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Sales

In 2011, we increased Group sales by 6% in constant currency and by 3% at actual rates to €16,522 million (2010: €15,972 million).

The chart shows the various influences on Fresenius’ Group sales. Organic growth was 4%, acquisitions contributed 2%. Currency translation had a negative impact of 3%. More information can be found here.

There were no significant consequences from changes in product mix. Changes relate to price effects, mainly attributable to our dialysis business in the U.S. as a result of the introduction of the new reimbursement system based on a bundled rate. No significant changes are currently expected in these two factors in the foreseeable future.

Sales growth by region was as follows:

The largest regions in the Group are Europe and North America, contributing 42% and 41% of total sales, followed by Asia-Pacific with 10%, and Latin America and Africa with 5% and 2%, respectively. Germany contributed 22% to Group sales.

In North America, organic sales growth was 1%. The moderate increase was mainly due to the introduction of the reimbursement system based on a bundled rate for dialysis services. In constant currency, sales increased also by 1%. In Europe, sales were up 6% in constant currency, with organic growth of 3%. Prior-year sales in Europe were positively influenced by Fresenius Vamed’s large medical supply contract to the Ukraine. Excellent organic growth was again achieved in Asia-Pacific with 16% and in Latin America with 13%. In these regions, sales growth in constant currency was 21% and 14%, respectively.

Sales growth in the business segments was as follows:

  • Fresenius Medical Care achieved sales of €9,192 million in 2011 (2010: €9,091 million). Organic growth was 2%, while acquisitions contributed 3%. Currency translation had a negative effect of 4%. Sales growth was mainly attributable to the excellent development, both in dialysis products as well as in dialysis services outside North America. In North America, Fresenius Medical Care’s sales remained stable in spite of the one-time loss in sales resulting from the introduction of the new bundled reimbursement system for dialysis treatments by the Medicare program in the U.S.
  • Fresenius Kabi increased sales by 8% to €3,964 million (2010: €3,672 million). The company achieved organic growth of 9%. Sales growth in emerging markets was again very strong. New product launches and strong demand due to supply constraints at competitors had a positive effect in the U.S. Acquisitions had no significant effect on sales growth. Currency translation had an effect of -1%. This is mainly attributable to the U.S. dollar decreasing against the euro.
  • Fresenius Helios increased sales by 6% to €2,665 million (2010: €2,520 million). The increase in hospital admissions compared to 2010 contributed to organic growth of 4%. Acquisitions contributed 2% to growth.
  • Fresenius Vamed slightly increased sales by 3% to €737 million (2010: €713 million). Organic growth was 4%. Sales in the project business were €494 million (2010: €487 million). Prior-year sales included a substantial medical supply contract with the Ukraine. In addition, current sales were impacted by the unrest in the Middle East/North Africa region. Sales in the services business rose by 8% to €243 million (2010: €226 million).

SALES BY REGION



€ in millions 2011 2010 Change Organic growth Currency translation effects Acquisitions/divestitures % of total sales
North America 6,762 7,020 -4% 1% -5% 0% 41%
Europe 6,919 6,515 6% 3% 0% 3% 42%
Asia-Pacific 1,582 1,307 21% 16% 0% 5% 10%
Latin America 899 814 10% 13% -4% 1% 5%
Africa 360 316 14% 16% -2% 0% 2%
Total 16,522 15,972 3% 4% -3% 2% 100%

€ in millions 2011 2010 Change Organic growth Currency translation effects Acquisitions/divestitures % of total sales
North America 6,762 7,020 -4% 1% -5% 0% 41%
Europe 6,919 6,515 6% 3% 0% 3% 42%
Asia-Pacific 1,582 1,307 21% 16% 0% 5% 10%
Latin America 899 814 10% 13% -4% 1% 5%
Africa 360 316 14% 16% -2% 0% 2%
Total 16,522 15,972 3% 4% -3% 2% 100%

SALES BY BUSINESS SEGMENT



€ in millions 2011 2010 Change Organic growth Currency translation effects Acquisitions/divestitures % of total sales
Fresenius Medical Care 9,192 9,091 1% 2% -4% 3% 56%
Fresenius Kabi 3,964 3,672 8% 9% -1% 0% 24%
Fresenius Helios 2,665 2,520 6% 4% 0% 2% 16%
Fresenius Vamed 737 713 3% 4% 0% -1% 4%

€ in millions 2011 2010 Change Organic growth Currency translation effects Acquisitions/divestitures % of total sales
Fresenius Medical Care 9,192 9,091 1% 2% -4% 3% 56%
Fresenius Kabi 3,964 3,672 8% 9% -1% 0% 24%
Fresenius Helios 2,665 2,520 6% 4% 0% 2% 16%
Fresenius Vamed 737 713 3% 4% 0% -1% 4%

Order intake and order backlog in Fresenius Vamed’s project business developed well: order intake was €604 million (2010: €625 million). Fresenius Vamed increased its order backlog by 5% to €845 million (December 31, 2010: €801 million). Order backlog surpassed 2011 project sales of €494 million by 1.7 times. This assures a stable level of capacity utilization for Fresenius Vamed in the current year. Fresenius Vamed is the only business segment within the Fresenius Group whose business is significantly determined by order intake and order backlog. Driven by the continued strong demand for health care and hospital infrastructure, Fresenius Vamed was again able to sustain the trend in order intake and order backlog, as the overview below shows.

ORDER INTAKE AND ORDER BACKLOG − FRESENIUS VAMED


€ in millions 2011 2010 2009 2008 2007
Order intake 604 625 539 425 395
Order backlog (December 31) 845 801 679 571 510

€ in millions 2011 2010 2009 2008 2007
Order intake 604 625 539 425 395
Order backlog (December 31) 845 801 679 571 510

 
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