website-cms-168014380856879518282838838388
NikenJunia
23 views
63 slides
Aug 01, 2024
Slide 1 of 63
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
About This Presentation
cover
Slide Content
FY2022 Corporate Presentation
PT Siloam International Hospitals Tbk
Care and Compassion for the Nation
www.siloamhospitals.com
PT Siloam International Hospitals Tbk
Care and Compassion for the Nation
www.siloamhospitals.com
Table of Contents
Siloam Overview
Business Update
Siloam Transformation Team
Financial and Operational Update
3
8
17
46
13Digital Initiatives 26
21Strategy and Initiatives 33
Corporate Governance Initiatives
CSR and ESG Initiatives
37
42
Appendix
51
Siloam Overview
Business Update
Siloam Transformation Team
Financial and Operational Update
3
8
17
46
13Digital Initiatives 26
21Strategy and Initiatives 33
Corporate Governance Initiatives
CSR and ESG Initiatives
37
42
Appendix
51
Siloam OverviewSiloam Overview
01
Key Investment
Highlights
Largest private hospital networks in Indonesia spread
across 23 provinces throughout the entire archipelago
Acknowledged leader in key medical specialties leading
to best-in-class revenue per bed
02
Strong improvement in all aspects of financial results
since the consolidation strategy in 2019
Significant turnaround in ramping up hospital
performance
Sustainable growth strategy and highly qualified
management
Strong focus on corporate governance and sustainability
initiatives
03
04
05
06
FY2022 Company Presentation4
Key Investment
Highlights
Largest private hospital networks in Indonesia spread
across 23 provinces throughout the entire archipelago
Acknowledged leader in key medical specialties leading
to best-in-class revenue per bed
02
Strong improvement in all aspects of financial results
since the consolidation strategy in 2019
Significant turnaround in ramping up hospital
performance
Sustainable growth strategy and highly qualified
management
Strong focus on corporate governance and sustainability
initiatives
03
04
05
06
FY2022 Company Presentation4
A Brief Introduction on Siloam Hospitals Group
41Hospitals across 23provinces in Indonesia
Vision
ScaleReach International
Quality
Godly
Compassion
Mission
“The trusted destination of choice for
holistic world class healthcare, health
education, and research”
5
1
st
hospitalinIndonesiatobecertifiedwith
Joint-CommissionInternational(JCI)
FY2022 Company Presentation
41Hospitals across 23provinces in Indonesia
Vision
ScaleReach International
Quality
Godly
Compassion
Mission
“The trusted destination of choice for
holistic world class healthcare, health
education, and research”
5
1
st
hospitalinIndonesiatobecertifiedwith
Joint-CommissionInternational(JCI)
FY2022 Company Presentation
6
Our Hospitals are delivered through 41hospitalsthat are spread out in 23 provincesacross IndonesiaJ A K A R T A
▪Siloam Hospitals KebonJeruk
▪MRCCC Siloam Semanggi
▪Siloam Hospitals TB Simatupang
▪Siloam Hospitals ASRI
▪Siloam Hospitals Mampang
▪Siloam AGORA
B O G O R
▪Siloam Hospitals Bogor
D E P O K
▪Siloam Hospitals Cinere
T A N G E R A N G
▪Siloam Hospitals LippoVillage
▪RSUSiloam LippoVillage
▪RSU Siloam Kelapa Dua
B E K A S I
▪Siloam Hospitals Lippo Cikarang
B E K A S I T I M U R
▪Siloam Hospitals Sentosa
▪Siloam Hospitals Bekasi Timur
K O T A B E K A S I
▪Siloam Bekasi SepanjangJaya
P U R W A K A R T A
▪Siloam Hospitals Purwakarta
C I R E B O N
▪Siloam Hospitals Cirebon
Y O G Y A K A R T A
▪Siloam Hospitals Yogyakarta
S E M A R A N G
▪Siloam Hospitals Semarang
M A G E L A N G
▪RSU Siloam SyubbanulWathon
J E M B E R
▪Siloam Hospitals Jember
S U R A B A Y A
▪Siloam Hospitals Surabaya
B A D U N G ( B A L I )
▪Siloam Hospitals Denpasar
▪BIMC Kuta
▪BIMC Nusa Dua
K U P A N G
▪Siloam Hospitals Kupang
L A B U A N B A J O
▪Siloam Labuan Bajo
M A T A R A M
▪Siloam Hospitals Mataram
B U T O N
▪Siloam Hospitals Buton
A M B O N
▪Siloam Hospitals Ambon
M A K A S SA R
▪Siloam Hospitals Makassar
J A M B I
▪Siloam Hospitals Jambi
L U B U K L I N G GA U
▪Siloam Hospitals Silampari
B A N G K A
▪SiloamBangka Belitung
P A L E M B A N G
▪Siloam Hospitals Palembang
B A N J A R M A S I N
▪Siloam Hospitals Banjarmasin
P A L A N G K A R A Y A
▪Siloam Palangkaraya
M A N A D O
▪Siloam Hospitals Manado
▪Siloam Hospitals Paal Dua
B A L I K P A P A N
▪Siloam Hospitals Balikpapan
M E D A N
▪Siloam Hospitals Medan
Siloam Hospitals -Largest Private Hospital Network in Indonesia Covering over 65% of Province
(1)
(1)
Covering 23 out of 37 Provinces, including Siloam Clinics.
FY2022 Company Presentation
Our Hospitals are delivered through 41hospitalsthat are spread out in 23 provincesacross IndonesiaJ A K A R T A
▪Siloam Hospitals KebonJeruk
▪MRCCC Siloam Semanggi
▪Siloam Hospitals TB Simatupang
▪Siloam Hospitals ASRI
▪Siloam Hospitals Mampang
▪Siloam AGORA
B O G O R
▪Siloam Hospitals Bogor
D E P O K
▪Siloam Hospitals Cinere
T A N G E R A N G
▪Siloam Hospitals LippoVillage
▪RSUSiloam LippoVillage
▪RSU Siloam Kelapa Dua
B E K A S I
▪Siloam Hospitals Lippo Cikarang
B E K A S I T I M U R
▪Siloam Hospitals Sentosa
▪Siloam Hospitals Bekasi Timur
K O T A B E K A S I
▪Siloam Bekasi SepanjangJaya
P U R W A K A R T A
▪Siloam Hospitals Purwakarta
C I R E B O N
▪Siloam Hospitals Cirebon
Y O G Y A K A R T A
▪Siloam Hospitals Yogyakarta
S E M A R A N G
▪Siloam Hospitals Semarang
M A G E L A N G
▪RSU Siloam SyubbanulWathon
J E M B E R
▪Siloam Hospitals Jember
S U R A B A Y A
▪Siloam Hospitals Surabaya
B A D U N G ( B A L I )
▪Siloam Hospitals Denpasar
▪BIMC Kuta
▪BIMC Nusa Dua
K U P A N G
▪Siloam Hospitals Kupang
L A B U A N B A J O
▪Siloam Labuan Bajo
M A T A R A M
▪Siloam Hospitals Mataram
B U T O N
▪Siloam Hospitals Buton
A M B O N
▪Siloam Hospitals Ambon
M A K A S SA R
▪Siloam Hospitals Makassar
J A M B I
▪Siloam Hospitals Jambi
L U B U K L I N G GA U
▪Siloam Hospitals Silampari
B A N G K A
▪SiloamBangka Belitung
P A L E M B A N G
▪Siloam Hospitals Palembang
B A N J A R M A S I N
▪Siloam Hospitals Banjarmasin
P A L A N G K A R A Y A
▪Siloam Palangkaraya
M A N A D O
▪Siloam Hospitals Manado
▪Siloam Hospitals Paal Dua
B A L I K P A P A N
▪Siloam Hospitals Balikpapan
M E D A N
▪Siloam Hospitals Medan
Siloam Hospitals -Largest Private Hospital Network in Indonesia Covering over 65% of Province
(1)
(1)
Covering 23 out of 37 Provinces, including Siloam Clinics.
FY2022 Company Presentation
Acknowledged Leader in Medical Practices
Leader in the Following Specialities Best in Class Average Revenue Per Bed
Medical Accomplishments
UrologyPulmonologyOncology
Neurology Cardiology
SiloamASRI–conductedthe200
th
successfulkidneytransplantsurgery
SiloamHospitalsTBSimatupang&Siloam
HospitalsLippoVillage–receivedDiamondand
PlatinumStatusfromWorldStrokeOrganization
(WSO)inhandlingstrokepatients
7
SiloamHospitalsSriwijaya–successfully
birthed140take-homebabiesthrough
BlastulaIVFclinic
MRCCC–awardedasthemostmedicalwebinar
conductedwiththemostspecialistsforeducation
tooncologytreatmentinIndonesiabyMuseumof
NationalRecords(MURI)
3.3
2.0
1.3
Siloam Hospital A Hospital B
ARPOB FY2022 (IDR bn)
FY2022 Company Presentation
*Indicative results for Hospital A and Hospital B
Leader in the Following Specialities Best in Class Average Revenue Per Bed
Medical Accomplishments
UrologyPulmonologyOncology
Neurology Cardiology
SiloamASRI–conductedthe200
th
successfulkidneytransplantsurgery
SiloamHospitalsTBSimatupang&Siloam
HospitalsLippoVillage–receivedDiamondand
PlatinumStatusfromWorldStrokeOrganization
(WSO)inhandlingstrokepatients
7
SiloamHospitalsSriwijaya–successfully
birthed140take-homebabiesthrough
BlastulaIVFclinic
MRCCC–awardedasthemostmedicalwebinar
conductedwiththemostspecialistsforeducation
tooncologytreatmentinIndonesiabyMuseumof
NationalRecords(MURI)
3.3
2.0
1.3
Siloam Hospital A Hospital B
ARPOB FY2022 (IDR bn)
FY2022 Company Presentation
*Indicative results for Hospital A and Hospital B
Financial and Operational Update
Siloam consistently develops Siloam 5.0 since 2019 and continuously achieve its financial
targets
9FY2022 Company Presentation
Focus on Customer Experience:
digitization of patient journey
and patients’ voice, OPD Single
Queue Transformation and
Corporate Elite
Growth through CI Partnership
Rollout Salesforce to improve
processes and productivity
Core Growth
Facilities Optimization:
Additional capacity and facilities
conversion to accommodate
COVID-19 patients
Network Expansion
Establish Center of Excellences:
e.g. SH ASRI Kidney Transplant,
Develop new Clinical Programs:
e.g. BLASTULA IVF
Clinical Programs
Consolidation of Hospital
Systems
EMR Implementation
Continuous improvement of
digital channels: MySiloam
App, Website, Teleconsultation
Digital Health
Siloam 5.0 Journey Success Pillars
2017 -2018
Startedwithinitiatives,butwithoutstrategybuilton
longtermvision.
2019
Siloam5.0isborn,butstillhasnoclearmeasurement
ofsuccess,monitoring,andpeoplestillworkinginsilo.
2020 -2021
COVID-19broughtthingstogether.Collaborations
starttoexist,andtargetsstartedtobeclearlyset,but
werefarfromideal.
2022
Aimtohavepropertargeting,monitoringand
execution,whichwehavesuccessfullybeenableto
accomplishinthepastyear.
to be
Indonesia’s Preferred Healthcare Partner by providing Accessible & Holistic Care
Financial Performance ●Customers ●Internal Business Process ●Learning & Growth
CORE GROWTH NETWORK EXPANSION CLINICAL PROGRAM DIGITAL HEALTH
Focus on business
through partnership,
operational efficiency
and effectiveness,
innovation and access
Reach and Scale our
services by expanding
into new sites, expand
and optimize existing
capacity
Develop clinical care for
exhaustive and holistic
patients’ treatment
Build and develop digital
platform improving
patient's experience
IT ●Talent Management ●Quality & Nursing ●Finance ●Operations
5 Initiatives 4 Initiatives 4 Initiatives 1 Initiatives1 2 3 4
2022 Initiatives to double down
targets
9FY2022 Company Presentation
Focus on Customer Experience:
digitization of patient journey
and patients’ voice, OPD Single
Queue Transformation and
Corporate Elite
Growth through CI Partnership
Rollout Salesforce to improve
processes and productivity
Core Growth
Facilities Optimization:
Additional capacity and facilities
conversion to accommodate
COVID-19 patients
Network Expansion
Establish Center of Excellences:
e.g. SH ASRI Kidney Transplant,
Develop new Clinical Programs:
e.g. BLASTULA IVF
Clinical Programs
Consolidation of Hospital
Systems
EMR Implementation
Continuous improvement of
digital channels: MySiloam
App, Website, Teleconsultation
Digital Health
Siloam 5.0 Journey Success Pillars
2017 -2018
Startedwithinitiatives,butwithoutstrategybuilton
longtermvision.
2019
Siloam5.0isborn,butstillhasnoclearmeasurement
ofsuccess,monitoring,andpeoplestillworkinginsilo.
2020 -2021
COVID-19broughtthingstogether.Collaborations
starttoexist,andtargetsstartedtobeclearlyset,but
werefarfromideal.
2022
Aimtohavepropertargeting,monitoringand
execution,whichwehavesuccessfullybeenableto
accomplishinthepastyear.
to be
Indonesia’s Preferred Healthcare Partner by providing Accessible & Holistic Care
Financial Performance ●Customers ●Internal Business Process ●Learning & Growth
CORE GROWTH NETWORK EXPANSION CLINICAL PROGRAM DIGITAL HEALTH
Focus on business
through partnership,
operational efficiency
and effectiveness,
innovation and access
Reach and Scale our
services by expanding
into new sites, expand
and optimize existing
capacity
Develop clinical care for
exhaustive and holistic
patients’ treatment
Build and develop digital
platform improving
patient's experience
IT ●Talent Management ●Quality & Nursing ●Finance ●Operations
5 Initiatives 4 Initiatives 4 Initiatives 1 Initiatives1 2 3 4
2022 Initiatives to double down
Net Profitincreased to
IDR710bn
in 2022
1.5% | 467.2%
Siloam’s FY2022 showed strong post Covid performance, with increased contribution
from base case
10FY2022 Company Presentation
Revenuebooked at
IDR7.39tn
in 2022
3.2% | 28.4%
EBITDAincreased to
IDR1.98tn
in 2022
1.1% | 65.7%
▪RevenueandEBITDAgrowthin
2021wasexceptionalduetoCovid.
DespiteCovidsubsidingin2022,
SILOwasabletomaintainthe
samelevelofperformance.
▪Basecasecompositiontototal
revenuecontinuouslyimprove,
whilecovidrevenuereachingthe
lowestlevelof2%in4Q22,
comparedto6%in4Q21,andas
highas35%in1Q21.
