Fleury Investor’s Day - mzweb.com.brE7%E3o.pdf · Fleury Group‟s Business-Wilson Leite Pedreira...

ALL RIGHTS RESERVED - 2011 CONFIDENTIAL. FOR INTERNAL USE ONLY

Fleury Investor’s Day

2011

Welcome - José Gilberto Henriques Vieira

Fleury Group– Institutional Presentation

Strategy, Innovation and R & D- Rendrik Franco

Fleury Group‟s Business- Wilson Leite Pedreira Junior

Q & A – Session 1

Coffee-Break

Corporate Education and Talent Management - José Marcelo de Oliveira

Customer Relationship - Maria Claudia Neves

Organizational Culture - Our way of being - Rui Maciel

Q & A – Session 2

APIMEC-SP Recognition - Ricardo Tadeu Martins

ANS – Brazilian Agency Supplemental Health Presentation - Bruno Sobral

Lunch with Directors

Agenda

8h30 – 8h50

8h50 – 9h20

9h20 – 9h50

9h50 – 10h20

10h20 – 10h40

10h40 – 11h00

11h00 – 11h20

11h20 – 11h40

11h40 – 12h00

12h00 – 12h20

12h20 – 12h30

12h30 – 13h15

13h15 – 14h30

A Brief Summary of a Great History

1983

First tests in the

diagnosis center -

pioneer in offering

integrated diagnostic

medicine solutions

(one-stop-shop)

1926

Beginning of

operations with

medical

laboratories

1926 - Onset of

activities: Dr. Fleury

1936 - Dr. Walter

Leser

1947 - from Marconi

to 7 de Abril street

1951 - Merger:

Multidisciplinary Lab

1962 - Cincinato

Braga

Implementation of the

concept of PSC’s

Network -

opening of the second

service point at Brasil

Avenue.

2001

Beginning of the

process of becoming

a market

consolidator by

acquiring industry

brands

2006

Advances in

diversification with

Health Promotion

Telemedicine

2008

Launch of

Chronic

Disease

Managemen

t

1975

2005

Start of the business

diversification

process in the health

chain with the Fleury

Day-Hospital Unit

2009

Beginning of

operations in the

Capital Market -

BM&FBovespa

Novo Mercado

Launch of the

a+ Diagnostic

Medicine

2011

Acquisition

Labs D‟or

2000

Opening of the

new

technical and

administrative

head offices

Company Evolution

Clinical Pathology Lab

Diagnosis Center

Health Services Provider

Knowledge Incorporator

Consolidator

Company listed on Novo Mercado


Message from the Board of Directors

1962, Cincinato Braga 282

Shareholder structure (after the acquisition of "Labs D'Or" be approved)

52.8%

IntegritasParticipações

Core Participações

77.7%

156 million voting shares

22.3%

Bradseg

“Free Float”

26.8%4.5% 15.9%

Bradseg e Sóciosde Core

Shareholders of D'Or

Viewed as a natural step in view of its history:

– Respect to Shareholders

– Process Transparency policy

1994: Decision-making Council

Work of Professor João Bosco Lodi

1998: Board of Directors

2002: 2 Independent Advisors (5 in total)

2004: 3 Independent Advisors (7 in total)

2007: IBGC - Corporate Governance Award - Non-listed Companies

2008: Creation of Core Participações Ltda

2009: 2 Advisors appointed by the new partner (totaling 9)

2009: IPO

2010: IBGC - Corporate Governance Award - Listed Companies

Next Steps: 1+ Advisor (totaling 10) and 1 Independent advisor appointed by

the new partner

Progress in Governance

Role of the Board of Directors

Board of Directors

Strategy

* Past, present, future

* Knowledge Mix

* Enforcing values

Supporting Management

Representing Shareholders' Interests

Strategic Planning: Where will we be in our 100th year?

Optimization of equations in the short and long terms

Evolving, living organism: in Brazil and Globally

Transformative action in the Health value chain in the 21st century

Vision of the Controlling Group


Fleury Group

Corporate Presentation

31,8

45,6

53,9

0,0

0,0

0,0

0,1

0,1

2003 2010 2014E

13.9

19.3

28.3

40.5

52.1

64.1

0,0 0,0 0,0 0,1 0,1

2000

2010

2020

2030

2040

2050

Growth Potential for the Private Market

Increasing number of members(Millions of lives and % Health plan penetration)

Source: estimates based upon IBGE, ANS and Morgan Stanley Research data 2008; Source: IBGE, ANS ; U.S. Census Bureau; Instituto Nacional de Salud Publica

Private health plan penetration(% of population covered by private health plan)

12

Formal employment increase

(Cumulative net job creation and cumulative

net plan addition, Millions since 2005)

Source: CAGED/ANS

Growing elder population

Source: IBGE

(Millions of lives above 60 years old and % of total population)

8%

10%

14%

19%

24%

30%

18% 24% 27%

1,3 2,5

4,1 5,6

6,5

9,1

1,3 3,1

4,8 6,8

8,3

11,9

0,0

0,0

0,0

0,0

2005 2006 2007 2008 2009 2010

Net Job Creation Net Plan Addition

85%

60%

24%

0,0

0,0

0,0

USA Mexico Brazil

Our Essence

Network about 200 Patient Service Centers (PSC’s)

