1 Title, occasion, date

2 Erasmus MC in context The Netherlands population: 16,000,000 Rotterdamnumber of employees: 13,000

3 Mission Erasmus MC is committed to a healthy population and excellence in healthcare through research and education Mission in full: Healthy population and excellent healthcare. This is what Erasmus MC stands for. Conducting groundbreaking work, pushing boundaries, and leading the way in research, education, and healthcare. We employ practical thinkers. Driven professionals with a can-do mentality who use their expertise to expand the pool of knowledge about health and disease, who improve diagnostics and treatment, and who continually look for ways to innovate. Their commitment helps us to help our patients and others with a healthcare need even more effectively, and enables us to keep healthy people healthy for longer.

4 Erasmus MC Merger between Dijkzigt and Sophia Children’s Hospital: AZR (University Hospital Rotterdam) Medical Faculty Rotterdam and the Netherlands School of Economics merged: EUR (Erasmus University Rotterdam) AZR merged with Daniel den Hoed Clinic Integration of AZR with the Faculty of Medicine and Health Sciences of EUR Haven Hospital became a subsidiary 1971 1973 1995 2003 2005

5 Erasmus MC in 2013 Approximately 13,000 employees Budget € 1,2 billion1,320 beds 42,000 patients admitted > 520,000 visits to outpatient clinics > 33,500 operations (incl. day treatment) 2,500 medical students 28 medical specialty training courses 220 PhDs 10,535 scientific publications (These figures principally show the size and range of Erasmus MC – comparable with a district. Further explanatory remarks unnecessary.)

6 Organization structureSupervisory Board Board of Directors Strategy, Policy, Accountability Advisory bodies 7 themes Patientcare 2 themes Research & Education Services / Facility

7 Organization 60 departments clustered in 9 themes 7 themes PatientcareBrain and Senses Daniel den Hoed Dijkzigt Thorax Sophia Emergency, Perioperative and Intensive Care Diagnostics and Advice 2 themes Research & Education Health Sciences Biomedical Sciences

8 Course18: Visibly BetterOur vision: Erasmus MC is a recognized leader in innovations for health and healthcare. Our core values: Responsible Uniting Enterprising We are Erasmus MC. We are working hard to improve and renew the healthcare of today and the public health of tomorrow. We do so by conducting groundbreaking research, training the healthcare professionals of the future, and by providing healthcare. In addition, we emphasize prevention: deterring illness through the early detection of abnormalities and diseases and avoiding the worsening of symptoms or the recurrence of illness. This is our approach to achieving our mission, which is to promote a healthy population and excellence in healthcare through research and education. It is our ambition to be visibly better by choosing focus in our research, education, training, and healthcare. Course18 describes what those choices are, how we will make our choices, and how we intend to achieve our ambitions.

9 Course18: Ambitions and goalsAmbition 1: An organization with a distinctive profile Primary focus areas of excellence Distinctive training: healthcare of the future Strong international position Ambition 2: Leader in added value for the patient Firm foundation of quality Greater health benefits for the patient Social and economic valorization Prevention We at Erasmus MC are working on achieving our vision and ambitions based on our mission. We will therefore have to make choices. This is why we have identified ambitions and set goals that we wish to achieve in the next five years. These ambitions and goals will give focus and direction to our actions. An organization with a distinctive profile: Erasmus MC’s vision is to be the recognized leader in innovations in health and healthcare. We cannot excel in absolutely every field, however. This is why we will be making choices over the next two years regarding the content of our work. Our research activities will take priority: the choices we make with regard to research will determine the choices we make in the areas of healthcare and education. With regard to healthcare, Erasmus MC will shift the focus in the years to come to complex and innovation-related care, which of course includes acute care as a key component of this profile.

