1. a powerful alliance for healthy living and active ageing
EIT Health:
a powerful alliance for
healthy living and active ageing
Speaker | Location | Date

2. Innovation in Europe
Most EU research funding & support is provided for early Technology Readiness Levels (TLR) 1-5
gap in funding for projects > TLR 6-9
lack of ‘entrepreneur education’
The EIT was founded to develop
solutions for rapidly emerging societal problems
products that meet the needs and desires of consumers
EIT Health ensures the connection of education, research and business (knowledge triangle)
strengthens entrepreneurial education and support
supports innovative ideas and transformational business projects

3. Our mission:
EIT Health promotes entrepreneurship and innovates in healthy living and active ageing, with the aim to improve quality of life and healthcare across Europe.
EIT Health aims to accelerate entrepreneurship and innovation in healthy living and active ageing, providing Europe´s top talents with new opportunities and resources for the benefit of all citizens. The focus is to:
offer answers to future challenges of healthcare
strengthening the European healthcare industry
supporting people in maintaining and managing their health

4. Europe‘s healthcare challenges
Societal changes
Ageing population
Downward trend in birth rates
Increasing life expectancy by approx. 4-5 years per generation
Leading to
A wider gap between active and inactive people, reducing the population within the labour force
A larger number of older people in long-term care, e.g. due to cardiovascular disorders, diabetes or functional loss
A dramatic increase in expenditures for health and social care

5. Healthcare expenditure by age
Shares of healthcare expenditure by age in total healthcare expenditure
Source: Maisonneuve, C., and J. Martins „Public Spending on Health and Long Term Care: A New Set of Projections.“ OECD Economic Policy Paper No. 6. Paris: OECD.

6. How healthcare costs are rising
Projected public health and long-term care expenditure in the OECD countries
as a % of GDP, in 2060
Source: Maisonneuve, C., and J. Martins „Public Spending on Health and Long Term Care: A New Set of Projections.“ OECD Economic Policy Paper No. 6. Paris: OECD.
1 The cost-containment scenario assumes that policies act more strongly than in the past to rein in some of the expenditure growth.
2 The cost-pressure scenario assumes no stepped-up policy action.
We see an average of GDP rising from 6% in 2011 to 9.5% in 2060 in the cost containment scenario and 14% in the cost pressure scenario
Examples of cost drivers are:
- Increase of chronic diseases
- Dementia
- Functional loss
- co-morbidity

7. Scenarios for rising healthcare costs in CLC countries
Projection scenarios for public healthcare spending
In billions of Euros
Average
Cost-containment
Scenario 2060
Cost-pressure scenario 2060
Belgium
23,237
30,850
46,475
Denmark
16,238
21,393
31,446
France
157,801
204,715
287,881
Germany
212,842
279,902
393,613
Ireland
10,398
15,124
22,496
Netherlands
42,417
58,324
84,172
Spain
58,305
88,499
128,063
Sweden
28,422
37,035
53,399
United Kingdom
146,465
191,531
279,411
Note: These figures are based on projection scenarios for public healthcare spending in % of GDP conducted by the OECD, calculated with GDP figures of the Eurostat GDP ranking 2014.
Sources:
Maisonneuve, C., and J. Martins „Public Spending on Health and Long Term Care: A New Set of Projections.“ OECD Economic Policy Paper No. 6. Paris: OECD.
"Eurostat – Tables, Graphs and Maps Interface (TGM) table". Epp.eurostat.ec.europa.eu. Retrieved 9 November 2015.

8. Connecting high potential areas with integrated innovation processes
Promote Healthy Living
Enable people to take charge of their own health
Lifestyle intervention
Self-management of health
Support Active Ageing
Workplace interventions
Overcoming functional loss
Optimise the physical working environment
Improve
Healthcare
Improving healthcare systems
Treating and managing chronic diseases
Establish holistic care solutions in home and clinical settings
Our activities fall within our three strategic challenges including the need to address barriers to improving healthcare. These form the backbone of our activities.
Business Objectives
Examples

9. A paradigm shift is needed
Professional inertia
Professional-centric
Surrender
Formal
Institutional care
Expert opinion
I am entitled to health care
Empowerment
Citizen-centric
Actively involved
Individual norms
Own-control
Own values and norms
I am supported in managing my own health
What is the matter with you?
What matters to you?
What is the fundamental problem we are addressing? -> It is the need to accelerate the paradigm shift that is moving from professional to patient-centric. So instead of asking the question: What is the matter with you?, we should ask: What matters to you?
Our portfolio focuses on empowerment and supporting citizen to manage their own health.

