Presentation for mHealth Israel by David Fegygin, VP of Health IT Integration and Strategic Innovation, Becton Dickinson, for mHealth Israel, July 14, 2015 in Tel Aviv

1. COMPANY CONFIDENTIAL
US HEALTH IT TRANSFORMATION
US Healthcare Digital
Transformation
David Feygin, Ph.D., MBA
VP of Health IT Integration and Strategic Innovation, BD

2. COMPANY CONFIDENTIAL
Rapid change driven by converging policy, clinical, demographic and
technology trends
• Coverage Expansion • Population Health
• Value-Based Payments • Personalized Treatments
• Provider Consolidation
• Aging Population • Patient Consumerism
• Provider Shortages • Healthcare IT & Informatics
• Care Setting Shift
RAPIDLY
CHANGING
HEALTHCARE
ENVIRONMENT
Patient-centric,
evidence-driven,
technology-enabled,
cost-effective,
location-optimized,
high-quality
HEALTHCARE
Provider-centric,
experimental,
paper-based,
wasteful,
hospital-bound,
inconsistent
SICKCARE
FROM: TO:
PARADIGM SHIFT

3. COMPANY CONFIDENTIAL
Reform and Data Are Creating New Opportunities to
Improve Lives
Shifting profit pools and creating vast new
economically viable opportunities
Hospitals Highly Connected
(HIMSS Stage 4+)
>55%>55%50 ‐70%50 ‐70%
Hospital Revenue from Value Based
Reimbursement by 202O
Available, Connected DataValue Based Reimbursement

4. COMPANY CONFIDENTIAL
As Incentives Align, Informatics Becomes Key to
Addressing Major Needs
Viable OpportunitiesFrom To
Pay for service & provider
incentives to maximize revenue
Focus on what’s broken or
inefficient (adherence, errors,
ineffective treatments, overuse)
Pay for performance and efficiency
Individual components and
products
total solutions, portfolios of products
and services
Risk sharing service models,
startups create key components
Solutions for patients and
providers
Solutions for patients, providers and
payers
Data aggregation and analytics
(big‐data), Population Health
Management Solutions
Cost reduction and Incremental
Innovation
Disruptive, innovations that solves
health‐system level problems
New skills, Bigger Problems
Theoretically Equivalent “Non‐
Inferior” Products
Proven Superior Products (Clinically
Proven)
Proven Superior Products
(Clinically Proven)
Pure focus on clinical outcomes Focus on clinical and economic
outcomes
Drive healthcare delivery efficiency
and optimize processes
Physician preference and custom Data driven, analytically proven, and
standardized
Automation, analytics (CDSS), big
data
Operating Rooms & Hospitals as
primary Revenue Drivers
Operating Rooms & Hospitals as
primary Cost Drivers
Technologies that keep patients out
of the hospital and OR
4

5. COMPANY CONFIDENTIAL
New “breed” of innovative Value Based Care (VBC) solutions leverage information
technology to improve access, reduce cost, increase efficiency and manage risk
5
Care
Coordination
Connected
Medical
Devices
Healthcare
Consumer
Engagement
Analytics and
Big Data
Population
Health
Management
Wearables
and
Biosensing
Personalized
Medicine
Telemedicine
EHR and
Clinical
Workflow
Digital
Diagnostics
Home and
Retail Care
Converging biomolecular medicine with
technology services and bioinformatics to
empower physicians, patients and payers
RECENT FUNDING: $375M
Offers software, services and access to
clinical services to anyone who wants to
offer a complete telehealth service
RECENT FUNDING: $130M
Provides partners with a continuous care
program, including care coordination, risk
management, and IT enablement
RECENT FUNDING: $125M

