Overview, member feedback and highlights from the day

Watch highlights from BHTA’s recent 2026 Joint Section Meeting.

BHTA members came together for our recent Joint Section Meeting at the British Motor Museum to connect with peers, share insight and discuss key topics affecting the healthcare and assistive technology sector.

The highlight reel captures moments from the day, including feedback from members on the value of meeting in person, exchanging ideas and being part of the wider BHTA community.

Thank you to everyone who attended, contributed and shared their reflections.

Watch the video

Location: This is a remote role, with some required travel to the head office in London and across the UK

Salary & Package: Circa £35k per annum

Closing date: 30 June 2026 (although may close earlier based on applications)

Employment type: This is a full-time, permanent role

Reports to: Head of Policy & Compliance, and works closely with Senior Policy Consultant

Role purpose

The Policy Officer is a permanent, full-time role within BHTA’s policy and governance function. The role exists to strengthen BHTA’s policy capacity, resilience and continuity, supporting the Association’s mission to bring industry together to shape and improve the health and care of all.

A key and core element of the role is to provide additional dedicated policy and stakeholder support to the Dispensing Appliance Contractors (DAC) and Stoma sections of BHTA. The Policy Officer will support these sections through day-to-day policy activity, stakeholder engagement, data and reporting, and coordination with senior policy leadership.

The role enables senior consultancy resource to focus on high-value strategic leadership and relationship-critical activity, while ensuring that operational policy delivery, devolved nation engagement and section support are delivered consistently and effectively across England, Scotland and Wales.

Benefits include pension, annual leave entitlement and flexible working arrangements in line with BHTA policies.

Key responsibilities include:

• Policy development and delivery
• Provide day-to-day operational policy support across BHTA’s policy portfolio, with a particular focus on DAC and Stoma/Continence manufacturer related issues.
• Draft policy briefings, consultation responses, position papers and evidence submissions, working with senior policy leadership as appropriate.
• Monitor, analyse and interpret policy, regulatory and commissioning developments affecting BHTA members, including NHS reimbursement, procurement and prescribing frameworks.
• DAC and Stoma section support
• Act as a key policy contact for the DAC and Stoma and Continence manufacturer sections, supporting section leadership, meetings and member engagement.
• Track and coordinate policy issues affecting DAC and Stoma and Continence manufacturer members, ensuring timely escalation and clear communication.
• Support data gathering, reporting and analysis relevant to DAC, continence and stoma services and products.
• Stakeholder engagement
• Lead BHTA’s policy engagement across Scotland and Wales, including with devolved governments, NHS bodies, professional groups and other stakeholders.
• Support policy engagement in England, including with MHRA, DHSC and selected professional, patient and third-sector organisations.
• Maintain and manage stakeholder relationships allocated to the Policy Officer role, working within agreed responsibility splits and escalation routes.
• Internal coordination and reporting
• Prepare clear briefings, reports and updates for members, senior staff and the BHTA Board.
• Ensure effective coordination between senior strategic policy activity and operational delivery.
• Contribute to policy planning, risk management, succession planning and knowledge retention within the policy function.
• General responsibilities
• Uphold BHTA’s values, Code of Practice and commitment to ethical standards and consumer protection.
• Work collaboratively with colleagues across the organisation to support BHTA’s wider objectives.
• Undertake any other reasonable duties consistent with the role.

The successful candidate will be:

Essential criteria

• Experience in a policy, public affairs, government relations or stakeholder engagement role.
• Understanding of UK health and/or social care policy, including NHS structures and commissioning.
• Experience of working with or supporting member organisations, professional groups or sector-based stakeholders.

Desirable criteria

• Experience of policy issues relating to medical devices, assistive technology, continence, stoma care or homecare services.
• Experience of working with devolved administrations, particularly Scotland and/or Wales.
• Experience of supporting trade association sections, forums or member-led groups.
• Familiarity with NHS data, procurement or reimbursement frameworks.