10. Many achievements in 2015 Formally established the KIC LE on time
Built a strong portfolio of activities
Set-up of all CLCs and InnoStars concluded by end of 2015
Selected 23
Innovation Projects
Prepared
the
launch
of Accelerator
Developed the Campus portfolio following the Stellar approach
Launched branding and communication activities
Hired management team
Carried
out
first
activities
(Summer School)
Developed our relationship with the EC and the EIT

11. Deliver tangible results Develop our organisation
Our ambitions for 2016
19 new products
70 business ideas incubated
700 health professionals trained
> 150,000 participants in EIT Health MOOCs
Deliver tangible results
Build connections
Linkages between Campus, Accelerator and Projects
Users/patients in innovation activities
Payers to engage in EIT Health
Communication: external/internal
Develop our organisation
Strengthening the partnership
Establish a strategic process for 2017 Business Plan
Strategic portfolio of transformational innovation
Grow capabilities and double portfolio size in 2017
Against this background, our ambition is to make EIT health a key driver in connecting partners in health initiatives in Europe, driving strategic issues and delivering tangible results already in 2016 (details see dark blue box).
We will do that by establishing close linkages between all activities and partners involved (see light blue box).
Of course, we also plan to develop our organisation further (see green box).

12. EIT Health: leveraging the potential
invests in Europe’s best entrepreneurial talents and creative minds
fosters the development and commercialisation of smart product and service solutions
One of the largest healthcare initiatives worldwide with more than 130 leading organisations, covering all areas of healthcare.
Industry
Public
University
Research
How do we do it? -> By leveraging the full potential of being one of the largest healthcare initiatives worldwide. In numbers, this means EIT Health has more than 130 leading member organistions from all important healthcare areas, namely industry, public, research and higher eductation.
By investing in Europe‘s best entrepreneurial talents and creative minds, EIT Health fosters the development and commercialisation of smart product and service solutions.

13. European reach International Headquarter at TU Munich
6 Co-Location Centres (CLCs):
UK/Ireland (London)
Scandinavia (Stockholm)
Belgium/Netherlands (Rotterdam)
Germany (Mannheim/Heidelberg)
France (Paris)
Spain (Barcelona)
8 InnoStars regions in 6 countries:
Croatia
Hungary
Poland
Portugal
Slovenia
Wales
Co-location centres
InnoStars regions
International HQ

14. Interim CLC Director Belgium/Netherlands
A strong partnership across Europe
CLC UK/Ireland
CLC Scandinavia
CLC Belgium/Netherlands
We have a strong partnership all along the knowledge triangle of committed, experienced and highly competent partners in academia, industry (Pharma, medtech, ICT, large and small), research centres, testing labs, incubators and accelerators etc.
CLC Germany
CLC Spain
CLC France
InnoStars
Menno Kok
Interim CLC Director Belgium/Netherlands

15. InnoStars: emerging innovation hubs
Leveraging the potential across Europe for inclusive growth
West Wales & Valleys (UK)
West Slovenia (SL)
Continental Croatia (HR)
Lodzkie (PL)
Lisbon / Centro Region (PT)
North Great Plain / Central Hungary (HU) EU
The green arrow on the previous slide showed that EIT Health is also acitve in other regions accross Europe, where we see high potential for inclusion and inclusive growth -> the InnoStars.
InnoSTARS is a Consortium of EIT Health Associated Partners linked to “Convergence Regions” or to “Regions from Countries eligible for H2020 Widespread Programs” (below 70% of the EU27 RDI index average of composite indicator). They offer the EIT Health consortia:
1) innovation potential;  2) new talents from young students and entrepreneurs;  3) test bed environments and market opportunities for EIT Health partners
By including them into the EIT Health consortia, two requests of EIT were solved:
a) KICs should not overlook the talent and idea potential of the periphery
b) Less developed regions should benefit from the innovations of the more developed regions

