Investor Ab Class A · OMXSTO:INVE_A
Investor Ab Class A — Investor Day (November 2020)
145 slides from Investor Ab Class A's investor day presentation, Nov 13, 2020
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Slide 3: Capital Markets Day
Capital Markets Day Stockholm 13 November 2020 3
Slide 4: Agenda
AGENDA - Investor Strategy - Johan Forssell - Q&A - Financial strategy - Helena Saxon - Listed Companies - Daniel Nodhäll - Patricia industries – Christian Cederholm, Noah Walley - Q&A - Break - Mölnlycke – Zlatko Rihter, Barry McBride - 3Scandinavia – Morten Christiansen - Permobil – Bengt Thorsson
Slide 5: Johan Forssell
Johan Forssell President & CEO 5
Slide 6: Adjusted Net Asset Value
Financial Investments SEK 537 Adjusted Net Asset Value bn 6
Slide 7: We create value for people and society
We create value for people and society by building strong and sustainable businesses 7
Slide 8: Engaged ownership Investments
Engaged ownership Investments 8
Slide 9: Engaged ownership
Engaged ownership ¢ v. ae t dh . ee : ts so 2 ik ‘lia ie 9 investor
Slide 10: We are an Engaged Long-term Owner
We are an Engaged Long-term Owner Strong portfolio Utilizing our network Clear governance model Financial Flexibility Right people at the right place 10
Slide 11: Value creation plans for each company
We build Best-in-Class Companies • Profitable growth • Innovation • Digitalization Value creation plans • Sustainability • Operational excellence for each company • Corporate structure • Agility and financial flexibility • Succession planning & talent management 11
Slide 12: We build Best-in-Class Companies
We build Best-in-Class Companies 12
Slide 13: We build Sustainable Businesses
We build Sustainable Businesses Business Ethics Climate & Resource Diversity & Governance Efficiency & Inclusion 100% 50% 40/60% Adhere to the Sustainability Guidelines Reduce CO2e emissions Gender balance in management groups compared to 2016 and boards of directors at the portfolio level 100% 100%
Slide 14: Investments
Investments 14
Slide 15: Listed Companies – Investments
Listed Companies – Investments 2015 – Q3 2020 SEK ~28bn Including SEK ~2bn in dividends 14% IRR on investments SEK ~20bn 15
Slide 16: Patricia Industries – Investment Criteria
Patricia Industries – Investment Criteria Geography Industry Company Nordics and Attractive industry niches Good growth opportunities North America Market-leading positions Strong profitability & cash flow Agility and resilience Strong corporate culture 16
Slide 17: Patricia Industries 2015-2020 YTD
Patricia Industries 2015-2020 YTD 5 50+ New Platforms 24 Add-ons 17 SEK bn >SEK bn in total add-on acquisitions to date 17
Slide 18: Investments in EQT
Investments in EQT SEK 50bn Investments in EQT 39% IRR 2015-2020 YTD - Successful IPO of EQT AB - Strong fund performance 9% SEK 11bn of total adjusted assets Net cash flow to Investor 2015-2020 YTD 18
Slide 19: Strategic Priorities
Strategic Priorities Sharpen Ensure Safeguard our role an attractive financial as an engaged portfolio strength owner 5. 6. 7. 19
Slide 20: Sharpen our role as an engaged owner
Sharpen our role as an engaged 1. Drive our sustainability agenda to reach our targets owner and future-proof our companies 2. Capture opportunities related to digitalization and automation 3. Continuously ensure strong corporate structures 4. Focus on investments AND continuous efficiency improveme
Slide 21: Ensure an attractive portfolio
Ensure an attractive portfolio 1. Invest in selected existing listed companies 2. Add new attractive platform companies 3. Make add-on acquisitions in subsidiaries 4. Invest selectively in EQT funds 5. Constantly evaluate the potential in our companies to determine if we are the right owner 21
Slide 22: Strong Cash Flow - Great Financial Flexibility
Strong Cash Flow - Great Financial Flexibility Safeguard financial 2015-2019 strength Sources Uses Net debt Investments in EQT reduction Listed Companies Net other ~85 ~85 SEK bn SEK bn Dividend paid Net debt approximately SEK 8bn lower, leverage down from 7.3 percent to 2.8 percent 22
