Gateway to UK NHS

Gateway to UK NHS
Part of TEAM FINLAND Health Growth Program
September 10, 2015

Agenda - Gateway to UK NHS
14:00 Welcome. Introductions. Presenting NHS
opportunity and goal of the meeting.
Moderator Kari Kataja, Outi
Keski-Äijö and Janna Mure
Tekes&Finpro
14:10 The UK NHS an overview of the current
landscape - including the NHS structure and
procurement
Mark Outhwaite, Outhentics
14:50 NHS as business opportunity, NHS’s hot topics
and current needs
Richard Stubbs, Yorkshire &
Humber AHSN
15:30 How Team Finland could support Finnish
companies to target NHS
Kari Kataja, Tekes
Eero Toivainen, Finpro
15:50
- 17:00
Q&A, Discussion. All

22.9.2015 Team Finland > ohjeet PowerPoint-presentaation tekoon
3
Common GOAL:
to increase export of
Finnish healthcare companies
and Foreign Direct Investment to Finland

4 Recognized OPPORTUNITY:
NHS’s need for new solutions and innovations
– urgent need for savings as a driving force

5
Our strength: TEAM
COMPANY
1
FORWARD
MPANY
3
RWARD
COMPANY
2
FORWARD
FINPRO
37
EFENCE
TEKES
10
LIBERO

6
TASK: create the winning gameplan

Health without boundaries
The UK NHS
an overview of the current market landscape
Mark Outhwaite
mark.outhwaite@hoip.eu

YOU NEED GOOD EVIDENCE TO INSPIRE
CONFIDENCE AND ADOPTION

You need a great story backed by good evidence

ServiceModel
You need evidence that inspires confidence
Reliable technology
• Design/usability of
hardware and software
• Data integrity
• Standards
Service Model
• Value optimisation
• Pathway redesign or
transformation
• Partnerships to deliver
Business Model
• RoI for clients and end
users
• RoI for partners
• RoI for you

THE MARKET MAY LOOK COMPLICATED BUT
THE PRINCIPLES ARE ALWAYS THE SAME

How we think about the NHS is important
Many people think of
the NHS like this – ok
maybe not exactly
like him!
When actually the NHS is
more like this – ok so
you get the picture!

You still have to find the right people who:

So eventually you have a happy client
ServiceModel

There are four NHS administrations
Scotland
£11.4bn - €15.59bn
• No quasi-market in health
care
• Tougher performance
targets with sanctions
from 2006
• Free prescriptions
• Free personal care for
over 65s
England
£107.5bn - €147bn
• Quasi-market in health
care
• League tables and
sanctions applied for poor
performance
• Developing patient choice
and competition
• Use of private providers
• Means tested social care
Wales
£6.1bn - €8.3bn
• No quasi-market in
health care
• Free prescriptions
Northern Ireland
£3.8bn - €5.2bn
• Pooled budgets and
management across
health and social care
• No provider competition
Taken from the report The four health systems of the United Kingdom: how do they compare? Nuffield Trust and The Health Foundation 2014
Expenditure figures from HMRC PESA outturns 2015

We spend a lot of money on healthcare

What we spent in the UK in 2013

Who is paying for health and health care?

How we compare with other countries

Direct consumer spending on healthcare

..but not enough money…
0
20
40
60
80
100
120
140
2014/15 2020/21
NHSSpending:Index:2014/15-100
The size of the NHS England funding gap
Extra money
Productivity gains
Extra £30bn needed by 2020/21
Source: Kings Fund. How much money does the NHS need: Jan 2015

NHS Foundation
Trusts and other
NHS provision
Private sector
health and social
care providers
Dentists
Pharmacy
Optician
Commissioning
Support Units
Clinical Networks
Clinical Senates
Advisory and
Support
NICE
Quality
Standards
NHS
Improvement
(Monitor and TDA)
Care Quality
Commission
Inspection and
Licensing
(and
HealthWatch
England)
Regulation,
inspection and
standards
Secretary
of State
NHS England
4 Regional
Teams
209 Clinical
Commissioning
Groups
GP
Practices
Department of
Health
Public Health
England
Local Authority
With Public
Health and
Scrutiny Function
Health and
Wellbeing Boards
Commissioning ££
Regulation and inspection
Accountability
AHSNs
Health Education
England
And it gets very
complicated

