Fresenius announced today the launch of its denosumab biosimilars, Conexxence®¹ (denosumab) and Bomyntra®² (denosumab), in Europe.

These biosimilars received approval from the European Commission in July 2025 for all indications of the reference products Prolia®³ (denosumab) and Xgeva®⁴ (denosumab), respectively. 

“Being the first biosimilar company with a pre-filled syringe for the denosumab oncology indication in Europe, showcases our commitment to offering new treatment options that support patient care and affordability across Europe,” said Dr. Sang Jin Pak, President Biopharma. 

This milestone marks the next step in the company’s ambition to drive accessibility to high-quality biosimilar therapies, with multiple molecules in early and late-stage development. By continuing its successful track record in the biosimilars space, Fresenius further strengthens its (Bio)Pharma platform, a key pillar of the #FutureFresenius strategy. 

<sup>1. Conexxence® is a registered trademark of Fresenius Kabi Deutschland GmbH in selected countries. 
2. Bomyntra® is a registered trademark of Fresenius Kabi Deutschland GmbH in selected countries. 
3. Prolia® is a registered trademarks of Amgen Inc. 
4. Xgeva® is a registered trademarks of Amgen Inc.</sup>

Fresenius announced today the launch of its denosumab biosimilars, Conexxence®¹ (denosumab) and Bomyntra®² (denosumab), in Europe.

These biosimilars received approval from the European Commission in July 2025 for all indications of the reference products Prolia®³ (denosumab) and Xgeva®⁴ (denosumab), respectively. 

“Being the first biosimilar company with a pre-filled syringe for the denosumab oncology indication in Europe, showcases our commitment to offering new treatment options that support patient care and affordability across Europe,” said Dr. Sang Jin Pak, President Biopharma. 

This milestone marks the next step in the company’s ambition to drive accessibility to high-quality biosimilar therapies, with multiple molecules in early and late-stage development. By continuing its successful track record in the biosimilars space, Fresenius further strengthens its (Bio)Pharma platform, a key pillar of the #FutureFresenius strategy. 

<sup>1. Conexxence® is a registered trademark of Fresenius Kabi Deutschland GmbH in selected countries. 
2. Bomyntra® is a registered trademark of Fresenius Kabi Deutschland GmbH in selected countries. 
3. Prolia® is a registered trademarks of Amgen Inc. 
4. Xgeva® is a registered trademarks of Amgen Inc.</sup>

Contact

T +49 (0) 160 944 01317
peter.stopfer@fresenius.com

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Effective immediately, Katrin Kerner (44) and Christian Wagner (39) will assume joint leadership of Group Communications at Fresenius. Both will assume the role on an interim basis and in addition to their current responsibilities as Head of CEO Relations and Head of Board Office. They will report directly to Fresenius CEO Michael Sen and succeed Anke Schmidt, who has led the communications function since June 2025 and has decided to leave the company at her own request.    

“On behalf of the Management Board, I would like to express my sincere thanks to Anke Schmidt for her work and commitment. She has made an important contribution in a short period of time. We wish her all the best for her future endeavors”, says Michael Sen, CEO of Fresenius. “I am very pleased that Katrin Kerner and Christian Wagner will jointly assume this responsibility as a leadership team. Both have a deep understanding of the healthcare industry and are already actively shaping the strategic and cultural transformation of our company through #FutureFresenius. With their extensive experience in communications, finance, and corporate transformations at DAX-listed companies, they will further develop the communications function at Fresenius and continue to strengthen our brand.”    

Katrin Kerner has been with Fresenius since 2023 and has served as Head of CEO Relations since 2024. In this role, she prepares CEO briefings, coordinates strategic company positions, and manages global partnerships. Before joining Fresenius, she held several leadership positions in communications functions at Siemens, Siemens Healthcare (today Siemens Healthineers), and Siemens Energy, including Head of Employee Communications at Siemens and Head of Executive Messages at Siemens Energy. During this time, she was actively involved in the IPO of Siemens Healthineers and the spin-off of Siemens Energy. Katrin Kerner studied Economics at the Friedrich-Alexander University Erlangen-Nürnberg and International Management at the Turku School of Economics in Finland.    