16. Regions in Croatia, Hungary, Poland, Portugal, Slovenia and Wales
How EIT Health is organised
EIT
EIT Health CLCs
EIT Health LE
Management Board
IP Board
Supervisory Board
Partner Assembly
ELSI
Belgium/Netherlands
France
Germany
Scandinavia
Spain
UK/Ireland
InnoStars
Regions in Croatia, Hungary, Poland, Portugal, Slovenia and Wales
Core Partner
interacts
So how does EIT Health manage to deal with all the different members, regions and stakeholders? We ensure a close and good interaction with
The EIT
The management team
The supervisory board
The CLCs and
Of course, with our partners
Legal entity and headquarter of EIT Health e.V. established at TU Munich
CEO appointed as of 1 September: Sylvie Bove
Supervisory Board active
CLC colocations established, managing directors hired, portfolios assembled

17. Non-EIT Funding (min 75%)
Leveraging and pooling resources
EIT Funding (max 25%)
Non-EIT Funding (min 75%)
Total KIC Funding (100%)
This is how we get the resources for our activities
(depending on audience, budget might or might not be stated)
Membership fees:
Core partner: 75,000 EUR p.a.
Associate partner: 25,000 EUR p.a.

18. Director School of Medicine, Imperial College London
Imperial College: partner of EIT Health
Prof. Elio Riboli
Director School of Medicine, Imperial College London
THIS IS AN EXAMPLE (quote taken from EIT Health image video matrial) and can be individually adapted by each member for own presentations!!!
So why are we partner of EIT Health?
… individual explanation … and we fully believe that EIT Health will be able to turn ideas into economic success by integrating innovation, education and entrepreneurship.
“EIT Health covers the whole spectrum from basic research to the translation of this knowledge into products and services, which eventually will become available to the general public and patients.”

19. Integrating innovation, education and entrepreneurship
Cross-linkages
- CAMPUS provides education to turn business ideas within PROJECTS into practice.
- PROJECTS identify innovative ideas and put them into practice. They are backed by ACCELERATOR, assisting with private equity access and providing living labs and test beds across Europe.
- ACCELERATOR offers support for CAMPUS to foster students’ project ideas (e.g. by business coaches).

20. EIT Health Innovation PROJECTS
Projects by Ideas
Projects by Design
Focus on innovation:
Developing achievable products and services
Including educational elements of EIT Health CAMPUS
Focusing on activities with a clear added value for all healthcare challenges defined by EIT Health
Investing in Projects by Design and Projects by Ideas

21. > live longer and healthier
Innovation Project example
Aim:
improve ‘quality’ of years to be lived
> live longer and healthier
FACET
FACET = Integrated supportive services/products to promote FrAilty Care and wEll funcTion
FACET focuses on the quality of the years lived through a transversal and holistic approach for managing of frailty. The development of early detection tools will permit intervention to prevent or delay the onset of frailty and prevent further disability. FACET will impact on the quality of life of million people with a potential of prevention in near half a million citizens annually.
Strategy
focuses on the ‘quality’ of years to be lived: liver longer AND healthier
The aim is to promote independence of older adults, functional ability / mobility and the self management of health for the older population
FACET will support other EIT Health example areas such as Motivate Active Personal lifestyles and sustainable Continuum of care to support active living in Europe as well as cross challenges
Early detection of impeding disease
Solution: algorithm and clinical friendly tools for frailty detection / and/or disability
Deliverables / Innovation
Plateform integrating existing services with new data acquisistion services, data analytics, algorithms) ,
4-5 news or improved product services processes launched
Business generation (together with Business pillar)
Personalized services for people and services for the professional environment (preventive and interventional: nutritional, medication, physical and cognitive intervention 55+y)v and those who are in the current workforce and those who are retired
6 to 7 new business ideas incubated
Education (together with education pillar)
6 new courses addressed to a wide audinece (including 1 MOOC on Frailty)
15 new graduates and 5 master degress and at least 375 health care professional trained
Communication
20 to 25 events with an average audience of 100 people per event
Research and investigation
Activity to improve current products and services to approach frailty
9 Partners:
4 Industry
4 Research
1 SME (InnoStar)
3 countries
Spain, Wales, France
Predicted achievements:
positive impact on quality of life of 13 million people in Europe