NHS Foundation
Trusts and other
NHS provision
Private sector
health and social
care providers
Dentists
Pharmacy
Optician
Commissioning
Support Units
Clinical Networks
Clinical Senates
Advisory and
Support
NICE
Quality
Standards
NHS
Improvement
(Monitor and TDA)
Care Quality
Commission
Inspection and
Licensing
(and
HealthWatch
England)
Regulation,
inspection and
standards
Secretary
of State
NHS England
4 Regional
Teams
209 Clinical
Commissioning
Groups
GP
Practices
Department of
Health
Public Health
England
Local Authority
With Public
Health and
Scrutiny Function
Health and
Wellbeing Boards
Commissioning ££
Regulation and inspection
Accountability
AHSNs
Health Education
England
This is where most of
the £££££ are spent
and where you find
the people who will
want to use your offer

It’s a lot simpler in the other UK countries
Health
Department
Health
Boards (7)
Hospitals
Community
Care
Primary Care
Specialist
Trusts (3)
Public Health
Wales
Scottish Govt
Health Boards
(14)
Hospitals
Community Care
Primary Care
Special Boards
(7)
Healthcare
Improvement
Scotland

And in Northern Ireland
Health and
Social Care
Board
Health and
Social Care
Trusts (5)
Hospitals
Community Care
Primary Care
Social Care
Ambulance Trust
(1)
Other agencies

Some examples of market values
Area
Addressable market
value (England)
Current annual value of
independent sector
provision
NHS Funded General
Practice
£8.5bn £319m
NHS Out-of-hours
services
£396m £396m
Privately funded General
Practice
£550m
Other privately funded
primary medical care
£450m
Occupational health
services
£600m £300m (outsourced)
NHS community health
services
£9.7bn
£1.8bn (for-profit)
£1.3bn (not-for-profit)
Prison healthcare £350m (UK) £150-200m (approx.)
Source: Laing and Buisson

Some examples of market values
Area
Addressable market
value (England)
Current annual value of
independent sector
provision
NHS Out-of-hospital services – including approaches to to migrating services out
of hospital
Home healthcare Several £bn £1.7bn
Telehealth and telecare
£1bn (conservative
estimate incl. £300m
telehealth and £700m
telecare)
£200m (approx £50m
telehealth and £150m
telecare)
Disease management
(incl telehealth)
£1bn (conservative
estimate)
<£50m
Sub-acute care
transferred from hospital
to care homes
£500m (if 10% of non-
elective, non critical in-
patients were
transferred)

The private healthcare market
£2 397,90;
55 %
£1 196,80;
27 %
£631; 15 %
£130,60; 3 %
Sources of funding of private acute healthcare
at private hospitals 2012 £m
Private Medical Cover
NHS
Self-pay
Overseas

Long term care market
13,786
20,09
30,5876,58
9,509
14,272
0
10
20
30
40
50
2011 2020 2030
Residential and non-residential revenue
£bn
Residential Non-residential
Source: Frost and Sullivan

There are different routes to market
• Direct to market
– Either through a response to tender, through a framework contract/catalogue
• Distribution Agreement
– Supply to market through a local distributor
• Managed Equipment Service (i.e. Siemens MES)
– Largely aimed at high cost capital items and related consumables within a specific
service area (i.e. Imaging Solutions) supplied under a supply, support and upgrade
agreement
• Managed Service (i.e. Roche Optimall Managed Pathology Services )
– Where a client outsources all of a discrete service to a prime contractor (i.e.
Managed Pathology Services or Telecare Services). This will normally include the
provision and management of specialist staff as well as the supply, support and
upgrade of equipment and consumables
• Joint Ventures/Partnerships
– Formal partnerships with other suppliers or with a key client to provide a Managed
Service to the market
More about this later

Procurement landscape - England
Organisational Procurement Teams
Trusts, CCGs, GPs, Social Care
National
Regional
Local
National - Govt

Procurement in the UK countries

Procurement in the public sector - headlines
• All Public Sector organisations have to abide by The Public
Procurement Regulations 2006 which is the law that relates to
Procurement and is common to all European member states
following the European Procurement Directive 2004/18/EC (tenders
above €134,000 or £113,000 for supplies and services)
• Procurement in NHS Trusts is also governed by the individual Trust
Standing Orders and Standing Financial Instructions, which dictate
the value at which a quotation or tender process is required
• Tenders completed appropriately by other organisations via OJEU
(the Official Journal of the European Union) may be able to be used
by other individual organisations
• Framework agreements may be the result of national or local
tenders. But getting onto a framework does not mean people will
buy your offer – just easier for them to do so if they want to.