Provider of diversified healthcare solutions

14

Complete portfolio of diagnostics tests

– Clinical Analysis (Routine, Pathology & Esoteric tests)

– Diagnostic Center (Imaging, > 40 diagnostic specialties)

In charge of Diagnostic Centers in 30 top tier hospitals

Nationwide, provider of diagnostic solutions to over 3,000 laboratories

Market leader (individualized programs for executives)

Wellness programs for companies

PATIENT SERVICE CENTERS

OPERATIONS IN HOSPITALS

LAB-TO-LAB

HEALTH ASSESSMENT

HEALTH PROMOTION

CHRONIC DISEASE MANAGEMENT

Pioneer in the Brazilian market Partnership with Healthways

According to BrandAnalytics and Millward Brown, the 36th most valuable Brazilian brand

The 6th most valuable brand among the service companies

The most valuable brand in Diagnostic Medicine

• Millward Brown is a leadingglobal research agencyspecializing in advertising,marketing communications,media and brand equityresearch.

• BrandAnalytics is one of themost important brazilian brandconsulting.

One of the most valuable brands in Brazil

26 acquisitions in 10 years

Timeline of Acquisitions

16

2002 2004 2005 2007 2008

Paraná

Rio de JaneiroSão Paulo Bahia

São Paulo ParanáPernambucoBahiaRio de Janeiro

São Paulo

2009

Rio de Janeiro

Rio Grande do Sul

2010

São Paulo

Rio de

Janeiro

2011

Bahia

National Presence and Differentiated Brands

About 200 PSC’s in 7 Metropolitan

Areas

3,500 types of tests in 37 Diagnostic

Areas

More than 35 million tests performed

annually

More than 7 million customers per year

Gross Revenue (2010): R$ 935 million

Gross Revenue Expected: R$ 1,5

billion

More than 8000 employees

1,200 Physicians

Numbers Highlight

* The disciplines of market leaders, Treacy & Wieserma

** “What‟s Strategy?” – Michael Porter; Analysis of the Strategic Planning of the Fleury Group

Customer

Experience

EXCELLENCE IN CUSTOMER

SERVICE

• CustomersRelationship

• Better solutions to customers

• Focus on customers' needs and

problem-solving

• “One-stop-shop” Strategy

Customer

Relationship

Service

Excellence

Presence in large

economic centers

Larger role in the

health value chain

Innovation, Researc

h and Development

Knowledge in

Medicine and

Health

Competitive Positioning* Map of Activities**

Strategic Positioning of our Businesses

Competitive Advantages for all Stakeholders

Health Plan ProvidersOffer several coverage options

72% of Fleury revenues

Offers preventive medicine solutions to improve employee wellness

EmployersChoose health plan and services provider:

for them Fleury is a must-have

PhysiciansRecommend health

service provider

Integrated SolutionsKnowledge GenerationConsultancyInnovation

Best and most trusted center for diagnostic medicine for 85% of physicians

PatientsChoose service provider based on

health plan coverage, personal preference and physician’s

indication

Client satisfaction index above 90%

Our brands portfolio covers the entire health plan coverage segmentation

20

20082010

Source: 2008 – IBOPE; 2010 – Ipsos

Fleury competitor A competitor B

Organizational Structure

CEOOmar Hauache

BusinessWilson Pedreira

COORogerio Rabelo

Human ResourcesJose Marcelo

Oliveira

CFO and IROFabio Marchiori

Strategy and Marketing

Rendrik Franco

InfrastructurePaulo Pedote

Organizational Culture

Rui Maciel

Customer RelationshipMaria Cláudia

Neves

Institutional Relations

Wilson Shcolnik

Our Goal:

Longevity

Challenging Goals

Maintaining a Competitive Edge

in the Health Market

Sustainable Financial Results.

Corporate Goals

From Knowledge to Differentiation

2009

2006

2008

2005

2007

2002 2003 2004

Test results with historical data

Introduction of health promotion programs

Introduction of disease management program

Knowledge management

Health assessment diversification

Image results on the internet

Itaim Patient Service Center

Tempo de Protrombina

0,00

8,00

16,00

24,00

32,00

40,00

16/11/2009 25/10/2009 5/10/2009 19/9/2009 7/9/2009 29/8/2009

Data

Va

lor

(se

gu

nd

os

)

Resultado Referência Máxima Referência Mínima

An incubator for Client Experience Innovations

Use of art & culture in Service Innovation

Introduction of integrated reports

2010

Integrated Medical Centers

24

Solid Results

Double-digit growth with superior returns

– Revenues 13.1% 2Q11 YoY (12.6% organic growth YoY)

– Revenues CAGR „07-10: 16.8%

– EBITDA CAGR „07-10: 27.0% | EBITDA margin 2010: 23.1%

25

Consolidated gross revenues

(R$ Million)

