2019 WATER QUALITY INVESTOR & ANALYST DAY September 17, 2019 - - PowerPoint PPT Presentation

2019 water quality investor amp analyst day september 17
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2019 WATER QUALITY INVESTOR & ANALYST DAY September 17, 2019 - - PowerPoint PPT Presentation

2019 WATER QUALITY INVESTOR & ANALYST DAY September 17, 2019 Forward Looking Statements Statements in this presentation that are not strictly historical, including any statements regarding events or developments that we believe or anticipate


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2019 WATER QUALITY INVESTOR & ANALYST DAY September 17, 2019

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Forward Looking Statements

Statements in this presentation that are not strictly historical, including any statements regarding events or developments that we believe or anticipate will or may occur in the future are “forward-looking” statements within the meaning of the federal securities laws. There are a number of important factors that could cause actual results, developments and business decisions to differ materially from those suggested or indicated by such forward-looking statements and you should not place undue reliance on any such forward-looking statements. These factors include, among other things, the uncertainty of regulatory approvals with respect to Danaher’s acquisition of the Biopharma business of General Electric (“GE Biopharma”) and the timing or conditionality thereof, the parties' ability to satisfy the acquisition agreement conditions and consummate the acquisition of GE Biopharma on the anticipated timetable and terms or at all, Danaher's ability to successfully integrate GE Biopharma's operations and employees with Danaher's existing business, the ability to realize anticipated financial, tax and operational synergies and benefits, GE Biopharma's performance and maintenance of important business relationships, Danaher’s ability to complete the previously-announced initial public offering (“IPO”) of its Dental business on the currently contemplated timeline or at all and achieve the intended benefits thereof, deterioration of or instability in the economy, the markets served by us or GE Biopharma and the financial markets, developments and uncertainties in U.S. policy stemming from the U.S. administration, such as changes in U.S. trade and tariff policies and the reaction of other countries thereto, contractions or growth rates and cyclicality of markets we serve, competition, our ability to develop and successfully market new products and technologies and expand into new markets, the potential for improper conduct by our employees, agents or business partners, our compliance with applicable laws and regulations (including regulations relating to medical devices and the health care industry), the results of our clinical trials and perceptions thereof, our ability to effectively address cost reductions and other changes in the health care industry, our ability to successfully identify and consummate appropriate acquisitions and strategic investments and successfully complete divestitures and other dispositions, our ability to integrate the businesses we acquire and achieve the anticipated benefits of such acquisitions, contingent liabilities relating to acquisitions, investments and divestitures (including tax-related and other contingent liabilities relating to past and future IPOs, split-offs or spin-offs), security breaches or other disruptions of our information technology systems

  • r violations of data privacy laws, the impact of our restructuring activities on our ability to grow, risks relating to potential impairment of goodwill and other intangible assets, currency exchange rates, tax

audits and changes in our tax rate and income tax liabilities, changes in tax laws applicable to multinational companies, litigation and other contingent liabilities including intellectual property and environmental, health and safety matters, the rights of the United States government to use, disclose and license certain intellectual property we license if we fail to commercialize it, risks relating to product, service or software defects, product liability and recalls, risks relating to product manufacturing, the impact of our debt obligations on our operations and liquidity (including the impact of the additional debt Danaher expects to incur to finance the GE Biopharma acquisition), our relationships with and the performance of our channel partners, uncertainties relating to collaboration arrangements with third-parties, commodity costs and surcharges, our ability to adjust purchases and manufacturing capacity to reflect market conditions, reliance on sole sources of supply, the impact of deregulation

  • n demand for our products and services, labor matters, international economic, political, legal, compliance and business factors (including the impact of the United Kingdom’s decision to leave the EU

and uncertainty relating to the terms and timing of such separation), disruptions relating to man-made and natural disasters and pension plan costs. Additional information regarding the factors that may cause actual results to differ materially from these forward-looking statements is available in our SEC filings, including our 2018 Annual Report on Form 10-K and Quarterly Reports on Form 10-Q for the first quarter of 2019 and second quarter of 2019. These forward-looking statements speak only as of the date of this presentation and except to the extent required by applicable law, the Company does not assume any obligation to update or revise any forward-looking statement, whether as a result of new information, future events and developments or otherwise. With respect to the non-GAAP financial measures referenced in the following presentation, the accompanying information required by SEC Regulation G can be found in the back of the presentation and in the “Investors” section of Danaher’s web site, www.danaher.com, under the heading “Quarterly Earnings.” All references in this presentation (1) to company-specific financial metrics relate only to the continuing operations of Danaher’s business, unless otherwise noted; (2) to “growth” or other period-to-period changes refer to year-over-year comparisons unless otherwise indicated; (3) to Operating Profit below the segment level exclude amortization; and (4) to “today” refers to the Company’s 2018 performance. We may also describe certain products and devices which have applications submitted and pending for certain regulatory approvals.

