Sundheds- og Forebyggelsesudvalget 2014-15 (1. samling)
SUU Alm.del Bilag 103
Offentligt
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Innovation & Cooperation between
Public & Private Sector
Vincent Giele, Business Director, Medtronic
BSPC-meeting in Copenhagen November 14th 2014
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Agenda for today
Who is Medtronic?
Addressing healthcare needs; how do we do it?
•
Partnership example; Imperial Royal College NHS Trust
•
Partnership example; Maastricht Univ. Medical Centre (MUMC+)
Discussions
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Collaborating with
Physicians to Develop
Life-Changing
Therapies
Partnering on solutions
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An Enduring Mission
To contribute to human welfare
by application of biomedical
engineering …
To direct our growth in the
areas of biomedical
engineering …
To strive without reserve for
the greatest possible
reliability…
To make a fair profit …
To recognize the personal
worth of employees …
To maintain good citizenship…
Our co-founder Earl Bakken with medallion
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Global Leader in Medical Technology
49,000+
5,600+
1,700+
$17B
46%
* Free cash flow is operating cash flow minus capital expenditures
employees, making us the largest
global medical technology company
scientists and engineers
around the world
FY14 patents awarded, bringing our
total worldwide to more than 27,000
FY14 global sales from continuing
operations which generate $4.6B
in free cash flow
*
sales from international markets,
representing more than 140 countries
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Alleviating Chronic Conditions
Many Chronic Conditions
Products and Therapies to Address
Neurological
Severe spasticity
Parkinson’s disease 
Essential tremor 
Dystonia*
Hydrocephalus 
Obsessive-compulsive
disorder* 
Brain tumors and lesions 
Chronic pain
Subdural hematomas
Cranial trauma 
Ear, nose and throat
Sinus diseases 
Thyroid conditions
Otologic disorders
Sleep-disordered
breathing
Pediatric conditions
Ménière’s disease
Structural heart
Heart valve disease
Congenital heart disease
Cardiac rhythm
Atrial fibrillation 
Slow heart rates
(bradycardia)
Fast heart rates
(tachycardia)
Heart failure 
Asymptomatic
heart rates 
Coronary
Coronary artery
disease
Diabetes
Endovascular 
Peripheral vascular disease 
Aortic aneurysms 
Spinal and orthopedic
Cervical degenerative disc disease 
Scoliosis 
Degenerative disc disease 
Spinal fracture 
Lumbar spinal stenosis
Tibial fractures 
Orthopedic trauma
Urological, urogynecological and gastroenterological
Overactive bladder and urinary retention
Nausea and vomiting associated with gastroparesis*
Fecal incontinence
* Humanitarian device in the United States – the effectiveness
for this use has not been demonstrated
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Addressing HealthCare needs
European HealthCare Market; 3 “megatrends”
Aging demographics will increase the overall healthcare burden
• The effects of aging population will become stronger, impacting both the health
policies and the key diseases
Chronic medical conditions represent a growing health burden, with
long-term implications for healthcare delivery & disease management
• While cardiovascular diseases remain a significant health burden going forward,
other chronic conditions are expected to have an increasingly impact on the
healthcare system, notably Alzheimer’s and diabetes
Economic difficulties are expected to continue in the near-term
• The economic crisis still represents a key risk as well as a potential catalyst for
broader healthcare policy changes
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Solving the Health Care Problem:
Principles of Value-Based Health Care Delivery
“The Strategy that Will Fix Health Care,”
Harvard Business Review,
October 2013 Michael E. Porter and
Thomas H. Lee
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Making Procedures Less Invasive
Minimally Invasive CABG
Traditional CABG
For full safety information, visit
medtronic.com
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Information Technology to Monitor Patients
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Creating a sustainable system also needs focus on
the operating costs
Allocation of Healthcare Spending
(%, 2008)
Spending
as a % of total
Medical Devices
Pharmaceuticals
Operating & Other costs
Source: Espicom; WHO; World Bank, LEK analysis
11
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Hospitals faced with need to improve efficiency
European Market Research 2012; 59 C-Suite members in 34 hospitals
Pressure on budgets
•
Economic crisis
impacts
health care & hospital
management
Budgets closely
monitored
by government / payer
Evaluate current system
& find new ways to attract
resources
Increased expectations
•
From patients
to get
best care
•
From
Medical professionals
to get access to latest treatment
options & develop of personal
career
•
Government & Public
monitor
quality of care
•
•
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Solution creating sustainability structured around four
Pillars
Financial solutions
for affordable
access to latest
technologies and
treatment options
Consulting services
and assets to set-up
or optimise
operations and
reach best-in-class
performance
Management
services and assets
to run cathLabs to
highest care
standard
Consulting services
and assets to grow
cardiac services
and raise their
profile
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Imperial College NHS Trust
Hospital Facts:
•
Major teaching hospital trust globally recognized as center of
excellence in cardiology, cardiothoracic surgery, heart & lung
transplantation
•
Serving 750,000 people at 5 different locations in London
•
Over 20,000 patients/year with a variety of heart conditions
Hospital Aspiration:
•
Be recognized for excellence in CathLab services
(safe, high quality patient care)
Hospital Needs:
•
Renew aging CathLab equipment to be at the forefront
of evolving technology
•
Improve patient access through enhanced referral
management, free up capacity & shorter wait times
•
‘Physicians
become physicians again..’
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Maastricht University Medical Centre
Hospital Facts:
•
Large academic university hospital
in the Netherlands - Europe
•
6000 employees ,750 beds
•
550.000 out-patient clinic visits
a year
•
110.000 Cardio Vascular Clinic
(CVC) visits a year
Hospital Ambition:
•
Be part of the Top 20 ‘Best-in-Class’
CVC centres in Europe in 2020
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Maastricht University Medical Centre
Overall MUMC Savings *
Costs
Savings (annual)
$ 800k
$ 5.900k
*: All financial figures reviewed and approval by controlling department MUMC
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Interest in innovation & cooperation to
but concerns to
increase patient valuebut
concerns to
address
European Market
address
Research 2012; 59 C-Suite members in 34 hospitals
Funding
optimisation
Solutions for afford-
able access to latest
technologies and
treatment options
Quality and
efficiency
Solutions to sustain
improvement in
quality and boost
efficiencies
Capable
organisation
Solutions to enable
change and
sustain performance
Growth and access
Solutions to improve
existing service
lines and develop
new ones
Dependency and
exclusivity
Partnership cannot limit
hospital need to work
with other suppliers /
restrain clinicians
freedom of choice
Regulation and
legal
Procurement laws
and hospital policies
make instalment of
partnership complex
Transparency
Transparency and
aligned incentives
required to address
“hidden agenda”
concerns
Sustained value
Mechanisms
required to ensure
sustained “best
value for money” &
competitiveness
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Improving
Another Life
Every 3
Seconds
Thank you!