Diversification of Revenue Sources

Gross revenues breakdown by business line Gross revenues breakdown by source

2Q11 (%) 2Q11 (%)

26

Expansion Plan: Organic Growth

2010• Installed Base: 54.5 thousand m2

2011• Addition of 14 thousand m2

2012

• Expectation:

• Increase of about 15 thousand m2

Efficient Using of Assets

Average revenue per square meter

and total square meters

Average Gross Revenue per

Patient Service Center

(R$ Million)

28

Number of PSCs

CAGR 17.8%

3,4

4,24,5

5,6

0,0

0,0

0,0

0,0

0,0

0,0

0,0

0,0

0,0

2007 2008 2009 2010

145 147 153 141

0,0

0,1

2007 2008 2009 2010

(R$ Million)

EBITDA and EBITDA margin

Net income and net margin

High Margins

29

17,9% 22,9% 23,3% 23,1%

(R$ Million)

21,5%23,3%

4,6% 6,2% 10,9% 15,0% 13,0% 12,8%

Consistent Cash Flow and Control of Debt

Cash Flow 2Q11 R$ MM

Net Income 33

Op. Cash Flow 77

Net Cash Flow 23

Debt Position Total (R$ MM) Next 12m

Loans 122 24

Acquisitions 61 23

Taxes 69 14

TOTAL DEBT 252 61

Cash and Equivalents 565

30

Increasing services offering to existing

clients

New offerings with focus on

– Imaging tests – High growth specialty

diagnostics tests

Increase number

of hospitals

and lab clients

Expansion/Relocation of service units

Expansion of hospital and lab-to-lab

operations

Search for new

opportunities/businesses

To expand chronic disease

management business line

Growth in Preventive and Therapeutic

Medicine

Selective acquisitions

Pursue add-on

acquisitions on

– Current markets– Imaging diagnostics

business– New markets

Goals

– Increasing size and number – Improving qualification – Increasing attraction of

potential clients for units in each brand

Multiple opportunities for growth

31


Strategy, Innovation and R & D

Strategy

Strategic Projects

Incremental

Innovation practices

Innovation in products and services: R&D

Innovation in customer experience

Innovation in Marketing

Perspectives

Contents

Strategy

Our Business, Our Strategy:

Unique strategic position in the market

Health services provider, solutions provider

Competitive Positioning: Distinctive - Close relationship with customers

Diversification

Geographic: main financial centers

Positioned to target Classes A, B and C, with no involvement in Public Healthcare (SUS)

Ongoing strategic deliveries, based on long term

Brand consolidation

Corporate Governance

Knowledge → Innovation

and Integration in Medicine and Health

Bahia

Pernambuco

Rio Grande do Sul

Paraná

São Paulo

Rio de Janeiro

DF

Knowledge

Services in Integrated Medicine

Increasing services offering to existing

clients

New offerings with focus on

– Imaging tests – High growth specialty

diagnostics tests

Increase number

of hospitals

and lab clients

Expansion/Relocation of service units

Expansion of hospital and lab-to-lab

operations

Search for new

opportunities/businesses

To expand chronic disease

management business line

Growth in Preventive and Therapeutic

Medicine

Selective acquisitions

Pursue add-on

acquisitions on

– Current markets– Imaging diagnostics

business– New markets

Goals

– Increasing size and number – Improving qualification – Increasing attraction of

potential clients for units in each brand

Multiple opportunities for growth

36

* The disciplines of market leaders, Treacy & Wieserma

** “What‟s Strategy?” – Michael Porter; Analysis of the Strategic Planning of the Fleury Group

Customer

Experience

EXCELLENCE IN CUSTOMER

SERVICE

• CustomersRelationship

• Better solutions to customers

• Focus on customers' needs and

problem-solving

• “One-stop-shop” Strategy

Customer

Relationship

Service

Excellence

Presence in large

economic centers

Larger role in the

health value chain

Innovation,

Research and

Development

Knowledge in

Medicine and

Health

Competitive Positioning* Map of Activities**

Strategic Positioning of our Businesses

Six Strategic Projects

Pre-Care

Customer Services

Services

Delivery

Test

PerformanceCollection

Medical

SupportIntegrated

Report

Results

Preparation

of

Reports

Interaction

Physician/Technician

Pre-Care

Reports

Care/Post-Care

Care/Post-Care

Websites

Automatic

Release

Coding

of Medical

Knowledge

Interfaces/

Routine

Technical System

CMK

Evolution Project: restructuring systems architecture, enabling a leap

forward in growth

Pre-Care

Customer Services

Services

Delivery

Test

PerformanceCollection

Medical

SupportIntegrated

Report

Results

Preparation

of

Reports

Interaction

Physician/Technician

Pre-Care

Reports

Care/Post-Care

Care/Post-Care

Websites

Automatic

Release

Coding

of Medical

Knowledge

Interfaces/

RoutineCRM

Evolution Project: restructuring systems architecture, enabling a leap

forward in growth

Expansion Project

Bahia

Pernambuco

10 PSC’s

14 PSC’s1 PSC

26 PSC’s

Rio Grande do Sul

Paraná

11 PSC’s

São Paulo

Rio de Janeiro

DF (Federal District)

