Analgesics eliminate or decrease sensitivity to pain. Patients at emergency wards receive these preparations intravenously during or after surgical procedures.

Through intravenous anesthetics, such as Propofol, anesthesia can be induced or maintained. Furthermore, these drugs are used in intensive medicine for long-term sedation: Patients are put into an artificial coma to support their healing process. Fresenius Kabi also offers products for this application.

Antibiotics treat bacterial infections, which can have many different causes. Fresenius Kabi offers a large selection of different active ingredient categories. Among these are the most important antibiotic groups such as penicillins, cephalosporins and quinolones. Some of these products have a limited stability in liquid form and are therefore offered as sterile powder products, which are dissolved shortly before administration. Other substances are available as a ready-to-use solution in infusion bottles or infusion bags.

Other antiinfectants that Fresenius Kabi offers include drugs such as acyclovir that are used to treat viral infections.

In addition to these product groups, Fresenius Kabi offers drugs that are used to stabilize the cardiovascular function of patients receiving intensive and emergency care and to treat gastrointestinal problems.

Chairman of the Supervisory Board of Fresenius SE & Co. KGaA

Initial appointment: 2021
Current term of office: 2021 – 2025

Full-time Works Council Member
Helios Vogtland-Klinikum Plauen GmbH

Member of the Supervisory Board of Fresenius SE & Co. KGaA
Initial appointment: 2018
Current term of office: 2021 – 2025

Member of various Supervisory Boards


Deputy Chair of the Supervisory Board of Fresenius SE & Co. KGaA
Initial appointment: 2015
Current term of office: 2021 – 2025

Secretary of the Trade Union ver.di Vereinte Dienstleistungsgewerkschaft

Deputy Chair of the Supervisory Board of Fresenius SE & Co. KGaA

Initial appointment: 2020
Current term of office: 2021 – 2025

Full-time Works Council Member
Helios Kliniken Schwerin GmbH

Member of the Supervisory Board of Fresenius SE & Co. KGaA
Initial appointment: 2016
Current term of office: 2021 – 2025

Member of the Supervisory Board of Fresenius SE & Co. KGaA
Initial appointment: 2016
Current term of office: 2021 – 2025

Full-time Works Council Member
Fresenius Kabi Deutschland GmbH

Member of the Supervisory Board of Fresenius SE & Co. KGaA
Initial appointment: 2023
Current term of office: 2021 – 2025

Production staff member
Fresenius Kabi España S.A.U.

Member of the Supervisory Board of Fresenius SE & Co. KGaA
Initial appointment: 2016
Current term of office: 2021 – 2025

Chairman of the Group Works Council of VAMED AG
Chairman of the Works Council of Anton Proksch Institute (VAMED AG)
Member of the European Works Council of Fresenius SE & Co. KGaA

Member of the Supervisory Board of Fresenius SE & Co. KGaA
Initial appointment: 2024
Current term of office: 2024 – 2025

 

Member of various Supervisory Boards

Member of the Supervisory Board of Fresenius SE & Co. KGaA
Initial appointment: 2022

Current term of office: 2022 - 2025

Former Member of the Managing Board Siemens Healthineers AG

Member of the Supervisory Board of Fresenius SE & Co. KGaA
Initial appointment: 2022
Current term of office: 2022– 2025

Wolfgang Kirsch (Chair)
Michael Diekmann
Susanne Zeidler

Susanne Zeidler (Chair)
Bernd Behlert
Grit Genster
Wolfgang Kirsch
Dr. Christoph Zindel

Dr. Dieter Schenk (Chair)
Michael Diekmann
Wolfgang Kirsch
Susanne Zeidler

The committee consists equally of two members each of the Supervisory Board of Fresenius SE & Co. KGaA and of Fresenius Management SE.

Chairman of the Supervisory Board of Fresenius SE & Co. KGaA

Former Chief Executive Officer of Deutsche Post DHL Group

Member of various Supervisory Boards

Member of various Supervisory Boards

Deputy Chairman
Member of supervisory bodies

Member of supervisory bodies

At Fresenius, integrity and ethical conduct govern the activities of our operations. 
Guided by our comprehensive Code of Conduct, we are fully committed to compliance with laws, internal guidelines, and ethical standards. 