Slide 23: Average Annual Total Shareholder Return
Average Annual Total Shareholder Return As of September 30, 2020 Percent 30 25 20 15 10 5 0 YTD 1 year 5 years 10 years 20 years Investor B SIXRX Return requirement 23
Slide 24: Going Forward
Brygga Going Forward Strong prospects for continued attractive performance 24
Slide 25: Market Leaders with Strong Exposure to Attractive Long-term Trends
Market Leaders with Strong Exposure to Attractive Long-term Trends SEK 560 bn 25
Slide 26: Committed to continue to Create Value
Committed to continue to Create Value 1. Proven ownership model 2. Portfolio with exposure to attractive long-term trends 3. Companies with strong market positions Strength 4. Strong network and financial strength to support long-term value creation Speed 26
Slide 27: Capital Markets Day Q&A
Dial-in information Pincode: 14858966# Denmark: +45 35 44 55 77 Sweden: +46 8 56 64 26 51 United Kingdom: +44 33 33 00 08 04 United States: +1 63 19 13 14 22 Capital Markets Day 27 Q&A
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Slide 29: Helena Saxon
Helena Saxon CFO 29
Slide 30: Financial Flexibility
Financial Flexibility Safeguard financial strength • We have a conservative leverage policy • Our funding profile reflects our long investment horizon • We manage our balance sheet proactively 30
Slide 31: Conservative Leverage Policy
Conservative Leverage Policy Safeguard Leverage, % financial Ratings 20 AA-/Aa3 strength S&P/ Moody’s 15 10 5 0 2015 2016 2017 2018 2019 2020 Leverage target range Leverage 31
Slide 32: Proactive Balance Sheet Management
Proactive Balance Sheet Management Safeguard SEK m financial 8 000 strength 7 000 EUR 600m EUR 500m 15-year bond 6 000 12-year bond EUR 500m 20-year bond 5 000 4 000 3 000 2 000 1 000 0 Average maturity 10.9x years 32
Slide 33: Operating Priorities
Operating Priorities 1. Grow net asset value 2. Operate efficiently 3. Pay a steadily rising dividend 33
Slide 34: Grow Net Asset Value
Grow Net Asset Value 14% Average annualized SEK m NAV growth, • 11% Average annualized TSR (SIXRX) 600 000 including dividend • 8-9% Annual return requirement added back 500 000 400 000 300 000 200 000 100 000 0 2015 2016 2017 2018 2019 2020 YTD 34
Slide 35: Operating Efficiently
Operating Efficiently 0.10% Rolling 12m mgmt cost/ NAV SEK m Mgmt cost/NAV 500 0,25% 400 0,20% 300 0,15% 200 0,10% 100 0,05% 0 0,00% 2015 2016 2017 2018 2019 2020 YTD We constantly strive to improve efficiency in everything we do 35
Slide 36: Pay a steadily rising Dividend
Pay a steadily rising Dividend DPS, SEK 14 12 10 8 6 4 2 0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 36
Slide 37: Estimated Market Values – How we get there
Estimated Market Values – How we get there SEK m • Based on multiples, typically Patricia Industries - Adjusted values (excl. cash) EV/12-month trailing operating profit (EBITDA) 160 000 140 000 • Multiples, compiled by third party, based on relevant listed peers and indices 120 000 100 000 • Broad
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Slide 39: Daniel Nodhäll
Daniel Nodhäll Head of Listed Companies 39
Slide 40: Value of Listed Companies
SEK 375 bn 12% Value of Listed Companies Annualized total return 2015-2020 YTD (SIXRX 11%) 40
Slide 41: Engaged Long-term Ownership Model
Engaged Long-term Ownership Model Strong Build more operational best-in-class performance companies 41
Slide 42: Listed Companies portfolio
a ° Atlas Copeo @ Epiroc FA) Electroiux FA) Electrolux | ABB ericsson 2 ‘SOD! Ao Group ” investor
Slide 43: Digitalization & Innovation
Sharpen Digitalization & Innovation our role as an engaged owner Speed New business Collaboration & models & Agility Partnerships 43
Slide 44: Talent Management & Succession Planning
Sharpen Talent Management & Succession Planning our role as an engaged owner Future Up-skilling & Next challenges Re-skilling generation 44