6. COMPANY CONFIDENTIAL
Dave’s (Not So Insightful) Digital Health Predictions
1. Internet of Medical Things/Medical Industrial Internet will fundamentally improve patient
care and reduce costs
2. Connecting well‐care, prevention and sick‐care will align with reimbursement incentives and
consumer interest – but behavior change and fundamental differences in well‐care/sick‐care
industry dynamics will slow change
3. Big Data will revolutionize healthcare, but generating and leveraging “the right”, real‐time
data will drive more immediate value
4. Enhanced access to care (Tele‐Medicine), healthcare process and delivery automation
(Kiosks) and the democratization of healthcare knowledge (digitized care paths) will drive
care delivery toward lower costs professionals and patients themselves
5. The comprehensively digitized and individualized patient (wearable tech, genomics, etc.) will
enable personalized/customized medicine at “mass‐produced” cost.
6. Care coordination across care teams (patient, family, retail, nurse, physician,), care sites
(home, retail, acute) and along the continuum of care (wellness to monitoring) driven by
connectivity and digital care plans, will identify tremendous opportunities for improved care
which will be gradually addressed by broad‐based “solutions”
7. Healthcare best‐practices and clinical guidelines will be more defined by looking backward at
robust historical data than looking forward at prospective clinical trials. Watson, Explorys,
etc. will identify broad opportunities for healthcare efficiency improvement.

7. Updated January 2014
BD Overview

8. • Enabling safer, simpler and more effective
parenteral drug delivery
• Improving clinical outcomes through new, accurate
and faster diagnostics;
• Providing tools and technologies to the research
community that facilitate basic science, drug
discovery and cell therapy;
• Enhancing disease management in diabetes,
women’s health and cancer, and infection
control.
• Improving clinical, laboratory and research
practices in emerging markets
Strategy and Focus Areas
Drive revenue
growth through
investment in
innovation
BD’s Strategy is to Apply Technology and Clinical Knowledge
to Make Healthcare More Effective, Efficient and Safe.
The Five Areas of Focus Are:
BD’s Strategy is to Apply Technology and Clinical Knowledge
to Make Healthcare More Effective, Efficient and Safe.
The Five Areas of Focus Are:

9. 9
BD SafetyGlide™
Injection Needle
BD Nexiva™ Closed IV
Catheter System
BD PosiFlush™
Heparin-filled Flush Syringe
BD Soluvia™ Prefillable
Microinjection System
Enabling safer, simpler and more effective
parenteral drug delivery
BD Emerald™ Syringe
BD Sterifill Advance™
Plastic Prefillable Syringe
Insert BD
Simplist here
BD Simplist™ line of
ready-to-administer
prefilled injectables

10. Improving clinical outcomes through new,
accurate and faster diagnostics
10
BD Viper™ System
with XTR Technology
BD MAX™ System
BD FocalPoint ™ GS
Imaging System
BD Kiestra™ Total Lab Automation
BD Veritor™ System
BD BACTEC™ FX

11. 11
Providing tools and technologies to the research community
that facilitate basic science, drug discovery and cell therapy
BD FACSVerse™ Analyzer
BD™ LSR II
BD FACSCanto II™
Flow Cytometer
BD Accuri® C6 Flow Cytometer
BD FACSCount™ SystemBD LSR Fortessa™
Cell Analyzer
Research Technologies Clinical Technologies
BD FACS Jazz™
BD FACSCalibur™
BD FACS™ Lyse Wash
Assistant

12. Enhancing disease management in diabetes,
women’s health and cancer, and infection control
12
BD Viper™ System
with XTR Technology BD BACTEC™ FX
Women’s Health and Cancer Infection Control and Patient Safety
BD PosiFlush™
Heparin-filled
Flush Syringe
BD SurePath™
PAP Collection System
Diabetes Care
BD Ultra-Fine™ Nano 4mm
Pen Needles with
PentaPoint™ Comfort
BD AutoShield™ Pen Needle

13. ConfidentialConfidential
NantHealth
5/21/2015
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14. ConfidentialConfidential
BD TO ACQUIRE CAREFUSION FOR $12.2 BILLION
Combination of Complementary Portfolios Creates
Global Leader in Medication Management and
Patient Safety Solutions
Accelerates BD’s Strategy to Improve Quality of
Care and Reduce Healthcare Costs; Enhances
Emerging Market Growth Opportunities
Generates Significant Value for Shareholders;
Accretive to Cash EPS on a Double-Digit
Percentage Basis in the First Full Year
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16. COMPANY CONFIDENTIAL
The Combined Product Portfolios Would Enable an End-to-End
Medication Management Solution from Pharmacy to Patient
Coronado Portfolio
BD Portfolio
1
6