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Agenda

8:00 AM Welcome Matt Gugino 8:05 AM Water Quality Platform Joakim Weidemanis 8:30 AM ChemTreat Steve Hire 8:45 AM Trojan Steve Bell 9:00 AM Hach Innovation at Hach Commercial Execution at Hach Kevin Klau Kornelija Zgonc Darin Stell 9:50 AM Closing Remarks Joakim Weidemanis 9:55 AM Q&A Weidemanis, Klau, Hire, Bell 10:10 AM Break & gather into groups for Gemba Walk All 10:25 AM Gemba Walk All 11:35 AM Lunch All 12:30 PM Program Ends All

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WATER QUALITY PLATFORM Joakim Weidemanis, EVP

2019 DANAHER WATER QUALITY INVESTOR & ANALYST DAY WQ PROVIDE HIGH RES COVER PHOTO

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LIFE SCIENCES DIAGNOSTICS DENTAL WATER QUALITY ENVIRONMENTAL & APPLIED SOLUTIONS

All financial metrics shown reflect FY 2018 revenues

PRODUCT ID

~$6.5B ~$6.3B ~$2.8B ~$4.3B

Danaher Today

Multi-industry science & technology portfolio provides competitive advantages

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Danaher Business System (DBS) Is Our Competitive Advantage DBS driving improvement and sustaining long-term results in WQ

Leadership Lean Growth

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All financial metrics based on FY 2018 unless otherwise indicated *3-yr CAGR 2015-2018 **Adjusted EBITDA is GAAP operating income excluding (1) depreciation and (2) amortization, Adjusted EBITDA Margin is Adjusted EBITDA divided by sales

REVENUE

~$2.4B

WATER QUALITY

By Geography By Sales Channel

Direct ~75% ROW 2% NA 50%

  • W. EU

19% HGM 29% Indirect ~25%

A global leader in water measurement & treatment

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MSD

STRONG GLOBAL GROWTH DRIVERS

  • Increasing regulatory requirements and

changes

  • Water scarcity and drought conditions
  • Sustainability of water resources
  • Demand for full workflow solutions and

process efficiencies

Revenue By Mix

Non- recurring ~45% Recurring ~55%

  • ADJ. EBITDA

MARGIN**

~25%

ADDRESSABLE MARKET SIZE

~$20B

CORE REVENUE GROWTH*

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Where We Play: Most Attractive Areas of Water Quality

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Environmental mgmt. / water resources Drinking water Commercial & industrial use Wastewater Effluent discharge

Environmental Municipal Municipal Environmental Use

Water/Wastewater and Environmental Testing Water and Wastewater Treatment Industrial Water Treatment Leader in water analytics with deep expertise in applied chemistry and biology Leader in industrial water treatment across the Americas Leader in UV disinfection & membrane filtration in muni & industrial applications

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Sustainable Business Model

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Extensive installed base & mission-critical applications drive strong recurring revenue stream

LOW CYCLICALITY OPEX VS. CAPEX REGULATORY STANDARDS EXAMPLES

~60% ~40% Increasing regulatory & testing requirements drive “stickiness” Low cost, high value-add instrumentation & consumables

POTENTIAL FUTURE CONSUMABLE REVENUES RELATIVE TO ORIGINAL INSTRUMENT REVENUE Over average instrument life

2-4X

Steady ‘captive’ consumables stream off extensive installed base ‘Mission-critical’ applications

HOURLY COST OF CUSTOMER FACILITY DOWNTIME VS. ANNUAL WATER TREATMENT COST MUNICIPALITIES ADDED TROJAN UV TREATMENT IN THE LAST 2 YEARS DRIVEN BY NEW / ENFORCED REGULATIONS

>1K 2-10X

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Value Creation at Water Quality

Execution and strategic M&A driving long-term growth & margin performance

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~$350M REVENUE +LSD CORE GROWTH ~45% GROSS MARGIN

Low-teens ADJ. EBITDA MARGIN

2001 ~$2.4B REVENUE +MSD CORE GROWTH ~55% GROSS MARGIN ~25% ADJ. EBITDA MARGIN >20% ROIC TODAY*

* All financial metrics reflect FY 2018. ROIC = Return on Invested Capital

Pre-2002 2004 2006 2008 2010 2012 2014 2016 Today

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How We Win Across Water Quality

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Enhancing our competitive advantage & driving share gains

APPLICATION EXPERTISE TECHNOLOGY & INNOVATION COMMERCIAL EXECUTION

  • Deep water chemistry and biology expertise
  • Broad installed base driving integrated

workflow solutions + service

  • New tech & applications, opening new markets
  • Increasing cadence of innovation around

instrument and digital solutions

  • Platform approach: key accounts, digital

marketing, e-commerce and HGM execution

  • Service & aftermarket offering

Water Quality Platform Peer Avg.