Slide 45: Sustainability
Sharpen Sustainability our role as an engaged owner Business Climate & Diversity Ethics & Resource & Inclusion Governance Efficiency 45
Slide 46: Engaged ownership Investments
Engaged ownership Investments 46
Slide 47: Wise Capital Allocation
Wise Capital Allocation 14% Total IRR on investments 2015-2020 YTD 1. Strengthen ownership in selected listed companies 2. Ready to support companies in rights issues 47
Slide 48: Proven engaged ownership
Companies well positioned to capture future Proven opportunities engaged ownership model 48
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Slide 50: Christian Cederholm & Noah Walley
Christian Cederholm & Noah Walley Co-Heads of Patricia Industries 50
Slide 51: A great home for great companies
SEK SEK SEK >18,000 ~6bn employees ~40bn ~8bn Annual cash revenue EBITA flow Financial Investments A great home for great companies 51
Slide 52: Our model for active long-term ownership
Our model for active long-term 1. Clear decentralized governance model ownership 2. Full alignment 3. Capital allocation 4. Utilize the network 52
Slide 53: Three Priorities
Three Priorities 1. Develop 2. Add new 3. Realization existing platform of financial companies companies investments Profitable growth Continue to look for new Continue exiting financial People platform investments investments Continue developing a limited number of companies 53
Slide 54: Buy to Build - Reinvesting in the Businesses
Buy to Build - Reinvesting in the Businesses 1. Develop existing companies EBITDA development during Patricia Industries ownership +1.5x +3.5x +4x +2.5x 2013 2019 2015 2019 2016 2019PF 2018 2020PF
Slide 55: Growth through Add-on Acquisitions
Growth through Add-on Acquisitions 1. Develop existing companies 2015 2016 2017 2018 2019 2020 YTD 50+ add-on acquisitions (SEK 17 bn) 2015-2020 YTD
Slide 56: People: Recruit and retain talent
People 1. Develop existing companies Recruit and retain talent
Slide 57: Acquisition of Advanced Instruments
Acquisition of Advanced Instruments 2. Add new 2019 Revenue platform Segmentation companies 1. Clear global market leader 35% 65% 2. Serving attractive and growing end markets ROW North America 3. Global, blue-chip customer base 10% 30% 4. Highly profitable, largely recurring, revenue model 60% 5. P
Slide 58: ~50 Exits and SEK ~10bn in Proceeds
~50 Exits and SEK ~10bn in Proceeds 3. Realization of financial investments SEK 11.7bn SEK 10.0bn SEK 1.0bn 2020 ~85% of starting base realized SEK 1.5bn SEK 3.2bn Starting base 2015 Net realization Value change Closing base from ~50 exits September 30, # exits Proceeds (SEK bn) 2020 31 6.7 22 3.2 5
Slide 59: Active Ownership since 2015
Active Ownership since 2015 Doubled portfolio EBITA 50+ exits and SEK >10bn in liquidity from non-core assets 50+ add-on acquisitions Strong financial position Strong annual cash 5 new platform companies flow generation 59
Slide 60: Three Priorities
Three Priorities 1. Develop 2. Add new 3. Realization existing platform of financial companies companies investments Profitable growth Continue to look for new Continue exiting financial People platform investments investments Continue developing a limited number of companies 60
Slide 61: Three Scandinavia
Three Scandinavia Transfer of Patricia Industries’ 40 percent share of Three Scandinavia’s passive network infrastructure to CKH Networks Participation in the divestment of CKH Networks to Cellnex for EUR 10bn Consideration attributable to Patricia Industries 5 percent of total consideration Increas
Slide 62: Capital Markets Day Q&A
Dial-in information Pincode: 14858966# Denmark: +45 35 44 55 77 Sweden: +46 8 56 64 26 51 United Kingdom: +44 33 33 00 08 04 United States: +1 63 19 13 14 22 Capital Markets Day 62 Q&A
Slide 63: Agenda