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What’s Next …
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“Link Diagnosis and Care Delivery to Solve Health System Problems
and Improve the Lives of Individual Patients”
“Link Diagnosis and Care Delivery to Solve Health System Problems
and Improve the Lives of Individual Patients”
BD’s Medical Internet of Things!BD’s Medical Internet of Things!
Personalized Health System
Level Solutions
(Reduce Cost & Improve Outcomes)
Personalized Health System
Level Solutions
(Reduce Cost & Improve Outcomes)

22. ConfidentialConfidential
Entrepreneurship
(Medical Robotics Startup)
ProductsProducts
David Feygin, VP Health IT Integration & Strategic
Innovation (Former VP Corporate Strategic Innovation)
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Deep Technical &
Medical Understanding
(Ph.D. in Medical Robotics)
ScienceScience Slides!Slides!
Commercial Strategy &
Innovation
(MBA & Business Strategy)
I am driven to create new understanding, new products and
new enterprises that dramatically improve people’s livesCommon Thread:

23. Mission: To provide a clear path for outside‐the‐home‐court innovation that supports our
corporate growth strategy and corporate mission of helping all people live healthy lives. Our
first area of focus (Part 1) is ensuring a clear path for OTHC innovation that lead to solutions
beyond our core.
Mission: To provide a clear path for outside‐the‐home‐court innovation that supports our
corporate growth strategy and corporate mission of helping all people live healthy lives. Our
first area of focus (Part 1) is ensuring a clear path for OTHC innovation that lead to solutions
beyond our core.

24. Unfortunately, BD Has Not Been Able to Capture Such High Value
Opportunities Outside Our Core…but Change is Coming!
Comprehensive
Examination
• Leading Growth and Innovation Course
• Growth Leader Panel
• GM Accelerator Innovation Diagnostic
• Innovation Profile
Consistent
Diagnosis
Significant Gaps
•Bias toward home court when competing w/innovations
•Insufficient, dedicated resources for synthesis
•No innovation process or funnel (ideas have no pathway)
•No accountability for innovation
•Risk averse & inwardly focused behaviors
Clear Prescription
BD Innovation Work
System
•Search, Synthesis, Select & Execution
•BU, Regional & Corporate Systems
•Innovation clearinghouse enables oversight
and like vs. like comparisons
•Dedicated corporate group accountable for
innovation system and search/synthesis of
white space opportunities
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25. Purpose of our BD Innovation System
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Outside the Home Court
Home Court
The BD Innovation System:
• Provides a clear path for outside‐the‐home‐
court innovation that leads to solutions
beyond our core
• Enables us to search for opportunities,
synthesize ideas into innovation, select
innovations for greatest impact, and
execute innovation

26. Why do we need an Innovation System?
26
• Today, the healthcare industry is changing
in fundamental ways
 Upgrades to BD’s core products not
sufficient to completely achieve our
desired growth aspirations
 Need outside‐the‐home‐court
innovation as well
• Established structures, behaviors, and
processes acting like “prevailing winds”
against efforts to seek and pursue outside‐
the‐home‐court innovation
 Need different structures, behaviors,
and processes to support outside‐the‐
home‐court innovation
Outside the Home Court
Home Court

27. What is the BD Innovation System?
27
• New Accountable Structures, new
Behaviors and Culture, such as Constructive
Challenge, and a new rigorous yet dynamic,
multi‐stage Innovation Process
• The Step 5 Coalition is our leadership
change network that will build critical
awareness and make connections across BD
• Implementation is already well underway