Our Code, endorsed by the Group Management Board, serves as a universal framework for behavior across the Fresenius Group, applying to all employees, including management at every level. It encompasses principles aligned with recognized international regulations and is customized within each business segment to reflect its unique characteristics. Integral to our employment contracts, the Code ensures all our employees uphold the applicable standards of conduct. In addition, the business segments implemented their own Codes of Conduct which are adapted to the individual characteristics of each business segment. Furthermore, our commitment extends to regulating political activities, ensuring our employees adhere to both our ethical framework and legal standards. 

Through mandatory training, including aspects of human rights, we ensure every employee at Fresenius is committed to the principles laid out in our Code of Conduct.
 

At Fresenius, we uphold the applicable standards not only within our operations but across our supply chain. Our revised Code of Conduct for Business Partners, enriched with human rights considerations and aligned with the German Act on Corporate Due Diligence Obligations in Supply Chains (LkSG), sets clear expectations for ethical conduct towards business partners and suppliers. This Code mandates compliance with all applicable laws and explicitly prohibits corruption and bribery, aligning with both national and international anti-corruption laws. Our commitment extends to ensuring transparency in interactions with healthcare professionals.

Prior to initiating any business relationship, we inform our partners about these requirements and conduct risk-based due diligence. Our Codes of Conduct are publicly accessible, reflecting our transparency and commitment to ethical business practices.

Furthermore, our commitment to human rights extends beyond our own operations. Through our Human Rights Program, we select suppliers and business partners who respect human rights within their value chains.

This commitment reflects our values and the care we extend to our patients and over 190,000 employees worldwide.
 

At Fresenius, our Compliance Management System (CMS) is aligned with the activity of our business segments, designed to proactively prevent corruption and bribery within our business environment. Tailored to the needs of our business segments, our CMS aspire to integrate a deep understanding of compliance into our daily operations. 

Our system is built risk-oriented on the pillars of prevention, detection, and response, aiming to embed a living compliance culture across all levels of our organization. This culture is not static but evolves through continuous improvement and active exchange of best practices across our segments. The business segments develop operational goals and measures on an annual basis to continuously strengthen the compliance management system.

The Group function Risk & Integrity advises the corporate functions, sets minimum standards for the compliance management system Group-wide, and manages the Group-wide compliance reporting.

The Risk Steering Committee (RSC) – under the management of the ESG Board member – discusses internal and external developments regarding the risk management and internal control system as an advisory body. This includes, for example, developments relevant for the compliance management system.

The Group Chief Compliance Officer, the Chief Compliance Officers, or Heads of Compliance of each business segment and the Head of Group Reporting & Monitoring form the Group Compliance Management Team (GCMT). This management team meets on a monthly basis and sets the governance standards for compliance at Fresenius and supports the effective implementation of the compliance management system. The GCMT regularly examines the results of the compliance risk analysis, the compliance figures, the further development of the compliance management system and the results of monitoring measures.

The design and implementation of our compliance management system is based on international regulations and guidelines, such as the ISO standards on the setup of compliance management systems and applicable audit standards of the Institute of Public Auditors in Germany, Incorporated Association IDW (PS 980). When implementing measures, we take into account the respective national or international legal frameworks. In addition, a law firm reviewed the design of the Corporate CMS and concluded that it is organizationally effectively anchored and programmatically appropriately designed.

Post-acquisition, we quickly integrate new entities into our compliance framework, ensuring our standards are uniformly applied.
 

At Fresenius, upholding our ethical standards and compliance is central to our business. We empower our employees and external stakeholders to voice concerns about potential misconduct, including violations of laws, regulations, or our internal guidelines. Our comprehensive and confidential reporting system is accessible globally, supporting submissions in over 30 languages through various channels. Reports can be made by name or anonymously at any time of the day.