Skills and abilities

• Strong written communication skills, with the ability to produce clear, accurate briefings and policy documents.
• Ability to analyse complex information and present it in an accessible and practical way.
• Strong organisational skills, with the ability to manage multiple priorities and deadlines.
• Confident interpersonal skills and the ability to build effective working relationships with a wide range of stakeholders.

Personal attributes

• Proactive, well-organised and detail-focused.
• Able to work independently while contributing effectively as part of a small, collaborative team.
• Professional, credible and confident when representing the organisation.

About BHTA

Founded in 1917 and consisting of over 400 member companies, the BHTA brings the healthcare and assistive technology industry together to help shape and improve the health and care of the nation. It operates as the sector’s consumer protection body, with all members required to abide by its CTSI-endorsed Code of Practice. The association also supports the needs of its members through its membership services, alongside advocating on behalf of its members at the highest levels of government and standards-setting bodies.

The association also has a commercial media and publishing arm, which aims to engage and inform key audiences in the industry through its flagship title: THIIS Magazine.

To apply, please send a CV and cover letter to bhta@bhta.com, with the email subject “BHTA Policy Officer”

Click HERE to download the BHTA response to the MHRA pre-market medical devices regulation stakeholder impact survey.

MHRA has published its plans for future regulation of medical devices in the UK, draft Medical Devices (Amendment) Regulations 2026 (The Regulations). In line with the UK’s post-Brexit obligations under the World Trade Organization (WTO), MHRA notified the draft Regulations to the WTO on 8 May 2026; WTO members now have until 7 July 2026 to comment.

These Regulations represent the most significant reform of GB’s medical device framework in recent years, modernising pre-market requirements while improving access to devices already approved by other leading international jurisdictions. The Regulations will take effect in two phases:

• Spring 2027 – Access to the GB market (c. 6 months after laying the regulations in the UK Parliament in Q4 2026)
• Q2/Q3 2028 – International Reliance Pathways (c. 18 months after laying the regulations in the UK Parliament in Q4 2026)

MHRA Survey

MHRA requested that all interested stakeholders review the guidance questions for the Regulations and complete a survey on the impact of the Regulations by 19 June 2026. BHTA also completed the survey, but it was crucial that MHRA heard directly from industry, particularly manufacturers. The survey and supporting documents were available at:

• Press Release:  MHRA invites views on proposed changes to medical device regulation
• Survey Webpage:  Pre-market medical devices regulation – stakeholder impact survey
• Questions Guidance:  On the Impacts of The Medical Devices (Amendment) Regulations 2026
• Online Response Link:  Questionnaire on the Impacts of The Medical Devices (Amendment) Regulations 2026

Primary changes in the draft medical devices (amendment) regulations 2026

In summary, the main changes are:

1. Closer alignment with EU MDR and IVDR (adapted for GB)
2. Stronger control of claims and intended purpose
3. Reinforced lifecycle requirements
4. New requirements for custom made devices
5. New rules for software change management, such as Predetermined Change Control Plans (PCCPs) allowing manufacturers to pre-define certain future changes without repeated conformity assessments
6. International Reliance Pathway

In detail, the main changes are:

1. Give faster access to safe and innovative medical devices and support economic growth and innovation in the UK MedTech sector
2. Introduce a framework to enable swifter access for devices already approved by regulators in Australia, Canada and the USA
3. Require healthcare organisations that implant medical devices to give patients implant cards that provide information about the device that was implanted, improving ability to manage adverse events, and transparency for patients
4. Make unique device identifiers (UDI) compulsory to enable precise identification and traceability of devices throughout their lifecycle
5. Align classifications of in vitro diagnostic (IVD) devices with those of the International Medical Device Regulators Forum (IMDRF) standards
6. Align the essential requirements for medical devices in Great Britain with best international practice
7. Strengthen the requirements for technical documentation retention to ensure this information is kept for an appropriate period
8. Include new requirements for custom-made devices to improve traceability and enable electronic prescriptions
9. Require manufacturers to align claims about their medical devices with their statement of intended purpose

WTO Notification and relevant documents

The WTO notification is viewable at:  G/TBT/N/GBR/120 The Medical Devices (Amendment) Regulations 2026.