90 PSC’s

46 PSC’s

Geographic Distribution of Service Units of the Fleury Group:

Extended capillarity, portfolio expansion and upgrading

Completion expected in 2011:

25% increase in the overall area

covered by the Group

Sustainability Project: twelve platforms of operation

Interaction

with

Stakeholders

Programme

Sustainability

for Customers

Programme

Cleaner

production

Fleury Zero

Carbon

Footprint

Programme

MEG/FNQ

Lean6Sigma

Program

Sustainable

Units

Programme

Social

Programs

Sustainability in the

Fleury Group

Regional ISO

Certifications

Ethics and

Code of

Conduct

Programme

Sustainability

Ongoing

Education

Diversity

Promotion

Programme

Volunteering

Program

Branding Scenario

(2010)Branding Scenario

(2011)

Branding Project: Developing National Brand with a new value

proposition to the market

Bahia

Pernambuco

Rio Grande do Sul

Paraná

São Paulo

Rio de Janeiro

DF

Medical Teams Project: ten operating areas

Area Core Goal

Assessment and determination of acquisition model(s) to meet the

demand for medical staffAttraction

External mapping Attraction and Retention

Review of the relationship policy Attraction and Retention

Review of benefits Attraction and Retention

Sense of belonging, integration and environment Attraction and Retention

Medical qualificationAttraction and

Development

Mapping the core aspects of individual commitment Retention

Assessment of alternative model for medical leadership Retention

Mapping out current internal knowledge Development

Medical development Development

PEEM: converting intellectual capital into innovative uniqueness

in offering services and products that provide solutions in medicine and

healthcare

Dri

ve

rs o

f th

e P

EE

M p

roje

ct

• > 1000 physicians in the Group

• Standardization of the language

used

• Preparation of knowledge

trees/algorithms for medical

decision-making

• Preparation of integrated

reports per area of medical

specialization: unique

product in the market

• Increased offer of products

and services to patients and

client physicians

• Innovation in services

provided for each area of

specialization

Medical knowledge management

Offering comprehensive and integrated solutions

Innovation, Research and Development

PEEM(Strategic Planning of

Medical Specializations)

Revenue from new products and services - (R$ million)

4Q09 1Q10 2Q10 3Q10 4Q10

Innovation

Innovation Practices

R&D:Product innovation

ExpandedInnovation

IncrementalInnovation

Knowledge production

New products

Integrated reports

Innovation culture

Improvements in processes and systems

Excellence in Operations

Innovation platforms

Customer experience

New business models

Exploring new markets

Innovation Practices

Innovation Culture

Ideas Central Programme

Promoting organizational creativity

Innovation processes open to all Collaborators

“Wisdom of the crowds”

Example of Notice sent to Collaborators

535 ideas implemented

6,614 ideas submitted

1,621 approved

100%

25%

8%

Sata September 2007 - July 2011

Innovation in Products and Services

Research and Development

Innovation, Knowledge and R&D: History

1962

1949

1926 Creation:1926

First multidisciplinary lab in the country

Strong history of research (interaction with Universities)

Knowledgeable company in the healthcare industry

2011

Dedicated physical space and R&D team

Investments in infrastructure and equipments

53 ongoing projects

Research and Development

Research

• Projects in target areas in line with the

strategic planning

• New platforms

• Scientific production and protection to

intellectual property

• Open innovation

Product development

• Pipeline based in the Strategic Planning of

Medical Specializations

• Prospecting: new methodological and

technological platforms

• Intellectual Property Protection

Analysis (evidence supporting benefits, market

perspectives, technical and financial feasibility)

Validation of technical certification requirements

Product implementation in routine processes

Financial results monitoring

Medical Specialization

Cardiology

Hematology

Oncology

Neurology

Gynecology/Fetal Medicine

Pneumology

Urology

Gastroenterology

Research lines

Customized medicine: molecular, biochemical and genetic

markers

Integration of recent knowledge in pathophysiology and

molecular pathogenesis in the development of new diagnostic and

therapeutic interventions

Use of state-of-the-art genomics, proteomics and metabolomics

methods in Medicine and Healthcare

Development of new solutions in diagnostic imaging

Epidemiological studies on the sensible use of concurrent or

complementary

Integration of technological and methodological platforms in

Medicine and Health

R&D: priority lines

Lei do Bem (tax benefits granted)

Procuring R&D funding

Tax Benefits (August 2008 - December 2010): BRL 3.5 million

FINEP Agreement

0209015000

July 2009 - July 2011

BRL 7.1 million

New Inova Brasil Project

August 2011 - August 2013

BRL 12 million

Incentives to Business Innovation Programs: resource procurement Fineo and MCT

Financial Subsidy

Financial Subsidy Biotechnology

Finalist (in the large companies

category)