Procurement headlines
• Most procurement is still undertaken locally by individual NHS
and Social Care organisations
• Many NHS organisations will also be part of local procurement
partnerships /collaboratives and local frameworks
• NHS and Social Care organisations will also use national
frameworks
• Procurement is more centralised within Scotland, Wales and
Northern Ireland
But you still have to develop the compelling offer that
potential clients want to procure

BUT THERE ARE PATHWAYS THROUGH THE
COMPLEXITY AND PEOPLE WHO CAN HELP….
Passing over to Richard Stubbs

Adopting Excellence, Creating Opportunity
www.yhahsn.org.uk @AHSN_YandH
Gateway to the UK National Health Service
Richard Stubbs
Commercial Director, Yorkshire and Humber AHSN

Life Science UK – A Snapshot
Pharma MedTech & BioTech
UK Jobs 70,000 96,000
UK companies 477 4,400
Annual Turnover £30bn £20bn
The UK has a uniquely powerful combination of:
• World-leading universities
• Established industrial R&D, manufacturing and supply chain
• Translational research infrastructure and clinical network
• Globally renowned research charities
• An NHS with 60+ million patients and access to unrivalled health data
• A firm commitment to partner with industry and establish access points
for industry to the UK life science base

UK National Health
Service (NHS)
• 50m people covered
• 1m people per 36 hrs
• 18m ER attendance pa
• 18m hosp procedures
• 35m diagnostic tests
• 300m GP attendances
•1.2m staff
•370k Nurses
•40k Doctors
•41k GPs
•310k AHPs
•500
Hospitals
•120k IP beds
•11k d/c beds
• Tax Funded
• £110bn pa
• 8.4% GDP
• Free @
point of use
£
•>75% UK Public believe NHS
Works well (better than 11
other OECD Countries).
•>82% UK Patients rate care as
good or very good.
• Maximum wait from cancer
referral to treatment 31 days
•>90% ER attenders wait less
than 4hrs to complete
treatment.
•90% access to Family Doctor
(GP) Services on day of request
•Saves more lives/£ than any
other health system (WHO)

NHS World Firsts
1948: Universal
Healthcare System
1962: Pioneer artificial
hip joint and surgical
technique
1978: First “test tube”
baby born using IVF
1971: Introduce CT
scanning
1998: Paediatric triple
organ transplant
2007: Grow heart
valves from stem cells
2010: Heart surgery
using a fully remote-
controlled robotic arm
2010: Keep livers alive
outside the human
body & useable for
transplant

ADOPTION AND DIFFUSION – THE LEADERSHIP
CHALLENGE
“It takes an estimated average of 17 years for
only 14% of new scientific discoveries to enter
day-to-day clinical practice”
Westfall, Mold & Fagnan, 2007

invention
proof of
concept
early
adoption
culturebest
practice
Innovation Continuum
v. strong strong weak patchy aim

Our Challenge
The NHS is facing its biggest ever challenge:
• £20 billion productivity shortfall
• a global economic crisis
• a growing and ageing population
• increasing costs of new drugs and
technologies
• growing public expectations

55
Reduce variation in the NHS, and
drive greater compliance with NICE
guidance
Create a more systematic delivery
mechanism for innovation
“If we always do what we
always did, we will always
get what we always got”
And that means
increasing financial
pressure on an already
hard pressed service

Innovation, Health &
Wealth (Dec, 2011)

Five Year Forward View
(Oct, 2014)
• Empowering Patients
• New Models of Care
• Prevention
• A Modern Workforce
• An Information Revolution
• Accelerate Innovation

Identified barriers to
Innovation in the NHS
1. Poor access to and use
of evidence, data and
metrics
6. Lack of effective and
systematic innovation
delivery architecture
5. Leadership culture to
support innovation is
inconsistent or lacking
2. Insufficient recognition
and celebration of
innovation and innovators
3. Financial levers do not
reward innovation and
can deter adoption and
spread
4. Commissioners lack the
tools or capability to drive
innovation
DIFFUSION

Does the NHS need the
innovation?

