Pt Siloam International Hospitals Tbk Reg-s · IDX:SILO
Pt Siloam International Hospitals Tbk Reg-s — PT Siloam International Hospitals — Q1 2022 Earnings Presentation
46 slides from Pt Siloam International Hospitals Tbk Reg-s's earnings presentation, 2022
Slide 1: PT Siloam International Hospitals Tbk 1Q2022 Corporate Presentation
Care and Compassion for the Nation PT Siloam International Hospitals Tbk 1Q2022 Corporate Presentation www.siloamhospitals.com
Slide 2: Table of Contents
Table of Contents Siloam Overview 3 Financial Update 8 Business Update 12 Digital Initiatives 17 13 Strategy and Initiatives 21 20 Corporate Governance Initiatives 26 CSR and Sustainability Initiatives 31 Siloam Transformation Team 34 Appendix 39
Slide 3: Siloam Overview
Siloam Overview 3
Slide 4: Key Investment Highlights
Key Investment Highlights Strong focus on corporate Largest private hospital networks in governance and Indonesia spread across 28 cities sustainability initiatives 06 01 throughout the entire archipelago Acknowledged leader in key Sustainable growth strategy and 05 02 medical specialties leading to
Slide 5: A Brief Introduction on Siloam Hospitals Group
A Brief Introduction on Siloam Hospitals Group Vision Godly Reach Scale International Compassion Quality Mission “The trusted destination of choice for 41 Hospitals across 28 cities in Indonesia holistic world class healthcare, health 1st hospital in Indonesia to be certified with education, and res
Slide 6: Largest Private Hospital Network in Indonesia Covering over 50% of Population
Flagship Siloam Hospitals - Largest Private Hospital Network in Mature BPJS Ramping Up Indonesia Covering over 50% of Population Distinct 3,941 Medan Operational Jakarta & Greater Jakarta Beds Manado 1 3 4 2 7 8 Paal Dua 3,434 GPs, 6 5 Palangkaraya 9 Balikpapan Specialists and Jambi Palembang Ambon
Slide 7: Acknowledged Leader in Medical Practices
Acknowledged Leader in Medical Practices Leader in the Following Specialities Best in Class Average Revenue Per Bed ARPOB FY2021 (IDR bn) 3.8 Urology Pulmonology Oncology 2.3 1.8 (Respiratory) Neurology Cardiology SILO Hospital A Hospital B Medical Accomplishments Siloam ASRI – conducted the 100th S
Slide 8: Financial Update
Financial Update 8
Slide 9: 1Q22 Financial Results Summary
1Q22 Financial Results Summary Siloam faced a situation where COVID Revenue decreased EBITDA was lower by Net Profit decreased admittances were very low and the spike 9% 15% 32% in COVID cases also caused a sharp to and booked at to decrease in non-COVID patient volumes in February. IDR1.75tn IDR409
Slide 10: 1Q22 vs 4Q21 and 1Q22 vs 1Q20 Financial Results
1Q22 vs 4Q21 and 1Q22 vs 1Q20 Financial Results Revenue* lower by EBITDA lower by Revenue increased EBITDA was higher by by 0.1% 3% in 1Q22 in 1Q22 21% 35% vs 4Q21 compared to 4Q21 in 1Q22 vs 1Q20 in 1Q22 compared to 1Q20 *Revenue refers to 'Non-Specialist Revenue' in Statutory Report To put Siloam’
Slide 11: Revenue per Patient Days and Outpatient Visits
Revenue* per Patient Days and Outpatient Visits Average Revenue per Inpatient Days (in IDR mn) Average Revenue per Inpatient Days (in IDR mn) 7.3 6.7 -8% +42% 4.7 6.7 1Q21 1Q22 1Q20 1Q22 Average Revenue per Outpatient Visits (in IDR mn) Average Revenue per Outpatient Visits (in IDR mn) 1.5 1.3 +33%
Slide 12: Business Update
Business Update 12
Slide 13: Revenue Growth by Payer Group (IDR bn)
Revenue Growth by Payer Group (IDR bn) % Contribution to Revenue (1Q21 vs 1Q22) 2.9% Private (OPE, Corp + Insurance) BPJS MoH* 18.3% 15.7% Even with the Omicron surge causing a drop in 11.4% patient volumes in February, private patient contribution to revenue remained at the same 70.3% 81.4% level a
Slide 14: Continued Investment in Medical Capabilities
Continued Investment in Medical Capabilities We’ve continued to strengthen and invest in our medical capabilities including oncology, cardiology, neurology, fertility and kidney transplants. Oncology Neurology Cardiology Fertility Kidney Transplant • Invested additional • Provide 2 hospitals • Enabl
Slide 15: Managed Service Model
Managed Service Model Siloam opened its first hospital under its new managed service business line. Via this business line an external investor uses their own capital to build and fit out the hospital and once built, Siloam manages the hospital. We then leverage our brand and integrate our billing s
Slide 16: Recovery of Tourism – Siloam Bali Hospitals