AGENDA - Investor Strategy - Johan Forssell - Q&A - Financial strategy - Helena Saxon - Listed Companies - Daniel Nodhäll - Patricia industries – Christian Cederholm, Noah Walley - Q&A - Break - Mölnlycke – Zlatko Rihter, Barry McBride - 3Scandinavia – Morten Christiansen - Permobil – Bengt Thorsson
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Slide 66: Introduction new CEO
Introduction new CEO Zlatko Rihter 1
Slide 67: Zlatko Rihter
Zlatko Rihter CEO Mölnlycke ✓ Joins Mölnlycke as CEO – 30 November ✓ 25 years experience within the Medical Devices industry Investor Capital Markets Day 2
Slide 68: Experience
Companies Medical Tech industries • Dialysis products and services, Patient handling, IVF and Diagnostics (IVD) Broad range of responsibilities • >10 years as Head of R&D/Innovation • >5 years as Head of Division • >5 years as Head of Global and Regional (EMEA) sales teams • >5 years as CEO in a lis
Slide 69: MedTech market specifics
MedTech market specifics ✓ Starting point – customer’s call point – complex set-up with several decision makers and stakeholders ✓ Understanding how to improve customers’ work-flow from an efficiency and outcome perspective is crucial for success ✓ Value creation lies in the combination of understan
Slide 70: Investor Capital Markets Day
Investor Capital Markets Day 13 November 2020
Slide 71: Presenter
Presenter Barry Mc Bride Interim CEO ✓ Joined Mölnlycke in 2014, Interim CEO since 1 August 2020 ✓ Leads R&D, Gloves & Antiseptics and medical functions ✓ 30 years of global experience from senior positions in medical devises companies Investor Capital Markets Day 7
Slide 72: We are a world-leading medical solutions company
We are a world-leading medical solutions company Advanced Oxygen NPWT Wound Care Therapy 8,000 +15 Employees Manufacturing Wound care globally sites Procedure Staff Gloves Antiseptics trays protection +100 Countries where 65% 35% we are present Surgical Investor Capital Markets Day 8
Slide 73: We are the largest player in the segments we serve
We are the largest player in the segments we serve Competitors’ Organic growth Wound care 1 000 Sales 2019 836 (EUR million) 800 635 Q3 2020 vs Q3 2019 (%) Wound Care 600 505 503 400 321 5.0% 5% 200 0 0% Mölnlycke A B C D Wound -0.6% -3.0% -5% Sales 2019 800 707 (EUR million) 600 516 -6.9% Surgical
Slide 74: Several structural factors underpinning global growth
Several structural factors underpinning global growth Up to Developed markets 34% 38% • Aging population • Obesity is growing and almost 1 in 11 increase surgical procedures adults has diabetes will develop a 40% of American adults are diabetic foot ulcer globally over the last world wide obese, cau
Slide 75: Maintain premium position through growing our core
Maintain premium position through growing our core, invest in new products and expand channel coverage Growing our Channel expansion and … and growth markets core business … entering new China geographies 28% CAGR 2017-2019 MEA Investing in new 12% Advanced products, launching CAGR Wound Care + NPWT
Slide 76: Leveraging increased demand for staff protection
Leveraging increased demand for staff protection will create a sustainable business Covid-19 outbreak – Establishing relationships Longer term increased demand of with new customers build on relationships PPE from customers and governments to have a sustainable staff protection business Responding o
Slide 77: Towards a sustainable assortment through innovation
Towards a sustainable assortment through innovation ✓ Headwear >50% bio based Green line components ✓ Classic Gowns >50% bio based ✓ Next in line; Scrub Suits >50% bio based 20-25% Polymer surgical reduction instruments of CO2 Foldable bowls 13
Slide 78: Invest in value-added initiatives to ensure market leadership
Invest in value-added initiatives to ensure market leadership Challenges: Pressure on healthcare budgets Commercial Health Innovation and Clinical execution economics Product pipeline evidence Investor Capital Markets Day 14
Slide 79: We are in a good position