Christian Wagner joined Fresenius in 2017, became Head of Corporate Finance in 2019, and has served as Head of Board Office since 2023. In this function, he plays a key role in steering and advancing Fresenius’s strategic direction. He is also responsible for Corporate Security. Before joining Fresenius, Christian Wagner worked in investment banking at Berenberg and at a subsidiary of Deutsche Bahn. He studied Finance at Goethe University Frankfurt and the Institut Supérieur du Commerce (ISC) in Paris, France.  

Contact

T +49 (0) 160 944 01317
peter.stopfer@fresenius.com

Documents

Text as PDF document (PDF, 86 KB)

Effective immediately, Katrin Kerner (44) and Christian Wagner (39) will assume joint leadership of Group Communications at Fresenius. Both will assume the role on an interim basis and in addition to their current responsibilities as Head of CEO Relations and Head of Board Office. They will report directly to Fresenius CEO Michael Sen and succeed Anke Schmidt, who has led the communications function since June 2025 and has decided to leave the company at her own request.

“On behalf of the Management Board, I would like to express my sincere thanks to Anke Schmidt for her work and commitment. She has made an important contribution in a short period of time. We wish her all the best for her future endeavors”, says Michael Sen, CEO of Fresenius. “I am very pleased that Katrin Kerner and Christian Wagner will jointly assume this responsibility as a leadership team. Both have a deep understanding of the healthcare industry and are already actively shaping the strategic and cultural transformation of our company through #FutureFresenius. With their extensive experience in communications, finance, and corporate transformations at DAX-listed companies, they will further develop the communications function at Fresenius and continue to strengthen our brand.”

Katrin Kerner has been with Fresenius since 2023 and has served as Head of CEO Relations since 2024. In this role, she prepares CEO briefings, coordinates strategic company positions, and manages global partnerships. Before joining Fresenius, she held several leadership positions in communications functions at Siemens, Siemens Healthcare (today Siemens Healthineers), and Siemens Energy, including Head of Employee Communications at Siemens and Head of Executive Messages at Siemens Energy. During this time, she was actively involved in the IPO of Siemens Healthineers and the spin-off of Siemens Energy. Katrin Kerner studied Economics at the Friedrich-Alexander University Erlangen-Nürnberg and International Management at the Turku School of Economics in Finland.

Christian Wagner joined Fresenius in 2017, became Head of Corporate Finance in 2019, and has served as Head of Board Office since 2023. In this function, he plays a key role in steering and advancing Fresenius’s strategic direction. He is also responsible for Corporate Security. Before joining Fresenius, Christian Wagner worked in investment banking at Berenberg and at a subsidiary of Deutsche Bahn. He studied Finance at Goethe University Frankfurt and the Institut Supérieur du Commerce (ISC) in Paris, France.

The German Association for Financial Analysis and Asset Management (DVFA) Scorecard for Corporate Governance serves as an important benchmark for assessing governance standards among DAX 40 companies in Germany. Fresenius has reached 2nd place in this year’s ranking – a significant leap from last year and thus the largest climb of all companies evaluated. This recognition reflects the significant progress made to further strengthen the company’s governance structures as part of the #FutureFresenius strategy.

The German Association for Financial Analysis and Asset Management (DVFA) Scorecard for Corporate Governance serves as an important benchmark for assessing governance standards among DAX 40 companies in Germany. Fresenius has reached 2nd place in this year’s ranking – a significant leap from last year and thus the largest climb of all companies evaluated. This recognition reflects the significant progress made to further strengthen the company’s governance structures as part of the #FutureFresenius strategy.

Question: Ms. Wagenknecht, what responsibility does hospital procurement bear when it comes to respecting human rights along the supply chain?

Imke Wagenknecht: As procurement, we bear a significant responsibility – not only for ensuring the supply security of our hospitals, but also for the conditions under which the products we purchase are manufactured. This includes, for example, single-use medical products, pharmaceuticals obtained through our pharmacies, and food for our patients. In these and many other supply chains, we have already achieved a great deal. However, going forward, we must work even more closely with our specialist departments to increase transparency and continuously improve our efforts to meet our human rights responsibilities.