28. Accountable Structures, Customer Centricity, Innovation Process,
Cultural Change and “Network Based” Change Enable OTHC Innovation
28
Red Teams
Negative Experts
Functional Challenge
Rules of Challenge
Robust Innovation Process & Portfolio
BDX Innovation Council Strategic Innovation Groups
Established OSMT
Constructive
Challenge
Accountable
Structures
Leadership Change
Network
BDT “Innovation Center”
6 BU Innovation systems
Execution Leads
Shared Value
Europe
Innovation
BD Tech
HR/Talent
Synthesis
Leads
Asia
Innovation
Policy/Regulatory
& Medical
R&D &
Science
Bus‐Dev/Corp‐Dev
Finance
IP and
Legal
BU Strategic
Marketing
HEOR
CSIG, Strategic
Innovation Leads
Emerging Regional Innovation Systems
Step
5
Coalition

29. 29
Innovation System – Idea Journey
Manages the entire BD Innovation Portfolio
BDX
Innovation Council
BU/Regional
Innovation Council
Strategic
Innovation
Leader
BDT
Corporate
Strategic
Innovation
Group
Medical
Strategic Marketing
HEOR
R&D
Regulatory
Transitional or Adjacent Spaces Outside Business and Regional Efforts or Cross‐Business Initiatives
Idea
2
Idea
1
X‐Functional Support & Challenge

30. 30
Outside‐the‐home‐court innovations move through the Stages of the Innovation Process:
0 Direction for Innovation ‐ Explore spaces and trends in order to uncover unmet needs of select current and potential customers,
and connect our innovation efforts to benefits and outcomes they desire and deem essential.
1 Needs & Problems – What is the problem you are trying to address? What is the scale of the problem?
2 Business Opportunities – Is the need clearly identified? Could the hypothesized solution achieve significant differentiation for BD?
3 Characterized Space & Opportunities – What do we know about this space? Who are the competitors? What does the
environment and landscape look like? What opportunities exist and how could BD capitalize on those opportunities?
4 Actionable Strategy – How does BD win? How do we capture and maintain sustainable competitive advantage?
5 Incubate & Execution – How do we nurture and support this new solution? Where in BD does it fit? How do we ensure a smooth
transition into our existing infrastructure?
Stages of Innovation

31. 31
Innovation System – Idea Synthesis
Market Analytics
Market sizing, segmentation, pricing, trending, primary,
secondary market research Market creation strategies
Portfolio approach , sustainable differentiation, stakeholder
Analysis, EcoSystem Analysis
Business Development
Relationship management, diligence, negotiating & deal structuring, external partner management
Global Sensing/Sourcing
Angel Networks, VC connections, Investor
conferences, regional sensing/sourcing
External Associations
to Understand Problems
KOL relationships, Research Centers,
Universities
Macro‐economic, Policy,
Market, Clinical Trends
Macro Trend Analysis
Health Economics Assessment Including Market Development
Identify large cost areas … cost‐benefit, comparative effectiveness …. market development studis/trials
Policy/Regulatory Changes
Alignment of incentives, regulatory paths, reimbursement,
establishment of regulatory barriers to entry, policy influence, etc.
Concept Development
Consolidated business plans,
Evaluation of novel concepts
X‐Functional Innovation Synthesis

32. Corporate Strategic Innovation Group
(CSIG)
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Responsibilities
• Shares responsibility for innovation performance with BD Innovation Council
• Engages on selection of innovations
• Implements support and challenge systems
• Manages innovation funnel
Cross Business & Outside the Core
Search & Synthesis
Center Of Excellence
for Innovation
Ownership of BD
Innovation System
• Support Business Unit implementation of
Innovation IIG to synthesize or execute a >$250M
top‐line innovation
• Coordinate global Search & Synthesis
• Track innovation performance metrics
• Drive Search, Synthesize, Select excellence
• Work with Business Unit Innovation
Systems (Cells, Councils, etc.) to implement
and coordinate best‐practices
• Develop white space and cross business opportunities
• Ensure constant flow of innovation opportunities that enable long term
growth by moving the company into new growth markets