We are in a good position Diversified product portfolio – covering home care, acute care and staff protection Solid supplier of equipment Continuing to take market for the operating room share in Wound care and staff protection Investments made in people and capabilities to ensure solid Commercial e
Slide 80: Mölnlycke
Molnlycke’
Slide 81: Capital Markets Day Q&A
Dial-in information Pincode: 14858966# Denmark: +45 35 44 55 77 Sweden: +46 8 56 64 26 51 United Kingdom: +44 33 33 00 08 04 United States: +1 63 19 13 14 22 Capital Markets Day 81 Q&A
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Slide 83: Capital Markets Day – 3Scandinavia
Capital Markets Day Morten Christiansen, CEO, 3Scandinavia 13 November 2020
Slide 84: Overview
OVERVIEW Customer Base & Opex Development 2007-2019 3SE Customer Base & Opex Development 2007-2019 ▪ Mobile network operators driving ”3”, ”3Business and as 2nd brands, OiSTER & Hallon in Denmark and Sweden ▪ Market position in Sweden #4, market share 14%, and in Denmark #3, market share 18% ▪ In bo
Slide 85: Main Propositions 3Denmark & 3Sweden
MAIN PROPOSITIONS 3DENMARK & 3SWEDEN • OiSTER & Hallon • No frills, affordable, sim-only propositions, easy, simple, online, no binding • 3Residential • 3Sweden: ”3Samla”, clever family bundle, handsets + subscription, ”3Världen” • 3Denmark: ”3LikeHome”, use your subscription in 66 countries at no e
Slide 86: Main Propositions 3Denmark & 3Sweden
MAIN PROPOSITIONS 3DENMARK & 3SWEDEN 3Business • 3Sweden • One size fits all, unlimited, low price, what you see is what you get: simple, easy, generous data bundle • ”3Världen” as an extra USP SMB • 3Denmark • ”3LikeHome”, simple, easy, generous data bundle SMB + LA • Enablers • Simplicity, outside
Slide 87: Challenges, Infrastructure, Competitiveness, 5G
CHALLENGES • Slowdown in demand caused by Covid-19 • Shifting focus from ”travel product” to 5G domestic product • Pushing (like crazy) mobile internet as a product • Pushing even more online sales and restructure parts of business to increase utilization of resources INFRASTRUCTURE COMPETITIVENESS
Slide 88: Key Take Aways
KEY TAKE AWAYS • Maintain and build a challenger position • Use 5G to eat competitors’ lunch • Mobile fiber expanding market potential • Focused on mobile, simple and easy – outside-in thinking • Never waste a good crisis
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Slide 91: Investor Capital Market Day – Permobil
Investor Capital Market Day Bengt Thorsson, CEO & President November 13, 2020
Slide 92: Creating mobile solutions for independent living
Creating mobile solutions for independent living 92 Confidential
Slide 93: A global company with local presence close to the users
A global company with local presence close to the users 50 countries 1 600 employees Over 1 million units sold 4,4 billion SEK turn over (2019) +20% EBITDA 93 Confidential
Slide 94: Strong growth journey
Strong growth journey 5-year perspective +17 Growth drivers % • New product introductions • Market access through clinical evidence • Local representation and knowledge • Digitalized products and customer interactions • Services and uptime • Acquisitions - product portfolio and geographical footprin
Slide 95: Market access through clinical evidence
Market access through clinical evidence Explorer Mini New M-series 95 Confidential
Slide 96: Connected services makes it possible
Connected services makes it possible System messages Fleet management Battery Level 78% My Position Distance Today 4,1km My Permobil 96 Confidential
Slide 97: Focusing on the users
Focusing on the users With focus on the users 97
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Slide 99: Evolving automation through progressive gripping, lifting and moving solutions
Evolving automation through progressive gripping, lifting and moving solutions. Clas Gunneberg, CEO
Slide 100: Piab offers gripping, lifting and moving solutions