5,262
5,758
7,637 7,393
FY19 FY20 FY21 FY22
Revenue
(in IDR bn)
CAGR: 12.0%
247
453
422 409 411
575 589
4Q19 4Q20 4Q21 1Q22 2Q22 3Q22 4Q22
Quarterly EBITDA
(in IDR bn)
in FY22 vs FY21 in FY22 vs FY20 in FY22 vs FY21 in FY22 vs FY20
FY 2022
EBITDA Margin at
26.8% in 2022 vs
25.7% in 2021
NPAT Margin at
9.6% in 2022 vs
9.2% in 2021
Monthly Base Case Revenue
(in %)
*
in FY22 vs FY21
11.2%
-13.0%
7.4%
6.4%
5.5%
22.1%
23.2%
31.1%
28.6%
34.4%
31.4%
33.6%
-0.2
-0.1
0
0.1
0.2
0.3
0.4
-
100
200
300
400
500
600
700
800
900
1,000
Avg
2019
Jan-20Jan-22Feb-22Mar-22Apr-22May-22Jun-22Jul-22Aug-22Sep-22Oct-22Nov-22Dec-22
Chart Title
Base Case GOR % vs Jan 20 Pre COVID
in FY22 vs FY20
*Revenue refers to Non-Specialist Revenue in Statutory Report
Revenue
*Revenue refers to Gross Revenue
IDR710bn
in 2022
1.5% | 467.2%
Siloam’s FY2022 showed strong post Covid performance, with increased contribution
from base case
10FY2022 Company Presentation
Revenuebooked at
IDR7.39tn
in 2022
3.2% | 28.4%
EBITDAincreased to
IDR1.98tn
in 2022
1.1% | 65.7%
▪RevenueandEBITDAgrowthin
2021wasexceptionalduetoCovid.
DespiteCovidsubsidingin2022,
SILOwasabletomaintainthe
samelevelofperformance.
▪Basecasecompositiontototal
revenuecontinuouslyimprove,
whilecovidrevenuereachingthe
lowestlevelof2%in4Q22,
comparedto6%in4Q21,andas
highas35%in1Q21.
5,262
5,758
7,637 7,393
FY19 FY20 FY21 FY22
Revenue
(in IDR bn)
CAGR: 12.0%
247
453
422 409 411
575 589
4Q19 4Q20 4Q21 1Q22 2Q22 3Q22 4Q22
Quarterly EBITDA
(in IDR bn)
in FY22 vs FY21 in FY22 vs FY20 in FY22 vs FY21 in FY22 vs FY20
FY 2022
EBITDA Margin at
26.8% in 2022 vs
25.7% in 2021
NPAT Margin at
9.6% in 2022 vs
9.2% in 2021
Monthly Base Case Revenue
(in %)
*
in FY22 vs FY21
11.2%
-13.0%
7.4%
6.4%
5.5%
22.1%
23.2%
31.1%
28.6%
34.4%
31.4%
33.6%
-0.2
-0.1
0
0.1
0.2
0.3
0.4
-
100
200
300
400
500
600
700
800
900
1,000
Avg
2019
Jan-20Jan-22Feb-22Mar-22Apr-22May-22Jun-22Jul-22Aug-22Sep-22Oct-22Nov-22Dec-22
Chart Title
Base Case GOR % vs Jan 20 Pre COVID
in FY22 vs FY20
*Revenue refers to Non-Specialist Revenue in Statutory Report
Revenue
*Revenue refers to Gross Revenue
Financial Results CAGR 2018-2022
11
4,490
5,262 5,758
7,637 7,393
2018 2019 2020 2021 2022
Revenue* (IDR bn)
787 871
1,197
1,962 1,984
2018 2019 2020 2021 2022
EBITDA (IDR bn)
26
-333
125
700 710
2018 2019 2020 2021 2022
Net Profit (IDR bn)
204
652
1,337
2,027
1,652
2018 2019 2020 2021 2022
Operating Cash Flow (IDR bn)
*NOR for 2019
*Revenue 2020 onwards referring to non-specialist revenue
FY2022 Company Presentation
11
4,490
5,262 5,758
7,637 7,393
2018 2019 2020 2021 2022
Revenue* (IDR bn)
787 871
1,197
1,962 1,984
2018 2019 2020 2021 2022
EBITDA (IDR bn)
26
-333
125
700 710
2018 2019 2020 2021 2022
Net Profit (IDR bn)
204
652
1,337
2,027
1,652
2018 2019 2020 2021 2022
Operating Cash Flow (IDR bn)
*NOR for 2019
*Revenue 2020 onwards referring to non-specialist revenue
FY2022 Company Presentation
102
111
244
253
1Q22 2Q22 3Q22 4Q22
Net Profit (IDR bn) and Margin (%)
409 411
575
589
1Q22 2Q22 3Q22 4Q22
EBITDA (IDR bn) and Margin (%)
1,747
1,685
1,951
2,010
1Q22 2Q22 3Q22 4Q22
Net Revenue* (IDR bn)
Strong Post Covid performance from Q3 2022 onward
12
Siloam’saccelerationinoperationalperformancehasledtosustainedstrongfinancialgrowth.Thiswas
achievedwithlittletononeCOVIDrevenueinthelast2quartersof2022.
+266bn
+2bn
+163bn
+9bn
+133bn
-3%
+16%
+0.5%
+40% +2.6%
+9%
+120%
+4%
% : percent growth per quarter
: % margin
*Revenue referring to Non-Specialist
+4%
+14bn +9bn
-62bn
FY2022 Company Presentation
23.4% 24.4% 29.4% 5.8% 6.6% 12.5%
29.3%
12.6%
x
111
244
253
1Q22 2Q22 3Q22 4Q22
Net Profit (IDR bn) and Margin (%)
409 411
575
589
1Q22 2Q22 3Q22 4Q22
EBITDA (IDR bn) and Margin (%)
1,747
1,685
1,951
2,010
1Q22 2Q22 3Q22 4Q22
Net Revenue* (IDR bn)
Strong Post Covid performance from Q3 2022 onward
12
Siloam’saccelerationinoperationalperformancehasledtosustainedstrongfinancialgrowth.Thiswas
achievedwithlittletononeCOVIDrevenueinthelast2quartersof2022.
+266bn
+2bn
+163bn
+9bn
+133bn
-3%
+16%
+0.5%
+40% +2.6%
+9%
+120%
+4%
% : percent growth per quarter
: % margin
*Revenue referring to Non-Specialist
+4%
+14bn +9bn
-62bn
FY2022 Company Presentation
23.4% 24.4% 29.4% 5.8% 6.6% 12.5%
29.3%
12.6%
x
Operational Results per Quarter
41
41
46
39
50 51
56
66
68
(in 000)
4Q22
Operational Results per Quarter –Inpatient Admissions
(in 000)
Operational Results per Quarter –Inpatient Days
(in %)
Operational Results per Quarter –Occupancy Rate
(in 000)
Operational Results per Quarter –Outpatient Visits
4Q201Q212Q21
169 180
186 177
173 180
188
220
226
51.1 %52.8 %
55.0 %50.9%
51.0 %51.3 %55.1 %
64.4 %65.2 %
524
545
591 569
692
699 714
842
897
-0.6%
+13%
+7% +3%
+4%
+9%
13
-14%
3Q21
-5%
-4%
+28%
4Q21
-1% +22%
+3%
1Q22
+1%
+1%
+9%
2Q22
+5% +3%
DespiteCOVIDpatientvolumeswouldfalltoinsignificantlevels,Siloamcontinuedtoseeregulargrowthin
non-COVIDpatientvolumes.
3Q22
+18%
+17% +18%
4Q224Q201Q212Q213Q214Q211Q222Q223Q22
4Q224Q201Q212Q213Q214Q211Q222Q223Q22
4Q224Q201Q212Q213Q214Q211Q222Q223Q22
+3x%
+3%
+7%
FY2022 Company Presentation
41
41
46
39
50 51
56
66
68
(in 000)
4Q22
Operational Results per Quarter –Inpatient Admissions
(in 000)
Operational Results per Quarter –Inpatient Days
(in %)
Operational Results per Quarter –Occupancy Rate
(in 000)
Operational Results per Quarter –Outpatient Visits
4Q201Q212Q21
169 180
186 177
173 180
188
220
226
51.1 %52.8 %
55.0 %50.9%
51.0 %51.3 %55.1 %
64.4 %65.2 %
524
545
591 569
692
699 714
842
897
-0.6%
+13%
+7% +3%
+4%
+9%
13
-14%
3Q21
-5%
-4%
+28%
4Q21
-1% +22%
+3%
1Q22
+1%
+1%
+9%
2Q22
+5% +3%
DespiteCOVIDpatientvolumeswouldfalltoinsignificantlevels,Siloamcontinuedtoseeregulargrowthin
non-COVIDpatientvolumes.
3Q22
+18%
+17% +18%
4Q224Q201Q212Q213Q214Q211Q222Q223Q22
4Q224Q201Q212Q213Q214Q211Q222Q223Q22
4Q224Q201Q212Q213Q214Q211Q222Q223Q22
+3x%
+3%
+7%
FY2022 Company Presentation
Working Capital Days
14
45
43
FY 2021 FY 2022
Receivables Days
63 64
FY 2021 FY 2022
Payables Days
37
12
FY 2021 FY 2022
Working Capital Days
55
34
FY 2021 FY 2022
Inventory Days
FY2022 Company Presentation
14
45
43
FY 2021 FY 2022
Receivables Days
63 64
FY 2021 FY 2022
Payables Days
37
12
FY 2021 FY 2022
Working Capital Days
55
34
FY 2021 FY 2022
Inventory Days
FY2022 Company Presentation
Hemodialysis
Material Cost Savings
Medical Equipment Savings
Bulk Procurement
IndividualProcurement
IDR>840bn
Consolidated Savings
Procurement efficiency measures have driven over Rp840bn savings for the next 5-
years
15
Materialcosthasbenefitedfromtheformularyrationalizationand
thereforenegotiationstrategicinitiativeconductedin2019-2020.The
impactwasreapedin2022alongwiththeimprovementofpatientsmixvs
thetwoyearsofpandemic.Thereisalsofurtherimprovementonaccount
oflowerPPEandStafftesting.
•MCR Savings
•Shrinkage Savings
•Extra PPE & Staff Testing
FY2022 Company Presentation
Material Cost Savings
Medical Equipment Savings
Bulk Procurement
IndividualProcurement
IDR>840bn
Consolidated Savings
Procurement efficiency measures have driven over Rp840bn savings for the next 5-
years
15
Materialcosthasbenefitedfromtheformularyrationalizationand
thereforenegotiationstrategicinitiativeconductedin2019-2020.The
impactwasreapedin2022alongwiththeimprovementofpatientsmixvs
thetwoyearsofpandemic.Thereisalsofurtherimprovementonaccount
oflowerPPEandStafftesting.
•MCR Savings
•Shrinkage Savings
•Extra PPE & Staff Testing
FY2022 Company Presentation
LK Offsite Corporate Presentation
Proposed Dividend of FY2022 and Comparison to FY2021
(Subject to Shareholders’ Approval)
16FY2022 Company Presentation
SiloamproposedFY2022dividendofRp255bnwiththedetailsbelow,subjecttoShareholders’approval:2022 2021
Proposed Dividend Declared (IDR bn) 255 250
Total Shares 12,959,756,0001,616,742,625
Dividend per Share 19 154
NPAT (IDR bn) 710 700
Payout % to NPAT 36% 36%
EPS (IDR) 54 417
Dividend Payout Ratio 35% 37%
Dividend per Share 19 154
Market Price per Share* 1,260 8,575
Dividend Yield 1.5% 1.8%
*Market price based on closing price 31 Dec 2022 and 2021
Proposed Dividend of FY2022 and Comparison to FY2021
(Subject to Shareholders’ Approval)
16FY2022 Company Presentation
SiloamproposedFY2022dividendofRp255bnwiththedetailsbelow,subjecttoShareholders’approval:2022 2021
Proposed Dividend Declared (IDR bn) 255 250
Total Shares 12,959,756,0001,616,742,625
Dividend per Share 19 154
NPAT (IDR bn) 710 700
Payout % to NPAT 36% 36%
EPS (IDR) 54 417
Dividend Payout Ratio 35% 37%
Dividend per Share 19 154
Market Price per Share* 1,260 8,575
Dividend Yield 1.5% 1.8%
*Market price based on closing price 31 Dec 2022 and 2021
Business Update
RevenueGrowth by Payer Group (IDR bn)
% Contribution to Revenue FY21 vs FY22)
Payee Group Contribution to Revenue (IDR bn)
Private patients’ (OPE, Corporate & Insurance)
contribution continued show growth YoY
Private (OPE, Corp + Insurance)BPJS MoH*
0
2,000
4,000
6,000
8,000
FY21FY19FY20
Private (OPE, Corp + Insurance) BPJS
-4% +30%+11% -20% +3%+42%
FY22
18
MoH*
-96% -73%
1Q22
*MoH: revenue from COVID reimbursement from government
*NM: Not Meaningful
FY22FY21
2Q22
NM%
3Q224Q22FY21FY19FY20 FY22
75.1%
12.6%
12.4%
81.7%
17.5%
0.8%
FY2022 Company Presentation
% Contribution to Revenue FY21 vs FY22)
Payee Group Contribution to Revenue (IDR bn)
Private patients’ (OPE, Corporate & Insurance)
contribution continued show growth YoY
Private (OPE, Corp + Insurance)BPJS MoH*
0
2,000
4,000
6,000
8,000
FY21FY19FY20
Private (OPE, Corp + Insurance) BPJS
-4% +30%+11% -20% +3%+42%
FY22
18
MoH*
-96% -73%
1Q22
*MoH: revenue from COVID reimbursement from government
*NM: Not Meaningful
FY22FY21
2Q22
NM%
3Q224Q22FY21FY19FY20 FY22
75.1%
12.6%
12.4%
81.7%
17.5%
0.8%
FY2022 Company Presentation
Impact from Price Increase and Corporate and Insurance Clients Growth
19
FY2022 Company Presentation
SiloamcontinuedtogrowitsCorporateandInsuranceclientbase.Overall,Siloamrecordedmore
than1.3millionthroughputfromthesepayergroupeveryyear.
2021 2022
4,500
5,100
+13.7%
No. of Accounts
840
890
+5.8%
2021 2022
No. of New Accounts
Siloamhassuccessfullyimplementeditsannual
priceincreasein2021and2022.
Inaddition,therecentadjustmentonINA-CBGs
tariffhashadanimpacttobottomlineresults.
200 200
75-100
2022 2023 INA-CBGs
Impact from Price Increase (IDR bn)
Impact from Price Increase Corporate and Insurance Clients Growth
19
FY2022 Company Presentation
SiloamcontinuedtogrowitsCorporateandInsuranceclientbase.Overall,Siloamrecordedmore
than1.3millionthroughputfromthesepayergroupeveryyear.
2021 2022
4,500
5,100
+13.7%
No. of Accounts
840
890
+5.8%
2021 2022
No. of New Accounts
Siloamhassuccessfullyimplementeditsannual
priceincreasein2021and2022.
Inaddition,therecentadjustmentonINA-CBGs
tariffhashadanimpacttobottomlineresults.