33. ConfidentialConfidential
Backup
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34. BD Locations
Industrialized Markets
Emerging Markets
Latin America - 1952
• ~5,200 Associates
• 8 Countries, 5 Plants
U.S.A. - 1897
• ~12,000 Associates
• 29 Plants
•
Canada - 1951
• ~550 Associates
• 1 Plant
Asia Pacific - 1971
• ~4,600 Associates
• 16 Countries, 5 Plants
India - 1995
• ~550 Associates
China - 1994
• ~2,200 Associates
Europe - 1952
• ~6,000 Associates
• 21 Countries, 10 Plants
•
Japan - 1971
• ~600 Associates
• 1 Plant
•
EMA - 1994
•~ 250 Associates
• 10 Countries
*note: last updated April 2013

35. 35
BD Foundation: Our Purpose and Values
“Helping all people live healthy lives”
We treat each other with respect
We do what is right
We always seek to improve
We accept personal responsibility

36. 36
The “Three Greats”
Great performance for customers and shareholders
Great contributions to society
Great place to work

37. FY 2013 Revenues: $8.054B
BD Biosciences
$1.1B
BD Medical
$4.3B
BD Diagnostics
$2.7B
By Segment: By Geography:

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BD Medical
Focuses on providing innovative solutions to reduce the spread of infection,
enhance diabetes treatment and advance drug delivery.
Customers Served
• Hospitals and clinics
• Physicians’ office practices
• Consumers and retail pharmacies
• Governmental and nonprofit public health agencies
• Pharmaceutical companies
• Healthcare workers
Products
• Needles and syringes
• Intravenous catheters
• Safety-engineered and auto-disable devices
• Prefillable drug delivery systems
• Prefilled IV flush syringes
• Insulin syringes and pen needles
• Regional anesthesia needles and trays
• Sharps disposal containers
• Closed-system drug transfer devices
• BD Simplist™ line of ready-to-administer prefilled injectables
• Medication workflow solutions

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BD Diagnostics
Focuses on improving quality, increasing productivity and ensuring flexibility to help
laboratories guide medical decisions.
Customers Served
• Hospitals, laboratories and clinics
• Reference laboratories
• Blood banks
• Healthcare workers
• Public health agencies
• Physicians’ office practices
• Industrial and food microbiology laboratories
Products
• Integrated systems for specimen collection
• Safety-engineered blood collection products and systems
• Automated blood culturing systems
• Molecular testing systems for infectious diseases and women’s health
• Microorganism identification and drug susceptibility systems
• Liquid-based cytology systems for cervical cancer screening
• Rapid diagnostic assays
• Plated media
• Microbiology laboratory automation

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BD Biosciences
Focuses on continually advancing the science and applications
associated with cellular analysis.
Customers Served
• Research and clinical laboratories
• Academic and government institutions
• Pharmaceutical and biotechnology companies
• Hospitals and reference laboratories
• Blood banks
Products
• Fluorescence-activated cell sorters and analyzers
• Monoclonal antibodies and kits for cell analysis
• Reagent systems for life science research
• Cell imaging systems
• Cell culture media and supplements for
biopharmaceutical manufacturing

41. 41
FY2013 Shared Value Outreach
• Pursue our purpose through long-standing relationships with non-governmental
organizations.
• Corporate grants, product donations,
volunteer service initiatives and disaster relief
programs
• Donate time, technical expertise and resources
• Contributions: ~$11 million
– Product donations: $5.1 million (fair market value)
– Cash support: >$5.9 million, including $940,000
in matching gifts

42. 42
FY2013 Shared Value Outreach
Associate engagement programs:
– International volunteer opportunities:
• BD Volunteer Service Trip Program
• BD/PEPFAR Lab Strengthening and Safe Blood Collection Programs
– Henry P. Becton Volunteer Impact Awards Program
– Paid-time off for Volunteer Community Service hours (U.S.)
– U.S. Matching Gifts Program: $940,000 to match associate giving

43. 43
FY2013 – Top Corporate Contributions*
1. AmeriCares*
2. Catholic Medical Mission Board*
3. Heart to Heart*
4. Project HOPE*
5. Direct Relief International*
6. National Cancer Coalition*
7. U.S. Fund for UNICEF
8. Joint Commission’s Center for
Transforming Healthcare
9. GHESKIO TB Hospital, Haiti
10.Accordia Global Health
Foundation

44. Awards and Recognitions: Highlights
44