22. EIT Health CAMPUS Focus on education:
Summer Schools and Graduate Hubs
Professional and Executive Education
Flagship Initiatives
MOOCs and Digital Engagement
Focus on education:
Improving educational modules for healthcare innovation
Increasing innovation skills and fostering entrepreneurial spirit amongst students
Conveying a better understanding of patients’ needs in personalised care among healthcare professionals and executives
Providing new competencies to the public and private sector on how to adapt the workplace to an ageing population
Teaching novel processes and best practices for patient-centred care and self-management

23. Campus: education of professionals and executives is a key education component
Create sustainable and innovative workplace
Develop patient-centred and personalised healthcare
Engage professional citizens for healthy living and active ageing
Enable executives to realise the full potential of innovations
Aim:
citizen-centred active ageing and well-being
EIT Health is the only initiative that can make a paradigm shift by reaching the executives. While it is good to train students and lower doctors in these innovation techniques and ideas, you often hit a brick wall of professional defensiveness and organizational rigidity.
The only way to deal with this is to CHANGE THE LEADERS AND ORGANZIATION by helping the leaders understand the citizen-centric approach.

24. EIT Health ACCELERATOR
Innovation Training and Support
Market Preparation and Expansion
User Ideation and Validation
Focus on business creation:
Supporting start-ups, spin-offs and business ideas in the healthcare/life science sector
Accelerating research, products and services through easier access to EIT Health Living Labs and Test Beds
Improving time-to-market for new services and product launches
Providing market knowledge and capabilities for market access
Launching Proof-of-Concept and SME-driven Head Start Projects

25. Accelerating growth living labs and test beds
Business Plan competition / entrepreneurship training
Funding of head start project
Embedded coaching
As an example for EIT Health Accelerator, the two ‘Go Global’ programmes help small SMEs grow by training them in how to export their products and services to new markets. For instance, with our living labs, we have ‘real life’ living environments at a number of CLCs such as Scandinavia, France and Spain. These are apartments or houses where ‘end users’ can be housed and can interact with many sorts of innovations, providing critical feedback to the innovators. These could be IT innovations that help elderly citizens interact with local services and other innovations supporting independent living.
By funding headstart projects, the CLCs will support, for instance, very small companies with an ‘almost-ready’ product by testing it in a suitable LL/TB facility, or by supporting the project teams with key expertise – for example to help them gain knowledge of local regulatory and procurement procedures in a key market of which the team has no knowledge. Another example could be the use of the fund to develop a prototype device to both test and show to potential investors.
Access to
living labs and test beds
Link with investor community
Support market access and launch

26. InnoStars partners strategically placed in RIS areas
RIS – new ideas and talents from the periphery
RIS activities through InnoStars
CLCs
InnoStars
RIS regions
RIS + local funding,
community building,
project management
Innostars partners are located in the RIS-eligible regions. Thus our RIS activities will be organised by locally embedded Innostars partners. Business Plan Competitions and Recruitment Roadshows will select the best startups and the best talents. After a matchmaking (matching RIS startups and talents with the needs of EIT Health partners) they will be offered European opportunities (market and education/training respectively) through EIT Health partners. After the program they will return to their home country (EIT request) and create jobs. With the successful participants we will be able to leverage ESIF and we will be able to strengthen Innostars networks. Stronger networks will drive better and better RIS activities year by year.
Motivation, selection, training, application
Best talents
Best start ups
Campus
Accelerator
Alumni
Export ＆ job creation
Projects
InnoStars partners strategically placed in RIS areas

27. European synergies for health
With our goal of creating impact and a paradigm shift, this is what EIT Health brings to the table:
A strong network of competent and experiences health providers (Pharma, medtech, small and large companies)
Europe’s strongest academic partners with a wealth of knowledge in healthcare
Living labs and business accelerators that are considered some of the best worldwide ( Uppsala, Delft, etc)
A keen understanding of the whole value chain

28. EIT Health – a powerful alliance
EIT matters
EIT Health matters
Health matters
Our vision: Shaping future healthcare for the benefit of our citizens by
Integrating technology, patients and professionals
Accelerating the development of future health solutions
And their implementation