Is the innovation the right
solution ?

Would you spend your
own money on it?

What are Academic Health
Science Networks?
• In May 2013, England became the first country in the world to create a
nationwide system of Academic Health Science Networks (AHSNs)
• Each of the 15 AHSNs has a five-year licence to deliver against four broad
objectives:
• Focus on the needs of patients and local populations
• Build a culture of partnership and collaboration
• Speed up adoption of innovation into practice
• Create economic prosperity

AHSN National
Configuration
North West Coast North East and North Cumbria
Greater Manchester
Kent Surrey and Sussex
Yorkshire and Humber
East Midlands
Eastern
UCL Partners
Imperial College Health Partners
Oxford
Wessex
South LondonSouth West Peninsula
West of England
West Midlands

Economic Growth
The healthcare sector contributes to economic growth in a number of ways:
• By making people better and keeping people well
• Through working in partnership with academia and industry to grow
research in healthcare
• Through accelerating the adoption and diffusion of innovation and best
practice
• Through promoting services, innovations and expertise overseas

Economic Growth
Examples of the AHSN contribution to economic growth:
• Improving the health, and thereby productivity, of the population
• Improving productivity of healthcare providers
• AHSNs as market makers
• Making UK healthcare an attractive place to invest and do research
• Promoting UK healthcare expertise

AHSN Impact Report 2015
Spreading Innovation,
Improving Health,
Promoting Economic
Growth
www.ahsnnetwork.com

The Yorkshire & Humber
AHSN
Population covered 5.8m
Annual Budget £5.2m
Regional NHS budget £12bn
>180 Health related SME
>20 health related MNO
2/8 English Core cities
Regional economy £80bn

Our Members & Partners
• 3 Leading Teaching Hospitals
• 13 Acute Hospitals
• 6 Mental Health Trusts
• 22 Health Commissioners
• 9 Universities
• 3 Medical Schools
• Research Networks
• Innovation Scout Networks
• Training Network
• Regional Business Networks

2015/16 Strategic Objectives
& Programmes
Population Health
Empowering Citizens to manage their own
health
Healthy Active Ageing
Improving
Healthcare
Across Systems
In Organisations
Economic
Growth
Accelerating Industry/NHS Partnerships
Accelerating Spread and adoption
Maximising International Growth
Across Systems
In Organisations

Our Role
#1
Facilitating regional and
national economic growth
through SME and MNO
engagement, support and
development
#2
Identifying and spreading
industry-led healthcare
innovation into NHS and
related care pathways to
improve patient outcomes
and productivity
#3
Establishing the AHSN
international office to
attract inward investment
and partnerships in key
overseas markets for the
region and the UK
#4
Identifying and achieving
new sources of funding
for the region to enable
rapid growth of new
healthcare technologies
and innovations
#5
Providing commercial
expertise to NHS,
industry and academic
regional partners

The Ask From Industry
• Relationships based on trust not transaction
• Quicker adoption of new ideas
• Failing faster
• Better understanding of each others business
• Less criticism and more collaboration
• Co-development of patient-centred solutions
• Fewer access points
• Consistency of decision making
• Commitment to “do once”

Health and Wellbeing
Programme
• Sheffield Teaching Hospitals, Bradford Teaching Hospital, Airedale Hospital – staff
employed > 26,000.
• Exercise & fitness a competitive advantage.
• Evidence;
• ROI for every £1 expect between £3-8
• STH potential savings up to £2m pa not including productivity gains
• Nationally £350m savings pa
• Improved Staff satisfaction
• Improved patient satisfaction
• Phase 1: > 750 staff recruited onto program
• ↓ BP, ↓ Cholesterol, ↓ Waist circumference, ↓ BMI
• ↑Aerobic Fitness, ↑ Staff satisfaction, 7:1 ROI to date
Rapid spread and
adoption
Commercialisation
through Franchising
model
Significant return on
investment