CORE REVENUE GROWTH

  • VS. PEERS LAST 5 YEARS

+MSD +LSD

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DBS and Application Expertise Driving Innovation

REDUCTION IN TIME-TO-MARKET FOR NPD VS 2016

~50%

INCREASE IN NPD REVENUE SINCE 2016

~35%

ANNUAL CORE GROWTH ADDITION FROM NEW PRODUCTS SINCE 2016

~250bps

Continuously enhancing customer solutions to solve complex water problems

ACCELERATING NEW PRODUCTS AND DIGITAL SOLUTIONS

CM130 Chlorine monitoring system for dialysis 1ST FDA –Cleared Chlorine Monitor TrojanUVFlex High-power, ultra- low footprint Expanding UV for any-size facility Claros Digital solution helping eliminate uncertainty, reduce costs & improve efficiency

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EXAMPLES

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+ + +

Sensor Diagnostics Distribution System Collection System Event Management Source Water Plant KPIs

Technology and Innovation: Digital Solutions For Our Customers

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NEW ADDRESSABLE MARKET WITH CLAROS CAPABILITIES

+$1B

CLAROS INSTALLED SITES GLOBALLY

>4.5K

CLAROS REVENUE CAGR SINCE 2016

+35%

Digital solutions to address customer pain points

FULL PLANT VIEW - POWERED BY DATA & MACHINE LEARNING CONNECTED INSTRUMENTS COMBINED WITH 3RD PARTY DATA

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Commercial Execution in Action Expanding commercial synergies at a platform level

INITIATIVES: SCALE AT THE PLATFORM LEVEL

  • Global approach to strategic Key Accounts
  • Accelerating lead generation and win rates using DBS
  • Increasing local presence in High Growth Markets

RESULTS

~30%

DIGITAL REVENUE CAGR SINCE 2015

~40%

CAGR IN KEY ACCOUNT WINS & RENEWALS SINCE 2015

~10%

HGM REVENUE CAGR SINCE 2015

EXAMPLES OF KEY ACCOUNTS ACROSS WATER QUALITY

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Leadership and Talent Development Common business model allows for talent development and movement across Danaher

65% >95% >97% 70% 80%

  • DBS Leadership development tools support consistent growth
  • Bench strength within Water Quality allows for associate

development and ‘export’ to other Danaher Opcos

― 16 senior leaders promoted and exported from WQ over the past 18 months. (i.e. Pall, Leica, Danaher, Radiometer)

  • Increased focus on internal fill and diverse hiring
  • Outside hires to inject new capabilities (i.e. “Digital DNA”)

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SENIOR LEADER RETENTION SINCE 2016

>95% >2,000bps

INCREASED INTERNAL FILL RATE SINCE 2016

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What You’ll Hear Today

~$2.4B platform with strong revenue and margin profile and sustainable recurring revenue business model Gaining market share through customer-focused workflow solutions, innovation and commercial execution DBS helping drive long-term sustainable results and compounding returns

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CHEMTREAT Steve Hire, President

2019 DANAHER WATER QUALITY INVESTOR & ANALYST DAY CHEMTREAT PROVIDE ONE HIGH RES COVER PHOTO (PREFERABLY WITH PEOPLE IN IT)

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Providing advanced problem-solving solutions

CHEMTREAT

TOTAL ANNUAL REVENUE

~$0.6B MSD

Revenue By Mix By Geography By Sales Channel

All financial metrics based on FY 2018 unless otherwise indicated *3-yr CAGR 2015-2018

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STRONG GLOBAL GROWTH DRIVERS

  • Regulatory change
  • User sustainability goals
  • Energy efficiency

CUSTOMER WORKFLOW SOLUTIONS

  • Improved equipment efficiency
  • Regulatory compliance & wastewater savings
  • Increased process throughput
  • Water use reduction
  • ‘Zero liquid discharge’
  • Brand protection

Recurring >90% Non- recurring <10% ROW NA HGM CORE REVENUE GROWTH* Indirect <5% Direct >95%

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Where We Play at ChemTreat

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PROCESS OPTIMIZATION

From cleaning to control technologies to increase production efficiency and quality

UTILITY WATER TREATMENT

Cooling tower & boiler treatment programs to increase efficiency, minimize costs and extend equip. life

WASTEWATER TREATMENT

Environmentally sustainable treatment methods to reduce discharge costs

WATER REUSE

Strategies to minimize consumption, stay ahead of water scarcity issues

INFLUENT CLARIFICATION

Remove impurities from source waters for utility & industrial processes

PRETREATMENT

Solutions to minimize membrane cleaning and replacement Environmental mgmt. / water resources Drinking water Commercial & industrial use Wastewater Effluent discharge

Environmental Municipal Use Municipal Environmental

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How We Win at ChemTreat

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APPLICATION EXPERTISE COMMERCIAL MODEL SCALE & EXPAND

  • Best-in-class sales & service model
  • Utilizing DBS to meet customer needs and

drive growth

  • Deep industry & application know-how
  • Fastest analytical turnaround time
  • Top 10 player at acquisition (2007) to a leading

player today

  • HGM >20% of rev today vs 0% at acquisition

Outperforming the market by >2x since acquisition

OF CONSECUTIVE REVENUE GROWTH AT CHEMTREAT CUSTOMER RETENTION RATE SINCE ACQUISITION INCREASE IN FEET ON THE STREET SINCE ACQUISITION