Piab offers gripping, lifting and moving solutions with a broad range of applications in diversified end-markets to a broad customer base Vacuum Automation1) Vacuum Conveying 750M 300M 315 Employees 90 Employees Ergonomic Handling 450M 1) Including Robotic Gripping 180 Employees
Slide 101: Line-critical products with a low impact on total investment
Line-critical products with a low impact on total investment Semi-automatic ergonomic Vacuum suction cups Robot end of arm tools lifters Ergonomic Lif t ers Vacuum pumps Suct ion Cups End of arm t ools Process Vacuum RobotVacuum end of arm tools Grippers Vacuum conveyors Vacuum conveyors Packaging P
Slide 102: Long term growth is underpinned by the industrial automation megatrend
Long term growth is underpinned by the industrial automation megatrend, which will be even further boosted by the Covid-pandemic Connected & AI-enhanced Assisted manual automation (Industry 4.0) Automated handling handling Manual handling
Slide 103: Automation is accelerated by new applications and connected solutions
Automation is accelerated by new applications and connected solutions 9+% 7-9% 6-8% 5-7% Growth in 1 industrial output 2018 2020 2022 2024+
Slide 104: Automation is accelerated by new applications and connected solutions
Automation is accelerated by new applications and connected solutions 9+% 7-9% 6-8% Robotics and 2 automation 5-7% penetration Growth in 1 industrial output 2018 2020 2022 2024+
Slide 105: Automation is accelerated by new applications and connected solutions
Automation is accelerated by new applications and connected solutions 9+% 4 7-9% New use cases 3 and applications 6-8% Robotics and 2 automation 5-7% penetration Growth in 1 industrial output 2018 2020 2022 2024+
Slide 106: Automation is accelerated by new applications and connected solutions
Automation is accelerated by new applications and connected solutions Value-add 4 Industry 4.0 New use cases 3 and applications Robotics and 2 automation penetration Growth in 1 industrial output 2018 2020 2022 2024+
Slide 107: Addressable core market of ~28 BSEK growing at ~+9% p.a.
Addressable core market of ~28 BSEK growing at ~+9% p.a. offering vast opportunities for both organic and acquired growth ~2.5 ~28.0 ~3.5 ~8.0 ~9.0 ~5.0 Vacuum Mechanical End of arm Ergonomic Vacuum Total core automation gripping tooling handling conveying market ~+9% ~+8% ~+10% ~+6% ~+7% ~+9% CAGR
Slide 108: Clear strategy to capture all growth opportunities
Clear strategy to capture all growth opportunities Digitalization GoTo-market models Acquisitions & Partnerships Increased Secure market-leading position in high-potential customer segments Number 1 or 2 in Segment focus chosen segments Dominating market share Expanded Ensure dominant presence in hi
Slide 109: Successfully executed on M&A strategy
Successfully executed on M&A strategy acquiring eight companies over the last four years
Slide 110: Key Take Aways
Key Take Aways • The market potential is “unlimited” and underlying growth drivers support high growth rates • Piab’s innovative product portfolio, extensive market reach, asset-light global supply chain and strong market position create a solid foundation for continued growth • There’s a potential
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Slide 112: Capital Markets Day Q&A
Dial-in information Pincode: 14858966# Denmark: +45 35 44 55 77 Sweden: +46 8 56 64 26 51 United Kingdom: +44 33 33 00 08 04 United States: +1 63 19 13 14 22 Capital Markets Day 112 Q&A
Slide 113: Agenda
AGENDA - Investor Strategy - Johan Forssell - Q&A - Financial strategy - Helena Saxon - Listed Companies - Daniel Nodhäll - Patricia industries – Christian Cederholm, Noah Walley - Q&A - Break - Mölnlycke – Zlatko Rihter, Barry McBride - 3Scandinavia – Morten Christiansen - Permobil – Bengt Thorsson
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Slide 115: Investor AB Capital Markets Day – Laborie
