Terumo Corporation · TSE:4543
Terumo — Investor Presentation (December 2021)
16 slides from Terumo's investor presentation, Dec 16, 2021
Slide 1: Vision for the next 10 years
Celebrating our 100th founding anniversary: 5-Year Growth Strategy with a 10-Year Vision 01 | Vision for the next 10 years Shinjiro Sato, President and CEO ©TERUMO CORPORATION 1 / 15
Slide 2: Safe Harbor for Forward-Looking Statements and Use of Document
Safe Harbor for Forward-Looking Statements and Use of Document Among the information that Terumo discloses, the forward-looking statements including financial projections are based upon our assumptions using information available to us at the time and are not intended to be guarantees of future even
Slide 3: Abbreviations
Abbreviations Abb. English Meaning in Japanese Abb. English Meaning in Japanese AI Artificial Intelligence 人工知能 GHP General Hospital Products 医療器 AKI Acute Kidney Injury 急性腎障害 GP Gross Profit 粗利益 B Billion 十億 GS26 Growth Strategy 26 5カ年成長戦略 B2B Business-to-Business 法人向けの製品・サービス販売 HC Consumer Healthc
Slide 4: Looking Back on Current Mid- to Long-term Growth Strategy
Looking Back on Current Mid- to Long-term Growth Strategy Revenue Adj. Operating profit Adj. ROE Target High single-digit growth Double-digit growth Maintain 10%+ of current mid- to long- term growth strategy Result Based on FY21 forecast 5.9% 5.5% 10%+ *Adjusted EPS result: 137 JPY (Target: 135 ~ 1
Slide 5: Celebrating our 100th founding anniversary: 5-Year Growth Strategy with a 10-Year Vision
Celebrating our 100th founding anniversary: 5-Year Growth Strategy with a 10-Year Vision FY32~ FY27~31 Lead paradigm shift in medical care and make a leap toward Strengthen corporate foundation GS26 FY22~26 and generate solid profit from high- a “New Terumo” Strengthen existing businesses and growth
Slide 6: Terumo's Focus: Paradigm Shifts in Healthcare
Terumo’s Focus: “Paradigm Shifts in Healthcare” Disease Timeline Technology structure changes changes changes Rapid increase in living with Improvement of long-term QOL Increasing adoption of chronic diseases, due to global Prevention and prognosis monitoring biopharmaceuticals, improvement
Slide 7: From Devices to Solutions
Vision for the Next 10 Years From Devices to Solutions Delivering solutions to 21st-century healthcare challenges Solving problems Developing healthcare Improving patient QOL of medical settings ecosystem What we have started to work on Optimization of Further improvement of Disease management
Slide 8: Focus in solutions: The 3Ds
Vision for the Next 10 Years From Devices To Solutions Focus in solutions: The 3Ds 01 02 03 Delivery Digital Deviceuticals TM High value-added biological Disease-based approach Maximize drug effectiveness through access and delivery for advanced focused on improving long-term innovative devices medi
Slide 9: Highlights of 5-Year Growth Strategy
Celebrating our 100th founding anniversary: 5-Year Growth Strategy with a 10-Year Vision Highlights of 5-Year Growth Strategy ©TERUMO CORPORATION 9 / 15
Slide 10: 5-Year Financial Targets
5-Year Financial Targets Growth Profitability Capital efficiency Revenue Operating ROIC Growth Profit % High 20%+ 10%+ single-digit (Before adjustment, achieve in 5 years) (achieve in 5 years) Maintain ROE 10% or more (5-Year CAGR) Aiming for revenue of 1 trillion yen through continued growth Assump
Slide 11: Growth Drivers in GS26
Growth Drivers in GS26 Group-wide revenue Growth drivers CAGR Business segment (approx. 80% of growth) (B JPY) Terumo Corp. High single-digit C&V High single-digit C&V therapy 80 GH Middle single-digit Access 65 TBCT Near double-digit TBCT innovations ~60 Alliance 35 Diabetes 8 +300 B JPY Geographic
Slide 12: Strong Push to Raise Group-wide Profitability
Strong Push to Raise Group-wide Profitability Group-wide profit improvement (SG&A) Group-wide profit +1.0% 20~% improvement Effect of non-recurring (Production) expenses (EU-MDR, etc.) +0.7% +1.0% Business and product mix improvement +1.0% -0.7% 17.5% Strengthen investment in R&D Proactively address
Slide 13: Commitment to Sustainability Management
Commitment to Sustainability Management ESG CSV Foundation supporting value creation Social value creation Linked to operations: Linked to business growth: Set concrete KPIs Set concrete monitoring items Carbon neutrality Increasing adoption of medical E Making effective use of resources technologie
Slide 14: Accelerate Innovation
Accelerate Innovation Accelerate innovation by strategically and consistently combining short-, mid-, and long-term internal R&D with M&A and startup investments Growth Internal Strategy External R&D Investment Not only in interventions and US but also other businesses and global Contribution timing
Slide 15: Cash Allocation
Cash Allocation Capital investment 430~480 B JPY Prioritize growth and infrastructure investment to support GS26 FY22~26 Approx. 50% will be invested for Operating CDMO, Plasma Innovations, C&V production expansion Cash Flow Dividend 130~180 B JPY 800~900 B JPY Dividend payout ratio to exceed 30% Ac
Slide 16: ~“TERUMO
~“TERUMO