50+ YEARS 2X >95%

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>2x Market Growth*

Growth Culture Top Talent

Financial

Model

DBS

Commercial: The Feet on the Street (FOTS) “Flywheel” Building and retaining top talent, driving above market growth

DRIVE GROWTH CULTURE

  • Remove roadblocks to winning

INVEST IN EXPERIENCED TOP TALENT

  • Build “Best of the Best” reputation
  • Doubled the FOTS from 2007
  • >97% Employee Retention since 2007

CREATE “WIN-WIN” FINANCIAL MODEL

  • Performance-based compensation
  • Historical predictive ROI model: supports forward investment

CONTINUOUS IMPROVEMENT

  • Leverage competitive DNA to drive positive change through DBS

*Core growth above the market since 2007

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Application Expertise: ChemTreat as a Full-Service Partner

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SITUATION: NON-CHEMTREAT PETROCHEMICAL USER

  • Experiencing increased downtime, lower

production output, regulatory pressure

  • Estimated cost/productivity impact >$5M
  • Frustrated with ‘status quo’ chemical

services provider

  • Looking for ‘new eyes’ and expertise

SOLUTIONS

S&M TEAM

FOTS

1. LOCAL “ON THE GROUND” PROBLEM SOLVING TALENT 2. SUPPORT FROM APPLICATION SPECIALISTS – “DOMAIN EXPERTS” 3. LONG TERM PROCESS CONTROL THROUGH CT VISTA – DIGITAL

CUSTOMER RESULTS

  • Entered into LT ChemTreat contract
  • Implemented CTVista+ digital solution
  • Became a key reference customer

~$7M

ANNUAL COST SAVINGS (+20% VS COMPETITION)

+2

ADDITIONAL SITES CONVERTED TO CT BASED ON INITIAL RESULTS

+5

NEW CT CUSTOMERS ADDED AS A RESULT OF REFERENCES

Deep application expertise enhances FOTS effectiveness

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Scale and Expand: Increasing Market Presence

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TODAY 2015 2007

Expanded total addressable market by ~3x since acquisition

Markets Served via FOTS Growth

  • Top 10 Player
  • Concentrated regional focus
  • Identified market segments that

matched problem solving value proposition

  • Deployed FOTS growth model
  • Talent acquisition

increases organically with market success and scale

  • Expand model into new

regions

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Putting it All Together

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Building and retaining top talent to deliver high quality service enables Chemtreat to win at a higher rate than its peers Highly skilled application support and FOTS solve complex customer problems quickly and effectively Building scale allows commercial model expansion into new geographic markets

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TROJAN TECHNOLOGIES Steve Bell, President

2019 DANAHER WATER QUALITY INVESTOR & ANALYST DAY

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A leading provider of water disinfection & filtration

TROJAN

TOTAL ANNUAL REVENUE

~$0.3B MSD

Revenue By Mix By Geography By Sales Channel

All financial metrics based on FY 2018 unless otherwise indicated *3-yr CAGR 2015-2018

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KEY CUSTOMERS

  • Municipal water treatment plants: drinking water,

wastewater, reuse

  • Industrial & consumer goods manufacturers,

including food & beverage, aquaculture, mining, petrochemical

  • Hotels, restaurants, homeowners

MUNICIPAL INDUSTRIAL CONSUMER

APPLICATIONS

Recurring ~45% Non- recurring ~55% NA WE HGM ROW CORE REVENUE GROWTH* Indirect ~70% Direct ~30%

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Where We Play at Trojan

APPLICATION ENVIRONMENTS

DISINFECTION CONTAMINANT REMOVAL

WE OFFER: UV Systems for Drinking water, Wastewater, Point-of- Entry/Use WE TREAT: Muni wastewater Muni drinking water Commercial water Pharma, bottled water Consumer/home water

Environmental mgmt. / water resources Drinking water Commercial & industrial use Wastewater Effluent discharge

Environmental Municipal Municipal Environmental Use

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WE OFFER: Membrane Filtration + UV Systems to Remove: TOC, Primary Solids, 1,4 Dioxane and PFAs WE TREAT: Muni drinking water Industrial wastewater Process (and Reuse) water

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How We Win at Trojan

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New markets, new products & unique expertise driving share gains

OF UV SYSTEM REVENUE IS FROM NEW PRODUCTS LAUNCHED SINCE 2016

>30% +DD

TROJAN HGM REVENUE GROWTH 2018

APPLICATION EXPERTISE INNOVATION COMMERCIAL EXECUTION

  • Largest muni installed base & deep industry

knowledge influencing UV protocol & specs

  • Enabling new contaminant removal opptys
  • Technologies facilitating new UV applications
  • Enhancing customer efficiency & productivity
  • Increasing HGM ‘go-direct’ and local presence
  • Driving adoption of UV in new regions