200 200
75-100
2022 2023 INA-CBGs
Impact from Price Increase (IDR bn)
Impact from Price Increase Corporate and Insurance Clients Growth
Consistent delivery on improvement of operational productivity and focus of patient centric
strategy has catapulted Siloam Hospitals NPS scores in 2022
20
FY2022 Company Presentation
0
10
20
30
40
50
60
70
80
90
10074
SILOAM (n=210)
Detractors Passive Promotors NPS
0% 25% 74% 74
0
10
20
30
40
50
60
70
80
90
10065
Hospital B (n=64)
0
10
20
30
40
50
60
70
80
90
10062
Hospital A (n=52)DEC
79.9
90
Total Responses
33,565
+9.9 pointsfrom SHG Q4 2022 NPS Target
↑by 4 pointsfrom previous month
Total Patients
391,112
8,6% of Total Patients
YTD
77.3
SILOAM
57
Hospital A
50
Hospital B
Detractors Passive Promotors
2% 18% 83%
NPS –Conducted by Siloam
NPS (General Segment) –Conducted by IPSOS (2022)
NPS –Conducted by External Party
Detractors Passive Promotors NPS
0% 38% 62% 62
Detractors Passive Promotors NPS
2% 31% 67% 65
NPS (Premium Segment) –Conducted by A.T. Kearney(2022)
OnNetPromotorScore(NPS),Siloamhasperformedsignificantlyabovepeers,whichhasalsobeenvalidatedby3
rd
parties(IPSOSand
Kearney)
strategy has catapulted Siloam Hospitals NPS scores in 2022
20
FY2022 Company Presentation
0
10
20
30
40
50
60
70
80
90
10074
SILOAM (n=210)
Detractors Passive Promotors NPS
0% 25% 74% 74
0
10
20
30
40
50
60
70
80
90
10065
Hospital B (n=64)
0
10
20
30
40
50
60
70
80
90
10062
Hospital A (n=52)DEC
79.9
90
Total Responses
33,565
+9.9 pointsfrom SHG Q4 2022 NPS Target
↑by 4 pointsfrom previous month
Total Patients
391,112
8,6% of Total Patients
YTD
77.3
SILOAM
57
Hospital A
50
Hospital B
Detractors Passive Promotors
2% 18% 83%
NPS –Conducted by Siloam
NPS (General Segment) –Conducted by IPSOS (2022)
NPS –Conducted by External Party
Detractors Passive Promotors NPS
0% 38% 62% 62
Detractors Passive Promotors NPS
2% 31% 67% 65
NPS (Premium Segment) –Conducted by A.T. Kearney(2022)
OnNetPromotorScore(NPS),Siloamhasperformedsignificantlyabovepeers,whichhasalsobeenvalidatedby3
rd
parties(IPSOSand
Kearney)
Siloam is Focusing on Expanding the Center of Excellences
21FY2022 Company Presentation
Cardio
Urology Neurology DigestiveNephrology Oncology
8 Focus Areas
Out of all the current existing clinical
programs,Siloam has highlighted 8 as a
national focus. Through analysis across
preliminary metrics, of these 8, 4 to be fully
developed as Center of Excellences focus in
2023.
The center of excellence acts as a strong
brand differentiator that would increase
the brand equity of Siloam Hospitals.
Mom &
Child
Orthopedics
Focus
Hospitals
Hub and Spoke model to be implemented
to allow treatment services to be provided
in a variety of Spoke locations, with the Hub
providing leadership and treatment
expertise.
Cardio Urology Neurology DigestiveNephrology Oncology
4 Centerof Excellence
Mom &
Child
Orthopedics
SHLV
SHKJ
SHSR
SHTB
SHPL
MRCCC
SHLV
SHDP
SHSB
SHMK
AGORA
MRCCC
SHLV
SHKJ
SHMA
SHLV
SHKJ
21FY2022 Company Presentation
Cardio
Urology Neurology DigestiveNephrology Oncology
8 Focus Areas
Out of all the current existing clinical
programs,Siloam has highlighted 8 as a
national focus. Through analysis across
preliminary metrics, of these 8, 4 to be fully
developed as Center of Excellences focus in
2023.
The center of excellence acts as a strong
brand differentiator that would increase
the brand equity of Siloam Hospitals.
Mom &
Child
Orthopedics
Focus
Hospitals
Hub and Spoke model to be implemented
to allow treatment services to be provided
in a variety of Spoke locations, with the Hub
providing leadership and treatment
expertise.
Cardio Urology Neurology DigestiveNephrology Oncology
4 Centerof Excellence
Mom &
Child
Orthopedics
SHLV
SHKJ
SHSR
SHTB
SHPL
MRCCC
SHLV
SHDP
SHSB
SHMK
AGORA
MRCCC
SHLV
SHKJ
SHMA
SHLV
SHKJ
In 2022, Siloam Hospitals ASRI became the first private hospital to receive the Certificate of
Recommendation for Kidney Transplant Procedure from the government
22
8
22 24
35
53
73
2017 2018 2019 2020 2021 2022
98.0%
1-year graft survival rate
95.6%
1-year survival rate
Benchmark 95.8%
(2013 Annual Report European Reanal
Association Registry)
Benchmark 98.6%
(2013 Annual Report European Reanal
Association Registry)
>200
Kidney Transplants
20 July 2017
Firstkidneytransplantprocedure
12 March 2021
Successfully conducted the 100th kidney transplant
procedure
4 February 2022
Successfully conducted the 150th kidney transplant
procedure
23 March 2022
VisitationfromMinistryofHealthandNational
TransplantationCommitteetoacquirecertificateof
recommendationforkidneytransplantprocedure
2017
5 July 2022
SiloamASRIbecamethefirstprivatehospitalto
receivecertificateofrecommendationandsupporting
licenseforkidneytransplantprocedure
12 January 2023
Grand launching Kidney Transplant Center
2023
Kidney Transplant Journey
2021
2022
No. of Kidney Transplants Survival Rate
22FY2022 Company Presentation
Recommendation for Kidney Transplant Procedure from the government
22
8
22 24
35
53
73
2017 2018 2019 2020 2021 2022
98.0%
1-year graft survival rate
95.6%
1-year survival rate
Benchmark 95.8%
(2013 Annual Report European Reanal
Association Registry)
Benchmark 98.6%
(2013 Annual Report European Reanal
Association Registry)
>200
Kidney Transplants
20 July 2017
Firstkidneytransplantprocedure
12 March 2021
Successfully conducted the 100th kidney transplant
procedure
4 February 2022
Successfully conducted the 150th kidney transplant
procedure
23 March 2022
VisitationfromMinistryofHealthandNational
TransplantationCommitteetoacquirecertificateof
recommendationforkidneytransplantprocedure
2017
5 July 2022
SiloamASRIbecamethefirstprivatehospitalto
receivecertificateofrecommendationandsupporting
licenseforkidneytransplantprocedure
12 January 2023
Grand launching Kidney Transplant Center
2023
Kidney Transplant Journey
2021
2022
No. of Kidney Transplants Survival Rate
22FY2022 Company Presentation
2 Siloam Hospitals have been awarded as Stroke-ready Hospitals with more units to follow
23
Siloam Hospital Lippo Village
Angels WSO Platinum Status
Awarded Q3 2021
Siloam TB SimatupangHospital
Angels WSO Diamond Status
Awarded Q3 2022
Patients treated
Door to needle time < 45 mins
50%
SiloamisdevelopingourpartnershipwithAngelsInitiative,ahealthcareinitiativethathelpshospitalsaroundtheworldbecome'stroke-
ready’,sothatpatientswhohavejustsufferedastrokecanbetreatedasquicklyandeffectivelyaspossible.Wehavebeencollaborating
withthemsince2019andhave2hospitalunitsawardedwithplatinumandgoldstatus.
Patients treated
Door to needle time < 60 mins
75%
Criteria met for other stroke
case treatments
90%
Criteria met for other stroke
case treatments
85%
FY2022 Company Presentation
23
Siloam Hospital Lippo Village
Angels WSO Platinum Status
Awarded Q3 2021
Siloam TB SimatupangHospital
Angels WSO Diamond Status
Awarded Q3 2022
Patients treated
Door to needle time < 45 mins
50%
SiloamisdevelopingourpartnershipwithAngelsInitiative,ahealthcareinitiativethathelpshospitalsaroundtheworldbecome'stroke-
ready’,sothatpatientswhohavejustsufferedastrokecanbetreatedasquicklyandeffectivelyaspossible.Wehavebeencollaborating
withthemsince2019andhave2hospitalunitsawardedwithplatinumandgoldstatus.
Patients treated
Door to needle time < 60 mins
75%
Criteria met for other stroke
case treatments
90%
Criteria met for other stroke
case treatments
85%
FY2022 Company Presentation
Blastula IVF clinical program in Palembang outcome higher than global benchmark
24
73
64
59
64
Q1 2022 Q2 2022 Q3 2022 Q4 2022
21
st
January
SoftOpening
19
th
March
1
st
Pregnancy
20
th
May
Press Conference & Grand Opening
18
th
Oct
1
st
Baby Born
2021
11
th
Jun
Launching Blastula Family Concept *
16
th
Aug
License from Ministry of Health
22
nd
Sept
100
th
Baby Born
2022
* : referral system for doctors and patient
576
219
134
IVF Cycles
Insemination
Take Home Babies
53.4%
Pregnancy
Blastula IVF Journey at SHPL Achievements
Success Rate
IVF Cycles -2022
Global benchmark is 30-45%
308Successful Pregnancy
(B-HcG> 50)
FY2022 Company Presentation
24
73
64
59
64
Q1 2022 Q2 2022 Q3 2022 Q4 2022
21
st
January
SoftOpening
19
th
March
1
st
Pregnancy
20
th
May
Press Conference & Grand Opening
18
th
Oct
1
st
Baby Born
2021
11
th
Jun
Launching Blastula Family Concept *
16
th
Aug
License from Ministry of Health
22
nd
Sept
100
th
Baby Born
2022
* : referral system for doctors and patient
576
219
134
IVF Cycles
Insemination
Take Home Babies
53.4%
Pregnancy
Blastula IVF Journey at SHPL Achievements
Success Rate
IVF Cycles -2022
Global benchmark is 30-45%
308Successful Pregnancy
(B-HcG> 50)
FY2022 Company Presentation
LK Offsite Corporate PresentationFY2022 Company Presentation
Cathlabat SHLV (Lippo Village) and Cathlab + MRI at SHKJ (KebonJeruk)
ExistingCathLabatSHLVhasbeenoperatingfor
12yearsandreached158%utilizationinAugust
2022.ExistingMRIatSHKJhasoperatedfor14
yearsandwillreachtheEndofServicesoon
Radiotherapy at Siloam Hospitals Lippo Village
PlacementofLINACatSiloamHospitalsLippo
Villageistosupportthestrategicexpansionof
oncologybusinessinBantenArea
Siloam Hospitals Sentosa Expansion
SHSTExpansionisexpectedtoincreasehospital
capacityto101bedsandexpandclinicalservice
offerings.
Optimizing hospital’s performance through expansion of facilities, medical equipment
and clinical offerings
25
Siloam Hospitals Makassar Expansion
AdditionofnewbuildingatSiloamHospitals
Makassarishopedtoincreasehospitalcapacity
anditscapabilitytogivemorecomprehensive
cancercarewithbetterpatientexperience.
Cathlabat SHLV (Lippo Village) and Cathlab + MRI at SHKJ (KebonJeruk)
ExistingCathLabatSHLVhasbeenoperatingfor
12yearsandreached158%utilizationinAugust
2022.ExistingMRIatSHKJhasoperatedfor14
yearsandwillreachtheEndofServicesoon
Radiotherapy at Siloam Hospitals Lippo Village
PlacementofLINACatSiloamHospitalsLippo
Villageistosupportthestrategicexpansionof
oncologybusinessinBantenArea
Siloam Hospitals Sentosa Expansion
SHSTExpansionisexpectedtoincreasehospital
capacityto101bedsandexpandclinicalservice
offerings.
Optimizing hospital’s performance through expansion of facilities, medical equipment
and clinical offerings
25
Siloam Hospitals Makassar Expansion
AdditionofnewbuildingatSiloamHospitals
Makassarishopedtoincreasehospitalcapacity
anditscapabilitytogivemorecomprehensive
cancercarewithbetterpatientexperience.
Siloam Hospitals Digital Initiatives
LK Offsite Corporate PresentationFY2022 Company Presentation
What we have achieved in 2022
Digitized Patient Voice
Digitized Patient Journey
Patient Booking Channels
2.3x
Digital base-case revenue
growth in FY22 vs FY21
Digital Transformation
Digitized Patient Voice
•Data Integrity (Digitalization and automation)
•Mindset Transformation (Heart to serve and care)
•Service Recovery (Real time FTR and automatic escalation)
Patient Booking Channels
•Omnichannel Booking system
•Chatbot Enablement –Providing more efficient journey for
non-voice channels
•Call line centralization of 41 Hus to 1500181 –
Standardized patient information throughout SHG
Digitized Patient Journey
239,170
Appointment
608,000
Calls
6%Δ
With SOFAS implemented in allhospital
units, approximately 80%complaints
received in the hospitals throughout
SHG wereresolved in 24 hours 28
72
83
64
56
64
73
81
74
78 79
20
30
40
50
60
70
80
90
Feb Mar Apr May Jun July Aug Sept Oct Nov Dec
21
13
19
1919
2020
22 22
23
2222
10
12
14
16
18
20
22
24
26
28
30
Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec
FTR
% of complaints resolved in 24 hours
Appointment
Appointment created via Call Center (000)
Digital experience improvements, online/offline activations, and
monthly tactical campaigns were main drivers of the growth
1.5x
Digital throughput growth
in FY22 vs FY21
425,954
Digital OPD
Booking
vs LY
109%Δ
vs LY
Instant OPD
Booking
MCU Same Day Booking
and Journey Revamp
Lab, Radiology,
SAH, MedPack
Tactical and
Educational Campaigns
SEO
Optimization
Self check-in via
apps and kiosk
Virtual
Queue
We are building Digital Patient Channels on our current infrastructure to deliver seamless,
integrated patient experience
27
What we have achieved in 2022
Digitized Patient Voice
Digitized Patient Journey
Patient Booking Channels
2.3x
Digital base-case revenue
growth in FY22 vs FY21
Digital Transformation
Digitized Patient Voice
•Data Integrity (Digitalization and automation)
•Mindset Transformation (Heart to serve and care)
•Service Recovery (Real time FTR and automatic escalation)
Patient Booking Channels
•Omnichannel Booking system
•Chatbot Enablement –Providing more efficient journey for
non-voice channels
•Call line centralization of 41 Hus to 1500181 –
Standardized patient information throughout SHG
Digitized Patient Journey
239,170
Appointment
608,000
Calls
6%Δ
With SOFAS implemented in allhospital
units, approximately 80%complaints
received in the hospitals throughout
SHG wereresolved in 24 hours 28
72
83
64
56
64
73
81
74
78 79
20
30
40
50
60
70
80
90
Feb Mar Apr May Jun July Aug Sept Oct Nov Dec
21
13
19
1919
2020
22 22
23
2222
10
12
14
16
18
20
22
24
26
28
30
Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec
FTR
% of complaints resolved in 24 hours
Appointment
Appointment created via Call Center (000)
Digital experience improvements, online/offline activations, and
monthly tactical campaigns were main drivers of the growth
1.5x
Digital throughput growth
in FY22 vs FY21
425,954
Digital OPD
Booking
vs LY
109%Δ
vs LY
Instant OPD
Booking
MCU Same Day Booking
and Journey Revamp
Lab, Radiology,
SAH, MedPack
Tactical and
Educational Campaigns
SEO
Optimization
Self check-in via
apps and kiosk
Virtual
Queue
We are building Digital Patient Channels on our current infrastructure to deliver seamless,
integrated patient experience
27
Siloam’s investment in Digital Patients’ Channels is reaping benefits in 2022
28
Siloam’scontinuousinvestmentinitsdigitalpatientplatformscapabilityandengagementfurtherincreasespatients’experience.Thesedigitalchannels,which
includeMySiloamApp,Siloam’swebsite,dedicatedcontactcenteranddedicatedWhatsAppnumber,havehadastellar2022year.