The draft Regulations are viewable at draft Medical Devices (Amendment) Regulations 2026 (The Regulations), and the underlying documents referred to the draft Regulations are viewable at:

• 2002:  UK Medical Devices Regulations 2002 [UK SI No. 618]
• 2020:  First Do No Harm – Report of the Independent Medicines and Medical Devices Safety Review [Cumberledge Review]
• 2021:  Consultation on the future regulation of medical devices in the United Kingdom [MHRA response 2022]
• 2024:  Consultation on Medical Devices Regulations: Routes to market and in vitro diagnostic devices [MHRA response 2025]
• 2024:  Consultation on Common specification requirements for in vitro diagnostic devices [MHRA response 2025]

Upcoming BHTA / AXREM webinar with MHRA

Following the survey, BHTA and AXREM hosted a joint webinar featuring speakers from the MHRA on Thursday 9 July 2026. The session provided an overview of recent regulatory developments and key updates from the MHRA relevant to industry stakeholders. Members who would like a copy of the presentation slides can request them by emailing katie.edgington@bhta.com

Accommodation

A number of rooms have been reserved at the Whately Hall Hotel Banbury and can be booked directly with the hotel at sales@whatelyhall.co.uk

The rate is £129 per room, per night, which includes bed and breakfast.

The deadline to book under this allocation is 29th April – after that, rooms will be subject to availability and charged at the hotel’s standard rate.

Network

Collaborate

Engage

The Joint Section Meeting is a valuable opportunity to network with fellow BHTA members, engage in meaningful conversations across different areas of the healthcare and assistive technology sector, and collaborate on the shared challenges and opportunities shaping the industry.

It brings members together in one room to exchange ideas, build stronger connections, and leave with practical insight that can support both their organisation and the wider BHTA community.

Don’t miss the chance to be part of the conversations, connections and practical insights shaping what comes next for BHTA members.

The deadline for nominations is 20 July 2026

Manufacturer of the Year

The Manufacturer of the Year Award honours companies with healthcare and assistive technology manufacturing operations in the UK that have demonstrated exceptional performance over the past 12 months.

Innovation in Sustainability

The Innovation in Sustainability Award recognises organisations at the forefront of genuine innovation in the pursuit of environmental goals, making significant strides in the past year towards creating a more sustainable future.

Outstanding Community Outreach

The Outstanding Community Outreach Award will be given to the individual, team, or organisation whose unwavering dedication, time investment, and actions have created a positive and lasting difference in the lives of community members.

Team of the Year

The Team of the Year Award recognises a group of individuals who have successfully collaborated to make a significant impact on their organisations and/or
the wider industry.

Rising Star

The Rising Star Award will recognise and celebrate individuals who have brought a fresh perspective to the healthcare and assistive technology industry.

Product of the Year

The Product of the Year Award celebrates the remarkable contributions of companies that go above and beyond. Whether it’s a revolutionary device or a life-changing application, the Product of the Year Award recognises and applauds developments that positively impact the lives of individuals within the healthcare and assistive technology sectors.

Lifetime Achievement

The Lifetime Service Award is designed to recognise and celebrate the outstanding achievements of those whose lifelong dedication has made a tangible and lasting difference in the healthcare and assistive technology field.

Today, 1 August 2025, we were saddened to hear of the closure of NRS Healthcare, a longstanding and highly respected organisation within the community equipment services sector.  NRS Healthcare has been a valued member of the British Healthcare Trades Association (BHTA) for many years, and we have seen first-hand their commitment to improving the lives of patients through the delivery of high-quality services and equipment.