Incoming reports are treated confidentially and are taken seriously. Each report is carefully evaluated for its plausibility and potential impact. Our independent employees of the Group Case Management and Investigation Office (Group CMIO) ensure thorough comprehensive investigations, involving both internal and external expertise where necessary and in strict compliance with the “need to know” principle.

Actions are promptly taken by the responsible management in collaboration with  the Group CMIO, guided by the severity and nature of the misconduct. 

Our approach not only addresses immediate concerns but also strengthens our processes to prevent future issues.

Measures are implemented in a timely manner by the responsible management in close cooperation with the Group CMIO. Depending on the type and severity of the misconduct, disciplinary sanctions or remedies under civil or criminal law may be imposed. After completion of the investigation, we use the results of internal reviews and reports to review our business processes. We implement corrective or improvement measures where necessary to prevent similar misconduct in the future.

Compliance cases are evaluated based on the Group-wide policies as well as on those of the business segments, which comply with the Group-wide policies. 

For anyone wishing to report a concern or seek advice, the Group CMIO team is easily reachable:

Online Reporting Platform: https://freseniusgroup.ethicspoint.com

Phone number: +49 (0) 800 181 1338*

The whistleblowing system can be used for reports concerning Fresenius Management SE, Fresenius SE & Co. KGaA, Fresenius Digital Technology GmbH and other Fresenius Corporate entities. Please address reports for Fresenius Kabi, Fresenius Helios, or Fresenius Vamed to the relevant business segment.

Fresenius Group is not responsible for receiving or processing reports concerning Fresenius Medical Care. Fresenius Medical Care reporting channels are published on the following website: Compliance Overview | Fresenius Medical Care 

These channels ensure that reaching out is straightforward, secure, and supportive for all.
Only acting in an exemplary fashion enables us to maintain our integrity and the trust of our colleagues and partners. Every one of us is responsible for our personal behavior.

Thank you for your support and commitment to compliance at Fresenius.

* The prices of your mobile or landline contract apply 

For reasons of simplification used masculine form refers to all genders.

The tax strategy of Fresenius SE & Co. KGaA (“F SE”) is aligned with the Fresenius Principles and the Code of Conduct and aimed at safeguarding compliance with all tax laws and reporting obligations as well as enhancing shareholder value. Fresenius’ tax compliance culture is expressed by the following principles and objectives:

1.    We strive to maintain a culture that ensures that all people in our organization are aware that observing rules and the correct handling of tax matters is essential to Fresenius.

2.    The Fresenius Group Tax department (“Group Tax”) and the Local Tax Functions of the Segments create awareness and provide training for tax compliance at Fresenius to employees who perform tax-related tasks. The respective rules and tax compliance objectives set forth in this Group Policy have been adopted by the Management Board.

3.    We have to ensure that all applicable tax laws and reporting obligations are observed in a comprehensive and timely manner and that tax affairs are managed responsibly and transparently. We maintain an internal control system that meets existing standards and ensures that we comply with the tax and reporting obligations in all jurisdictions where we do business. Appropriate processes and efficient controls shall safeguard that tax risks are identified, systematically recorded, and assessed considering their probability of occurrence and potential financial exposure and included in our external financial reporting.

4.    Group Tax has tax governance responsibility for Fresenius with functional reporting obligations for all tax functions of the F SE Group Entities. Group Tax and the Local Tax Functions act as partners of the operating business units rendering attention, support and advice for transactions as well as for day-to-day business. In addition, Group Tax also performs in whole or in part the tax function for some business segments.

5.    Complying with applicable tax laws and upholding our reputation with governmental authorities and the public, we support the relevant business processes as well as sustainable growth of shareholder value with efficient tax planning. We don´t engage in tax arrangements without business purpose or commercial rationale. We routinely seek external professional guidance to reduce uncertainty when required.

6.    Intercompany transfer pricing policies are set in accordance with arm’s length principles following international standards, i.e., taxes have to be paid on profits according to where value is created.