Recovery of Tourism – Siloam Bali Hospitals EBITDA Contribution (IDR bn) SHDP, BIMC Kuta, BIMC Nusa Dua 54 32 22 23 19 17 14 14 5 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 3Q21 4Q21 1Q22 Siloam’s Kuta and Nusa Dua hospital in Bali have always catered for the tourism market. Throughout COVID their revenue and pa
Slide 17: Siloam Hospitals Digital Initiatives
Siloam Hospitals Digital Initiatives 17
Slide 18: Hospital Information System (HIS)
Hospital Information System (HIS) Siloam has integrated a Hospital Information System which enable us to leverage the advantage of having the largest private hospital network with some of the best expertise in Indonesia. This system manages some of the most crucial functions such as billing manageme
Slide 19: Strengthening Digital Channels Capabilities
Strengthening Digital Channels Capabilities Siloam has continued to strengthen its digital capabilities and integrate them further into our operating model. We’ve revamped our website to make it more user friendly, informative and importantly easier for patients to make bookings online. We’ve contin
Slide 20: Siloam’s Strategy and Initiatives
Siloam’s Strategy and Initiatives 20
Slide 21: Siloam 4-Pillar Strategy
Siloam 4-Pillar Strategy Core Growth Network Expansion Managements have a strong focus on maximizing the value of our existing assets. Expanding our hospital network isn’t only done by opening new hospitals To ensure that we maximize the value of all our hospitals we must always prioritize but also
Slide 22: Revenue Growth Initiatives
Revenue Growth Initiatives Procedure Packaging We are focusing on procedure packaging, so designing packages with a set price. This provides a positive experience for the patient as it helps to avoid bill shock. From operations perspective we ensure that the packages are uniform across our whole net
Slide 23: Revenue Growth Initiatives (Cont’d)
o in o om Revenue Growth Initiatives (Cont’d) e a p l anne ontent ma etin BPJS Optimisation We have focused on investing in providing BPJS services which are sustainable for our business. Dedicated task force has been o t ma et esea established to optimise the efficiency of BPJS service delivery and
Slide 24: Cost Management Initiatives
Cost Management Initiatives Material Cost Reduction We have embarked upon a material cost reduction project. This is a long-term project established in 2019 and we are starting to harvest positive results. This project involved consolidating the number of pharmaceutical and consumer goods providers.
Slide 25: Continuously Improving Patient’s Experience
Continuously Improving Patient’s Experience Patient Experience Program Siloam always strives to give consistent healthcare delivery through a patient centered approach that align with Siloam's values: Stewardship, Integrity, Compassion, Respect and Innovation. Siloam has introduced program named 'Sa
Slide 26: Corporate Governance Initiatives
Corporate Governance Initiatives 26
Slide 27: Investment Committee: Robust Capital Allocation Controls
Investment Committee: Robust Capital Allocation Controls • All Investment Plan/Projects above Roadmap (Gates) For New Hospital Openings IDR10,000,000,000 (ten billion Rupiah) SITE SELECTION PLANNING CONSTRUCTION MTC OPERATION and all new hospital Site identification and prioritisation Measuring, Mon
Slide 28: Investment Committee: Robust Skills and Highly Experienced Members
Investment Committee: Robust Skills and Highly Experienced Members Members of Investment Committee Peter John Chambers – Chairman Pete ’s background includes over 25 years of experience in finance, telecommunication and investment oversight. He has occupied senior positions in various companies incl
Slide 29: Strengthened Audit Committee
Strengthened Audit Committee Siloam has revamped its audit committee. The current audit committee is chaired by Peter Chambers, with a strong reputation for administering good corporate governance. The audit committee has also invited Charles Rigoux from Gateway Partners, who brings with him an exte
Slide 30: Corporate Governance: Robust Related Party Transaction Policy
Corporate Governance: Robust Related Party Transaction Policy It is our belief that capital allocation All vendors go through a KYC All Related Party Transactions decisions should be made in the process and related parties need to (RPT) are reported to Siloam’s best interests of all shareholders. be
Slide 31: Siloam CSR and Sustainability Initiatives
Siloam CSR and Sustainability Initiatives 31
Slide 32: Siloam ESG Journey
