alongside the High-knowled
Slide 68: From a hospitals' provider to a comprehensive healthcare provider
FROM A HOSPITALS’ PROVIDER TO A COMPREHENSIVE HEALTHCARE PROVIDER, WITH A HIGH LEVEL OF COMPLEMENTARIES TO LEVERAGE HOSPITALS’-CENTRIC ACTIVITIES BEFORE AND AFTER HOSPITALS 120 Primary care 89 MSO 5 Elderly 27 49 70 Mental Subacute health care Specialist care 14 Imaging 10 Healthcare transport E-hea
Slide 69: Key milestones already achieved
KEY MILESTONES HAVE ALREADY BEEN SUCCESSFULLY ACHIEVED Appointment Debt Operational Capital of a CIO syndication integration of all increase French facilities November December Jan Feb March 7th 20th 26th 28th 4th 6th 15th 7th 4th 6th Mid March Change of Control Delisting of New Company’s Meetings w
Slide 70: Procurement is a major area of focus within integration
PROCUREMENT IS A MAJOR AREA OF FOCUS WITHIN INTEGRATION WORK A SHARED ORGANIZATION TO SECURE RESOURCES, ROADMAP & SAVINGS Current organization focused on synergies’ delivery Alignment on procurement IT/ tools to be implemented Definition of shared procurement processes Design of procurement
Slide 71: Strategic value of the Capio acquisition for RGdS
IN SUMMARY, WE CONFIRM THE STRATEGIC VALUE OF THE CAPIO ACQUISITION FOR RGDS REINFORCE OUT OF HOSPITAL BUSINESS SCALE ACTIVE MANAGEMENT OF NON STRATEGIC ASSETS DIVERSIFICATION OF SUSTAINABLE REVENUE MARKET GROWTH LEVEL OF SYNERGIES LEADERSHIP IN CARE QUALITY 71
Slide 72: Thank you!
THANK YOU !