# OF PEOPLE TOUCHED BY TROJAN SYSTEMS EVERYDAY

>1B

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Application Expertise: Driving New Opportunities

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Pioneering new applications, expanding Trojan’s revenue opportunity

  • 15%

REDUCTION IN WATER AUTHORITY’S COST FOR PFAS REMOVAL

EXAMPLE: PFAS* CONTAMINANT REMOVAL USING ADVANCED FILTRATION

+$60M

INCREASE IN TROJAN’S ADDRESSABLE MARKET

RESULTS SITUATION

  • PFAS contaminants present

health risk; challenging to remove

  • Increasing demand for mobile,

advanced filtration capabilities

 TECHNOLOGY READINESS & IP  CUSTOMER INTIMACY & COLLABORATION

  • Largest muni installed base driving aftermarket
  • pportunities
  • Collaborative customer problem-solving: pilot programs

 ADVANCED FILTRATION MARKET DEMAND

  • New contaminant removal presenting critical &

complex customer problems to solve

PFAS Contamination in the US

*PFAS: Per- and Polyfluoroalkyl Substances (man-made chemicals)

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Innovation: New Products Enhance Our Competitive Advantage

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High-power, ultra-low footprint

TrojanUVFlex™

Modularity to meet exact needs

OptiVenn

KEY FOCUS AREAS

  • Making UV technology more “accessible”
  • UV & filtration system footprint reductions
  • Mobile fleet expansion & capacity enhancements
  • Increasing recurring revenue

DBS ACTIONS

  • Visual Project Management
  • Launch Excellence

RESULTS

New technology for pursuit of common goals: safe water & low operating costs

~45%

2018 TROJAN RECURRING REVENUE AS % OF TOTAL

  • 50%

REDUCTION IN TIME-TO- MARKET FOR NEW PRODUCTS SINCE 2016

Impro T96 MF/CCRO

High-capacity, low footprint filtration

  • Growth “War”

Rooms Recent New Products

New UV Lamp patents

High-power, low maintenance

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Commercial Execution: Driving Global Adoption

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Commercial execution and building scale driving share gains

  • Regional diversification in HGM
  • Collaborating with international

governments to develop UV treatment protocol

GO-DIRECT INITIATIVES HIGH GROWTH MARKETS

  • Increasing ‘local’ presence
  • Adding FOTS: service & sales
  • DBS in EU: OTA/Talent upgrades,

footprint leverage via Growth Rooms

2X

INCREASE IN CUSTOMER- FACING ASSOCIATES OUTSIDE NORTH AMERICA

>1,000

MUNICIPALITIES ADDED TROJAN UV TREATMENT CAPABILITIES

RESULTS SINCE 2017

TROJAN CUSTOMER WIN RATE

2015 2018

HGM REVENUE GROWTH

>10%

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Putting it All Together

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Leading installed base in UV and water filtration markets Application expertise helping expand addressable market

  • utside of core municipal customers

New product introductions and commercial execution driving market share gains

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HACH Kevin Klau, President

2019 DANAHER WATER QUALITY INVESTOR & ANALYST DAY HACH PROVIDE HIGH RES COVER PHOTO

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At Hach, Our Work Matters – And it Motivates Us Our mission: to ensure water quality for people around the world

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Making water analysis better: faster, simpler, greener and more informative

TOTAL REVENUE

~$1.5B MSD

Revenue By Mix By Geography By Sales Channel

Recurring ~60% Non- recurring ~40%

STRONG GLOBAL GROWTH DRIVERS

  • Process optimization and energy efficiency
  • Water/wastewater infrastructure improvements
  • Continued regulatory and behavioral changes
  • Water quality awareness intensifying

ROW NA

  • W. EU

HGM

All financial metrics based on FY 2018 unless otherwise indicated *3-yr CAGR 2015-2018

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Biotech Medical

Process & Industrial

Aero

KEY CUSTOMERS

  • Municipal water facilities
  • Industrial wastewater
  • Industrial process: beverage and power
  • Environmental & oceanographic agencies

Non- recurring ~55% Recurring ~45%

HACH

CORE REVENUE GROWTH* Indirect ~25% Direct ~75%

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Where We Play at Hach

APPLICATION ENVIRONMENTS

LABORATORY / FIELD ONLINE / PROCESS WE OFFER: Lab & Portable Instruments, Online Analyzers, Chemistry, Software & Service

Environmental mgmt. / water resources Drinking water Commercial & industrial use Wastewater Effluent discharge

Environmental Municipal Municipal Environmental Use

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WE MEASURE: Water Quality Parameters Microbiology Data for Process Control

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Sustainable Business Model

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Leading installed base & technical expertise drives strong recurring revenue