10 Course18: Strategy Achieving our vision and ambitions:Creating a leading organization Working on culture and reputation Connected to the world Creating a leading organization: Erasmus MC will grow to become a leader in innovations in health and healthcare. We are therefore creating an environment that will facilitate and encourage this development. Working on culture and reputation: Everything at Erasmus MC revolves around being visibly better. A distinctive profile, a professional work culture, and a good reputation are essential to achieving this aim. These aspects ensure that we at Erasmus MC will be valued and rewarded for who we are and what we do. Patients, students, and organizations will know why they should choose Erasmus MC. Furthermore, a solid brand will also contribute to generating more grants and revenues. Connected to the world: Erasmus MC is connected to its environment, at the regional, national, and international level. We will continue to closely follow external developments, analyze them, and translate them into improvements and innovations. We will maintain close contacts with target groups and stakeholders. We will conduct focus groups and hold round-table discussions with patients and students so that we can improve and modernize our processes. We are convinced that this kind of dialog and connection will result in added value for all parties. Cooperation and courage create new opportunities. Erasmus MC is an attractive partner for cooperation. We make agreements with healthcare providers in our region regarding care and educational pathways for tertiary care. Erasmus MC intends to add research to these agreements. In this way we will be able to arrange research, education, and healthcare with the utmost degree of efficiency.

11 Patient care For and with the patientPatient satisfaction score of 8 (or higher) Patient safety Erasmus MC pathways (seamless) NIAZ accreditation - Erasmus MC pathways: An Erasmus MC pathway is the standardized and seamless route followed by Erasmus MC patients to achieve the goals set out with the patient resulting in optimal treatment that meets all quality requirements. The pathways are a tool for patient-driven care. - NIAZ accreditation: Erasmus MC provides safe and high-level care and was therefore awarded a NIAZ accreditation in November This is a quality mark for hospitals. In doing so, NIAZ (The Netherlands Institute for Healthcare Accreditation) recognizes that Erasmus MC is engaged in continuously improving the quality of its care. The NIAZ regularly monitors whether the organization continues to comply with the high quality standards. In June 2013, Erasmus MC was reassessed and NIAZ renewed Erasmus MC’s accreditation.

12 Education Bachelors / Masters Medicine Nanobiology Clinical TechnologyResearch Masters / PhD Research Masters * Clinical Epidemiology * Clinical Research * Infection & Immunity * Molecular medicine * Neurosciences PhD programs Professionals - Healthcare professionals - Medical professionals - Continuing education in medical specialties

13 Research Fundamental and clinical research Five Research SchoolsCardiovascular Research School Erasmus University Rotterdam (COEUR) Medical Genetic Center South-west Netherlands (MGC) Molecular Medicine (MolMed) The Netherlands Institute for Health Sciences (Nihes) Graduate School Neurosciences Amsterdam Rotterdam (ONWAR) Medical Delta (collaborative project between Erasmus University Rotterdam/Erasmus MC, Delft University of Technology, Leiden University/Leiden University Medical Center) Internationalization and partnerships becoming increasingly important in European legislation

14 Research output Citation score 2006-2010/11 P CPP MNCS MNJS MNCS/MNJSAll UMCs 51, Erasmus MC 10, PhD degrees in 2012: 220 Studies approved by the Medical Ethics Review Committee in 2012: 558 Patent applications in 2012: 13 Licenses granted in 2012: 15 Total number of spin-off companies in portfolio (with and without equity): 19 P is the number of international scientific publications. CPP is the average number of citations per publication excluding self-citations. MNCS (Mean Normalized Citation Score) is the overall field normalized impact indicator of the international citation position of a research unit. If the MNCS is above 1.0, this means that the output of the research unit is cited more than frequently than the ‘average’ publication in the subfield(s) in which the research unit is active MNJS (Mean Normalized Journal Score) is het overall field normalized impact indicator of het international journal position of a research unit. If the MNJS is above 1.0, this means that citation score of the journal set in which te research unit has published exceeds the citation score of all papers published in the subfield(s) to which the journal belongs. In this case, one can conclude that the research unit publishes in journals with a relatively hugh impact. MNCS/MNJS: this indicator matches the impact of papers closely to the publication pattern of the research units. If the ratio MNCS/MNJS is above 1.0, the impact of a research unit’s papers exceeds the impact of all articles published in the journals in which the particular unit has published its papers (the research unit’s journal set).

15 New building In the center of RotterdamThematic layout based on clinical syndromes Renewed education and research centers Single-bed patient rooms Human dimension Recognizable for patients and staff Completion in 2013 and 2017