Supporting SMEs
RD Biomed: New innovative diagnostic device
adopted by AHSN
AHSN support enabled:
• Validated cost consequence models
• Focussed business cases
• Networks of key clinicians, GPs and support
agencies
Outcomes:
• Engaged with CCGs to start crucial audit studies
• Engaged with key hospital clinics
• Major collaborative study in London, Leeds and
Newcastle.
• Networked across North of England AHSNs
• Future International work

Open Innovation Programme
• Digital Health for Healthy Ageing
• 24 UK/China SMEs/Academics in Open Innovation programme
• Potential £2m in China funding for UK participants
• AHSN 7.5% equity stake in UK/China partnerships
• Funding provided by Guangzhou Development District
• 2015 – China part 2, Canada, India, Mexico

International Activity
• Close partnership working with other Government agencies including
Healthcare UK, UKTI & Office of Life Sciences
• Seeking projects bringing increased export opportunities and creating inward
investment
• Quebec/Ontario
• Mexico
• Arab Health 2015
• UbiFrance Trade Development
• Africa Healthcare Summit 2015

The NHSA Members and Northern Ecosystem
• 1,000 life science business supporting approximately 38,000 high skilled jobs.
• 15m population combined with strengths in bioinformatics and a collaborative
ecosystem providing a platform for investment.
• Globally leading life science research institutes with four of the Global Top 100 HEIs.
• 15,000 academic staff with a research income of £740m (16% of UK sector).
• In health research in 2014 the NHSA members secured:
o £272.6m of national funding in 2014 - 3rd most funding in the UK by region, with
only London (£649.4m) and the South East (£319.9m) getting more;
o 2334 funding awards in 2014; 2nd most funding awards in the UK, with only
London (4359) getting more.
• Significant strengths in genomics, the North of England is home to three of the 11 NHS
Genomic Medicine Centres that will lead the way in delivering the 100,000 Genomes
Project.
Northern Health Science Alliance Ltd (NHSA)
The Northern Health Science Alliance Ltd (NHSA) is a unique partnership creating an
internationally recognised life sciences and healthcare system. It acts as a single portal
to bringing together research, health science innovation and commercialisation to
provide benefits for researchers, universities, hospitals and patients.
Hakim Yadi
Chief Executive
hakim.yadi@thenhsa.co.uk
Kris Shuttleworth
Corporate Engagement Manager
kris.shuttleworth@thenhsa.co.uk

Engagement
15 AHSNs
AHSN
Network
NHSA
National
Commercial
Directors

Adopting Excellence, Creating Opportunity
Richard Stubbs
Commercial Director
Richard.Stubbs@YHAHSN.com
@Richarddstubbs

Health without boundaries
Routes to market
Mark Outhwaite
mark.outhwaite@hoip.eu

There are different routes to market
• Direct to market
– Either through a response to tender, through a framework
contract/catalogue
• Distribution Agreement
– Supply to market through a local distributor
• Managed Equipment Service (i.e. Siemens MES)
– Largely aimed at high cost capital items and related consumables within a
specific service area (i.e. Imaging Solutions) supplied under a supply,
support and upgrade agreement
• Managed Service (i.e. Roche Optimall Managed Pathology Services )
– Where a client outsources all of a discrete service to a prime contractor
(i.e. Managed Pathology Services or Telecare Services). This will normally
include the provision and management of specialist staff as well as the
supply, support and upgrade of equipment and consumables
• Joint Ventures/Partnerships
– Formal partnerships with other suppliers or with a key client to provide a
Managed Service to the market

Research before you select a route
• Who are your customers?
• What problem does your product/service solve?
• Is this problem being solved by someone else?
• Is yours better than the competition (quality, cost, value)
• Where do potential customers buy this existing product from?
• How much of the value chain do you want to capture?
• How much control do you want to retain over your brand?
• Your appetite for risk
• Availability of funding for expansion
• Ability to scale at pace