LOW CYCLICALITY OPEX VS. CAPEX REGULATORY STANDARD EXAMPLE: HACH SL1000

Recurring Revenue:

  • Consumables
  • Service
  • Software

Non-Recurring Revenue:

  • New instrument

purchases

~45% ~55%

  • f average water treatment

plant budgets allocated to water analysis equipment

  • Lower complexity OpEx

purchase decision

  • Mission critical – but not a

budget breaker

<4% $3.5k

  • utlay for

new unit

$1k/yr

in ongoing testing

Utilizes Hach Method 10260: EPA approved for chlorine testing in drinking water Hach testing methods are specified by regulatory bodies globally, including the US EPA

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How We Win at Hach

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Well-positioned market leader solving customers’ global water quality objectives

TECHNOLOGY LEADER COMMERCIAL EXECUTION GLOBAL EXPANSION

  • Most reliable, accurate measurement portfolio
  • Broadest range of parameters
  • Most advanced and comprehensive digital offering
  • Integrated global commercial coverage
  • Timely expert answers & strong support
  • Increasing HGM ‘go-direct’ and local presence
  • Cross-platform approach

Hach Peer Avg.

CORE REVENUE GROWTH

  • VS. PEERS LAST 5 YEARS

+MSD +LSD

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Technology Leader: Innovation

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~350bps of core growth attributable to new products since 2016

Pre-2009 2014 2019 Future

WIMS

Source Water Monitoring Real Time Control (RTC) Lab Specs Mobile Sensor

  • Mgmt. (MSM)

LD02 Silica SL1000 Turbidity Sodium Chlorine Claros Collect ATP Alkalinity Chlorine Optimization Software

INSTRUMENTATION SOFTWARE ACCELERATING PACE OF NEW PRODUCT DEVELOPMENT:

36+ MONTHS 18 MONTHS

RESULTS

>35%

% INCREASE IN NEW PRODUCT PIPELINE REVENUE 2017 TO 2019

+25%

INCREASE IN NEW PRODUCTS LAUNCHED LAST 2 YEARS

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+ + +

Sensor Diagnostics Distribution System Collection System Event Management Source Water Plant KPIs

Technology Leader: Digital Solutions For Our Customers

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NEW ADDRESSABLE MARKET WITH CLAROS CAPABILITIES

+$1B

CLAROS INSTALLED SITES GLOBALLY

>4.5K

CLAROS REVENUE CAGR SINCE 2016

+35%

Digital solutions to address customer pain points

FULL PLANT VIEW - POWERED BY DATA & MACHINE LEARNING CONNECTED INSTRUMENTS COMBINED WITH 3RD PARTY DATA

Primary outcomes include lower costs, improved compliance, and reduced risk for customers

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Commercial Execution: Aligning Resources and Customers

DBS-driven commercial strategy to win in complex & diverse market

EXECUTE THROUGH DBS

  • Daily Management, Funnel Management,

Targets & Metrics, Situational Leadership

ALIGN WITH CUSTOMER NEEDS

  • Meet customers at their point in the buying

journey

  • Support global customers with local resources
  • Provide tools for self-serve buying
  • Allows more customer one-on-one time when

needed

5 POINT COMMERCIAL MODEL

1. Key Accounts 2. Field Direct 3. Inside Sales 4. E-commerce 5. Distribution Partners

Level of Hach Engagement

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Global Expansion: Increased Presence in High Growth Markets Driving HSD core growth over the past 5 years in HGM

KEY FOCUS AREAS

GLOBAL 5 PT COMMERCIAL MODEL

  • Expanding ‘local’ presence & capabilities
  • Adding FOTS: service & sales
  • Acquiring regional distributors

RESULTS PRODUCT INNOVATION

  • China R&D: China-4-China & Global
  • Partnerships: OEM & co-development
  • Localizing acquired solutions

CHINA NOW OUR SECOND LARGEST COUNTRY (REVENUE)

>100

CUSTOMER PROJECTS IN HGM INVOLVING >1 OPCO MIX OF GLOBAL AND LOCAL PRODUCTS AVAILABLE IN >40 COUNTRY-SPECIFIC WEB SITES

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Putting it All Together

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Differentiated business model with scale across the water cycle Driving market share gains through innovation and commercial execution led by DBS Expanding our local presence in HGM through sales, service and localized manufacturing initiatives has increased HGM revenues

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Danaher Business System (DBS) Is Our Competitive Advantage Balanced approach to create shareholder value

Leadership Lean Growth

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INNOVATION AT HACH Kornelija Zgonc, VP Global R&D

2019 DANAHER WATER QUALITY INVESTOR & ANALYST DAY

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DBS Growth Tools DBS Growth comprised of innovation & commercial tools

Strategic Product Envelope Product Planning Group Customer Segmentation Danaher Innovation Process Accelerated Product Development Speed Design Review…

COMMERCIAL TOOLS

EXAMPLES: EXAMPLES:

Transformative Marketing Value Selling Lead Nurturing Funnel Management Strategic Negotiations Sales Force Initiative…