BRL 825 thousand

Innovation in Products

R&D and Innovation Network in Diagnostic Testing to

Detect the Swine Flu Virus by the Fleury Group

Molecular test capable of identifying all viruses in the influenza A

family, which is sensitive, specific, quick and robust in the diagnosis

of the H1N1 swine virus

Unprecedented Implementation of the product in hospitals in São

Paulo

Cooperation with national and international reference centers

Knowledge transfer to the Academia

Reference in the media

Fleury Group

Support: FINEP - MCT

Former methodology (HPLC-UV)

Requires long and demanding procedures to extract analytes

High cost

New methodologies: more differentiation, lower costs

0.00 0.20 0.40 0.60 0.80 1.00 1.20

%

0

100 607.4 > 298.11.84e5

0.6412990

25OHD3-PTAD

0.00 0.20 0.40 0.60 0.80 1.00 1.20

%

0

100 613.4 > 298.11.46e5

0.6310351

25OHD3-d6-PTAD

0.00 0.20 0.40 0.60 0.80 1.00 1.20

%

0

100619.4 > 298.1

2.16e5

0.6614753

25OHD2-PTAD

1.1 minute acquisitions

New methodology: Detection by LC-MS/MS

Superior in quality to the former method

Annual savings: BRL 850 thousand

Lower volume of organic residue

Shorter exposure time to solvents

Example. A new method to quantify vitamin matabolites

Products Innovation

Revenue (million in R$) *Number of new products

* Revenue accumulated over the last 24 months generated by products launched in the 24 months previous to each measurement

4Q09 1Q10 2Q10 3Q10 4Q10

PEEM: priority medical specializations for the development of the concepts

foreseen in the project

Priority medical

specializationsAvances in the offer of comprehensive and integrated solutions

Cardiology

Endocrinology

Gastroenterology

Gynecology

Onco-Hematology

Fetal Medicine

Neurology

Pneumology

Urology

Development of integrated

reports

Specialized (Integrated)

Medical Centers Integrated Reference Center


reports


Medical Centers

Integrated Reference Center


reports




reports




reports




reports




reports




reports




reports



Knowledge Management at Fleury

Methodological Platforms

Medical Specialization

Medical AssessorAssistantAnalyst

Manager

Technical Assessor

Consultant

Scientific Assessor

Education Assessor

Director

N/A

New centers: 2010/2011

Integrated Neurology Center & Center for Sleep Disorders

Advanced Gastroenterology & Endoscopy Center

Lymphoma Center

Center for Investigation & Rehabilitation of Urology Disorders

Fetal Medicine Center

Center of complex diagnostics procedures

Integrated Medical Centers

60

Comprehensive approach, definitive diagnostic conclusions

Tests performed in a rapid, sequential and prioritized way

Specialized medical consultancy

Integrated reports: conclusive elucidation of complex clinical cases

Tree of Knowledge: Atherosclerosis

Example of Integrated Report: Atherosclerosis

Expanded Innovation :

Innovation Platforms

Customer Experience

Innovation Platforms

Identification of opportunities, ideas production

Use of management and innovation tools

Multidisciplinary teams

Itaim Unit

Center of Innovation in customer experience

Arts and culture changing customers' experience

in healthcare services

Combines with process innovation

Expanded Innovation: an example

Ideation Room -

Corporate University

Itaim Unit

Innovation in Marketing

Innovation in online presence

New brand of Diagnostic Medicine

67

Pioneering Brand in DM

Consolidation of 13, 94 PSC‟s

Unique Competitive Attributes

Essence: uncomplicated

Agile, Welcoming, Affordable, Modern, Sustainable

Strong potential: capture segments B / C

Indicators a+ Diagnostic Medicine

• Single Clients: 105.338

• New Clients: 80.033

• A+ Diagnostic Medicine Satisfaction Survey:

Sample: 5,661 clients, overall rating 8.28

• OPAS Accreditation

Excellent receptivity

Maintenance of almost 100% of the plans

9 new accreditations, 26 service extensions

• a+ in social networks

< 4% criticism (vs. 39% competition)

* Data from June/July 2011

11,859 likes

153,000 views

Strategic Planning of the Fleury Group 100 years

Our Future

www.fleury.com.br

http://www.fleury.com.br/


Fleury Group's Businesses

Proposal for the Group's Businesses

Sustainable Value Proposition

and Results

• Long Term Projects

Integration of the links in the Value Chain of the Health Industry

• Quality

• Resource Optimization

• Partnerships

Diagnostic Medicine:

Patient Service Center

Business Parameters

Diagnostic Medicine: Service Units

Distinction(anti-customization)