Siloam WhatsApp: +62 811 8951 181
21%
Siloam Digital Channels including Live Chats and
WhatsApp contributed about
of total Outpatient Visits in 2022
1.1 million
downloads
More than
In 2022
4.3 million
sessions
More than
In 2022
>110 thousand
Avg. Monthly
Active Users
In 2022
>77%
Avg. Engagement
Rate
In 2022
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
2Q203Q204Q201Q212Q213Q214Q211Q222Q223Q224Q22
Number of Website Visits
MySiloamApp
1,409,124
FY2022 Company Presentation
28
Siloam’scontinuousinvestmentinitsdigitalpatientplatformscapabilityandengagementfurtherincreasespatients’experience.Thesedigitalchannels,which
includeMySiloamApp,Siloam’swebsite,dedicatedcontactcenteranddedicatedWhatsAppnumber,havehadastellar2022year.
Siloam WhatsApp: +62 811 8951 181
21%
Siloam Digital Channels including Live Chats and
WhatsApp contributed about
of total Outpatient Visits in 2022
1.1 million
downloads
More than
In 2022
4.3 million
sessions
More than
In 2022
>110 thousand
Avg. Monthly
Active Users
In 2022
>77%
Avg. Engagement
Rate
In 2022
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
2Q203Q204Q201Q212Q213Q214Q211Q222Q223Q224Q22
Number of Website Visits
MySiloamApp
1,409,124
FY2022 Company Presentation
29
Continue to Invest and Develop MySiloamApp Functionality
Call emergency services, access hospital
information, play health mini-games
Video teleconsultation with specialist doctors &
medicine delivery
Access personal medical records, prescribed
drugs, and medical check-up results
Book medical check-up, homecare, covid
testing, selecting medical procedure
Manage doctor’s appointment: see details, re-
schedule, or cancel
Book doctor’s appointment
Book
Appointment
My Health
Tracker
to book an appointment with doctor
Medical History to
track our health.
Teleconsultation
to consult your
medical issue
via online
Hospital
Information
full information about our hospitals
COVID19 Testing
to book Covid19 Testing
Book Check-Up
to book Medical Check-Up (MCU)
DiaBisa
to help others by donating blood
COVID19
Checker
Update info about
COVID cases
Symptoms Checker
to check your symptoms
C19 Vaccine
to register COVID Vaccine
HealthTips
to access health-related articles
FY2022 Company Presentation
Continue to Invest and Develop MySiloamApp Functionality
Call emergency services, access hospital
information, play health mini-games
Video teleconsultation with specialist doctors &
medicine delivery
Access personal medical records, prescribed
drugs, and medical check-up results
Book medical check-up, homecare, covid
testing, selecting medical procedure
Manage doctor’s appointment: see details, re-
schedule, or cancel
Book doctor’s appointment
Book
Appointment
My Health
Tracker
to book an appointment with doctor
Medical History to
track our health.
Teleconsultation
to consult your
medical issue
via online
Hospital
Information
full information about our hospitals
COVID19 Testing
to book Covid19 Testing
Book Check-Up
to book Medical Check-Up (MCU)
DiaBisa
to help others by donating blood
COVID19
Checker
Update info about
COVID cases
Symptoms Checker
to check your symptoms
C19 Vaccine
to register COVID Vaccine
HealthTips
to access health-related articles
FY2022 Company Presentation
Siloam Homecare Services
30
InadditiontoSiloam’sextensivemedicaltreatmentofferings,Siloamprovide
homecareservicesforourpatientswhoarephysicallyunabletocometovisit
ourdoctors.Withthisfacility,patientsareabletoconsultwithSiloam'sdoctors
inthecomfortoftheirhomes.Currently,all41SiloamHospitalscanprovide
homecareservicestothepatientsinsurroundingcommunities.
Siloam’shomecareserviceprovidepatientswithrangeofmedicaltreatments
including:
60 thousand
patients served
More than
as of FY2022
>350
doctors & specialists are available
for home care services
Maternity
Care
COVID Testing &
Vaccine
Wound
Care
Nursing
Care
Oncology
Care
Post Surgery
Care
Adult & Children
Vaccination
Laboratory &
Medical Check Up
Medical
Rehabilitation
Catering
Services
FY2022 Company Presentation
30
InadditiontoSiloam’sextensivemedicaltreatmentofferings,Siloamprovide
homecareservicesforourpatientswhoarephysicallyunabletocometovisit
ourdoctors.Withthisfacility,patientsareabletoconsultwithSiloam'sdoctors
inthecomfortoftheirhomes.Currently,all41SiloamHospitalscanprovide
homecareservicestothepatientsinsurroundingcommunities.
Siloam’shomecareserviceprovidepatientswithrangeofmedicaltreatments
including:
60 thousand
patients served
More than
as of FY2022
>350
doctors & specialists are available
for home care services
Maternity
Care
COVID Testing &
Vaccine
Wound
Care
Nursing
Care
Oncology
Care
Post Surgery
Care
Adult & Children
Vaccination
Laboratory &
Medical Check Up
Medical
Rehabilitation
Catering
Services
FY2022 Company Presentation
We are also continuously developing our back-end IT infrastructure
31
Electronic Medical Record (EMR) Adoption
Close Loop Medication Administration (CLMA)
Pharmacy OPD
EMR Adoption Model (EMRAM) -HIMSS
Doctors EMR Adoption (OPD)
EMR Adoption shows a stable trend, with all
HUs already >90%
e-Prescription Adoption
To reach >90% adoption in 2023
Reached stage 5
in 2022
Throughput in 2022
97%
77%
Radiology EMR Adoption
For Laboratory, at 67% with target to reach
>90% in 2023
78%
Protectpatientsafetybyfacilitating
electronicverificationwithusageofbarcode.
Systemwillalertpharmacistifthereis
mismatchofpatientidentity.
Sinceimplementation,hasmanagedto
reduce>40%ofwaittimesfrom‘Invoice
toCall’forbothprescriptionandnon-
prescription.
O-EMRAM
Stage 5 (OPD)
EMRAM
Stage 5
Target for 2023:
Requirements include (not limited to):
▪>75% of clinical documentation
created using online tools, and
available in Data Repository
▪>25% of medications electronically
identified at bedside
>19k
2023 Initiatives:
▪Finalizing partnership with
Corporate and Insurance
partners
▪Pharmacy delivery where
Siloam have no presence
27
>25%
Units have implemented Single Queue
To be fully implemented in all 41 units by 1Q23.
Reduction in Consultation waiting time
Compared to baseline numbers
>14%
Reduction in Cashier waiting time
Compared to baseline numbers
OPD Transformation –Single QueueTeleconsultation
▪Cross hospital drug delivery for specialist
teleconsultation
▪Lab & Radiology payment in the app
▪Focused campaign on HU with unique
Center of Excellence
31FY2022 Company Presentation
31
Electronic Medical Record (EMR) Adoption
Close Loop Medication Administration (CLMA)
Pharmacy OPD
EMR Adoption Model (EMRAM) -HIMSS
Doctors EMR Adoption (OPD)
EMR Adoption shows a stable trend, with all
HUs already >90%
e-Prescription Adoption
To reach >90% adoption in 2023
Reached stage 5
in 2022
Throughput in 2022
97%
77%
Radiology EMR Adoption
For Laboratory, at 67% with target to reach
>90% in 2023
78%
Protectpatientsafetybyfacilitating
electronicverificationwithusageofbarcode.
Systemwillalertpharmacistifthereis
mismatchofpatientidentity.
Sinceimplementation,hasmanagedto
reduce>40%ofwaittimesfrom‘Invoice
toCall’forbothprescriptionandnon-
prescription.
O-EMRAM
Stage 5 (OPD)
EMRAM
Stage 5
Target for 2023:
Requirements include (not limited to):
▪>75% of clinical documentation
created using online tools, and
available in Data Repository
▪>25% of medications electronically
identified at bedside
>19k
2023 Initiatives:
▪Finalizing partnership with
Corporate and Insurance
partners
▪Pharmacy delivery where
Siloam have no presence
27
>25%
Units have implemented Single Queue
To be fully implemented in all 41 units by 1Q23.
Reduction in Consultation waiting time
Compared to baseline numbers
>14%
Reduction in Cashier waiting time
Compared to baseline numbers
OPD Transformation –Single QueueTeleconsultation
▪Cross hospital drug delivery for specialist
teleconsultation
▪Lab & Radiology payment in the app
▪Focused campaign on HU with unique
Center of Excellence
31FY2022 Company Presentation
Siloam is maintaining its position by providing a more seamless and comfortable patient
experience, supported by its digital capabilities
3232
32FY2022 Company Presentation
Express Check-out
Medical Package Teleconsultation and TelechatDigital Lab and Radiology
Digitize Patient and Family Records Website and Apps Revamp
Express Checkout
Target GoLivein Apr’23:
•Self service payment via apps
and kiosk
•Drug delivery
Targeted to GoLive in Mar'23
Phase 1 and 2 to be launched in Q22023
Seamless O2O lab and radiology
booking experience for patients
EXPERIENCE
EFFICIENCY
Enhancing current capabilities: State of art Lab
and Radiology, Drive-Thru, Homecare, etc.)
REACH
Reaching a much wider market for Lab & Radiology
with clear information & better accessibility through
digital platform
Patients will be able to see their
children’s medical historyon
their own patient portal. Current
scope: applicable to children
under 21yo.
Went live on Feb'23
Fresher homepageand clustered
structure; richer information on key aspects,
as suggested by research
Focuson patients and corporates
Improving the business/conversionthrough
better service discoverabilityand navigation
Medical Package Transaction via Digital Channel:
Ability to purchase various medical
procedures digitally
•For example:
•Dental procedures
•Surgical procedures
•Maternity procedures
•Etc.
Product Digitalization
•Telechat:DoctorOnDemandoffersurgentcare
andonlinetherapyappointments
•Telconsultation:Videoconsultationwith
specialistdoctorsfromSiloamhospitalsin
Indonesia.
•Followonexaminationandtreatment:Thenext
leveloftreatmentanddiagnosticsprocedure
afterconsultationwithdoctors.(pharmacy
delivery,integratedradiologyandlaboratory
referrals)
experience, supported by its digital capabilities
3232
32FY2022 Company Presentation
Express Check-out
Medical Package Teleconsultation and TelechatDigital Lab and Radiology
Digitize Patient and Family Records Website and Apps Revamp
Express Checkout
Target GoLivein Apr’23:
•Self service payment via apps
and kiosk
•Drug delivery
Targeted to GoLive in Mar'23
Phase 1 and 2 to be launched in Q22023
Seamless O2O lab and radiology
booking experience for patients
EXPERIENCE
EFFICIENCY
Enhancing current capabilities: State of art Lab
and Radiology, Drive-Thru, Homecare, etc.)
REACH
Reaching a much wider market for Lab & Radiology
with clear information & better accessibility through
digital platform
Patients will be able to see their
children’s medical historyon
their own patient portal. Current
scope: applicable to children
under 21yo.
Went live on Feb'23
Fresher homepageand clustered
structure; richer information on key aspects,
as suggested by research
Focuson patients and corporates
Improving the business/conversionthrough
better service discoverabilityand navigation
Medical Package Transaction via Digital Channel:
Ability to purchase various medical
procedures digitally
•For example:
•Dental procedures
•Surgical procedures
•Maternity procedures
•Etc.
Product Digitalization
•Telechat:DoctorOnDemandoffersurgentcare
andonlinetherapyappointments
•Telconsultation:Videoconsultationwith
specialistdoctorsfromSiloamhospitalsin
Indonesia.
•Followonexaminationandtreatment:Thenext
leveloftreatmentanddiagnosticsprocedure
afterconsultationwithdoctors.(pharmacy
delivery,integratedradiologyandlaboratory
referrals)
Siloam’s Strategy and Initiatives
Siloam 5.0 Strategy –Four Pillars of Growth
34
Core Growth
Four-Pillar Strategy
Focusonbusiness
throughpartnership,
operationalefficiency
and effectiveness,
innovationandaccess
Clinical
Programs
Developclinicalcare
forexhaustiveand
holistic patients’
treatment
Network
Expansion
Maximize existing
hospitalization
utilization and
selectivelybuildnew
hospitals
Digital Health
Focusonbusiness
throughpartnership,
operationalefficiency
and effectiveness,
innovationandaccess
FY2022 Company Presentation
34
Core Growth
Four-Pillar Strategy
Focusonbusiness
throughpartnership,
operationalefficiency
and effectiveness,
innovationandaccess
Clinical
Programs
Developclinicalcare
forexhaustiveand
holistic patients’
treatment
Network
Expansion
Maximize existing
hospitalization
utilization and
selectivelybuildnew
hospitals
Digital Health
Focusonbusiness
throughpartnership,
operationalefficiency
and effectiveness,
innovationandaccess
FY2022 Company Presentation
Revenue Growth
Initiatives
35
ProcedurePackaging:Offering uniform pricingpackages
Value Based Pricing: Pricing management by reviewing and
optimizingpricing acrossnetwork
Operational Effectiveness and Sales Team Engagement: Automation
ofthesalesteamand processes
BPJS Optimization: Dedicatedteam to focus and optimisetheefficiencyof
BPJSservicedelivery
EquipmentUtilisation: Maximize utilisationof equipment andimprovereturn on
investment
CapacityUtilisation:Maximizehospitalmetrics
FY2022 Company Presentation
Initiatives
35
ProcedurePackaging:Offering uniform pricingpackages
Value Based Pricing: Pricing management by reviewing and
optimizingpricing acrossnetwork
Operational Effectiveness and Sales Team Engagement: Automation
ofthesalesteamand processes
BPJS Optimization: Dedicatedteam to focus and optimisetheefficiencyof
BPJSservicedelivery
EquipmentUtilisation: Maximize utilisationof equipment andimprovereturn on
investment
CapacityUtilisation:Maximizehospitalmetrics
FY2022 Company Presentation
Cost Management
Initiatives
36
Material Cost reduction: Optimize costbyconsolidatingsupplier;
re-negotiation with suppliers
Demand Planningand Inventory Management: Improve working
capital andreducewastedconsumable; shrinkage management
OPEX Optimisation: Review operationalprocesstooptimizestaff and
reducecosts; digitalization of manual labor; waste management
CAPEX Management Improvement: Streamline CAPEX investment
review andapproval process
FY2022 Company Presentation
Total Estimated Savings Value:
IDR50bn –100bn
Initiatives
36
Material Cost reduction: Optimize costbyconsolidatingsupplier;
re-negotiation with suppliers
Demand Planningand Inventory Management: Improve working
capital andreducewastedconsumable; shrinkage management
OPEX Optimisation: Review operationalprocesstooptimizestaff and
reducecosts; digitalization of manual labor; waste management
CAPEX Management Improvement: Streamline CAPEX investment
review andapproval process
FY2022 Company Presentation
Total Estimated Savings Value:
IDR50bn –100bn
Corporate Governance Initiatives
Investment Committee: Robust Capital Allocation Controls
•All Investment
Plan/Projectsabove
IDR10,000,000,000
(ten billion Rupiah)
and all new hospital
openings (regardless
of amount) must be
presented to the
Investment
Committee for
review and
subsequent approval
by the BOC.