Leadership Lean Growth

INNOVATION TOOLS

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DBS Innovation Tools Replicable process for innovation provides competitive advantage

Strategic Product Envelope Problem to Portfolio (P2P) Product Planning Group NPD Project Management Launch Excellence

Define the attractive domain for innovation Define a winning roadmap for attractive segments Coordinate execution & resources across multiple projects Drive cross-functional development

  • f each new product

Generate & fulfill demand for the new product DOMAIN ROADMAP EXECUTION & RESOURCES CROSS- FUNCTIONAL DEV. FULFILL DEMAND FROM MARKET INSIGHT… …TO MARKET SHARE

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SLIDE 49

DBS Innovation in Action: Speed Design Review at Hach

BASICS OF SPEED DESIGN REVIEW (SDR)

  • Gather VOC, go to Gemba
  • Obeya room with co-located

cross-functional teams

  • Simultaneous product,

production line and service development

  • Agile feedback: targeted sprints

with rapid prototyping

SDR: FORMULA FOR REPEATED SUCCESS

CM130 chlorine monitoring system for dialysis sc4200c cloud connected controller for IoT solutions

49

DR300 colorimeter, cloud connected portable instrument & mobile app INSTRUMENT TIME TO MARKET (TTM)

SDR helping Hach deliver new products to market avg. ~2 years sooner

~2.5 ~2 ~1

YRS REDUCTION IN TTM YRS REDUCTION IN TTM YRS REDUCTION IN TTM

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SLIDE 50

DBS Innovation in Action: Evolving our Digital Solutions

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Scarce workforce Cost pressure More data Technology Evolution Increasing regulations Value Unconnected Connected Differentiated Workflows Data Aggregation Optimization &Automation Prescriptive Guidance

From individual instruments to differentiated digital solutions

Instrument Process

Combine data from multiple sources with Hach’s water expertise to improve decision making

Data

  • Voice of the Customer
  • User Experience - UX DNA
  • Danaher Software System
  • Scaled Agile Methodology
  • Continuous Integration

/Continuous Deployment

  • Personal Review &Team

Inspection

  • Software Assessments
  • Visual Project Management

DBS TOOLS FOR SOFTWARE DEVELOPMENT

MARKET CONDITIONS INCREMENTAL CUSTOMER VALUE CHAIN

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SLIDE 51

51

DBS Innovation Tools: Deployment Results

SOFTWARE DEVELOPMENT FOCUS INSTRUMENT TIMING

Re-directing spend toward most impactful new product & digital solutions development

  • 50%

AVERAGE REDUCTION IN INSTRUMENT PROJECT TIMELINES

100%

PLANNED FEATURES IN PLACE AT RELEASE

+25%

TEAMS FOCUSED ON NEW PRODUCT DEVELOPMENT

PROCESS

Using DBS Tools to increase new product funnel pipeline

>35%

NEW PRODUCT INCREMENTAL PIPELINE GROWTH

Incremental platform and customer facing features released on quarterly schedule Reducing time-to-market for new instruments

DBS Innovation Tools equally effective in instrument & digital solutions

RESULTS SINCE 2017

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SLIDE 52

Pike’s Peak Innovation Center

52

Helping further accelerate growth at Hach

Features 10 Obeya Rooms Pike’s Peak

BENEFITS Expansion to accommodate growth

  • 90,000 ft2 of new space

50% Faster Time-to-Market

  • Development space designed for best-in-

class DBS Growth tools deployment

  • Vertical integration of rapid prototyping

and compliance testing

  • Concurrent development and deployment
  • f manufacturing cells
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SLIDE 53

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DBS Growth tools used to identify, deliver and launch effective innovation Improved cadence of new product launches including instruments and digital solutions Hach’s innovation leadership is a key competitive advantage

Summary

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SLIDE 54

COMMERCIAL EXECUTION AT HACH Darin Stell, VP Global Sales

2019 DANAHER WATER QUALITY INVESTOR & ANALYST DAY

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SLIDE 55

DBS Growth Tools DBS Growth comprised of innovation & commercial tools

Strategic Product Envelope Product Planning Group Customer Segmentation Danaher Innovation Process Accelerated Product Development Speed Design Review…

COMMERCIAL TOOLS

EXAMPLES: EXAMPLES:

Transformative Marketing Value Selling Lead Nurturing Funnel Management Strategic Negotiations Sales Force Initiative…

Leadership Lean Growth

INNOVATION TOOLS

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SLIDE 56

56

Hach 5 Point Commercial Model

DBS-driven commercial strategy to win in complex & diverse market

RESULTS SINCE 2015

+2.5x

# OF KEY ACCOUNTS

HSD

INSIDE SALES CAGR

>30%

ECOMMERCE SALES CAGR

SITUATION

  • Customer segmentation opportunity
  • Overlap & gaps of seller coverage
  • Insufficient software selling
  • Limited Key Account selling skills