Our thoughts are with the employees whose livelihoods will be directly affected, as well as the patients and communities who rely on NRS Healthcare’s services and now face an uncertain future.

This announcement is expected to cause disruption across the sector—not only for our members who have supplied equipment through NRS, but also for the many local authorities and NHS services that have depended on their infrastructure. If not supported, there is a very real threat to the Community Equipment Supply Chain in the UK. Small and medium sized businesses are most in danger, with this closure impacting their cash flow, stock supply and loss of sales.     

Community equipment services play a vital role in supporting the health and social care system.  These services are essential in enabling timely hospital discharges, promoting independent living, and reducing pressure on acute care settings.

As the Government rightly looks to shift more care into community settings, the role of these services will only become more important.  It is essential that there is a clear plan to ensure continuity of provision and minimal disruption for patients and professionals alike.  BHTA urges Government to work as quickly as possible with remaining UK suppliers of community equipment services to ensure safe, timely, and fair supply of community equipment.

BHTA stands ready to work with Government, commissioners, and stakeholders across the sector to help stabilise the system and protect this critical service.

For more information on next steps for creditors, read the official announcement here.

At the BHTA 2025 Joint Section Meeting, William Lee, Head of Policy and Compliance at BHTA, gave an update on the UK Medical Device Regime.

The Year in Review: Laying the Groundwork

The past 12 months have seen intensive regulatory activity. A pivotal consultation that closed in January 2025 addressed critical areas such as international reliance, UKCA marketing, IVDs, and the integration of assimilated EU law. As part of BHTA’s standard process, members were actively engaged in shaping the association’s response.

April 2025 marked a significant shift when the Medicines and Healthcare products Regulatory Agency (MHRA) transitioned to full cost recovery, triggering a controversial overhaul of its fee structure. Thanks to robust advocacy by BHTA and other trade associations, key fee components were delayed, giving industry stakeholders more time to prepare.

On 16 June 2025, updated post-market surveillance requirements came into force, enhancing technical obligations for incident reporting through MHRA’s MORE database. While the changes are largely evolutionary, their implementation reflects the UK’s efforts to tailor regulatory processes post-Brexit.

Key Developments Since July 1st

As of early July, new medical device regulations are technically in place. However, practical implementation remains limited. For instance, the long-anticipated international recognition pathways have not yet been activated, though BHTA and other groups continue to press MHRA for progress.

Notably, a new Trusted Advisor Group, including BHTA, has been established to support transparent dialogue with MHRA. While details of its proceedings remain confidential, its formation signals a commitment to greater industry collaboration.

Looking Ahead: Anticipated Changes and Strategic Priorities

A statutory instrument concerning pre-market conditions is expected later this year, likely expanding on topics not fully addressed in the 2024 consultation. Additionally, MHRA will notify the World Trade Organisation about updates to device regulations as part of its post-Brexit obligations.

One key area of interest is the potential for perpetual extension of CE-marked product acceptance on the UK market beyond current 2028/2030 deadlines. BHTA supports this simplification and has communicated this stance to the new MHRA CEO.

MHRA is also exploring a groundbreaking programme on the remanufacture of Class I single-use devices in partnership with NHS Scotland and the Department of Health and Social Care. This initiative reflects growing interest in sustainability and circular economy principles within medtech.

Fee Structure Revisions and What Members Should Do Now

While MHRA’s new fee model came into effect in April, the most contentious aspect—per-product GMDN-based charges—has been waived for fiscal year 2025/26. However, from 2026/27 onwards, fees may be levied based on GMDN Level 2 categories, with possible discounts in the first year.

BHTA urges members to review their DORS registrations to ensure accuracy and respond promptly to MHRA communications. Proactive updates will be crucial as MHRA prepares to issue indicative fee forecasts based on registration data.

The Bigger Picture: NHS and Sector Trends

Bill Lee concluded with a broader perspective on NHS strategy. The focus is shifting towards community-based care, hospital-to-home models, and the central role of technology. The MedTech Directorate, led by David Lawson, is emerging as a central driver of future policy.