• Scope

PremiumA/BB/C

• Value Proposition: Superior to all stakeholders

Growth

Increased Market Share

• Distinction

• Increasing the product

portfolio

• Enhancing the Range of

products

• Increased Capillarity

75

Strong brand portfolio

Fleury – best and most trusted brand in

Brazilian Market. Leader in A/B plans

“a+” – New national brand, launched

after extensive Marketing Research

Unique competitive attributes andpositioning

Strong potential for capturing B/Csegments

Consolidated 13 brands, 94 PSCs, withoperational synergies

Positive reaction from HMOs

High commitment of our employees to anovel, strong brand

Weinmann – leader in Rio Grande do Sul

for A/B plans

Campana – competitive offer for basic

plans in São Paulo

Diagnoson – New acquisition, adding

Imaging services in Bahia

Labs D’Or

Portfolio of Brands for different Plan Segments

Bahia

Pernambuco

Rio Grande do Sul

Paraná

São Paulo

Rio de Janeiro

DF

Strategic portfolio of brands targeting

different income classes in major markets

Management: Fleury Group

Call Center

Basic patient service centers

Clinical analysis: trustworthy results

Basic diagnostic center

On demand medical consultancy

modern, responsive,friendly and accessible

approach

Clinical analysis: trustworthy results

Intermediate diagnostic center

Proactive medical consultancy in more

than 40 different medical specialties

Personalized care and Innovation

Clinical analysis: interpretative results

and integrated solutions

Complete diagnostic center

Brand strategy, positioning in different market segments and competitive attributes

76

Bahia

Pernambuco

Rio Grande do Sul

Paraná

São Paulo

Rio de Janeiro

DF

SERVICES

Infrastructure

Distinction Parameters: Premium

SERVICES SEGMENTATION

PEDIATRIC SEGMENT



SERVICES SEGMENTATION

PREGNANCY CARE SEGMENT

Vetores de Diferenciação: PremiumPortfolio: 3,500+ different types of exams and procedures

DIAGNOSTIC SOLUTIONS


Integrated Reports - Thyroid Integrated Reports - Coronary Disease

•How do we want to be known in the industry?

•For being UNCOMPLICATED

•SUSTAINABLE•QUICK•MODERN•WELCOMING•ACCESSIBLE

Essence and

features

a+: National Brand

a+: National Brand

a+: National Brand

Labs D’Or

Revenue Growth Parameters

Distinction

Increasing the Product portfolio

Enhancing the range of Products

Increased Capillarity

Diagnostic Medicine:

Operations in Hospitals

Business Parameters

Complexity of Hospitals

• Increased demand for the extended portfolio

Growth

Increased Market Share

•Gains in quality

•Gains in costs

•Gains in service levels

•Customized Solutions

•Diagnostic support for the

Medical Staff

•Brand Association

Diagnostic Medicine: Operations in Hospitals

São Paulo:

Pernambuco:

Rio Grande do Sul:

Provision of diagnostic services to important hospitals, whichnow have a broader portfolio of tests.

Diagnostic Medicine: Operations in Hospitals

Diagnostic Medicine :

Solutions in Diagnostic Medicine (Lab-to-Lab)

Performing clinical analysis and pathology tests for approximately

3,000 labs and hospitals nationwide.

The "Fleury" brand focuses on

specialized, more complex

tests.

The "a+" brand is exclusively

focused on medium complexity

tests.

90

Lab-to-Lab

SDMDedicated Call

Centers

Medical and Technical Support

Differentiated

LogisticsIntegrated

Dedicated Commercial

Team

Technical Area Innovation excellence

and skill

Information Technology

Solutions in Diagnostic Medicine

Business and Interface Areas


Solutions in Diagnostic Medicine

Business Parameters

Increased Access

• Increasing access to healthcare maintenance in all regions, increasing the demand from (current and potential) partner labs.

Growth

Distinction

•Products with high added

value and technology

(Fleury)

•Medium complexity

products, with customized

solutions.

•Partnerships and partial

or full outsourcing

Preventive Medicine:

Health Promotion

Health Promotion

• 80% of the health insurance plans

• Health expenses account for 18% of the payroll;

• Reduced claim rates;

• Healthy employees = lower costs + increased

productivity.

• Attracting better professionals;

• Full remuneration package for employees.

Focus on Companies

Focus on Preventive Medicine

Organizational Climate

Discounts in Health Insurance Plans (ANS – The

Brazilian Supplemental Health Care

Agency)

Health Promotion

Mapping and Screening Campaigns

Vaccination Campaigns

Fixed "in company" collection points - Regular Tests

ProgramsÇ Anti-smoking / Stress / Nutrition / Physical Activities

Target-market: Companies (primarily) and Operators / Brokers

Provided away from hospitals, for a customized health assessment for

individuals, based on gender, age and medical history.

Executive Check-up;

Fitness Check-up;

Nippon Check-up;

Elderly Functional Check-up;

Appointments to Travelers.

Check-up

Preventive Medicine :

Chronic Disease Management

Health

Insuran

ce

Plans

Chronic disease management programs aim to providepatients with the necessary conditions to have ahealthier, longer and more active life.

Patients

Better costs control and quality of services, balancingcustomers'' demands. The programme creates anopportunity for investment with measurable returns.

Increases patients' understanding of their conditions andadherence to the treatments prescribed, in addition toimproving their ability self-manage their health.

Physicians

Healthier employees cost less to health insurers and, consequently, to companies, increasing productivity.

COMPANIES

HEALTH INSURANCE PLANS

PHYSICIANS

PATIENTS


Focus on preventing hospitalizations and invasive

procedures, preventing complications associated with

diseases and treatments.

