1

2

What I Learned in Business School:

Marketing:

Statistics:

Finance:

Accounting:

Tax:

Org. Psych:

Corp. Strategy:

How to Make Better Beer Commercials

Why I Dont Play the Lottery, and

Money is Good

Count Your Money

Hide Your Money

Two Ways to Motivate:

Porters Five Forces, and

Math is Hard

Carrot and Stick

3

Agenda

Company Overview

Differentiating characteristics of Med Device Industry

Company strategy

Irelands attractiveness

Operational Excellence at Boston Scientific

Strategy Execution

Management Systems

Talent

Sustaining

4

Company Background

5

Focus on the Customer . . .

And that is where it will always begin and end

Quality Policy

6

Plant Network

Ireland Ireland

Fremont

Valencia

San Jose

In-Network Manufacturing Plants: 12

Acquired Plants: 5

Tier 1 DCs: 2

Dorado,

Puerto Rico

Spencer

Heredia,

Cost Rica

Coyol,

Cost Rica

Arden Hills

Maple Grove/

Plymouth

Kerkrade Quincy

Sunnyvale (Asthmatx)

San Clemente (Cameron)

Los Gatos (Sadra)

Bridgepoint

(Plymouth)

Rythmia

Cork

Galway

Clonmel

7

Boston Scientific is dedicated to transforming lives through innovative

medical solutions that improve the health of patients around the world.

Mission

8

We are pushing the boundaries of todays innovations that lead to tomorrows medical solutions

Science calls out our heritage of discovery, which drives our passion for transforming lives

We are committed to helping patients live healthier, longer lives

9

Core Businesses

Interventional Cardiology

technologies for diagnosing and

treating coronary artery disease

and other cardiovascular

disorders.

Cardiac Rhythm

Management

solutions for treating irregular

heart rhythms and heart

failure, and protecting against

sudden cardiac arrest.

Urology and Womens Health

solutions for treating urological

and gynecological disorders like

kidney and bladder stones,

stress urinary incontinence,

pelvic organ prolapse and

excessive uterine bleeding.

Neuromodulation microelectronic

implantable technologies for managing

chronic neuropathic pain and neurological

diseases.

Electrophysiology technologies,

such as mapping catheters and

radiofrequency energy for

diagnosing and treating heart

rhythm disorders.

Peripheral Intervention solutions

for treating vascular system

blockages in areas such as the

carotid and renal arteries and the

lower extremities.

Endoscopy technologies for

diagnosing and treating

diseases of the digestive

system, airway and lungs.

10

2012 Performance

52%

21%

13%

12%

2%

United States $3,756

EMEA $1,568

Japan $931

Inter-Continental $872

Divested Businesses $122

Interventional Cardiology $2,179

Cardiac Rhythm Management $1,908

Endoscopy $1,252

Peripheral Interventions $774

Urology/Womens Health $500

Neuromodulation $367

Electrophysiology $147

Divested Businesses $122

30% 26% 17% 11% 7% 5% 2% 2%

Worldwide Sales by Product Category ($M)

Note: The Neurovascular businesses was divested as of 1/3/2011.

Worldwide Sales by

Geographic Segment ($M)

11

Corporate Information - At a Glance

Locations Global corporate HQ: Natick, Massachusetts

Regional HQs: Singapore and Paris, France

Major technology centers: Minnesota, California, Ireland, Costa Rica

12 manufacturing facilities worldwide

Web site: www.bostonscientific.com

Select Senior Leadership* President & Chief Executive Officer: Mike Mahoney

Chief Financial Officer: Jeff Capello

Chief Administrative Officer, General Counsel & Secretary: Tim Pratt

Chief Compliance Officer: Jean Lance

President, Europe, the Middle East and Africa: Michael Onuscheck

President, Asia-Pacific: Supratim Bose

General Manager, Latin America: Mauricio Ortiz

Financials $7.25 billion revenue

$933 million adjusted net income1

NYSE: BSX

Boston Scientific (NYSE: BSX) transforms lives through innovative medical solutions that improve the health of patients around the world. As a global medical technology leader for more than 30 years, we advance science for life by providing a broad range of high performance solutions that address unmet patient needs and reduce the cost of healthcare. For more information, visit us at www.bostonscientific.com.

