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ICON plc Global Organization

ICON plc Global Organization. Chairman Dr. John Climax. CEO Peter Gray. ICON Corporate Dev President Bill Taaffe. CFO Ciaran Murray. ICON Central Laboratories President Bob Scott-Edwards. ICON Development Solutions President Dr Thomas Frey. ICON Clinical Research.

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ICON plc Global Organization

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  1. ICON plc Global Organization Chairman Dr. John Climax CEO Peter Gray ICON Corporate Dev President Bill Taaffe CFO Ciaran Murray ICON Central Laboratories President Bob Scott-Edwards ICON Development Solutions President Dr Thomas Frey ICON Clinical Research ICON Clinical US President Dr John Hubbard VP Process Development Alan Morgan Exec. VP Organisational Development Sean Leech ICON Clinical EU President Dr Peter Sowood VP Corporate QA Jo Coyle ICON Contracting Solutions Tony Southers Snr VP Beacon Bioscience CEO Ted Gastineau ICON Clinical ROW President Dr Dan Weng VP Global IT Mike McGrath VP Strategic HR Eimear Kenny Group Director Market Development Simon Holmes

  2. ICON PLC Investor Relations Day 2007Peter Gray March 2nd 2007

  3. ICON plc Global Organization Chairman Dr. John Climax CEO Peter Gray ICON Corporate Dev President Bill Taaffe CFO Ciaran Murray ICON Central Laboratories President Bob Scott-Edwards ICON Development Solutions President Dr Thomas Frey ICON Clinical Research ICON Clinical US President Dr John Hubbard VP Process Development Alan Morgan Exec. VP Organisational Development Sean Leech ICON Clinical EU President Dr Peter Sowood VP Corporate QA Jo Coyle ICON Contracting Solutions Tony Southers Snr VP Beacon Bioscience CEO Ted Gastineau ICON Clinical ROW President Dr Dan Weng VP Global IT Mike McGrath VP Strategic HR Eimear Kenny Group Director Market Development Simon Holmes

  4. Forward Looking Statements Certain statements contained herein including, without limitation, statements containing the words “believes,” “anticipates,” “intends,” “expects” and words of similar import, constitute forward-looking statements concerning the Company's operations, performance, financial condition and prospects. Because such statements involve known and unknown risks and uncertainties, actual results may differ materially from those expressed or implied by such forward-looking statements. Given these uncertainties, prospective investors are cautioned not to place undue reliance on such forward-looking statements. The Company undertakes no obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.

  5. The Journey So Far

  6. The Journey So Far

  7. The Journey So Far

  8. The Journey So Far

  9. The Journey So Far

  10. The Journey So Far

  11. The Journey So Far

  12. The Journey So Far

  13. The Journey So Far

  14. The Journey So Far

  15. The Journey So Far

  16. The Journey So Far

  17. The Journey So Far 1990 • Revenues $0.5 million • Operating Profits $0m • Staff 5 2006 • Revenues $450 million • Operating Profits $47m • EPS $1.33 • Staff 4,300 2007 Guidance • Revenues $530-$550 • Operating Profits $58 - $62m • EPS $1.63 - $1.71 • Staff 4,800 – 5,100

  18. Market Environment

  19. Strong Market Environment with... • Fundamental R&D Spending Growth Trend 6%- 8% p.a. • Phase II / III pipelines strengthening • Increased Outsourcing • Being accelerated by activity & funding in Biotech / Speciality • Globalisation of clinical research • Cost containment pressures • Evidence that projects, where CROs are engaged, complete faster than “internal only” studies* • Growth c.15% p.a. since 2001* • Increasing Regulation • More patients/ more studies • Post marketing surveillance *Source: Tufts Centre for Study of Drug Development

  20. …US Biotech Funding continuing to grow, leading to... Biotech fund raising ($billions) $Billion Source: Burrill and Company

  21. …significant growth in the number of companies with active clinical projects,…. Number of companies running clinical projects Source: Informa Health

  22. … good recent growth in original IND Applications,…. (1) Includes active INDs for Therapeutic Biological Products Transferred from CBER to CDER effective 10/01/2003 (2) Includes INDs for Therapeutic Biological Products Transferred from CBER to CDER Source: FDA Centre for Drug Evaluation & Research

  23. … which has lead to significant growth in the number of active INDs,… 49% Increase since 2000 Number of Active INDs Source: FDA

  24. …which is enriching pipelines generally, and leading to… 2002 – 2006 46% Growth Phase I – II Source: IMS R&D Focus, Dec 2006 and previous year SMRs

  25. ….a re-emergence of growth in NDA applications. (1) Includes the Therapeutic Biological Products Transferred from CBER to CDER effective 10/01/2003 Source: FDA Centre for Drug Evaluation & Research

  26. Not a “ Pig in a Python”, rather a …….

  27. …bursting dam….

  28. …bursting dam….

  29. …bursting dam.

  30. Strong business wins have led to….. ICON Gross Business Wins - Last 10 Quarters ($ millions)

  31. …good Net New Business Wins and strong book-to-bill… Book to Bill Ratio Net Business Wins

  32. …leading to record total backlog levels… ($ millions)

  33. …, strong forecast coverage of next 4 quarters revenues…….. % coverage of next 4 quarters forecast revenues Value of backlog forecast to be earned in next 4 quarters

  34. …..and a broadening of the customer base. Client Concentration 2006 v 2005

  35. STRATEGY

  36. Core Strategy is Organic Growth, with acquisitions adding new services or scale. 2006 • Revenues $450 million • Operating Profits $51m • Bookings $665m • Staff 4,300

  37. Core Strategy is Organic Growth, with acquisitions adding new services or scale.

  38. Core Strategy is Organic Growth, with acquisitions adding new services or scale.

  39. Core Strategy is Organic Growth, with acquisitions adding new services or scale.

  40. Core Strategy is Organic Growth, with acquisitions adding new services or scale.

  41. Core Strategy is Organic Growth, with acquisitions adding new services or scale.

  42. Core Strategy is Organic Growth, with acquisitions adding new services or scale.

  43. Core Strategy is Organic Growth, with acquisitions adding new services or scale.

  44. Core Strategy is Organic Growth, with acquisitions adding new services or scale.

  45. Core Strategy is Organic Growth, with acquisitions adding new services or scale.

  46. Core Strategy is Organic Growth, with acquisitions adding new services or scale.

  47. Core Strategy is Organic Growth, with acquisitions adding new services or scale. Goal 2010 • Revenues $1bn • Of which acquisitions contribute $150m • Margins ≥14%

  48. ICON plc Global Organization Chairman Dr. John Climax CEO Peter Gray CFO Ciaran Murray ICON Corporate Dev President Bill Taaffe ICON Central Laboratories President Bob Scott-Edwards ICON Development Solutions President Dr Thomas Frey ICON Clinical Research ICON Clinical US President Dr John Hubbard VP Process Development Alan Morgan Exec. VP Organisational Development Sean Leech ICON Clinical EU President Dr Peter Sowood VP Corporate QA Jo Coyle ICON Contracting Solutions Tony Southers Snr VP Beacon Bioscience CEO Ted Gastineau ICON Clinical ROW President Dr Dan Weng VP Global IT Mike McGrath VP Strategic HR Eimear Kenny Group Director Market Development Simon Holmes

  49. Financial Performance

  50. Recent Financial Performance ($ millions, except EPS)

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