I N V E S TO R A B C A P I TA L M A R K E T S D AY NOVEMBER 13, 2020 115 Copyright Laborie Medical Technologies 2020
Slide 116: Who We Are
WHO WE ARE LABORIE is a leader in medical technology and service for providers in Urology, Gastroenterology, Gynecology, Obstetrics and Neonatology. We offer a comprehensive suite of products and services that enable better clinical outcomes and improve the quality of patient lives. Our Mission is t
Slide 117: Winning mindshare in the marketplace
WINNING MINDSHARE IN THE MARKETPLACE Urology Gastroenterology Clinical Innovations Leading the Market in Next Generation Diagnostic Leading provider of clinician Diagnostic and Therapeutics Solutions for the Whole GI Tract preferred L&D and NICU products • Pioneers in Urodynamics • Continuous innova
Slide 118: Strong financial development
STRONG FINANCIAL DEVELOPMENT 275 29% 70 123 205 25% 2016 2019PF Laborie Clinical Innovations 2016 2019PF $M Revenue % Adj EBITA Margin 2019 PF = Pro forma for Clinical Innovations acquisition 2019 PF = Pro forma for Clinical Innovations acquisition YTD 2020 Commentary • Organic growth and operating
Slide 119: Our strategic imperatives
OUR STRATEGIC IMPERATIVES FUEL OUR ANNUAL OPERATING PLANS GROWTH Grow, Innovate, Diversify ▪ U.S. Urology Go-To-Market ▪ Growth through Adjacencies ▪ International Expansion ▪ Digital Marketing (Outside U.S.) PERFORMANCE Process and Execution ▪ Global Operations ▪ Clinical Evidence & Education ▪ Inf
Slide 120: Positioned for long-term profitable growth
P O S I T I O N E D F O R L O N G - T E R M P R O F I TA B L E G R O W T H LABORIE: A global branded medical technology company that customers trust to provide innovative, market-leading solutions that enable better outcomes, better value and improve the lives of the patients we ultimately serve. A
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Slide 122: Investor AB Capital Markets Presentation
Investor AB Capital Markets Presentation November 13, 2020
Slide 123: Continuum of Care
Introduction to Sarnova Continuum of Care Sarnova provides products and services to first responders and healthcare professionals across the continuum of care. Comprehensive and specialty Specialty product offering to Comprehensive product offering product offering bridges the gap meet the needs of
Slide 124: Our Mission and Vision
Introduction to Sarnova Our Mission and Vision Our mission is to be the best partner for those who save and improve patients’ lives. We define this pinnacle of success by: • Being the best at providing products and services to those who help save lives and care for patients. • Being the best advocat
Slide 125: Go-To-Market
Introduction to Sarnova Go-To-Market Sarnova is a sales and marketing company with distribution capabilities – over 200 sales resources across the U.S. Emergency Preparedness Tri-anim • Largest national sales platform serving the EMS market. • Largest clinical sales organization in the industry with
Slide 126: Financial Overview
Introduction to Sarnova Financial Overview $700 12% $600 $500 11% $400 $300 10% $200 $100 $0 9% 2017 2018 2019 2020YTD Sales EBITA, % Attractive financial characteristics • Asset-light business model • Strong cash conversion profile • Margin stability despite significant growth and infrastructure in
Slide 127: Strategic Imperatives – Achieve the 5Cs by 2023
Introduction to Sarnova Strategic Imperatives – Achieve the 5Cs by 2023 Significant investment in our future will be required to properly prepare us to reach our full potential and achieve the 5C’s by 2023: 1. Customer Centricity • Expanded salesforce, learning & development, and digital marketing s
Slide 128: Growth Strategy
Introduction to Sarnova Growth Strategy Sarnova has a multi-faceted growth strategy focused on continuing to drive Core Organic growth in existing and new customers while accelerating growth through targeted investments in Expansion initiatives and Acquisitions. Expansion Growth Core Organic Growth
