Continuously improving the quality of life of people with chronic kidney failure is and will always be a key pillar of our strategy.
Fresenius Medical Care’s corporate strategy is our blueprint for turning our vision into reality. Our aim is to maintain our position as the world’s leading provider of top-quality dialysis treatments and products and to use it as a basis for sustainable, profitable growth. In this way, we intend to continuously increase Fresenius Medical Care’s company value and create added value for patients, healthcare systems and investors worldwide.
The maxim of our corporate strategy is still to fully capture our potential as a vertically integrated company. This means that we systematically use the advantages that arise from covering the complete value chain of dialysis.
Four pillars of Fresenius Medical Care’s corporate strategy
Growing continuously and expanding our global presence
We are committed to actively shaping the development of the industry while benefiting from the global growth of the market. To strengthen our market position, we have developed various approaches ranging from organic growth to the continuous assessment of acquisitions.
Tapping into new business areas
Our main focus is on comprehensive care for dialysis patients and dialysis-related treatments. In many regions, we offer an increasing number of additional services for patient care. Thanks to this integrated healthcare approach, we can tap into new business areas and meet the growing demand for comprehensive care of patients with kidney disease.
Enhancing products and treatments
Developing innovative products and continuously improving our dialysis treatments are integral parts of our strategy. We benefit from direct access to the opinions and experience of patients and experts at our own dialysis centers.
The quality and safety of our products and services is given top priority at Fresenius Medical Care. Right from the development of products and treatments, we put our patients first.
Fostering operational excellence and flexibility
In a challenging economic environment, we also place importance on enhancing our profitability in the long term. In the future, we aim to further modernize our administrative structures and processes to make greater use of synergies. In this way, we aim to meet the rising demand and respond more flexibly to changes in the market.
Medical services – Care Coordination
Since 2014, our non-dialysis services have been bundled in the Care Coordination division. Care Coordination currently includes vascular, cardiovascular and endovascular surgery services, non-dialysis laboratory testing services and physician practice services, as well as coordination of hospitalist and intensivist services, health plan services, coordinated delivery of pharmacy services and urgent care services. Care Coordination enables us to expand and increase the growth of our business beyond dialysis, for example in markets where the privatized dialysis market is relatively well developed and we already have high market share. Even though our Care Coordination strategy is globally oriented, our non-dialysis services are currently mainly available in our biggest market, the U.S., where the health care system is undergoing major change and moving away from reimbursement of individual services towards holistic and coordinated care. With our activities in the Care Coordination division and our experience in dialysis, we can help to shape the evolution of the health care system and use this as a basis for additional growth. At the same time, patients and health care systems can benefit from coordinated care and lower costs respectively.
In 2015, Care Coordination in North America accounted for around 11% of our total revenue. We plan to further expand this area in the future.