1. Adjusted net income excludes acquisition, litigation, divestiture, restructuring, and other charges. For reconciliations of our non-GAAP financial measures, please refer to the Investor Relations section of our website at www.bostonscientific.com

Important numbers at a glance 1 of the worlds largest medical device companies

15,000+ patents issued; ~7,300 applications pending worldwide

$886 million invested in R&D

~24,000 employees worldwide

Market presence in nearly 100 countries worldwide

All numbers above as of December 31, 2012

* For a complete list of our Executive Committee, please refer to www.bostonscientific.com/aboutus

http://www.bostonscientific.comhttp://www.bostonscientific.com/http://www.bostonscientific.com/aboutus

12

Differentiating Characteristics

13

Med Device Characteristics

Intellectual Property Protection

Flawless Quality

Highly Regulated and policed environment

Integrated Manufacturing need to control Quality Control Processes

Product availability - Emergency Use

Higher Gross Margin

Protect valuable Intellectual Property

Flawless Quality

Highly Regulated and policed environment

Integrated Manufacturing Model control end-to-end Quality Stream

Product availability - Emergency Use

Higher Gross Margin

14

Supply Chain Characteristics

Innovation constraints to leverage Supply Chain

Design around the unique parameters of the customer/physician

Large product portfolio affect

Sole source manufacturing

Regulatory factors

Global distribution through regional distribution centres

Consignment stock system in many markets

Non-scheduled product use

15

Competitive Advantage Drivers

INTELLECUTAL PROPERTY

BATTLEGROUND

Electronics Medical Devices

Competing With The Supply Chain

COMMODITY

BATTLEGROUND

Competing With The Knowledge Base

Time-to-market for new products

Outsourced Manufacturing Model

Final assembly component

configuration

Standardised work

Price / Performance / Cost Optimisation

Distribution

Velocity

Time-to-market for new products

Integrated Manufacturing Model

Integrated material component

manufacturing

Highly skilled product builders

Acquisition of Intellectual Property

Clinical/Regulatory know-how

Close physician relationships

16

Outcomes of our Supply Chain

Serves the Strategy Well

Intellectual Property Protected

Quality Control not compromised

Meets Regulatory Body requirements

Lower Inventory Turns

High R&D and Clinical Investment

Obligated Reg. Nature of the Industry

Opportunistic

17

Company Strategy

18

BSC Strategy

19

Global Business Environment

Governments Finances & Policy

Buying Power Competition

ABT JNJ

MDT

Pressure on Prices and Growth

Cook

20

Why Ireland ?

21

Scale of US investment

$190bn invested to date. 5x 2000

115k employed across 700 companies

Generating more than 26% Irelands GDP

$41bn income generated in 2011

Return on investment of 26.5%

R&D spending of $700m in 2011

Between now and 2014, predicted to be

$7.7b in investment and 20,000 new jobs

Strong Clusters

Ireland has clusters of world-leaders in ICT,

software, services, pharmaceuticals and

medical devices

Irish FDI Role in the US

Irish owned firms employ 120k with $31bn

invested

Role of FDI in Irish Economy

Critical Role of US FDI in Ireland, Binding Ireland and the US Together

GDP Growth 1985-2009, 11.5% pa

Small open economy

4.6m Population

2.1m Working Population

> 35% population under 25 yrs

Unemployment rate 14.7%

US Foreign Direct Investment (FDI)