Slide 129: Entry into EMS Revenue Cycle Management
Introduction to Sarnova Entry into EMS Revenue Cycle Management On October 30, Sarnova acquired and simultaneously combined the Digitech and R1 RCM EMS (Intermedix) businesses. • The combined business will continue to operate under the Digitech name and operate as a standalone entity. Sarnova will o
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Slide 131: Investor AB Capital Markets Day – BraunAbility
Investor AB Capital Markets Day November 2020
Slide 132: BraunAbility | What we do
BraunAbility | What we do We are the global market leader in mobility products for people with physical disabilities Vehicles Retail sales Lifts Seating Restraints Flooring #1 NA #2 NA #1 Global #1 Global #1 UK #1 UK Net promoter 48 locations >90% new Industry pioneers Geographic expansion opportuni
Slide 133: BraunAbility | What we do
BraunAbility | What we do “So appreciative. “I often drive with our So speechless. family to our summer house. It’s such a Thank you guys great feeling to be so much.” behind the wheel.” Todd Shelton, Anna Delton, Spinal cord injury survivor Stroke survivor “With the Carony “The way people system, t
Slide 134: Positive revenue and earnings growth trend
BraunAbility | Positive revenue and earnings growth trend Key revenue drivers + Share growth WAVs/Lifts + End market expansion – NA + Retail business unit acquisition + European business unit acquisition EBITA margin drivers + Same as revenue drivers, plus + Manufacturing efficiency improvements + P
Slide 135: CoVID-19 impact in 2020 and our response
BraunAbility | CoVID-19 impact in 2020 and our response BraunAbility performance Economic Outlook/Financial Summary • Covid-19 sales impact: 2Q20 sales down 53%, 3Q20 sales down 21% • 3Q20 EBITA = $13M (8.8%) vs 3Q19 EBITA = $18M (9.1%) • Prepared for multiple long-term automotive recovery scenarios
Slide 136: Growth drivers: four market-related macrotrends and initiatives
BraunAbility | Growth drivers: four market-related macrotrends and initiatives Aging demographic EU 1-stop shop NA market expansion Digital selling The world elderly population is Broadest product portfolio + Reach more customers through 2020: 50% increase in online expected to nearly triple System-
Slide 137: Growth drivers: technology and CASE macrotrends
BraunAbility | Growth drivers: technology and CASE macrotrends CASE macrotrends will change mobility … … and BraunAbility is investing in innovation to grow with the technology C Connectivity A Autonomous Public partnerships and IoT driving ‒ USDOT Inclusive Design Challenge ‒ United Spinal E ‒ Auto
Slide 138: BraunAbility is …
A growing global company, shaped by innovation, and BraunAbility is … motivated by a passion for changing customer lives • Industry leader with global presence • Strong purpose and customer connections • History of double-digit revenue and EBITA growth • Strong decremental during downturn • Pursuing
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Slide 140: Capital Markets Day Q&A
Dial-in information Pincode: 14858966# Denmark: +45 35 44 55 77 Sweden: +46 8 56 64 26 51 United Kingdom: +44 33 33 00 08 04 United States: +1 63 19 13 14 22 Capital Markets Day 140 Q&A
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Slide 142: Strategic Priorities
Strategic Priorities Sharpen Ensure Safeguard our role an attractive financial as an engaged portfolio strength owner 5. 6. 7. 142
Slide 143: Market Leaders with Strong Exposure to Attractive Long-term Trends
Market Leaders with Strong Exposure to Attractive Long-term Trends SEK 560 bn 143
Slide 144: Committed to continue to Create Value
Committed to continue to Create Value 1. Proven ownership model 2. Portfolio with exposure to attractive long-term trends 3. Companies with strong market positions Strength 4. Strong network and financial strength to support long-term value creation Speed 144
Slide 145: Thank you
investor _ Thank you. ee