•Each new hospital
opening has to go
through a five stage
review processes as
presented in the
table on the right.
Roadmap (Gates) For New Hospital Openings
Local stakeholder engagement
SITE SELECTION PLANNING CONSTRUCTION MTC OPERATION
Measuring, Monitoring,
Reporting & Control
(c.9-12 months)
Site identification and prioritisation
based on ext. research
Legal, permits and licenses (incl. BPJS)
Expanded feasibility study incl. local
stakeholder analysis
Initial projection development
to inform decisions and design
Site design and planning
Detailed budgeting
(Capex & Projections)
MTC & Day 1 plan
Development & Execution
Post
Implementation
Review (PIR)
Site
construction
Site fit-out & preparation (incl.
equipment, purchasing)
Doctor recruitment
(c.6 months pre-opening)
CEO recruitment*
(starts c.6 months before opening)
Other recruitment
(starts c.6 months
pre-opening)
Training
(c.3 months pre-
opening)
Marketing plan implementation
(c.3 months pre-opening)
38
FY2022 Company Presentation
•All Investment
Plan/Projectsabove
IDR10,000,000,000
(ten billion Rupiah)
and all new hospital
openings (regardless
of amount) must be
presented to the
Investment
Committee for
review and
subsequent approval
by the BOC.
•Each new hospital
opening has to go
through a five stage
review processes as
presented in the
table on the right.
Roadmap (Gates) For New Hospital Openings
Local stakeholder engagement
SITE SELECTION PLANNING CONSTRUCTION MTC OPERATION
Measuring, Monitoring,
Reporting & Control
(c.9-12 months)
Site identification and prioritisation
based on ext. research
Legal, permits and licenses (incl. BPJS)
Expanded feasibility study incl. local
stakeholder analysis
Initial projection development
to inform decisions and design
Site design and planning
Detailed budgeting
(Capex & Projections)
MTC & Day 1 plan
Development & Execution
Post
Implementation
Review (PIR)
Site
construction
Site fit-out & preparation (incl.
equipment, purchasing)
Doctor recruitment
(c.6 months pre-opening)
CEO recruitment*
(starts c.6 months before opening)
Other recruitment
(starts c.6 months
pre-opening)
Training
(c.3 months pre-
opening)
Marketing plan implementation
(c.3 months pre-opening)
38
FY2022 Company Presentation
Investment Committee: Robust Skills and Highly Experienced Members
Members of Investment Committee
PeterJohnChambers–Chairman
Peter’sbackgroundincludesover25yearsofexperienceinfinance,telecommunicationandinvestmentoversight.Hehasoccupied
seniorpositionsinvariouscompaniesincludingCoopersandLybrand,AxiataandFarallonCapital(asanadvisor).Hisexperience
includeservinganumberofBoardswhichhaveincludedPTXLAxiataandIndominesPtyLtd.Hehasalsochairedtheirrespective
Audit,RemunerationandRiskCommittees.
AtiffIbrahimGill–Member
AtiffisamemberoftheOperationsTeaminCVC
Asia.PriorjoiningCVC,hewastheCEOof
LacosteChina.Priortothat,hehasservedin
multiplecompaniesinAsiainseniorexecutive
positions.HeholdsaBScdegreefromLondon
UniversityandisapostgraduatefromOxford
University.
Dr.dr.Andry,MM,MHKes–Member
Dr.AndryservesasboardmemberoftheIndonesian
HospitalsAssociation(PERSI),IndonesianMediator
Association(AMINDO);andaslecturerinPelitaHarapan
UniversityandEsaUnggulUniversity.Hewasonthe
ManagementTeamofMitraKeluargaHospitalBekasiand
wastheCEOofSiloamHospitalsGroup.Heiscurrently
anadvisorforSiloamHospitalsGroup.
39
FY2022 Company Presentation
Members of Investment Committee
PeterJohnChambers–Chairman
Peter’sbackgroundincludesover25yearsofexperienceinfinance,telecommunicationandinvestmentoversight.Hehasoccupied
seniorpositionsinvariouscompaniesincludingCoopersandLybrand,AxiataandFarallonCapital(asanadvisor).Hisexperience
includeservinganumberofBoardswhichhaveincludedPTXLAxiataandIndominesPtyLtd.Hehasalsochairedtheirrespective
Audit,RemunerationandRiskCommittees.
AtiffIbrahimGill–Member
AtiffisamemberoftheOperationsTeaminCVC
Asia.PriorjoiningCVC,hewastheCEOof
LacosteChina.Priortothat,hehasservedin
multiplecompaniesinAsiainseniorexecutive
positions.HeholdsaBScdegreefromLondon
UniversityandisapostgraduatefromOxford
University.
Dr.dr.Andry,MM,MHKes–Member
Dr.AndryservesasboardmemberoftheIndonesian
HospitalsAssociation(PERSI),IndonesianMediator
Association(AMINDO);andaslecturerinPelitaHarapan
UniversityandEsaUnggulUniversity.Hewasonthe
ManagementTeamofMitraKeluargaHospitalBekasiand
wastheCEOofSiloamHospitalsGroup.Heiscurrently
anadvisorforSiloamHospitalsGroup.
39
FY2022 Company Presentation
Strengthened Audit Committee
Siloamhasrevampeditsauditcommittee.The
currentauditcommitteeischairedbyPeter
Chambers,withastrongreputationfor
administeringgoodcorporategovernance.The
auditcommitteehasalsoinvitedCharlesRigoux
fromGatewayPartners,whobringswithhiman
extensiveinternationalinvestmentexperience.In
addition,theauditcommitteealsoinvitedIr.
AchmadKurniadiwhohasservedinIndonesia
InvestmentCoordinatingBoardasManaging
Director.
Peter John Chambers
Head of Audit Committee
40
FY2022 Company Presentation
Siloamhasrevampeditsauditcommittee.The
currentauditcommitteeischairedbyPeter
Chambers,withastrongreputationfor
administeringgoodcorporategovernance.The
auditcommitteehasalsoinvitedCharlesRigoux
fromGatewayPartners,whobringswithhiman
extensiveinternationalinvestmentexperience.In
addition,theauditcommitteealsoinvitedIr.
AchmadKurniadiwhohasservedinIndonesia
InvestmentCoordinatingBoardasManaging
Director.
Peter John Chambers
Head of Audit Committee
40
FY2022 Company Presentation
Corporate Governance: Robust Related Party Transaction Policy
Itisourbeliefthatcapitalallocation
decisionsshouldbemadeinthe
bestinterestsofallshareholders.
Conflictofinterestdecisionsthat
donotbenefitallshareholders
fairly,beitrealorperceived,need
tobeavoided.
Toachievethis,Siloamhas
substantiallystrengthenedits
relatedpartypolicy.
AllvendorsgothroughaKYC
processandrelatedpartiesneedto
beregisteredbeforetransactions
withthemcanbecarriedout.
Furtherinternalprocessesarethen
applieddependingonamountto
ensurethetransactionsarearm’s
lengthandgoesthroughmultiple
levelofapprovalanduptothe
BOCwhereappropriate.
AllRelatedPartyTransactions
(RPT)arereportedtoSiloam’s
AuditCommitteeandreviewedon
aquarterlybasis.
41
FY2022 Company Presentation
Itisourbeliefthatcapitalallocation
decisionsshouldbemadeinthe
bestinterestsofallshareholders.
Conflictofinterestdecisionsthat
donotbenefitallshareholders
fairly,beitrealorperceived,need
tobeavoided.
Toachievethis,Siloamhas
substantiallystrengthenedits
relatedpartypolicy.
AllvendorsgothroughaKYC
processandrelatedpartiesneedto
beregisteredbeforetransactions
withthemcanbecarriedout.
Furtherinternalprocessesarethen
applieddependingonamountto
ensurethetransactionsarearm’s
lengthandgoesthroughmultiple
levelofapprovalanduptothe
BOCwhereappropriate.
AllRelatedPartyTransactions
(RPT)arereportedtoSiloam’s
AuditCommitteeandreviewedon
aquarterlybasis.
41
FY2022 Company Presentation
Siloam CSR and ESG Initiatives
Development of Siloam Clinics in Papua
43
Ruralcommunitiesandpeopleresidinginremoteareashavestruggledtomaintainaccesstoqualityhealthcareservices.One
ofthechallengesintheseareasisashortageofphysiciansandotherhealthcareprofessionals.Theunfavorableeconomiesof
scalemakeitdifficultforstaffefficiencyandposeasignificantchallengeforoperatinghospitalsinruralandremoteareas.
SiloamHospitalsisadvancingpartnershipsinPapuawithcommunityhealthcentersindevelopingSiloamclinicsinremote
areasofPapua.Wecurrentlyhaveestablished6clinicsinremoteregionofPapua.Wehaveopenedour7
th
clinicinPapua
locatedinthemountainregionsofSaman.
MamitVillage NalcaVillage
DabotoVillage DanowageVillage
KorupunVillage
TumdungbonVillage
FY2022 Company Presentation
43
Ruralcommunitiesandpeopleresidinginremoteareashavestruggledtomaintainaccesstoqualityhealthcareservices.One
ofthechallengesintheseareasisashortageofphysiciansandotherhealthcareprofessionals.Theunfavorableeconomiesof
scalemakeitdifficultforstaffefficiencyandposeasignificantchallengeforoperatinghospitalsinruralandremoteareas.
SiloamHospitalsisadvancingpartnershipsinPapuawithcommunityhealthcentersindevelopingSiloamclinicsinremote
areasofPapua.Wecurrentlyhaveestablished6clinicsinremoteregionofPapua.Wehaveopenedour7
th
clinicinPapua
locatedinthemountainregionsofSaman.
MamitVillage NalcaVillage
DabotoVillage DanowageVillage
KorupunVillage
TumdungbonVillage
FY2022 Company Presentation
Supporting Indonesia’s Medical Tourism Industry
44
SiloamisproudtoplayapartinsupportingIndonesia’smedicaltourismindustry.SiloamispartneringwithIndonesian
governmenttoenable7(seven)hospitalunitstobecometherecommendedhospitalsfortouristsvisitingIndonesia.
12
34
56
7
List of hospitals nominated:
1.Siloam Lippo Village
2.Siloam TB Simatupang
3.Siloam KebonJeruk
4.MRCCC
5.BIMC Nusa Dua
6.Siloam Denpasar
7.Siloam Medan
FY2022 Company Presentation
44
SiloamisproudtoplayapartinsupportingIndonesia’smedicaltourismindustry.SiloamispartneringwithIndonesian
governmenttoenable7(seven)hospitalunitstobecometherecommendedhospitalsfortouristsvisitingIndonesia.
12
34
56
7
List of hospitals nominated:
1.Siloam Lippo Village
2.Siloam TB Simatupang
3.Siloam KebonJeruk
4.MRCCC
5.BIMC Nusa Dua
6.Siloam Denpasar
7.Siloam Medan
FY2022 Company Presentation
Siloam ESG Campaign 2023 -#SELANGKAH: SEmangatLAwanKAnker
45
Since2022,theWorldHealthOrganizationinitiatedtheWorldCancerDaytheme
"ClosetheCareGap"toreducegapsincancerknowledgeandcare.Siloam
HospitalsGroupsupportstheworld'sfightagainstcancerinreducinggapsin
accesstomedicaltreatment,accesstoeducation,andaccesstomedical
personnelcompetence.
AsthelargestprivatecancercareproviderinIndonesia,SiloamHospitalsGroup
recognizesthegreatroleandresponsibilityitplaysinservingthewider
community.Withitsknowledge,skillsandcapabilitiesintermsofscaleand
innovation,SiloamHospitalsisstrategicallypositionedtosupportthe
transformationofhealthcareinIndonesialedbytheIndonesianMinistryof
Health.
Giventheimportanceofearlydetectionforbreastcancer,SiloamHospitalsGroup
invitesalllevelsofsociety,includingthegeneralpublic,companies,communities,
andotherinstitutions(stakeholders)tosupportthisactivity.Thescreening
methodusedduringthisprogramisbyusingmammographyequipmentavailable
in14SiloamhospitalsspreadacrossIndonesiawithatargetof25,000women
throughoutthearchipelago,especiallyinareasofneedandgapsinaccessto
healthservices.
FY2022 Company Presentation
45
Since2022,theWorldHealthOrganizationinitiatedtheWorldCancerDaytheme
"ClosetheCareGap"toreducegapsincancerknowledgeandcare.Siloam
HospitalsGroupsupportstheworld'sfightagainstcancerinreducinggapsin
accesstomedicaltreatment,accesstoeducation,andaccesstomedical
personnelcompetence.
AsthelargestprivatecancercareproviderinIndonesia,SiloamHospitalsGroup
recognizesthegreatroleandresponsibilityitplaysinservingthewider
community.Withitsknowledge,skillsandcapabilitiesintermsofscaleand
innovation,SiloamHospitalsisstrategicallypositionedtosupportthe
transformationofhealthcareinIndonesialedbytheIndonesianMinistryof
Health.
Giventheimportanceofearlydetectionforbreastcancer,SiloamHospitalsGroup
invitesalllevelsofsociety,includingthegeneralpublic,companies,communities,
andotherinstitutions(stakeholders)tosupportthisactivity.Thescreening
methodusedduringthisprogramisbyusingmammographyequipmentavailable
in14SiloamhospitalsspreadacrossIndonesiawithatargetof25,000women
throughoutthearchipelago,especiallyinareasofneedandgapsinaccessto
healthservices.
FY2022 Company Presentation
Siloam Transformation Team
46
46
Board of Directors
Diverse and robust Board of Directors’, bringing an extensive international experience to Siloam
DarjotoSetyawan-President Director
Darjotobrings with him more than 35 years
of experience in senior level management.