Role In Ireland

Economy /

Demographics

22

Investment in Ireland

23

MedTech Investment in Ireland

24

24

Worlds Largest Medical Device Companies in Ireland

11 of Top 12 Medical Device

Companies in Ireland

Boston Scientific

Medtronic

Johnson & Johnson

Abbott Laboratories

General Electric

Stryker

Baxter Healthcare

B. Braun

Covidien

Siemens Healthcare

Becton Dickinson

**Philips Healthcare**

25

25

Investing in Ireland

Investing in Ireland Pro-business government

Low corporate tax rate

Strong track record of stability and

predictability of FDI policies

Research Development and

Innovation grants with additional tax

credit of 25%

Strategic location within the

European Union

Skilled work force with a global

reputation for being flexible,

innovative and highly productive

Cork Profile 400,000 Population within 1 hour of

Cork

5 Technology Institutes

2 Major Universities

Access to 60,000 3rd level graduates

Direct flight connections to 41

European cities

26

T

T

T

T

TRACK RECORD

TALENT

TAX

TECHNOLOGY

Irelands Attractiveness

27

T TRACK RECORD

Irelands Attractiveness

Best location to invest in Western Europe

1st for inward investment by value

11 of the Top 12 Medical Device companies are here

In the Top 10 Easiest Places to do business in the world

8 of the Top 10 Global IT Companies based here

9 of Top 10 Global Pharma firms based here

>50% of the Worlds Financial Services operate here

3 of the top 6 Games companies based in Ireland

http://www.clker.com/clipart-ireland-contour-map.htmlhttp://www.clker.com/clipart-contour-maps-of-ireland.htmlhttp://www.clker.com/clipart-contour-maps-of-ireland.htmlhttp://www.clker.com/clipart-ireland-contour-map.htmlhttp://www.clker.com/clipart-ireland-contour-map.html

28

T TALENT

Irelands Attractiveness

# 1 for availability of skilled people

60% of Irish people go on to higher education

Youngest population in Europe >35% under 25

Adaptive and flexible

29

T TAX

Irelands Attractiveness

One of the lowest corporation tax rates anywhere

Extensive Tax treaty networks around the globe

25% R & D tax credits

Fully transparent tax system

30

T TECHNOLOGY

8bn invested in science, technology and innovation (4% GDP)