Client monitoring through call centers, complemented by house visits

Recommendation of medical practices focused on proven treatments


Partnership with Healthways, the largest global company in Chronic

Patient Management.

Capacity to provide large scale services nationwide .

Quick implementation of new agreements.

Large capacity for customization and differentiation of service levels.

Capacity for integration with preventive programs and health

promotion .


Focus on Positioning

Like no other player in the Industry, the Fleury Group

is able to

Provide integration between the links in the

healthcare chain...

starting from Preventive medicine...

Diagnosis...

acting on Disease Management...

optimizing the use of resources...

focusing on Medicine based on evidence and...

promoting benefits to all stakeholders.

Value Proposition


Q & A – Session 1


Break - 20 minutes


Corporate Education and Talent Management

Our Essence

Pre-test

Test

RestReports

Result

Reception

Post-test

Snack

Scheduling

Services Cycle and Human Relations

Technology = tool for high performance, however, ...

People are key to aggregate value (uniqueness)

Expand the role of each collaborator

Standardize X Customize

– Physician at Fleury's service units

Healthcare Service

17%

40%

26%

13%

4%

less than 1 year 1 - 3 years

4 - 10 years 11 - 20 years

above 20 years

77%

11%

12%

Business Units Administrative areas Physicians

Human Capital Profile

109

•Years working at Fleury Group

8,000 employees and 1,245 physicians¹

82% Female

Professionals by Area¹

•Age

2.5%

2.2%

0.1%

42.0%42.9%

1.2%

8.5%

18%

26%

38%

14%

4%

up to 25 years 26 - 30

31 - 40 41 - 50

above 50 years¹ June 2011. Labs Dor is included.

Physicians educated in the most renowned universities in the Country and

abroad:

100 masters / 130 PhDs / 17 professors / 50 post-doctorate

30 % increase in the number of physicians in the last 3 years(not including Labs)

Medical Excellence Programme

• Scientific publications,

• Academic titles,

• Participation in scientific events,

• Relationship with patients

• Medical Support teams

• Compliments from customers

• Approved and/or implemented ideas

Medical training programme

Imaging Fellowship

Medical Excellence

History of Education at Fleury

Ongoing Education

Center CEC 1993

Creation of groups of collaborators in several segments of the industry for informal training

CEC 1996

Dedicated team only to train Customer

Services staff

Education Board 1999

Customers Services Training Center (NEA)

Corporate Training Center (NEC)

Medical Training Center (NEM)

Technical Training Center (NET)Fleury Leadership Programme

Corporate Education Board

2007

-Education for internal and external audiences

Fleury Institute 2003

NGO focused on Education, Research and

Social Initiatives

Consolidation of the Corporate

University 2010

Larger scope

Education aligned with business

strategies

Corporate University: New Facilities

In August 2011 we've launched a new facility for the

Corporate University with 1,600 m2

Purpose:

To contribute to ensure the company maintains its competitive edge

• Using the corporate university to gain a competitive edge and to venture into new

markets;

• Creating opportunities for learning to support the organizations' main issues;

• Promoting and encouraging the involvement of leaders in the learning process;

• Enabling involvement of the entire value chain: clients, partners, suppliers, etc.;

• Encouraging stakeholders to find new ways of thinking and working, in order to

expand their roles;

• Using an assessment system to assess results and investments in education.

Main goals:

Corporate University: New Facilities

114

Physicians - Masters / PhD 37% - Post-Doc 5%Qualification

• We hired 300 employees in 2011 to expand our

businesses

• Internal Recruitment: 18%

Talent Qualification and Retention

Turn Over (average of 12 months)

Hours of training per employeeInvestments in Education ( million in R$)

234 themes addressed

136 thousand hours of training (15 % x 2009)

67 hours / collaborator (16 % x 2009)

Benchmark (ASTD): 34.5 hours / collaborator

Average of 4 trainings / collaborator

408 internal scientific meetings.

Corporate University

Large Figures 2010

330 hours of training per cycle (12 to 18 months)

Third year of implementation

98 themes addressed in partnership with national (Fundação Dom Cabral,

FGV-SP, FIA) and international (Michigan, Harvard, Stanford) universities

Trainee Programs:

– Managers

– Nurses

Corporate University - 2010

Leadership Development

Acculturation Programs

www.fleury.com.br - annual accessesArticles for the general public - 400 thousand

Medical bulletin - 260 thousand

Health dictionary - 200 thousand

PublicationsTwo books for physicians and two for the general public

Fleury medical bulletin (monthly - 25 thousand copies)

a+ medical bulletin (quarterly -15 thousand copies)

Fleury Saúde em Dia (quarterly - 80 thousand copies)

Health-related Events19 lectures for the general public (50 to 200

participant/lecture)

14 courses for the general public: pregnant women and

secretaries

14 Medical Emergency courses (American Heart Assoc.)

(250 physicians certified)

Sharing knowledge on health - 2010


PPR – Profit Distribution

(first in the health

industry) Programme

since 1997

Results have always

been distributed

Objectives: Longevity

Shared individual goals

All collaborators are

involved

Variable Income -

Corporate Indicators 2011

Variable Income -

Corporate Indicators 2011

Stock Options Start in 2009;

CEO, managing directors, directors and senior managers;

Distributing up to 3% of NE in 5 years.