While value-based procurement remains a strategic goal, ongoing cost pressures could affect its rollout. NHS Supply Chain continues to prioritise lowest-cost procurement models, and there is no sign of a move toward centralised NHS purchasing pathways.

In summary, BHTA remains a vocal advocate for workable, transparent regulation and ethical market access. Through continued engagement with MHRA and other stakeholders, it seeks to ensure that members are well-informed, supported, and strategically positioned in this evolving regulatory landscape.

At the BHTA 2025 Joint Section Meeting, Willy Morris from Tendo Consulting gave an overview of the recently announced NHS 10-Year Plan.

The NHS 10-Year Plan was published on 3 July whilst many BHTA members were gathered in Leamington Spa for the 3rd annual Joint Section Meeting. Willy Morris of Tendo was able to give an on-the-day overview, unpacking the latest announcements and highlighting its implications for BHTA members. The presentation focussed on how the government’s blueprint for the NHS is not only ambitious but carries critical transformations for the future of healthcare.

Key Themes: A Shift in Mindset and Method

Willy opened with a recap of the Plan’s strategic shifts, which aim to rebalance the NHS from reactive treatment toward preventative, community-based, and digitally integrated care. These shifts include:

• A transition from hospital-based to community-centric services
• A move from analogue to digital delivery systems
• A renewed focus on prevention over treatment

Structural Reform and Local Empowerment

Significant organisational changes are anticipated, with a reduction in the number of Integrated Care Boards (ICBs) and realignment along mayoral boundaries. Mayors will gain more influence, including the selection of ICB chairs and guaranteed board representation. This move aims to enhance accountability and align healthcare strategies with local governance priorities.

Neighbourhood health services are set to expand significantly, encompassing areas such as mental health, ophthalmology, post-operative rehabilitation, and diagnostics. These services will be delivered through community-based centres, marking a clear shift in resource allocation from hospitals to localised care hubs over the next 3-4 years.

Technology as a Core Enabler

A central pillar of the Plan is its digital transformation agenda. The NHS App will evolve into a comprehensive “digital front door,” giving users access to prescriptions, appointments, test results, mental health tools, and AI-enabled support. The aim is to empower patients through data and streamline their interaction with healthcare services.

Moreover, the introduction of “Innovator Passports” and the “MedTech Compass” reflects a drive to accelerate the adoption of approved technologies. These mechanisms will reduce bureaucracy and ensure NHS buyers can make faster, evidence-based procurement decisions. This reform will be particularly impactful for BHTA members involved in product innovation and technology deployment.

Implications for BHTA Members

The transition toward community-based care and the digitisation of services signal increased demand for a range of medical devices and assistive technologies suitable for use in non-hospital environments. Products such as portable diagnostic tools, remote monitoring devices, and rehabilitation aids will see growing importance.

Additionally, value-based procurement is set to replace the historic focus on lowest cost, requiring suppliers to demonstrate long-term outcomes and efficiency gains. This aligns with BHTA’s ethos of promoting ethical, patient-focused practices across the industry.

Looking Ahead

While many initiatives outlined in the Plan are long-term, with some extending to 2035, they represent a foundational shift in how health and care will be delivered. BHTA members should anticipate and prepare for evolving procurement frameworks, greater local engagement with ICBs, and an expanding role for technology in care pathways.

BHTA remains committed to supporting its members through these transitions, ensuring they are informed, represented, and well-positioned to thrive in the next decade of NHS evolution.

For further details or to access the full presentation, members can contact the BHTA Policy & Advocacy team.

Today’s spending review represents a mixed bag of results for the health and social care sector.