He was the Managing Director of Rajawali
Group. Currently, he is the Independent
Commissioner of PT Cita Mineral Indonesia
Tbkand PT China Life Indonesia as well as
an advisor of PT Lippo KarawaciTbk
Caroline Riady-Vice President
Director
Caroline started serving as Executive
Director of Siloam Hospitals Kebon
Jeruk where she was instrumental in
growing the operational and financial
performance. She is now currently the
CEO of Siloam Hospitals Group
dr. Grace Frelita Indradjaja–Director
dr Grace currently serves as Medical
Managing Director of Siloam Hospitals. dr
Grace’s strong leadership and
organizational skills and her unwavering
devotion to the community led her to be
actively involved in Indonesian Hospital
Association central office, Indonesian
Chamber of Commerce, IDI, PERKEDWI
as well as IKKESINDO.
Hendy Widjaja –Director
Hendy begun his career working in the
banking industry where he spent over 21
years. He served in operations in a number
of global banks. He was the Directors of
Operations in OVO and Tiket.com.
Daniel Phua –Director
Daniel is a Certified Practicing
Accountant (Australia) with over 23
years’ experience in corporate finance,
business strategy, process
improvement, and corporate governance
with international experience in
Australia, Singapore and Indonesia
Mona Jonatan –Director
Mona is a certified facilitator title from DI
–USA, Clariden, Sean Delany, Stephen
Covey, and John Maxwell. She started
her career as a Quality Assurance
Manager in Far East Trading Company,
USA, then became the Operation and
HR Manager in various companies in
Holland, Vietnam, China and Indonesia
dr. Anang Prayudi –Director
dr. Anang currently serves as Director of PT
Siloam International Hospitals and is a
Managing Director for Network Development &
Hospital Expansion at Siloam Hospitals where
he led on M&A process and execution.
Monica Surjapranata–Director
Monica started her career at Panin Bank
and was the CEO of Books & Beyond.
She was the CEO of RSUS and now
served as Regional Executive Director of
Siloam
AtiffIbrahim Gill –Director
Atiffis a member of the Operations
Team in CVC Asia. Prior joining CVC, he
was the CEO of Lacoste China. He
holds a BSc degree from London
University and is a postgraduate from
Oxford University
47
FY2022 Company Presentation
Diverse and robust Board of Directors’, bringing an extensive international experience to Siloam
DarjotoSetyawan-President Director
Darjotobrings with him more than 35 years
of experience in senior level management.
He was the Managing Director of Rajawali
Group. Currently, he is the Independent
Commissioner of PT Cita Mineral Indonesia
Tbkand PT China Life Indonesia as well as
an advisor of PT Lippo KarawaciTbk
Caroline Riady-Vice President
Director
Caroline started serving as Executive
Director of Siloam Hospitals Kebon
Jeruk where she was instrumental in
growing the operational and financial
performance. She is now currently the
CEO of Siloam Hospitals Group
dr. Grace Frelita Indradjaja–Director
dr Grace currently serves as Medical
Managing Director of Siloam Hospitals. dr
Grace’s strong leadership and
organizational skills and her unwavering
devotion to the community led her to be
actively involved in Indonesian Hospital
Association central office, Indonesian
Chamber of Commerce, IDI, PERKEDWI
as well as IKKESINDO.
Hendy Widjaja –Director
Hendy begun his career working in the
banking industry where he spent over 21
years. He served in operations in a number
of global banks. He was the Directors of
Operations in OVO and Tiket.com.
Daniel Phua –Director
Daniel is a Certified Practicing
Accountant (Australia) with over 23
years’ experience in corporate finance,
business strategy, process
improvement, and corporate governance
with international experience in
Australia, Singapore and Indonesia
Mona Jonatan –Director
Mona is a certified facilitator title from DI
–USA, Clariden, Sean Delany, Stephen
Covey, and John Maxwell. She started
her career as a Quality Assurance
Manager in Far East Trading Company,
USA, then became the Operation and
HR Manager in various companies in
Holland, Vietnam, China and Indonesia
dr. Anang Prayudi –Director
dr. Anang currently serves as Director of PT
Siloam International Hospitals and is a
Managing Director for Network Development &
Hospital Expansion at Siloam Hospitals where
he led on M&A process and execution.
Monica Surjapranata–Director
Monica started her career at Panin Bank
and was the CEO of Books & Beyond.
She was the CEO of RSUS and now
served as Regional Executive Director of
Siloam
AtiffIbrahim Gill –Director
Atiffis a member of the Operations
Team in CVC Asia. Prior joining CVC, he
was the CEO of Lacoste China. He
holds a BSc degree from London
University and is a postgraduate from
Oxford University
47
FY2022 Company Presentation
Siloam Hospitals Board of Commissioners
High CalibreBoard Members with many years of professional experience in various industries
JohnRiady-PresidentCommissioner
JohncurrentlyservesasDirectorofPTLippoKarawaciTbkand
variousseniorexecutivepositionsatLippoGroupcompanies
commissionerofPTMatahariPutraPrimaTbkandPTMatahari
DepartmentStroreTbk.HeholdsthepositionofEditorinBeritaSatu
MediaHoldingsandJakartaGlobe.HeisalsoamemberofColumbia
University’sInternationalAdvisoryBoard.
DrKartiniNurmalaPanjaitanSyahrir-IndependentCommissioner
Dr.KartiniservesasaSeniorAdvisorforClimateChangeIssuestothe
RepublicofIndonesiaunderCoordinatingMinisterforMaritimeAffairs
andInvestment.SheisalsotheIndonesianrepresentativetothe
AdvisoryBoardofASEANandwastheambassadorofIndonesiafor
Argentina,UruguayandParaguaywhenshewasawardedthemost
prestigioustitlebythePresidentofArgentina.
Dr.LiemSuetWun–Commissioner
Dr.Limhasmorethan30yearsofexperienceinhealthcare
management.HislastpositionwasastheCEOofNational
HealthcareGroupandTanTockSengHospital(TTSH)inSingapore.
Dr.LimhassubstantivelyinvolvedwiththeNanyangTechnological
UniversityandImperialCollegeinLondonandwasawardedthe
PublicServicestarbythePresidentofSingapore.
PeterJ.Chambers-IndependentCommissioner
Peter’sbackgroundincludesover25yearsofexperienceinfinance,
telecommunicationandinvestmentoversight.Hehasoccupiedsenior
positionsinvariouscompaniesincludingCoopersandLybrand,Axiata
andFarallonCapital(asanadvisor).Hisexperienceincludeservinga
numberofBoardswhichhaveincludedPTXLAxiataandIndominesPty
Ltd.HehasalsochairedtheirrespectiveAudit,RemunerationandRisk
Committees.
AndyN.Purwohardono–Commissioner
AndyisaSeniorManagingDirectoratCVCCapitalPartnersand
headstheirIndonesiaoffice.PriortojoiningCVC,hewasthe
PresidentDirectorandtheHeadofInvestmentBankofPTMorgan
StanleyAsiaIndonesiaforfouryears.AndyholdsaBScinIndustrial
EngineeringfromOregonStateUniversityandanMBAfrom
UniversityofTexas,US.
48
FY2022 Company Presentation
High CalibreBoard Members with many years of professional experience in various industries
JohnRiady-PresidentCommissioner
JohncurrentlyservesasDirectorofPTLippoKarawaciTbkand
variousseniorexecutivepositionsatLippoGroupcompanies
commissionerofPTMatahariPutraPrimaTbkandPTMatahari
DepartmentStroreTbk.HeholdsthepositionofEditorinBeritaSatu
MediaHoldingsandJakartaGlobe.HeisalsoamemberofColumbia
University’sInternationalAdvisoryBoard.
DrKartiniNurmalaPanjaitanSyahrir-IndependentCommissioner
Dr.KartiniservesasaSeniorAdvisorforClimateChangeIssuestothe
RepublicofIndonesiaunderCoordinatingMinisterforMaritimeAffairs
andInvestment.SheisalsotheIndonesianrepresentativetothe
AdvisoryBoardofASEANandwastheambassadorofIndonesiafor
Argentina,UruguayandParaguaywhenshewasawardedthemost
prestigioustitlebythePresidentofArgentina.
Dr.LiemSuetWun–Commissioner
Dr.Limhasmorethan30yearsofexperienceinhealthcare
management.HislastpositionwasastheCEOofNational
HealthcareGroupandTanTockSengHospital(TTSH)inSingapore.
Dr.LimhassubstantivelyinvolvedwiththeNanyangTechnological
UniversityandImperialCollegeinLondonandwasawardedthe
PublicServicestarbythePresidentofSingapore.
PeterJ.Chambers-IndependentCommissioner
Peter’sbackgroundincludesover25yearsofexperienceinfinance,
telecommunicationandinvestmentoversight.Hehasoccupiedsenior
positionsinvariouscompaniesincludingCoopersandLybrand,Axiata
andFarallonCapital(asanadvisor).Hisexperienceincludeservinga
numberofBoardswhichhaveincludedPTXLAxiataandIndominesPty
Ltd.HehasalsochairedtheirrespectiveAudit,RemunerationandRisk
Committees.
AndyN.Purwohardono–Commissioner
AndyisaSeniorManagingDirectoratCVCCapitalPartnersand
headstheirIndonesiaoffice.PriortojoiningCVC,hewasthe
PresidentDirectorandtheHeadofInvestmentBankofPTMorgan
StanleyAsiaIndonesiaforfouryears.AndyholdsaBScinIndustrial
EngineeringfromOregonStateUniversityandanMBAfrom
UniversityofTexas,US.
48
FY2022 Company Presentation
Key Management to Support Transformation
Dr.JulieMcCaughan–ManagingDirectorofQuality&Nursing
Dr.JuliecurrentlyistheQualityandNursingManagingDirectorofSiloam
Hospitals,shealsohelmsSiloamTrainingCenterasaDirectorandhasbeen
instrumentalinthegrowthofSiloamHospitalsoverthepast17years
includingclinicaloversightof11complexclinicalimprovementinitiativesfor
standardizedimplementationacrossthehospitalgroupandraisingthenursing
professioninSiloamtothenextlevelbyachievingMagnetAspiredstatusby
2025,afirstinIndonesia.PriortoSiloam,Shehastakenseniorleadership
rolesacrossAsiaPacific,includingChiefOperatingOfficerofDanvosMedical
Group,China.Dr.Julie’spassionforclinicalandnursingexcellencehasallowed
hertobeaHospitalSurveyorofJointCommissionInternationalwhereshe
surveyedover30hospitalsglobally.ShehasservedasHealthServices
ManageratChristmasIslandDetentionCenter,managingbothmentalhealth,
acuteemergencyresponse,doctorsandspecialiststocareforover5000
refugeesfrommultiplecountriesandwithlimitedresourcesallwhile
operationallydrivingforfirstdetentioncenterinAustraliatobecome
accreditedbytheRoyalCollegeofAustralianGeneralPractitioners(RACGP)
2013.ShewastheClinicalleadforthefirsthospitalinMyanmartobe
internationallyaccreditedbyJointCommissionInternational2016.Shehas
servedasPresidentoftheAustralianStomalTherapyAssociationandas
AdvisortotheIndonesianNursesEnterostomalTherapyOrganization.
GabrielleTironi–DirectorofCorporateStrategy
GabrielleistheDirectorofCorporateStrategyinSiloam.Heisthe
PortfolioManagementSeniorAdvisorinCVCCapitalPartnerAsia.
HewastheAdvisorforM&AStrategy&OperationsinPwCItalyand
Singapore.Hebringsmorethan10yearsofinternationalM&A
Strategy&OperationsAdvisoryindifferentcross-border
transactionsincludingEuropeandAsia.
49
VarunKhanna–ManagingDirectorofHealthcareBusiness&
Investments
Varunisahealthcare,med-tech&technologyorientedseniorbusiness
professional,whopivotedindustriesandpickednewdomainsthroughhis
careergainingadeepinsightofbusinessesinfourdiverseindustriesof
telecom,retail,healthcaredelivery,andmedicaltechnologywithB2Band
B2Cchannels.Heisknownforhisabilitytowraphisarmsaroundnew
companies,quicklyfigureouttheleveragepointsandchartanaccelerated
growthplan.Hehasbeeninstrumentalinbusinessturnaroundofmature
multinationalmed-techcompaniesandacrosshealthcarecompaniesin
India,SouthAsia,andASEAN.Notableamonghisotherachievementshave
beenscalingthebusinessto“next-tier”marketsandenhancingreachto
700citiesastheManagingDirectorforBectonDickinsoninIndia,growing
thebusinessdoubledigitCAGRwithreturnonsalesgrowthfromlow
singledigitto20%.AtFortisHealthcare,asRegionalDirector-Westand
Eastregion,expandedthecompany’sfootprintbyamalgamatingmultiple
hospitalacquisitionstoforma1200+bedhospitalnetwork,whichgrewa
CAGRof30%onaccountofnewClinicalprograms,Clinicianandnursing
staffmotivation,addressingperceptionissuesthroughuniquemarketing
programsandacycletodrivecapex.
VarunalsoservedastheNationalExecutiveBoardMemberofAMCHAM,
Chairman–AdvaMedIndiaWorkingGroupandExecutiveCommittee,Co-
ChairatFICCIHealthServicesCommitteeandSecretaryandTreasurerof
NATHEALTH,India.
FY2022 Company Presentation
Dr.JulieMcCaughan–ManagingDirectorofQuality&Nursing
Dr.JuliecurrentlyistheQualityandNursingManagingDirectorofSiloam
Hospitals,shealsohelmsSiloamTrainingCenterasaDirectorandhasbeen
instrumentalinthegrowthofSiloamHospitalsoverthepast17years
includingclinicaloversightof11complexclinicalimprovementinitiativesfor
standardizedimplementationacrossthehospitalgroupandraisingthenursing
professioninSiloamtothenextlevelbyachievingMagnetAspiredstatusby
2025,afirstinIndonesia.PriortoSiloam,Shehastakenseniorleadership
rolesacrossAsiaPacific,includingChiefOperatingOfficerofDanvosMedical
Group,China.Dr.Julie’spassionforclinicalandnursingexcellencehasallowed
hertobeaHospitalSurveyorofJointCommissionInternationalwhereshe
surveyedover30hospitalsglobally.ShehasservedasHealthServices
ManageratChristmasIslandDetentionCenter,managingbothmentalhealth,
acuteemergencyresponse,doctorsandspecialiststocareforover5000
refugeesfrommultiplecountriesandwithlimitedresourcesallwhile
operationallydrivingforfirstdetentioncenterinAustraliatobecome
accreditedbytheRoyalCollegeofAustralianGeneralPractitioners(RACGP)
2013.ShewastheClinicalleadforthefirsthospitalinMyanmartobe
internationallyaccreditedbyJointCommissionInternational2016.Shehas
servedasPresidentoftheAustralianStomalTherapyAssociationandas
AdvisortotheIndonesianNursesEnterostomalTherapyOrganization.
GabrielleTironi–DirectorofCorporateStrategy
GabrielleistheDirectorofCorporateStrategyinSiloam.Heisthe
PortfolioManagementSeniorAdvisorinCVCCapitalPartnerAsia.
HewastheAdvisorforM&AStrategy&OperationsinPwCItalyand
Singapore.Hebringsmorethan10yearsofinternationalM&A
Strategy&OperationsAdvisoryindifferentcross-border
transactionsincludingEuropeandAsia.