Bonus Scheme for PhysiciansPROEX

PROMED


Customer Relationship

Structure of the Presentation

Board Goals

Corporate Focus

Close Relationship with Customers

Strategic Indicators

Client Testimonials

Objectives

To increase organizational involvement to further

promote customer relationship and loyalty to our brands

To increase focus on our attitudes as a group towards

clients

To further increase our staff's sensitivity to manage

and build relationships with clients

Corporate Focus

Business Strategy

Market Strategy

Steers

Business Strategy and Market Strategy

• Business Strategy

• Values

• Vision

• Mission

• Features(value proposition per brand)

• Market Strategy

• Clients

– Which companies

– Who

• What are their needs and

expectations

• How to meet them

As a company, we seek...

to aggregate...

VALUE,

TO PROMOTE

RELATIONSHIPS

AND

MEANING

The many dimensions of value are

unique to each client

How we learn what the needs

and expectations of our clients are

Seeing things from our customers' perspectives (every client is unique !!!)

Listening, observing, and then talking

Clients do not state what is really important for

them when answering our questions

We must pay attention to the signs they give out

How to aggregate value for clients?

Attention and legitimate interest in people

Remembering that everything counts

Small things = great things

Gratitude = the most powerful influencer

Providing Perceived Quality

Dedication

Attention to Detail

Adaptation

Cleanness

Welcoming

Sensitivity

Empathy

Vision

Hearing

SmellTaste

Touch

Diferencial

What do we expect from our clients?

To prefer us when they need it again

To recommend us to other people

To defend us if unduly criticized

To pay us accordingly for our services

LOYALTY

Strategic Indicators

Strategic Indicators Fleury Weinmann a+ Campana

Retention Index

New Clients

ASD - Average Service

Duration

AWT = Average Waiting

Time

Satisfaction survey

Complaints Index

To increase organizational

involvement to further

promote customer

relationship and loyalty to

our brands;

To increase focus on our

attitudes as a group towards

clients

Strategic Goals

To further increase our staff's

sensitivity to manage and

build relationships with

clients

Bahia Regional

May/10 Oct/10

Phone Services 9,06 9,01

Scheduling 9,60* 9,10*

Customer Services at Reception 9,02 9,20

Nurse 9,33 9,50

Infrastructure of the Unit 9,05 8,97

Kids' Space 8,40* 8,54*

Café Services 8,97 8,88

Time for Test Results to be Delivered 9,26 9,52

WEIGHTED AVERAGE 9,13 9,13

Satisfaction per feature

Summary of Averages

* Small Base (NA)

Bahia

Fleury

May/10 Oct/10

Phone Services 9,39 9,38

Scheduling 9,22 9,19

Vallet Parking 9,19 9,21

Customer Services at Reception 9,34 9,34

Nurse 9,44 9,46

Physician 9,53 9,46

Physician's assistant 9,66 9,52

Appron for testing procedures 9,41 9,24

Infrastructure of the Unit 9,39 9,37

Kids' Space 8,84 9,10

Café Services 9,34 9,35

Time for Test Results to be Delivered 9,53 9,48

Types of Services

Summary of Averages

WEIGHTED AVERAGE 9,38 9,36

Fleury

Social Networks

Monitoring Flowchart

Customer

at the

PSC

PSC

Identification

Contact

with the

Coordinator

Client

Identified

at the PSC

Action

with

client

Contact with

the

ombudsman

Client creates

a post and is

no longer at

the PSC

Complain is

reverted and

converted

into a

Compliment

Social Networks Cases

Wheelchair Case

“Examination of Conscience

Look, I arrived at Fleury Laboratory at 10am, as

scheduled. However, I could only go to the reception

desk one or two minutes before 10:30 am. Calmly, I will

try to explain: During these 25 or 27 minutes…”

“Clear Conscience

(Facade of the Fleury Laboratory, aware of the

importance of its role in a society facing the future.)

This is exactly how I feel: a citizen with enough

importance to perform my role in a society always…”

Social Networks Cases

Case Maria Brasil

+

She said:

- Thank you "Fleury" for the quick service!

On the following day she said:

- "Fleury" a good example of service! Thank you for the feedback!

Clients well looked after

Professionalism

Delivery Excellence

High quality services

Reputation

Spontaneous

recommendationsClients Returning

Business Sustainability Culture


Organizational Culture - Our way of being


Q & A – Session 2


APIMEC - SP

Ricardo Tadeu Martins

FLEURY S.A.


Brazilian Health Agency – ANS

Bruno Sobral

Fleury Investor’s Day - mzweb.com.brE7%E3o.pdf · Fleury Group‟s Business-Wilson Leite Pedreira...

Documents

Transcript of Fleury Investor’s Day - mzweb.com.brE7%E3o.pdf · Fleury Group‟s Business-Wilson Leite Pedreira...