Highest proportion of Science and Engineering graduates within the

OECD

Access to the European Market 500m consumers

Irelands Attractiveness

31

Operational Excellence at BSC

32

BSC Strategic Imperatives

Site SQP Priorities

BSC Operations SQP Divisions Priorities

Strategic Quality Process Overview

1. People development & leadership

2. Optimize our trade model

3. Win global market share

4. Expand sales & global presence

5. Realign product portfolio to

enable new growth R&D

33

How We Run The Business Global Operations

34

Strategic Planning Process Cork Site

Strategic Plan Delivers Clear Vision Of Success

Integrated Process = Consistency In Execution

Execution Driven By Strategy Quality Process

Leadership Focus Through Established Processes

35

Management Systems

36 36

37

Sites Funnel for Managing Projects

Candidate

Preliminary

Planning

Detailed

Planning

Execution Complete

38

Proposal Definition Development Validation & Scale-up Commercialization

Develop p-IBP Develop IBP Update IBP

GMA-VOC

Product Definition

Process

Validation

Production Scale-up Continuous Improvement

Programs

Global Market

Launch Strategy Launch Readiness

Post Market Vigilance /

Field Assessment

Product & Process

Technology Assessment

HE&R Screening

/ Assessment

Design Freeze

Supply Chain

Development Supply Chain Definition

IP Generation IP Management

Business Review Business Review Business Review Business Review Business Review

Update IBP

Design Validation

Process Development

Packaging & Label

Development

Design Transfer Design Verification

Supply Chain

Validation & Scale-up

Market Rollout

Project

Close-out

HE&R Strategy Execution

1st Launch

Packaging & Label

Validation

Product Design

Refinement

Product Design

Verification

Product Specification First Human Use

Manufacturing Site Selection

Packaging & Label

Definition

Clinical Preparation Clinical Design Clinical Execution

Regulatory Strategy

Preclinical Study Planning Preclinical

Project Strategy Preclinical Analysis and Reporting Preclinical Study Execution

Regulatory Filing

MMM yy MMM yy

dd-MMM-yy dd-MMM-yy dd-MMM-yy dd-MMM-yy dd-MMM-yy

dd-MMM-yy

dd-MMM-yy

E&AS Life Cycle for

Test Method Equipment

E&AS Life Cycle for Design

Verification Equipment

E&AS Life Cycle for Process &

Design Validation Equipment

E&AS Life Cycle for Equipment

used during Commercialization

Clinical Planning

Market Specification

Clinical

Close-out

MMM yy MMM yy MMM yy MMM yy MMM yy MMM yy MMM yy MMM yy

HE&R Strategy

DHF Review

DHF Review Scaling Report

Sites funnel aligned to PDP

Candidate Preliminary

Planning

Detailed

Planning Execution Complete

Staff Team

Staff Team

Staff Team

PD

Core TM

Mfg.

Core TM

Sponsor

39

PLCP Overview

40

NPE Embedded in Cork Foundation Underpinned by Essentials

41

NPD Capability Evolution

BSC NPD Established

16 Years

Broad Technical Acumen

Product Transfers

Adaptable, Flexible

Workforce

Value Improvement

Process

Core Technology

Acquisition

Integration

PD & NPE Essentials

Target Coils

Rotablator

RD& I Grants

Product Transfers

Product

Development

New Product

Excellence

2000 2012

42

New Product Launch

Examples

43

Product Development Excellence Target Coil

Preferred Physician

Evaluations

in 2 mths

Complete DV & PV in 9 mths

Production ramp in 5 mths

25% cost reduction

11 mths

European Approval by

21-Sep-2010

US Approval by

19-Oct-2010

Target

NPD Challenge

Artefact issue Feb 2010

Preferred Physician

Evaluations

in 2 mths

Complete DV & PV in 9 mths

Production ramp in 5 mths

25% cost reduction 11 mths

European Approval by 21-Sep-2010

US Approval by 19-Oct-2010

30 projects completed

5 design change opportunities

Parallel PV / DV activities

Completed by Sep 2010

44

Target Coil How did we get here?

44

Launch

3 months early!

25% COGS Value Improvements in 11 months

Increase headcount from 35 Product Builders to 220

300% increase in output in 5 months

57% improvement in non conformances

25% improvement in Health & Safety metrics

Built 161k units in the 1st year

Target Detachable Coil

Manufacturing complaint in the 1st year of launch

45

Product Development Excellence Key lessons applied to Target Coil

Highly experienced Core Team & SMEs Empowered TEAM

Teamwork & synchronisation (multi-site) Project Governance and organisational commitment

(synchronisation of activities)

Key decisions identified and made in time to influence the program

Total focus on the projectplanning / execution around immovable dates!

Understanding of business drivers schedule #1

Application of LEAN PD & reduction of build to test times

46

Encore New Technology Developments

1. Air plasma surface etching of polymer tubing Replace manual alcohol wipe with air plasma etching

2. Automated UV Glue dispensing Micro-spray glue dispensing & placement

3. Automated product integrity testing In-line 100% functional testing of product

4. Automated plunger dynamic force measurement In-line simulated use testing

5. High speed component verification In-line barcode identification of all materials & components

6. Fully Automated product packaging & boxing End to end continuous automated processing

47 BusinessEssentials

Feb 96

Product Launch

Cork

Maple

Grove Feb 01

Transfer to Tullamore

Semi-automate packaging

Sep 09

Transfer to Cork

Breather bag removal

Re-design insertion tool

Switch to GW Plastics

Full automation

Key

Production Event

Major VIP Event

Sales

(units)

Std Cost

421

1996 - 2000 2001 - 2009 2009 - 2013

100

80% labour re-deployed

Tullamore

Encore Product Life History

39 56

Gauge re-design

221 276 368 100 333 153 395

81

Std Cos +

Inflation 110 137

53 48 43

139

48

Operational Excellence

Results

49

-3.5%

-6.9%

-10%

2010 2011 2012

%Materials Cost $Rate of Expected Improvements

Annual Reduction: (Target 3.5%)