49
VarunKhanna–ManagingDirectorofHealthcareBusiness&
Investments
Varunisahealthcare,med-tech&technologyorientedseniorbusiness
professional,whopivotedindustriesandpickednewdomainsthroughhis
careergainingadeepinsightofbusinessesinfourdiverseindustriesof
telecom,retail,healthcaredelivery,andmedicaltechnologywithB2Band
B2Cchannels.Heisknownforhisabilitytowraphisarmsaroundnew
companies,quicklyfigureouttheleveragepointsandchartanaccelerated
growthplan.Hehasbeeninstrumentalinbusinessturnaroundofmature
multinationalmed-techcompaniesandacrosshealthcarecompaniesin
India,SouthAsia,andASEAN.Notableamonghisotherachievementshave
beenscalingthebusinessto“next-tier”marketsandenhancingreachto
700citiesastheManagingDirectorforBectonDickinsoninIndia,growing
thebusinessdoubledigitCAGRwithreturnonsalesgrowthfromlow
singledigitto20%.AtFortisHealthcare,asRegionalDirector-Westand
Eastregion,expandedthecompany’sfootprintbyamalgamatingmultiple
hospitalacquisitionstoforma1200+bedhospitalnetwork,whichgrewa
CAGRof30%onaccountofnewClinicalprograms,Clinicianandnursing
staffmotivation,addressingperceptionissuesthroughuniquemarketing
programsandacycletodrivecapex.
VarunalsoservedastheNationalExecutiveBoardMemberofAMCHAM,
Chairman–AdvaMedIndiaWorkingGroupandExecutiveCommittee,Co-
ChairatFICCIHealthServicesCommitteeandSecretaryandTreasurerof
NATHEALTH,India.
FY2022 Company Presentation
Audit Committee: Independent with High Credentials Members
Members of Audit Committee
PeterJohnChambers–Member
Peter’sbackgroundincludesover25yearsof
experienceinfinance,telecommunicationand
investmentoversight.Hehasoccupiedsenior
positionsinvariouscompaniesincluding
CoopersandLybrand,AxiataandFarallonCapital
(asanadvisor).Hisexperienceincludeservinga
numberofBoardswhichhaveincludedPTXL
AxiataandIndominesPtyLtd.Hehasalso
chairedtheirrespectiveAudit,Remuneration
andRiskCommittees.
CharlesRigoux–Member
CharlesisaninvestmentprofessionalatGatewayPartners,
aninvestmentfirmfocusedongrowthcapitalandspecial
situationsacrossmarketsinSoutheastAsia,SouthAsia,the
MiddleEastandAfrica.PriortojoiningGateway,heworked
atStandardCharteredBankintheFinancialSponsors
GroupinSingapore,involvedintheoriginationand
executionofM&AandLeveragedFinancetransactionsin
SoutheastAsia.
Ir.AchmadKurniadi,MBA–Member
Ir.AchmadhasservedinIndonesiaInvestmentCoordinatingBoard(BKPM)withthelastpositionasDeputyInvestment
Cooperation.HewastheAmbassadoroftheRepublicofIndonesiainSouthKoreaandwastheHeadofInvestmentinTradeOffice
andIndonesianEconomyinTaiwan.HeobtainedaBachelor’sdegreeinAgronomyfromPadjadjaranUniversity,Bandunginand
MasterofBusinessAdministrationfromYonseiUniversityGraduateSchoolofInternationalStudies,SouthKorea.
50
FY2022 Company Presentation
Members of Audit Committee
PeterJohnChambers–Member
Peter’sbackgroundincludesover25yearsof
experienceinfinance,telecommunicationand
investmentoversight.Hehasoccupiedsenior
positionsinvariouscompaniesincluding
CoopersandLybrand,AxiataandFarallonCapital
(asanadvisor).Hisexperienceincludeservinga
numberofBoardswhichhaveincludedPTXL
AxiataandIndominesPtyLtd.Hehasalso
chairedtheirrespectiveAudit,Remuneration
andRiskCommittees.
CharlesRigoux–Member
CharlesisaninvestmentprofessionalatGatewayPartners,
aninvestmentfirmfocusedongrowthcapitalandspecial
situationsacrossmarketsinSoutheastAsia,SouthAsia,the
MiddleEastandAfrica.PriortojoiningGateway,heworked
atStandardCharteredBankintheFinancialSponsors
GroupinSingapore,involvedintheoriginationand
executionofM&AandLeveragedFinancetransactionsin
SoutheastAsia.
Ir.AchmadKurniadi,MBA–Member
Ir.AchmadhasservedinIndonesiaInvestmentCoordinatingBoard(BKPM)withthelastpositionasDeputyInvestment
Cooperation.HewastheAmbassadoroftheRepublicofIndonesiainSouthKoreaandwastheHeadofInvestmentinTradeOffice
andIndonesianEconomyinTaiwan.HeobtainedaBachelor’sdegreeinAgronomyfromPadjadjaranUniversity,Bandunginand
MasterofBusinessAdministrationfromYonseiUniversityGraduateSchoolofInternationalStudies,SouthKorea.
50
FY2022 Company Presentation
Appendix
4Q2022 Financial Results Summary
52
Net Profit grew
71.4%
to
IDR253bn
in 4Q22 vs 4Q21
Revenueincreased by
15.0%
to
IDR2.01tn
in 4Q22 vs 4Q21
EBITDA Margin grewto
29.3%
in 4Q22
from
23.2%
in 4Q21
EBITDAincreased by
39.8%
and booked at
IDR589bn
in 4Q22 vs 4Q21
*Revenue refers to 'Non-SpecialistRevenue' in the Statutory Report
Revenue,EBITDAandNetProfitin
4Q22increasedby15%,39.8%and
29.3%respectivelycomparedwith
4Q21whereimpactfromCOVIDwas
slowingdown.
Net Profit Margin grew to
12.6%
in 4Q22
From
8.1%
in 4Q21
FY2022 Company Presentation
52
Net Profit grew
71.4%
to
IDR253bn
in 4Q22 vs 4Q21
Revenueincreased by
15.0%
to
IDR2.01tn
in 4Q22 vs 4Q21
EBITDA Margin grewto
29.3%
in 4Q22
from
23.2%
in 4Q21
EBITDAincreased by
39.8%
and booked at
IDR589bn
in 4Q22 vs 4Q21
*Revenue refers to 'Non-SpecialistRevenue' in the Statutory Report
Revenue,EBITDAandNetProfitin
4Q22increasedby15%,39.8%and
29.3%respectivelycomparedwith
4Q21whereimpactfromCOVIDwas
slowingdown.
Net Profit Margin grew to
12.6%
in 4Q22
From
8.1%
in 4Q21
FY2022 Company Presentation
Monthly Revenue and EBITDA
53
*Revenue referring to Non-Specialist
*EBITDA with new accounting regulations
0
100
200
300
400
500
600
700
800
2022 Monthly Revenue* (in IDR bn)
0
50
100
150
200
250
2022 Monthly EBITDA* (in IDR bn)
Siloam have shown predictable growth trajectory, staying in the course of growth over 2022.
JanFebMarAprMayJunJulAugSepOctNovDec JanFebMarAprMayJunJulAugSepOctNovDec
24%23%24%20%24%27%28%32%30%26%24%39%
FY2022 Company Presentation
53
*Revenue referring to Non-Specialist
*EBITDA with new accounting regulations
0
100
200
300
400
500
600
700
800
2022 Monthly Revenue* (in IDR bn)
0
50
100
150
200
250
2022 Monthly EBITDA* (in IDR bn)
Siloam have shown predictable growth trajectory, staying in the course of growth over 2022.
JanFebMarAprMayJunJulAugSepOctNovDec JanFebMarAprMayJunJulAugSepOctNovDec
24%23%24%20%24%27%28%32%30%26%24%39%
FY2022 Company Presentation
Total Cities: 25
Total Hospitals: 41
3
No. of
Hospitals*
13 4 3 17
Description
Well
established
hospitals
with high
revenue and
profitability
Profitable
withhigh
potential for
further
capacity
growth
Operates in
distinct niche
markets with
high
profitability
profiles
More than
60% of
revenue is
derived from
BPJS patients
Hospitals
opened in
the last
several years
Segment Flagship Mature BPJS Ramping UpDistinct
Total Provinces: 23
54
Data as of 31 December 2022
*Excluding Siloam Agora as managed service hospital
(Opened in April 2022)
FY2022 Company Presentation
Siloam Hospitals Segments
Total Hospitals: 41
3
No. of
Hospitals*
13 4 3 17
Description
Well
established
hospitals
with high
revenue and
profitability
Profitable
withhigh
potential for
further
capacity
growth
Operates in
distinct niche
markets with
high
profitability
profiles
More than
60% of
revenue is
derived from
BPJS patients
Hospitals
opened in
the last
several years
Segment Flagship Mature BPJS Ramping UpDistinct
Total Provinces: 23
54
Data as of 31 December 2022
*Excluding Siloam Agora as managed service hospital
(Opened in April 2022)
FY2022 Company Presentation
Siloam Hospitals Segments
55
Flagship Distinct BPJS Ramping Up
3
Hospitals
Well established hospitals
with high revenue and
profitability
Profitable with high
potential for further
capacity growth
Operates indistinct niche
markets with high
profitability profiles
More than 60% of revenue
is derived from BPJS
patients
Hospitals opened in the last
several years
13
Hospitals
4
Hospitals
3
Hospitals
17
Hospitals
Mature
Siloam Hospitals Segments
* Aside from these hospitals, Siloam also manages SH Agora (SHAG) utilizing a managed service model and has just started its operation in 2022
3,784
Operational Beds
3,659
GPs, Specialists and Dentists
8,127
Nurses and Medical Staff
66Siloam Clinics
(7 clinics in Papua)
FY2022 Company Presentation
Flagship Distinct BPJS Ramping Up
3
Hospitals
Well established hospitals
with high revenue and
profitability
Profitable with high
potential for further
capacity growth
Operates indistinct niche
markets with high
profitability profiles
More than 60% of revenue
is derived from BPJS
patients
Hospitals opened in the last
several years
13
Hospitals
4
Hospitals
3
Hospitals
17
Hospitals
Mature
Siloam Hospitals Segments
* Aside from these hospitals, Siloam also manages SH Agora (SHAG) utilizing a managed service model and has just started its operation in 2022
3,784
Operational Beds
3,659
GPs, Specialists and Dentists
8,127
Nurses and Medical Staff
66Siloam Clinics
(7 clinics in Papua)
FY2022 Company Presentation
Siloam’s Strategic Growth to Take Advantage of the Market Potential
Flagship Mature BPJS Ramping UpDistinct
56
1996 2002 2011 2012 2013 2014 2016 2017 2018 2019 2020 2021 2022
Owned
Hospitals
Leased
Hospitals
RSUS
Lippo Village
SH
Manado
SH
BekasiTimur
BIMC
Kuta
SH
Purwakarta
SH
Labuan Bajo
SH
Makassar
SH
TB Simatupang
SH
MRCCC
SH
Medan
SH
LippoVillage
SH
Palembang
SH
Yogyakarta
SH
Surabaya
SH
Denpasar
SH
Kupang
SH
Buton
SH
Cinere
SH
KebonJeruk
SH
Semarang
SH
PalangkaRaya
SH
Paal Dua
SH
Mataram
SH
Balikpapan
SH
Jember
SH
Cirebon
SH
Bangka
Belitung
SH Bekasi
SepanjangJaya
BIMC
NusaDua
SH
Jambi
SH
ASRI
SH
LubukLinggau
SH
Bekasi Sentosa
SH
Lippo Cikarang
SH
Bogor
RSU
Syubbanul
Wathon
RSU
KelapaDua
SH
Mampang
SH
Ambon
SH
Banjarmasin
SH
AgoraManaged
Service
IPO Right Issue Right Issue
Data as of 31 December 2022
FY2022 Company Presentation
Flagship Mature BPJS Ramping UpDistinct
56
1996 2002 2011 2012 2013 2014 2016 2017 2018 2019 2020 2021 2022
Owned
Hospitals
Leased
Hospitals
RSUS
Lippo Village
SH
Manado
SH
BekasiTimur
BIMC
Kuta
SH
Purwakarta
SH
Labuan Bajo
SH
Makassar
SH
TB Simatupang
SH
MRCCC
SH
Medan
SH
LippoVillage
SH
Palembang
SH
Yogyakarta
SH
Surabaya
SH
Denpasar
SH
Kupang
SH
Buton
SH
Cinere
SH
KebonJeruk
SH
Semarang
SH
PalangkaRaya
SH
Paal Dua
SH
Mataram
SH
Balikpapan
SH
Jember
SH
Cirebon
SH
Bangka
Belitung
SH Bekasi
SepanjangJaya
BIMC
NusaDua
SH
Jambi
SH
ASRI
SH
LubukLinggau
SH
Bekasi Sentosa
SH
Lippo Cikarang
SH
Bogor
RSU
Syubbanul
Wathon
RSU
KelapaDua
SH
Mampang
SH
Ambon
SH
Banjarmasin
SH
AgoraManaged
Service
IPO Right Issue Right Issue
Data as of 31 December 2022
FY2022 Company Presentation
6.9
6.3
4Q21 4Q22
Average Revenue per Inpatient Days (in IDR mn)
7.3
6.5
FY21 FY22
Average Revenue per Inpatient Days (in IDR mn)
Revenue* per Patient Days and Outpatient Visits
57
-11%
-26%
-8%
-17%
*Revenue refers to 'Non-SpecialistRevenue’ + ‘Specialist Revenue’
FY2022 Company Presentation
1.6
1.2
FY21 FY22
Average Revenue per Outpatient Visits (in IDR mn)
1.4
1.2
4Q21 4Q22
Average Revenue per Outpatient Visits (in IDR mn)
6.3
4Q21 4Q22
Average Revenue per Inpatient Days (in IDR mn)
7.3
6.5
FY21 FY22
Average Revenue per Inpatient Days (in IDR mn)
Revenue* per Patient Days and Outpatient Visits
57
-11%
-26%
-8%
-17%
*Revenue refers to 'Non-SpecialistRevenue’ + ‘Specialist Revenue’
FY2022 Company Presentation
1.6
1.2
FY21 FY22
Average Revenue per Outpatient Visits (in IDR mn)
1.4
1.2
4Q21 4Q22
Average Revenue per Outpatient Visits (in IDR mn)
Siloam Hospitals Operational Results per Region
Segment Region 1 Region 2 Region 3 Region 4 Region 5