ADVANTAGES AND DISADVANTAGES TO SME
OF THE DIFFERENT ROUTES TO MARKET

Direct to market
Advantages
• Good for complex offers
• No ‘middle-man’ taking €€
• Retain control of marketing and brand
image
• Direct relationships and feedback from
clients – building your networks
• Direct presence on frameworks and
catalogues
• Direct access to evidence of impact and
case studies
• Opportunities for constructive
partnerships to further develop the
offer
Disadvantages
• Break-in to new markets can take a
lot of time and resource which can
be challenging for a new entrant
SME
• High cost of sales:
– Requires the local sales resources
to maintain a market presence
which can be expensive
– Cost of tendering/bidding
• Requires in-country support
resources (installation,
maintenance and training)
Suitable for:
Consumables, low cost capital technologies (i.e. monitors, diagnostic tools), scalable
services, organisations which already have a market presence and sales network

Distributor
Advantages
• Access to existing client networks
and market expertise
• Access to local sales force and
support
• Potential to incentivise sales in
distribution agreements (sole
distributor etc)
• Potential to build good market
intelligence, feedback and
evidence as part of conditions of
agreement
Disadvantages
• Just another product on the
catalogue and no incentive to
prioritise sales
• Stock supply and control can be
more complex working through
an unpredictable third party
• Difficult to ensure consistent
messaging and brand positioning
– Rogue distributor can destroy
brand and trust of client very fast
• Requires good due-diligence and
strong continuing relationship
maintenance – qualification is key
Suitable for:
Consumables, low cost capital technologies (i.e. monitors, diagnostic tools), software

Managed Equipment Services (MES)
Advantages
• Consistent and predictable
revenue streams
• Lower cost of sales:
– Access to the partner’s sales
and support networks and
existing framework contracts
– Single point of contact/contract
rather than multiple clients
– Bidding/tendering expertise
• Wider potential reach to
established partner clients
Disadvantages
• Loss of brand image control
• Potential leakage of
Intellectual Property
• Risk sharing requirements with
partners may be onerous
• Lack of direct access to clients
• Lack of direct evidence of
impact/value of your specific
item
• Have to bid to frameworks if
you later want to sell direct.
Suitable for:
High cost complex medical capital equipment such as scanners, PACS, IT systems and
software. Provided direct to client or through a partner such as Siemens

Managed Services (MS)
Advantages
• Your product is positioned within a
service model that demonstrates
value
• May be an essential part of the offer
and difficult to replace when
established
• Access to wider pool of expertise
• Sustainable revenue streams
• Access to existing client networks if
partnering as part of an existing
service offer
• Access to expertise in
tendering/bidding in the market
Disadvantages
• Potential loss of brand control
– subsumed within brand of
the lead service provider
• Lower margins as working
through an intermediary
• Potential leakage of
Intellectual Property
• Potential lack of direct
relationship with end-user
Suitable for:
Capital equipment, IT hardware and software, consumables specific to the service,
diagnostics

Joint Ventures/Partnerships
Advantages
• Mutual dependencies and common
interests strengthen partnership
• Good levels of visibility and control
• Creation of valuable service brand/offer
– not just tech/kit
• Access to relevant complementary
expertise
• Good access to evidence and direct
relationship with clients for
development
• Shared risk
Disadvantages
• JVs inherently risky relationships if
interests not aligned and groundwork
not carefully laid
• Cultures of partners not
complementary
• Needs absolute clarity and consistency
of roles and communications
• Need clear exit/contingency strategy
prepared and agreed in advance in case
one partner wants to sell/leave and
threatens viability of service offer
• Potential different approaches to
priorities and incentives.
Suitable for:
Wearable technologies, remote monitoring, SaaS, keystone technologies (a high
value technology that needs a service ‘wrapper’)

Tekes and FinPro have a cunning plan

WHO, WHAT, WHY, WHEN, HOW ?
Public
resources
Companies

Team Finland players and other potential
stakeholders COMPANIES
Local consultants
and experts

Companies in all development stages are
welcome to join the groups.
What do we expect from you?
fit to supply and fit to the current activity
business model compatibility
commitment of time and resources

Ideally in groups
10
2
Ideally approaching the target in groups
– meet the right decision makers
– leverage from teaming companies within same field
of technology
INFORMATICS
EYE
TECH
MOBILE &
WEARABLE
SOLUTIONS
DX