• £29bn real terms increase (£53bn cash uplift) in annual NHS day-to-day spending from 2023-24 to 2028-29. This will take spending to £226bn by 2028-29, equivalent to a 3% average annual real terms growth rate over the SR period. 
• £2.3bn real terms increase (£4bn cash uplift) in DHSC’s annual capital budgets from 2023-24 to 2029-30 to invest in the NHS, including in new technology, hospitals and primary care. 
• Investing £30bn over the next five years in day-to-day maintenance and repair of the NHS estate with over £5bn allocated specifically to address the most critical building repairs. 
• £10bn for NHS technology and transformation by 2028-29, to support the shift from analogue to digital.

The Health Department is set to be one of the big winners over the next three years, with a big boost in real terms to its budget. Pay rises, capital budget increases, and the NHS 10-Year Plan will all go a long way in helping bring down wait lists and improve patient care.

A modest boost to local authority funding may help alleviate some pressures on local social care services such as community equipment but given the National Insurance rises that recently kicked in, this will be a small consolation to businesses in the sector.

BHTA CEO, David Stockdale, says: “This is a good step in the right direction, but we’re awaiting the NHS 10-year plan update, and forthcoming industrial strategy, to see how it all aligns. Our industry urgently needs more funding to support the long-term vision for patient care.”   

With the Government’s independent commission on adult social care not expected to report until 2028, we are still years away from meaningful certainty or reform. Without a plan or adequate funding, the Government’s aim of moving care out of hospitals and into the community will be extremely hard to achieve.

The United Kingdom’s evolving trade landscape—marked by deals with India, the United States, and the European Union—signals both opportunities and complexities for the UK healthcare sector, especially in medical device trade, manufacturing, and supply chains. For members of the British Healthcare Trade Association, these agreements will shape market access, investment flows, and regulatory alignment in significant ways.

UK-India Trade Agreement: Building Bridges in Device Manufacturing and Export

On 6 May, the UK and India signed a Free Trade Agreement (FTA), that is expected to vastly boost bilateral trade between the nations.

Prime Minister, Sir Keir Starmer, described the pact as “the biggest and most economically significant bilateral trade deal the UK has done since leaving the EU”, while India’s Prime Minister Narendra Modi called the agreement “historic”.

The agreement will cut levies on 90% of British products sold in the country, including on medical devices and electrical machinery, amongst other things. Within a decade, 85% of British products sold will become tariff-free in India.

Britain has also agreed to cut its own tariffs, which were relatively lower than India’s, on some products. This will mean 99% of India’s exports to Britain face no duties.

The deal will also help British companies compete for more services contracts in India.

The UK reported a total trade deficit of £8.4 billion with India at the end of 2024. The new agreement is expected to increase bilateral trade between the countries by $34 billion a year from 2040.

Effects on British healthcare companies:

• Export opportunities: The reduction or elimination of tariffs on UK-made medical devices would make British products more price-competitive in India’s rapidly expanding healthcare infrastructure market. This could benefit UK SMEs focused on diagnostic tools, surgical instruments, and digital health devices.
• Collaborative manufacturing: Trade associations anticipate increased joint ventures and contract manufacturing partnerships, as Indian firms seek UK expertise in high-quality, regulated medical equipment.
• Supply chain diversification: With global supply chains under pressure, access to Indian manufacturers could offer British firms alternative sourcing routes for components or finished devices, improving resilience.

However, concerns remain about aligning regulatory standards. Without mutual recognition agreements, duplicative compliance burdens could reduce the ease of doing business.

UK-US Trade Relations: Import and Market Access for Devices

President Trump’s blanket 10% tariff on imports still applies to most UK goods entering the US. However, the UK-US trade deal, signed at the beginning of May, offers Britain some tariff relief on exports of car, steel, aluminium and agricultural products.

This also covers products made with steel and aluminium, such as furniture, machinery and some medical devices. Steel, especially stainless steel, has a wide range of applications from surgical implements to medical equipment such as hospital beds.

For this reason, the agreement could have positive impacts for medical device businesses.