Area Jakarta & Greater JakartaWest & Central Java
East Java, Bali, East & West
Nusa Tenggara and Maluku
Sulawesi & Kalimantan Sumatera
No. of Hospitals 9 10 9 7 5
IPD Admissions
(‘000)
4Q22 17 (+28%) 13 (+2%) 12 (+51%) 13 (+38%) 10 (+41%)
4Q21 13 13 8 9 7
FY22 60 (+26%) 55 (+32%) 41 (+40%) 47 (+41%) 32 (+43%)
FY21 48 42 29 34 23
IPD Days
(‘000)
4Q22 72 (+40%) 56 (+36%) 38 (+40%) 39 (+33%) 32 (+40%)
4Q21 52 42 27 30 23
FY22 238 (+6%) 197 (+23%) 135 (+19%) 145 (+16%) 110 (+20%)
FY21 225 160 113 124 92
OPD Visits
(‘000)
4Q22 246 (+19%) 208 (+26%) 156 (+52%) 142 (+20%) 130 (+31%)
4Q21 207 165 102 118 99
FY22 890 (+20%) 775 (+39%) 543 (+43%) 503 (+27%) 459 (+41%)
FY21 739 557 379 397 325
58
Note:
Hospital units only, excluding, Agora clinics and non-hospital units
Operational results excluding Siloam Agora
OPD Visits including Homecare and Teleconsultation
FY2022 Company Presentation
Segment Region 1 Region 2 Region 3 Region 4 Region 5
Area Jakarta & Greater JakartaWest & Central Java
East Java, Bali, East & West
Nusa Tenggara and Maluku
Sulawesi & Kalimantan Sumatera
No. of Hospitals 9 10 9 7 5
IPD Admissions
(‘000)
4Q22 17 (+28%) 13 (+2%) 12 (+51%) 13 (+38%) 10 (+41%)
4Q21 13 13 8 9 7
FY22 60 (+26%) 55 (+32%) 41 (+40%) 47 (+41%) 32 (+43%)
FY21 48 42 29 34 23
IPD Days
(‘000)
4Q22 72 (+40%) 56 (+36%) 38 (+40%) 39 (+33%) 32 (+40%)
4Q21 52 42 27 30 23
FY22 238 (+6%) 197 (+23%) 135 (+19%) 145 (+16%) 110 (+20%)
FY21 225 160 113 124 92
OPD Visits
(‘000)
4Q22 246 (+19%) 208 (+26%) 156 (+52%) 142 (+20%) 130 (+31%)
4Q21 207 165 102 118 99
FY22 890 (+20%) 775 (+39%) 543 (+43%) 503 (+27%) 459 (+41%)
FY21 739 557 379 397 325
58
Note:
Hospital units only, excluding, Agora clinics and non-hospital units
Operational results excluding Siloam Agora
OPD Visits including Homecare and Teleconsultation
FY2022 Company Presentation
Segment Region 1 Region 2 Region 3 Region 4 Region 5
Area Jakarta & Greater JakartaWest & Central Java
East Java, Bali, East & West
Nusa Tenggara and Maluku
Sulawesi & Kalimantan Sumatera
No. of Hospitals 9 10 9 7 5
Net GOR
(IDR bn)
4Q22 1,165 (+10%) 316 (+26%) 399 (+29%) 281 (+15%) 294 (+19%)
4Q21 1,059 250 309 244 248
FY22 4,366 (+3%) 1,159 (-5%) 1,475 (+8%) 1,048 (-11%) 1,096 (-5%)
FY21 4,238 1,222 1,366 1,173 1,040
NOR
(IDR bn)
4Q22 623 (-21%) 247 (+30%) 306 (+29%) 212 (+12%) 229 (+20%)
4Q21 785 190 238 189 192
FY22 3,324 (+2%) 909 (+9%) 1,135 (+4%) 799 (-16%) 850 (+4%)
FY21 3,273 994 1,091 952 814
EBITDA
(IDR bn)
4Q22 333 (+33%) 46 (+205%) 125 (+126) 62 (+37%) 80 (+44%)
4Q21 251 15 55 45 56
FY22 1,242 (+26%) 178 (-1%) 423 (+33%) 244 (-26%) 289 (+26%)
FY21 989 179 319 332 229
Siloam Hospitals Financial Results per Region
59
Note:
EBITDA calculated with the new accounting policy, unaudited
Hospital units only, excluding clinics and non-hospital units
Financial results excluding Siloam Agora
FY2022 Company Presentation
Area Jakarta & Greater JakartaWest & Central Java
East Java, Bali, East & West
Nusa Tenggara and Maluku
Sulawesi & Kalimantan Sumatera
No. of Hospitals 9 10 9 7 5
Net GOR
(IDR bn)
4Q22 1,165 (+10%) 316 (+26%) 399 (+29%) 281 (+15%) 294 (+19%)
4Q21 1,059 250 309 244 248
FY22 4,366 (+3%) 1,159 (-5%) 1,475 (+8%) 1,048 (-11%) 1,096 (-5%)
FY21 4,238 1,222 1,366 1,173 1,040
NOR
(IDR bn)
4Q22 623 (-21%) 247 (+30%) 306 (+29%) 212 (+12%) 229 (+20%)
4Q21 785 190 238 189 192
FY22 3,324 (+2%) 909 (+9%) 1,135 (+4%) 799 (-16%) 850 (+4%)
FY21 3,273 994 1,091 952 814
EBITDA
(IDR bn)
4Q22 333 (+33%) 46 (+205%) 125 (+126) 62 (+37%) 80 (+44%)
4Q21 251 15 55 45 56
FY22 1,242 (+26%) 178 (-1%) 423 (+33%) 244 (-26%) 289 (+26%)
FY21 989 179 319 332 229
Siloam Hospitals Financial Results per Region
59
Note:
EBITDA calculated with the new accounting policy, unaudited
Hospital units only, excluding clinics and non-hospital units
Financial results excluding Siloam Agora
FY2022 Company Presentation
Siloam Hospitals Operational Results by Segment
60
Segment Flagship Mature Distinct BPJS Ramping Up
Description
Well established hospitals with
high revenue and profitability
Profitable withhigh potential
for further capacity growth
Operates in distinct niche
markets with high profitability
profiles
More than 60% of
revenue is derived from
BPJS patients
Hospitals opened in the last
2-5 years
No. of Hospitals 3 13 4 3 17
IPD Admissions
(‘000)
4Q22 10 (+17%) 29 (+34%) 2 (+56%) 6 (-25%) 17 (+67%)
4Q21 9 22 1 8 10
FY22 37 (-25%) 104 (-19%) 7 (-5%) 32 (-31%) 56 (-20%)
FY21 49 128 8 47 70
IPD Days
(‘000)
4Q22 39 (+5%) 94 (+29%) 7 (+73%) 39 (+36%) 48 (+59%)
4Q21 37 73 4 28 30
FY22 147 (+15%) 341 (+17%) 23 (+73%) 134 (+24%) 170 (-3%)
FY21 128 291 13 108 176
OPD Visits
(‘000)
4Q22 152 (+13%) 427 (+29%) 31 (+49%) 114 (+20%) 175 (+59%)
4Q21 134 332 21 95 110
FY22 560 (-30%) 1,515 (-22%) 103 (-18%) 417 (-32%) 592 (-4%)
FY21 801 1,940 126 618 617
Note:
Hospital units only, excluding, Agora clinics and non-hospital units
Operational results excluding Siloam Agora
OPD Visits including Homecare and Teleconsultation
FY2022 Company Presentation
60
Segment Flagship Mature Distinct BPJS Ramping Up
Description
Well established hospitals with
high revenue and profitability
Profitable withhigh potential
for further capacity growth
Operates in distinct niche
markets with high profitability
profiles
More than 60% of
revenue is derived from
BPJS patients
Hospitals opened in the last
2-5 years
No. of Hospitals 3 13 4 3 17
IPD Admissions
(‘000)
4Q22 10 (+17%) 29 (+34%) 2 (+56%) 6 (-25%) 17 (+67%)
4Q21 9 22 1 8 10
FY22 37 (-25%) 104 (-19%) 7 (-5%) 32 (-31%) 56 (-20%)
FY21 49 128 8 47 70
IPD Days
(‘000)
4Q22 39 (+5%) 94 (+29%) 7 (+73%) 39 (+36%) 48 (+59%)
4Q21 37 73 4 28 30
FY22 147 (+15%) 341 (+17%) 23 (+73%) 134 (+24%) 170 (-3%)
FY21 128 291 13 108 176
OPD Visits
(‘000)
4Q22 152 (+13%) 427 (+29%) 31 (+49%) 114 (+20%) 175 (+59%)
4Q21 134 332 21 95 110
FY22 560 (-30%) 1,515 (-22%) 103 (-18%) 417 (-32%) 592 (-4%)
FY21 801 1,940 126 618 617
Note:
Hospital units only, excluding, Agora clinics and non-hospital units
Operational results excluding Siloam Agora
OPD Visits including Homecare and Teleconsultation
FY2022 Company Presentation
Segment Flagship Mature Distinct BPJS Ramping Up
Description
Well established hospitals
with high revenue and
profitability
Profitable withhigh
potential for further
capacity growth
Operates indistinct niche
markets with high
profitability profiles
More than 60% of
revenue is derived from
BPJS patients
Hospitals opened in the
last 2-5 years
No. of Hospitals 3 13 4 3 17
Net GOR
(IDR bn)
4Q22 885 (+4%) 965 (+14%) 178 (+79%) 162 (+26%) 265 (+44%)
4Q21 851 846 100 129 185
FY22 3,368 (+13%) 3,659 (+1%) 576 (+56%) 595 (-7%) 947 (-34%)
FY21 2,990 3,609 365 641 1,433
NOR
(IDR bn)
4Q22 674 (+7%) 736 (+13%) 136 (+86%) 128 (+32%) 211 (+49%)
4Q21 631 651 73 97 142
FY22 2,553 (+13%) 2,805 (-2%) 435 (+59%) 470 (-9%) 753 (-38%)
FY21 2,251 2,872 273 518 1,210
EBITDA
(IDR bn)
4Q22 276 (-9%) 265 (-11%) 62 (+124%) 19 (+577%) 24 (-236%)
4Q21 305 297 28 -4 -18
FY22 1,077 (+33%) 1,014 (-6%) 179 (+178%) 67 (-28%) 41 (-89%)
FY21 810 1,084 65 93 366
Note:
EBITDA calculated with the new accounting policy, unaudited
Hospital units only, excluding clinics and non-hospital units
Financial results excluding Siloam Agora
Siloam Hospitals Financial Results by Segment
61
FY2022 Company Presentation
Description
Well established hospitals
with high revenue and
profitability
Profitable withhigh
potential for further
capacity growth
Operates indistinct niche
markets with high
profitability profiles
More than 60% of
revenue is derived from
BPJS patients
Hospitals opened in the
last 2-5 years
No. of Hospitals 3 13 4 3 17
Net GOR
(IDR bn)
4Q22 885 (+4%) 965 (+14%) 178 (+79%) 162 (+26%) 265 (+44%)
4Q21 851 846 100 129 185
FY22 3,368 (+13%) 3,659 (+1%) 576 (+56%) 595 (-7%) 947 (-34%)
FY21 2,990 3,609 365 641 1,433
NOR
(IDR bn)
4Q22 674 (+7%) 736 (+13%) 136 (+86%) 128 (+32%) 211 (+49%)
4Q21 631 651 73 97 142
FY22 2,553 (+13%) 2,805 (-2%) 435 (+59%) 470 (-9%) 753 (-38%)
FY21 2,251 2,872 273 518 1,210
EBITDA
(IDR bn)
4Q22 276 (-9%) 265 (-11%) 62 (+124%) 19 (+577%) 24 (-236%)
4Q21 305 297 28 -4 -18
FY22 1,077 (+33%) 1,014 (-6%) 179 (+178%) 67 (-28%) 41 (-89%)
FY21 810 1,084 65 93 366
Note:
EBITDA calculated with the new accounting policy, unaudited
Hospital units only, excluding clinics and non-hospital units
Financial results excluding Siloam Agora
Siloam Hospitals Financial Results by Segment
61
FY2022 Company Presentation
Top 3 Shareholders
PTLippoKarawaciTbk(Ownership
asof30Dec2022:58.06%)
PTLippoKarawaciTbk(ticker:LPKR)
isthemajorityshareholderofSiloam
andhassignificantlysupportedSiloam
Hospitalsindrivinggrowthand
profitability.
CVCCapitalPartners(Ownership
asof30Dec2022:26.18%)
CVCCapitalprovidesSiloam’s
managementwithrelevantexpertise
andadvicetocreatevaluefor
shareholders.CVChas1board
representativeinSiloam’sBoardof
Commissionersand1Boardof
Director.
MarubeniGroup(Ownershipasof
30Dec2022:4.99%)
MarubeniGroupisawell-known
largeglobalcompanieswithstrong
footprintsinvariousindustries,
includinghealthcare.Inearly2020,
Marubeni joined Siloam’s
shareholdingwithapproximately
4.99%ownership.
62
FY2022 Company Presentation
PTLippoKarawaciTbk(Ownership
asof30Dec2022:58.06%)
PTLippoKarawaciTbk(ticker:LPKR)
isthemajorityshareholderofSiloam
andhassignificantlysupportedSiloam
Hospitalsindrivinggrowthand
profitability.
CVCCapitalPartners(Ownership
asof30Dec2022:26.18%)
CVCCapitalprovidesSiloam’s
managementwithrelevantexpertise
andadvicetocreatevaluefor
shareholders.CVChas1board
representativeinSiloam’sBoardof
Commissionersand1Boardof
Director.
MarubeniGroup(Ownershipasof
30Dec2022:4.99%)
MarubeniGroupisawell-known
largeglobalcompanieswithstrong
footprintsinvariousindustries,
includinghealthcare.Inearly2020,
Marubeni joined Siloam’s
shareholdingwithapproximately
4.99%ownership.
62
FY2022 Company Presentation
Siloam Hospitals Head Office
FakultasKedokteranUniversitas Pelita Harapan –32
nd
Floor
Jl. Boulevard Sudirman No. 15, Lippo Village
Tangerang –Banten 15811, Indonesia
Care and Compassion for the Nation
Online
Website: www.siloamhospitals.com/investor-relations
Contact: Wily Tjandera (Investor Relations Senior Officer)
[email protected]
FakultasKedokteranUniversitas Pelita Harapan –32
nd
Floor
Jl. Boulevard Sudirman No. 15, Lippo Village
Tangerang –Banten 15811, Indonesia
Care and Compassion for the Nation
Online
Website: www.siloamhospitals.com/investor-relations
Contact: Wily Tjandera (Investor Relations Senior Officer)
[email protected]
Tags
Categories
GeneralDownload
Download Slideshow Get the original presentation fileQuick Actions
Statistics
- Views 23
- Slides 63
- Age 487 days
Related Slideshows
22
Pray For The Peace Of Jerusalem and You Will Prosper
RodolfoMoralesMarcuc
30 views
26
Don_t_Waste_Your_Life_God.....powerpoint
chalobrido8
32 views
31
VILLASUR_FACTORS_TO_CONSIDER_IN_PLATING_SALAD_10-13.pdf
JaiJai148317
30 views
14
Fertility awareness methods for women in the society
Isaiah47
29 views
35
Chapter 5 Arithmetic Functions Computer Organisation and Architecture
RitikSharma297999
26 views
5
syakira bhasa inggris (1) (1).pptx.......
ourcommunity56
28 views