RECURRING ACTIVITIES WITH
COMPANY GROUPS
PREWORK
in Finland &
UK
ROAD SHOWS
in UK
AFTERWORK
in Finland &
UK
PREWORK
in Finland &
UK
ROAD SHOWS
in UK
AFTERWORK
in Finland &
UK
PREWORK
in Finland & UK
ROAD SHOWS
in UK
AFTERWORK
in Finland & UK

COMPANY GROUPS
PREWORK
in Finland &
UK
ROAD SHOWS
in UK
AFTERWORK
in Finland &
UK
• Formation of groups of SME-
companies to plan the activities
calendar together
• Preparations in UK (contacts,
meetings, …)
• Information portal - updated info
e.g. on NHS, UK purchasing law,
politics, factors influencing
business in UK, establishing an
affiliate, learnings, etc.
• Coaching, mentoring and training

COMPANY GROUPS
PREWORK
in Finland &
UK
ROAD SHOWS
in UK
AFTERWORK
in Finland &
UK
• Focus in Workshops, Networking
events, 1-2-1 meetings, etc. with
different NHS level decision makers
• Meetings with local universities and
local companies
• Investor&networking events– higher
level influencing
• Participation in a major trade
show/health technology event(s)
under TF umbrella

COMPANY GROUPS
PREWORK
in Finland &
UK
ROAD SHOWS
in UK
AFTERWORK
in Finland &
UK
• Follow-up and continuous
communication to all
stakeholders
• Reporting and sharing results
to improve the model to
future activities and other
targets (country specific).

Team Finland Health will
make Finland’s health sector well-known for its
research, innovations and new businesses.

Your
Future in
Wearables
Gateway
to UK
NHS,
Deep dive
US,
Helsinki
10.9.-
11.9
Mobile
World
Congress,
Barcelona
22.2.-
25.2.
Finnish
Medical
Conventio
n, Helsinki
13.1.-
15.1.
Arab
Health,
Dubai
25.1.-
28.1.
Team
Finland
Health
trip to
Boston
and
California
29.9.-
9.10.
BioJapan,
Yokohama
14.10.-
16.10.
Week of
Health and
Innovation,
Odense
19.10.-
23.10.
Slush,
Helsinki
11.11.-
12.11.
Medica,
Düsseldorf
16.11.-
19.11.
2015 2016
Gateway
to UK NHS
activity,
UK
April
June/May

FUNDING OPTIONS FOR THE ACTIVITIES
• No participation fee for “Gateway to UK NHS”
(part of TEAM FINLAND Health Growth Program)
• COMPANIES pay their own travel expenses
• TEKES – grants by application for planning international growth,
50-75%, de minimis
• e.g. for consultation services and pilots
• ELY (Enterprise Finland) – grants by application, 50%, de minimis
• e.g. for consulting services, travels
• FINNVERA – loans, securities and debenture stocks
• starting, renewing, growing and internationalization of
company activities,
• managing credit risks
OTHER FUNDING

11
0
Networks and channels for business, collaboration and
piloting opportunities
 NHS decision makers
 UK companies
 UK universities
 Other Finnish companies entering UK markets
 UK and Finnish VC’s
 Team Finland services
Participation in activities, e.g. workshops and meetings,
trade shows, pitchings (selection applied)
Updated information on NHS and UK markets
Training and mentoring
Financial support
WIIFM ?

11
1
Heading to the Big Arena ?

11
2
COMPANY
1
FORWARD
CONTACT US:
janna.mure(at)finpro.fi
+44 7841233734
outi.keski-aijo(at)tekes.fi
+358 505577663
kari.kataja(at)tekes.fi
+358 505577626
Join our TEAM now !

Discussion
• What type of support needed by companies?
Market research. Information on establishing a
subsidiary/sales office in UK / finding a distributor.
Legislation, contracting , …
• Type/number/frequency/place of activities needed/wanted
by NHS?
Lunch meetings, dinners, workshops, organized 1-2-1
meetings, …
• How to differentiate from competition?
Is good reputation and high quality enough?

Gateway to UK NHS

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Gateway to UK NHS