29. Thank you! https://twitter.com/eithealth www.facebook.com/eithealth

30. EIT Health Nu går (startar) tåget…..
Back up

31. The EIT Health Management team
Sylvie Bove
CEO
Katharina Ladewig CLC Director UK/Ireland
Jan-Philipp Beck COO
Armin Pscherer
CLC Director Germany
Menno Kok
Interim CLC Director Belgium/Netherlands
Stefan Halwax
CFO
Palle Høy Jakobsen
CLC Director Scandinavia
Ursula Mühle Director Education
Menno Kok
CLC Director Belgium/Netherlands
Kurt Höller Director Business Creation
Andy Browning Director Innovation
Balázs Fürjes Director InnoStars
Marco Pugliese
CLC Director
Spain
Jason Théodosiou
CLC Director France
Headquarter Munich
InnoStars regions
Co-location centres

32. The EIT Health Supervisory Board

33. Competitive selection process
EIT Health Innovation portfolio
I. Setting strategic focus
II. Cross-area ideation facilitated by CLCs
III. Call process and project development
IV. External evaluation and EIT Health hearings
V. Portfolio building
VI. Final review with focus on cross-linkages

34. The EIT:
spurring innovation and entrepreneurship
across Europe

35. EIT – European Institute of Innovation and Technology
Created in 2008, The EIT is an EU body that enhances Europe’s ability to innovate by nurturing young entrepreneurial talent and supporting new ideas through the Knowledge and Innovation Communities (KICs).
The EIT brings together the three sides of the “knowledge triangle”: business, higher education institutions and research centres.
Created in 2008, the EIT’s mission is to:
increase European sustainable growth and competitiveness;
reinforce the innovation capacity of the EU Member States; and
create the entrepreneurs of tomorrow and prepare for the next innovative breakthroughs.
The EIT creates an unprecedented level of collaboration between innovation and excellence centres with the aim of boosting the innovation process:
from idea to product;
from lab to market; and
from student to entrepreneur.
The EIT is the first EU initiative to fully integrate all three sides of the Knowledge Triangle (higher education, research and business) by way of so-called Knowledge and Innovation Communities (KICs). The integration of all three sides and the effective transmission and sharing of knowledge, information and skills for joint exploitation is crucial to delivering the jobs and growth opportunities that Europe is seeking, as excellent researchers, students and entrepreneurs working in isolation are much less efficient in delivering the results needed and wanted by the market and consumers.
By connecting European business and research, businesses stand to gain as they will be given fresh opportunities to commercialise the most up-to-date and relevant research findings, with the aim of giving Europe first-mover advantage in the latest technological and non-technological fields as well as in open innovation. In return, research organisations will benefit from additional resources, an enhanced networking capacity, and new research perspectives stressing interdisciplinary approaches in areas with strong societal and economic importance. By adding higher education into the mix, businesses will be able to take advantage of a workforce with skills tailored to their needs able to drive their market share forwards; and students will benefit from an education that will make them more attractive to future employers and also more apt at contributing to the development of those employers’ businesses.
from idea to product
from lab to market
from student to entrepreneur

36. The EIT innovation model
Outreach
Dissemination
GROWTH
INNOVATION
CAPABILITIES
JOBS
Business
creation activities
Higher education activities
Innovation-driven research activities
Research
actors
Higher education
Entrepreneurship
Entrepreneurial
talent
Start-ups,
Spin-offs
New products, services and business models

37. The EIT’s KIC model Knowledge and Innovation Communities (KICs)
Highly integrated, creative and autonomous partnerships
Developed to foster innovative products, services and new business
Driven by a pursuit of excellence
Encourage growth and nurture young entrepreneurial talent
Characterised by a long-term perspective
KIC annual
total budget:
€ million
‘Other’ funding from
a variety of sources:
National/regional
EU (non-EIT) e.g. FP7 research grant or structural funds
Private funding
Own resources

38. The EIT‘s first KICs
addressing climate change mitigation and adaptation
addressing sustainable energy
addressing information and communication technologies

39. New and upcoming KICs Since 2014
adressing sustainable exploration, extraction, processing, recycling and substitution
addressing healthy living and active ageing
Upcoming KICs:
Food4Future (2016)
Added Value Manufacturing (2016)
Urban Mobility (2018)