DBS ACTIONS

  • Standard Work, Funnel

Management, Targets & Metrics

  • Situational Leadership

Meeting customers where they are in their buying journey Strengthening long-term partnerships

5 POINT COMMERCIAL MODEL

1. Key Accounts 2. Field Direct 3. Inside Sales 4. E-commerce 5. Distribution Partners

Level of Hach Engagement

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SLIDE 57

DBS Commercial Tools Increased focus on sales initiatives to accelerate growth

DAILY MANAGEMENT | GROWTH ROOM | STANDARD WORK

Market Insight and Visibility Sales Productivity and Prospecting Lead Generation and Campaign Awareness Customer Buying Journey & Insight

TRANSFORMATIVE MARKETING SALES STANDARD WORK

Market Overview and Channel Strategy Sales Funnel Management

Market attractiveness — How do we win? Market segmentation — Customer profile What triggers interest? — Sources of info Value Proposition — Customer benefit Customer Buying Behavior Monthly “Key” Opportunity Review Are we in control? What’s working? What’s not working?

57

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SLIDE 58

Situational Leadership (SLX) Standard Work

  • Weekly funnel reviews 30/60/90/+ days
  • Set targets & metrics to track
  • Reviews on all levels, sustained SW
  • 80% of meeting = coaching our team

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Applying DBS to improve sales process and drive growth DBS Commercial Growth Tools in Action: Sales Funnel Mgt

IMPLEMENTING PROCESS DISCIPLINE Visual Management

Commitment: evaluating open opportunities (close date; future activities) Competency: performance vs plan (funnel additions; closed won)

RESULTS

INCREASE IN $ FUNNEL WINS SINCE 2015

>30% ~15%

FUNNEL ADDITIONS CAGR SINCE 2015 INCREASE IN CORE GROWTH WHERE IMPLEMENTED

>200bps

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SLIDE 59

2015 2018

Five Point Commercial Model in Action: Global Key Accounts

Global market share gains driven by multilevel cross-border selling

59

GLOBAL ACCOUNT MINDSET

Regional cross- functional alignment Sales

Marketing Strategic Solutions

Commercial Learning Projects Applications

Service

  • Regional Global Key Account team

established

  • Global Funnel Management
  • Thinking beyond own country

BUSINESS PROCESS EFFECTIVENESS

  • Cross-border project management
  • Global Partnerships and innovation

agreements

Global Key Accounts Dashboard

RESULTS

Global Key Accounts Bookings

+DD

CAGR

Adding selective accounts from core verticals and gaining share

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SLIDE 60

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Improving sales efficiency & increasing customer penetration Five Point Commercial Model in Action: Inside Sales

Driving sales prospects with small/medium-sized customers

ESTABLISH TEAM & DISCREET OWNERSHIP

  • Assigned accounts, avoiding
  • verlaps & gaps
  • Sales tools & support
  • Daily targets per seller

>2X

INCREASE IN INSIDE SALES FUNNEL SINCE 2015

>70

CADENCE OF DAILY MANAGEMENT INVEST IN EXPANSION

  • North American team expanded

associates by 3x

  • Established an EU team in 2019

across 6 countries

1 2 3

HSD

INSIDE SALES REVENUE CAGR LAST 3 YEARS

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SLIDE 61

ECOMMERCE PLATFORM

  • Global reach - 46 sites, 22 languages
  • Direct customer purchasing portal
  • Allows for customized repeat order points
  • Aligns teams to receive, qualify and connect

leads with optimal coverage partner in under 24 hours

Five Point Commercial Model in Action: E-Commerce Aligning with customer research and ordering behavior

2015 2016 2017 2018

>30%

E-COMMERCE RELATED REVENUE CAGR

61

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SLIDE 62

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Disciplined application of DBS Growth tools has helped deploy resources more effectively, track success and gain share The Five Point commercial model aligns our resources with the needs of our customers Meeting customers where they are in their buying journey has helped to drive loyalty, retention and share gain

Summary

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SLIDE 63

SUMMARY Joakim Weidemanis, EVP

2019 DANAHER WATER QUALITY INVESTOR & ANALYST DAY

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SLIDE 64

64

What You Heard Today

~$2.4B platform with strong revenue and margin profile and sustainable recurring revenue business model Gaining market share through customer-focused workflow solutions, innovation and commercial execution DBS helping drive long-term sustainable results and compounding returns

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SLIDE 65

Value Creation at Water Quality

Execution and strategic M&A driving long-term growth & margin performance

65

~$350M REVENUE +LSD CORE GROWTH ~45% GROSS MARGIN

Low-teens ADJ. EBITDA MARGIN

2001 ~$2.4B REVENUE +MSD CORE GROWTH ~55% GROSS MARGIN ~25% ADJ. EBITDA MARGIN >20% ROIC TODAY*

* All financial metrics reflect FY 2018

Pre-2002 2004 2006 2008 2010 2012 2014 2016 Today

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SLIDE 66