Siemens Aktiengesellschaft · XETR:SIE

Siemens Aktiengesellschaft — Siemens — Investor Day (February 2012)

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

  1. Slide 1: Customer Solutions: Managing Global Sales and Service

    Customer Solutions Managing Global Sales and Service Thomas J. Miller CEO Customer Solutions 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: Customer Solutions: Who are we?

    Customer Solutions Who are we? Health Global CRM Global Services Management Customer Service (Healthcare IT) A unique Integrated Sales and Services organization covering all products from the 3 Divisions  >20,000 people  Serving >50,000 customers  Located in >180 countries  Driving >€13bn in ord

  4. Slide 4: With a simple objective

    With a simple objective © Siemens AG 2012. All rights reserved. Page 4 February 14, 2012 Capital Market Day Healthcare Healthcare Customer Solutions

  5. Slide 5: A biologically converging world burdened by chronic diseases

    The context: A biologically converging world burdened by increasing incidence of chronic diseases Cardiovascular Respiratory Cancer Diabetes diseases diseases 80% of cardiovascular deaths 90% of respiratory disease deaths 67% of all cancers Page 5 February 14, 2012 }4 Capital Market Day Healthcare O

  6. Slide 6: And, it is converging demographically

    And, it is converging demographically Population Risk of acute (thousands) incidence increases 25,000 Average global life expectancy = 74.68 1) 20,000 15,000 10,000 2015 1995 5,000 50% healthcare costs occur 0 10-19 20-29 30-39 40-49 50-59 60-69 70-79 Age 1) OECD Health Data © Siemens AG 2012. All r

  7. Slide 7: And, the economic trends are identical

    And, the economic trends are identical Healthcare spending for OECD Countries – 1960-2010 If something cannot go on forever, it won't Herbert Stein's Law Source: OECD Data © Siemens AG 2012. All rights reserved. Page 7 February 14, 2012 Capital Market Day Healthcare Healthcare Customer Solutions

  8. Slide 8: But healthcare systems are local

    … But healthcare systems are local and require locally adapted strategies NHS: Reset, Russia: PPPs continue Capital initiatives Japan: U.S.: Healthcare South Europe: Long recovery reform uncertainty Contraction China: Africa & Middle East: New Five-Year Plan Volatility, opportunity India, ASEAN: Pri

  9. Slide 9: Local agility with global transparency is a key success factor

    Local agility with global transparency is a key success factor in uncertain markets We live in the We adapt to country needs: local markets Local leaders run local markets Markets are We have market transparency: temporarily Data-driven infrastructure drives sales force uncertain We quickly adjust r

  10. Slide 10: U.S.: A new baseline and return to moderate growth

    U.S.: A new baseline and return to moderate growth U.S.  Highest costs: 18% of GDP  Public vs. private spend: 50% to 50%  Supreme court will hear reform legislation challenge  Presidential elections delay policy changes  Healthcare market – signs of recovery but uncertainty remains  Healthcare

  11. Slide 11: Germany: Stability despite neighboring turmoil

    Germany: Stability despite neighboring turmoil Germany  Healthcare spend: 12% of GDP  Public vs. private spend: 75% to 25%  Coverage is mandated – only 15% of Germans choose private over state- offered coverage  Ongoing reform efforts as country grapples with costs and rising burden of aging pop

  12. Slide 12: Japan: Market resilience

    Japan: Market resilience Japan  Healthcare spend: 8% of GDP  Public vs. private spend: 80% to 20%  High use of advanced medical technologies, medications, tests, etc., not likely to decrease  System in need of reform to deal with demand  Low rates of hospital admissions and length of stay is 3x

  13. Slide 13: China: Projected slowdown not yet in sight

    China: Projected slowdown not yet in sight China  Healthcare spend: 4% of GDP  Public vs. private spend: 50% to 50%  Basic health coverage to be expanded to 90% of population in next several years  $125bn healthcare infrastructure investment to improve coverage and access at low cost  Expanding

  14. Slide 14: UK: NHS restart

    UK: NHS restart United Kingdom  Healthcare spend: 10% of GDP  Public vs. private spend: 85% to 15%  Public sector net borrowing reaching all-time-high since 1993 (£15.9bn)  NHS overhaul shifts authority to practitioners  Goal of £20bn in efficiency savings by 2015  Latest NHS reforms effective

  15. Slide 15: Brazil: Continued dynamic growth

    Brazil: Continued dynamic growth Brazil  Healthcare spend: 9% of GDP  Public vs. private spend: 40% to 60%  Healthcare segment to grow faster than GDP  Universal coverage but access issues prevail  Thriving economy and growing workforce age population  Young, wealthy drive private healthcare s

  16. Slide 16: Other highlights

    Other highlights Russian Federation  Healthcare Technology Initiative  Current investment phase: Robust 'China-like' orders growth India  Demand for access, funding, infrastructure  Healthcare: 12% -15% annual growth  Largely private market; exchange rate trends influences  Success requires pr

  17. Slide 17: Customer Services has evolved to drive profit and loyalty

    Customer Services has evolved to simultaneously drive profit and loyalty Phase III: Differentiate Revenue, profit and customer satisfaction Phase II: Phase I: Profitability up  Downtime avoidance The foundation  Uptime guarantees  4,000 expert personnel  Utilization management  Locations in 128

  18. Slide 18: Leading the industry in next-generation IT-enabled services

    And, we are leading the industry in next-generation IT-enabled services  E-Commerce  Service event tracking (ticketing)  Reporting (performance, utilization, virus, etc.)  Knowledge base  Product documentation  Personalized content © Siemens AG 2012. All rights reserved. Page 18 February 14, 2

  19. Slide 19: Services created centrally and executed locally create increased loyalty

    Services created centrally and executed locally create increased loyalty: NPS1) +4 in FY 2011 Green Plus Check  Support for sustainable infrastructure  Positions 'Siemens One' portfolio for hospitals  Optimized workflows, time and costs efficiencies Clinical Competence Centers  Rolled out global

  20. Slide 20: Value-added services: Profitable, sustainable customer retention

    Value-added services: Profitable, sustainable customer retention  Worldwide leader in Public Private Partnerships and Managed Equipment Services (MES)  Contracts producing accretive margins to the Sector while driving market share Cartagena and Mar Menor, Spain Fiona Stanley, Australia 15-year MES

  21. Slide 21: Achieving our simple objective

    Achieving our simple objective © Siemens AG 2012. All rights reserved. Page 21 February 14, 2012 Capital Market Day Healthcare Healthcare Customer Solutions

  22. Slide 22: Delivering on potential of global sales and service

    Delivering on potential of global sales and service Customer Solutions drives management of the global sales force  Single global CRM system drives market and funnel transparency Service is a key differentiator and profit generator  Value-added Solutions add incremental value for our customers, so

  23. Slide 23: 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

  24. Slide 24: 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

  25. Slide 25: 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

  26. Slide 26: 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

  27. Slide 27: 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

  28. Slide 28: 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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