%

Operational Excellence Rates of Improvement

-15%

-28%

-40%

2010 2011 2012

%Manufacturing Related ComplaintsRate of Expected Improvements

Annual Reduction: (Target 15%)

%

12%

22%

31%

2010 2011 2012

%

Annual Improvement: (Target 12%)

%

Net Labour EfficiencyRate of Expected Improvements

-9%

-16%

-24%

2010 2011 2012

%Overhead Cost $Rate of Expected Improvements

Annual Reduction: (Target 8.5%)

%

Overhead Cost ($)

2010 2011 2012

%Materials Cost $Rate of Expected Improvements

Annual Reduction: (Target 3.5%)

%

Overhead Cost ($)

Exceeding Industry benchmark standards

-15%

-28%-40%

2010 2011 2012

%

Annual Reduction: (Target 15%)

%

ScrapRate of Expected Improvements

ScrapCPM COMPLAINTS PER MILLION

2010 2011 2012

VIP ExpectationsRate of Expected Improvements

Minimum Realised VIP: 11.6% (Target 8.5%)

%

11.6% Minimum Realised VIP

50

Talent

51

BSC Corks Vision: Being The Best

Success is only achieved through our People

Credibility

Best Quality

Best Service

Best Cost

People

Vision

52

Attracting Top Talent

Attracting Top Talent

American multinational medical device

company

Graduate Rotation Trainee Programme

Great Place to Work Company

Strong emphasis on Training & Development

Continuous Improvement Culture

Voted Top 10 Graduate Programme in 2013 by

Graduates

Working towards achieving the

Shingo Award in 2015

Hiring Top Talent

Third Level Partnerships

Sourcing via LinkedIn

Competency based interviewing

Tailored Psychometric Assessments

Onboarding and Mentoring

53

Employee Profile Living the BSC Values

Boston

Scientific

Values

New Product Introduction

- Alair/Truepath/Vessex

- Product Development

Value Improvement Programme

- Savings over 5 yrs

Big Q

- Celebrates CI 60 projects

in 2013

What I do matters, how I do matters

Quality Policy

Over 30 nationalities on site

Best Performing Plan

- 2011 and 2012

NV Divestiture

We have Never Arrived

New Product Introduction

High Performance

Winning Spirit

Diversity

Caring

Meaningful

Innovation

Global

Collaboration

54

Sustaining

55

Position Ireland for the Future

Certainty Talent

Supply Chain Linkage International

Reputation

Competitiveness

56

Position Ireland for the Future

Environment of Certainty

No Change corporation tax regime

Predictability on Income Taxes

Maintain flexibility and industrial peace in our workforce

Talent

Our most compelling asset

Stem the talent drain build viable employment prospects for young people through targeted investment

Reform our education system:

Position and grow great, international leaders in our Higher Education system

More internationally renowned scientists and professionals

Create top ranking universities

Education reform must be relevant to the needs of industry and underpin the on-going transformation of the workforce

We need to rationalise the education system in order to reduce costs and improve quality

Learning as a life long process

57

Competitiveness

Sustain a workforce with the skills and competencies to win internationally

Maintain wage inflation restraint to close the gap with peers/competitors

Source lower cost energy

International Reputation

Preserve and build upon our superb track record

Maintain environment of certainty

Create a renewed sense of belief for investors emerge successfully from our

economic reform challenges

Position Ireland for the Future

58

Position Ireland for the Future

Supply Chain Linkage Opportunities

Build a comprehensive supplier base as part of the existing MNC clusters

Aim to optimize Procurement, Transformation and Distribution Processes

Further differentiates Ireland from low cost competitors flexibility combined with sophistication

59

In conclusion

Remain Relevant !

Stay Competitive !

Thank You