Siloam ESG Journey In 2021, Siloam embarked upon a journey to build a formal environmental, social and governance framework throughout our business. While many aspects of ESG have always been a part of our business we’ve taken the opportunity to formalize many of these processes and to embed managem
Slide 33: Siloam ESG Journey – Ecovadis Survey Results
Siloam ESG Journey – Ecovadis Survey Results Siloam had our first Ecovadis ESG assessment in 2020. At that time, we scored an overall score of 34 which positioned us at the bottom 19% of all healthcare companies assessed by Ecovadis worldwide. In 2021, after building the foundations of the ESG frame
Slide 34: Siloam Transformation Team
Siloam Transformation Team 34
Slide 35: Board of Directors
Board of Directors Darjoto Setyawan - President Director Caroline Riady - Vice President dr. Grace Frelita Indradjaja – Director Darjoto brings with him more than 35 years Director Dr. Grace was the Siloam Hospital of experience in senior level management. Caroline started serving as Executive Karaw
Slide 36: Key Management Staff to Support Transformation
Key Management Staff to Support Transformation Varun Khanna – Chief Commercial Officer Julie McCaughan –Chief Nursing and Quality Varun is currently the Chief Commercial Officer of Siloam Hospitals, Julie is the Chief Quality and Nursing Officer of Siloam Hospitals and has been leading the business
Slide 37: Audit Committee: Independent with High Credentials Members
Audit Committee: Independent with High Credentials Members Members of Audit Committee Peter John Chambers – Member Charles Rigoux – Member Peter’s background includes over 25 years of Charles is an investment professional at Gateway Partners, experience in finance, telecommunication and an investmen
Slide 38: Siloam Hospitals Board of Commissioners
Siloam Hospitals Board of Commissioners John Riady - President Commissioner Dr Kartini Nurmala Panjaitan Syahrir - Independent Commissioner John currently serves as Director of PT Lippo Karawaci Tbk and Dr. Kartini serves as a Senior Advisor for Climate Change Issues to the various senior executive
Slide 39: Appendix
Siloam SHERBIEE Appendix
Slide 40: Siloam Hospitals Segments
Siloam Hospitals Segments Total Cities: 25 Total Hospitals: 40 Total Cities: 28 Segment Flagship Mature Distinct BPJS Ramping Up Description Well Profitable Operates in More than Hospitals established with have distinct niche 60% of opened in hospitals high markets with revenue is the last with high
Slide 41: Siloam Hospitals Financial Results by Segment
Siloam Hospitals Financial Results by Segment Segment Flagship Mature Distinct BPJS Ramping Up Well established hospitals Profitable with have high Operates in distinct niche More than 60% of Hospitals opened in the Description with high revenue and potential for further markets with high revenue is
Slide 42: Siloam’s Strategic Growth to Take Advantage of the Market Potential
Siloam’s Strategic Growth to Take Advantage of the Market Potential Data as of 31 March 2022 *Excluding Siloam Agora (Opened in April 2022) Flagship Mature Distinct BPJS Ramping Up SH Hosana SH Bogor SH Mataram Owned Hospitals SH Bangka Belitung SH Balikpapan RSU Kelapa SH Jember SH Ambon SH Cirebon
Slide 43: Siloam Hospitals Operational Results by Segment
Siloam Hospitals Operational Results by Segment Segment Flagship Mature Distinct BPJS Ramping Up Profitable with have high Operates in distinct niche More than 60% of Well established hospitals with Hospitals opened in the last Description potential for further capacity markets with high profitabili
Slide 44: Operational Results per Quarter
Operational Results per Quarter Operational Results per Quarter – Inpatient Admissions Operational Results per Quarter – Occupancy Rate (in 000) (in %) 51 46 +28% 50 +3% 41 -0.6% 41 +13% -14% 39 52.8 % 55.0 % 50.9% 51.0 % 38 +7% 47.8 % 51.1 % 51.3 % 3Q20 4Q20 1Q21 2Q21 3Q21 4Q21 1Q22 3Q20 4Q20 1Q21
Slide 45: Top Shareholders
Top 3 Shareholders PT Lippo Karawaci Tbk (Ownership CVC Capital Partners (Ownership Marubeni Group (Ownership as of as of 31 Mar 2022: 55.4%) as of 31 Mar 2022: 26.18%) 31 Mar 2022: 4.99%) PT Lippo Karawaci Tbk (ticker: LPKR) CVC Capital provides Siloam’s Marubeni Group is a well-know large is the m
Slide 46: Siloam Hospitals Head Office
Siloam Hospitals Head Office Online Fakultas Kedokteran Unviersitas Pelita Harapan – 32nd Floor Website : www.siloamhospitals.com/investor-relations Jl. Boulevard Sudirman No. 15, Lippo Village Contact : Joel Ellis (Head of Investor Relations) – Banten Tangerang3Q21 Corporate Presentation | 15811, I
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