Question: How do you intend to create this transparency?

Imke Wagenknecht: A central element is the contractual commitment of our suppliers to uphold ethical, social, environmental, and human rights standards. Since 2022, these commitments have been integrated into our Supplier Code of Conduct, which sets out binding obligations. In 2023, we furthermore introduced a human rights and environmental clause for suppliers at increased risk of human rights or environmental breaches. This creates a clear framework of expectations and forms the basis for responsible cooperation.

In addition, we conduct an annual human rights risk analysis of our supply chain. Based on this, we send out topic-specific supplier self-assessments to obtain a solid understanding of processes, potential gaps, and the associated risks along our supply chain. Our approach is always risk-based. That means we allocate our resources strategically, focusing especially on areas, suppliers, or countries where the likelihood or potential impact of human rights violations are greatest.

At the same time, we also respond to ad hoc risks: for example, media reports and external studies have pointed out human rights risks in the production of single-use medical gloves. As we use around 150 million gloves annually, we have carried out a focused risk analysis in this area and sought active dialogue with our key glove suppliers. Such ad-hoc analyses enable us to take targeted action.

Question: What opportunities arise for procurement and the hospital as a whole when human rights are actively considered and respected?

Imke Wagenknecht: Considering human rights along the supply chain is an investment in the company’s long-term viability. For Helios, this specifically means: we gain resilience, develop a deeper understanding of our upstream supply chains, manage risks more effectively, and work with partners who share our values. For the hospital as a whole, this commitment not only strengthens legal compliance but also builds trust among patients, employees, and the public. At the same time, human rights responsibility becomes an integral part of sustainable hospital operations.

Question: Mr. Schleifenecker, how does Helios Germany integrate human rights standards into everyday hospital operations? And how do you ensure that these standards are upheld by all employees and partners within the hospital network?

Tim Schleifenecker: At Helios Germany, human rights standards are firmly embedded in day-to-day hospital operations. We achieve this by incorporating human rights considerations into all of our binding policies. Regular training and awareness-raising initiatives complement this system and form an integral part of our efforts to promote the topic. In addition, we work closely with our partners in hospital operations and actively involve them in our requirements. Compliance with these standards is continuously monitored through internal reviews and control mechanisms to ensure that our expectations are met.

Question: As Head of Corporate Governance, you are responsible for both the Internal Control System (ICS) and the topic of human rights, as well as other governance areas. What synergies arise from this?

Tim Schleifenecker: Our human rights program and the Internal Control System complement each other perfectly. The ICS is a central component of our risk management system and includes a comprehensive set of internal controls to ensure compliance with operational and legal standards and to manage risks. Together, the two systems enable us to identify, assess, and address risks at an early stage.

This synergy not only strengthens compliance but also fosters a culture of accountability and respect within our hospitals. For example, risks identified through the human rights program can be quickly addressed through the Internal Control System using relevant control mechanisms, allowing us to manage human rights risks more effectively. The close integration of both systems also enables us to advance related topics in parallel and jointly address them with hospital management teams.

Question: How does Helios Germany embed respect for human rights in everyday hospital operations, and what challenges do you face?

Tim Schleifenecker: In principle, respect for human rights already holds a very high value in the hospital environment at Helios Germany – after all, our work is about people’s health. That said, it can sometimes be challenging to communicate the relevance of human rights to employees’ daily work. However, we have had very positive experiences in our hospitals and central functions when engaging in open dialogue about these topics. Beyond legal obligations, we make Fresenius’s and Helios Germany’s stance very clear: we are committed to respecting human rights.

Another key challenge lies in aligning our human rights commitments with the complex and dynamic nature of hospital operations. Time pressure, competing priorities, or economic challenges can sometimes make implementation difficult. Our strategy, therefore, is to empower employees to act responsibly and understand the purpose behind these efforts – through clear and efficient processes, targeted training, and open communication.

We rely on close collaboration and ongoing dialogue to develop practical solutions that strengthen both hospital operations and human rights in the long term. It is always rewarding to see employees reach out to us with relevant questions – because that is when you know that the commitment to human rights is truly being lived.