7.    Communication and cooperation regarding tax issues is organized in a way safeguarding that all information is managed in a timely and appropriate manner. Tax is part of the internal control system and risk reporting. The F SE Group Chief Financial Officer (“CFO”) is being informed about all relevant tax matters and the development of tax risks. Group Tax reports regularly to the CFO. The CFO ensures adequate resources for Group Tax and the Local Tax Functions.

8.    We support a cooperative, honest, and respectful approach with tax authorities and other public bodies which we consider essential for efficient tax compliance and risk management.

9.    We support initiatives such as the initiatives of the Organization for Economic Cooperation and Development (“OECD”) regarding Cooperative Compliance (whereby tax authorities and taxpayers benefit equally from more transparency) and Base Erosion and Profit Shifting (“BEPS”).

10.    We continuously monitor changes in tax laws and practice. We recognize the importance of participating in discussions on the development of new tax legislation either directly or through the respective interest groups.

11.    We are committed to employ and retain excellent tax professionals long-term. We continuously work on our employer attractiveness, taking into account personal skills and providing a professional environment for personal development.

A cell separator is primarily used to collect blood platelets or thrombocytes. While red blood cells mainly transport oxygen and other blood cells ward off pathogens, thrombocytes play an important role in blood clotting. Patients with too few thrombocytes suffer from an inability of the blood to coagulate properly. Injuries can lead to potentially dangerous bleeding. One example of the cause of thrombocyte deficiency is cancer therapy. Doctors infuse patients with healthy donor thrombocytes following treatment.

Thrombocytes are obtained most effectively with a blood cell separator. The machine, which works like a centrifuge, gently separates thrombocytes from the other blood components. Components that are not needed are immediately returned to the donor. Because only the thrombocytes are taken, which regenerate much quicker than red blood cells, a donor may donate much more frequently than in regular whole-blood donations. The cell separator also allows a much larger number of thrombocytes to be collected per donation than in whole blood. All patients who require a large number of thrombocytes can benefit double from the procedure – regular transfusions include thrombocytes from several sources but a blood cell separator can reduce the number of donors needed per transfusion. This allows a doctor to select thrombocytes from the most appropriate donors. This is important because the efficacy of the thrombocytes improves when the blood groups of donors and recipients match.

A cell separator can separate thrombocytes from other blood cells; it can also support the treatment of leukemia patients by removing diseased cells directly from the blood. Since leukemic cancer cells quickly reproduce, this procedure cannot heal a patient. But it relieves the strain on the kidneys by considerably lowering the number of destroyed cancer cells that must be removed from the blood following treatment.

Although rarely used, another application of the blood cell separator is quickly gaining in importance. Doctors can use the device to remove stem cells from the blood of a cancer patient. Through pre-treatment bone marrow stem cells start to reproduce and partially move into the blood stream. These stem cells can be collected almost like platelets. This way surgery to obtain stem cells directly from bone marrow can be avoided.

The treatment subsequently used to combat cancer cells damage the stem cells from which all other blood cells are made. If the patient receives healthy stem cells after chemotherapy, healthy blood cells can develop quicker, for example the platelets that are important for hemostasis and coagulation.

The project business comprises the consulting, project development, planning, turnkey construction, and financing management of projects. VAMED responds flexibly to the local needs of clients, providing custom-tailored solutions all from one source. The company also carries out projects in cooperation with partners. Among public clients there is growing interest in public-private partnership (PPP) models. With 25 of these models, VAMED is a pioneer in this market segment.

VAMED offers a full range of facility management services for healthcare facilities. Modular in design, the company's service offering encompasses every aspect of technical, commercial, and infrastructural facility management. This ranges from building and equipment maintenance, medical technology management, and technical management through to the operational management. Its integrated portfolio of services is aimed at the optimal operation of a healthcare facility. VAMED was responsible for the total operational management of about 100 healthcare facilities on five continents with more about 18,000 beds. Worldwide, VAMED provides technical operation services to more than 840 hospitals with about 227,000 beds.

VAMED Vitality World’s thermal spa and wellness resorts have succeeded in bridging the gap between preventive medicine and healthcare tourism. With more than 3 million visitors annually in nine thermal spas and wellness resorts, VAMED is the market leader in Austria.