Effects on British healthcare companies:

• Streamlined exports: The US remains one of the UK’s largest export destinations for medical technologies. Agreements to improve customs procedures and digital trade infrastructure could reduce delays and costs for UK exporters.

UK-EU Trade and Cooperation Agreement: Preserving Continuity Amid Change

The EU remains the UK’s most important trading partner for medical devices, both as a supplier and a customer. On 19 May, the UK secured a new agreement which aims to cut red tape, open up market access and add nearly £9 billion to the UK economy by 2040. This comes as part of Keir Stamer’s mission to grow the economy and back British jobs.

Similarly to the US deal, British steel exports are protected from new EU rules and restrictive tariffs, through a bespoke arrangement for the UK that will save UK steel £25 million per year.   

The deal also promises to explore the recognition of professional qualifications between the two nations. Such an agreement would make it easier for British companies to move staff between the UK and EU and undertake short-term work in Europe.

Effects on British healthcare companies:

• Export: Removal of red tape in regards to import and export could mean smoother trade deals between the UK and EU.

Conclusion

While pharmaceutical headlines often dominate trade discussions, medical device manufacturers, importers, and exporters face an equally dynamic environment. The UK’s evolving trade deals offer a chance to rethink supply chains, deepen bilateral partnerships, and grow global exports—but only if regulatory clarity, logistical infrastructure, and competitive fairness keep pace. Trade associations will play a pivotal role in ensuring these deals translate into tangible benefits for their members.

On 27 May, Karen Pearce, the new chair of the Wheelchair Alliance, appeared on several news channels, highlighting the issue of “not in class” mobility vehicles.

A “not in class” mobility scooter or powerchair is one that can go more than 8mph, is wider than 0.85 metres, and weighs more than 150kg (or 200kg if any equipment is attached to it, such as medical equipment).

These vehicles can only be used on roads, with users needing to register their vehicle with the DVLA and obtain a valid driving licence.

Appearing in the news this week, the Wheelchair Alliance underscored the growing concern over this “not in class” legislation. During the news piece, Karen pointed out that wheelchair users under 18 cannot legally obtain a driving licence for their mobility vehicle and that prohibiting these vehicles from the pavement means that, in a lot of cases, users would be unable to access their own homes.     

The British Healthcare Trades Association (BHTA) is in full support of the Wheelchair Alliance’s campaign and is also urging the Government to reconsider the “not in class” guidance.

The campaign centres around a report created by the Wheelchair Alliance earlier this year, asking the Government, among other things, to allow these vehicles on the pavement, remove the need for a driving licence, and to review the outdated language currently used in the guidance. 

An update to the current guidance is urgently needed to protect wheelchair users, to ensure they can use their mobility vehicles safely and legally, and to make sure they retain their independence and dignity.

See the full Wheelchair Alliance report here.

For more information around “not in class” mobility vehicles, see the BHTA website here.

The deadline for nominations has been extended to 11 July 2025.

Join us as we host Dr. Robert Hull, founder and Director of Cadra Insights, to look at the types of evidence and value which innovators need to have in order to successfully have their technology adopted by the NHS.  Attendees will gain insights into the critical factors influencing decision-making and learn how to make their ideas stand out.

*Please note: Registration to this webinar is only available to members of the BHTA

If you are unable to attend, be sure to register anyway to receive a copy of the slides and recording after the event.

About the speaker

Dr. Robert Hull, founder and Director of Cadra Insights, supports companies in developing their technologies and supporting evidence. Robert has extensive experience in developing innovative healthcare technologies through working across industry, academia, and NHS organisations. Cadra Insights works draws together NHS experts, health economists and key opinion leaders to provide our clients with the expertise, tools, data, health economics and real-world evidence they need to bring their healthcare innovations to market.

Welcome to the 2023-2024 Annual Review of the British Healthcare Trades Association (BHTA).

We appreciate you taking the time to reflect on our activities and achievements over the past year.

On 29th December 2024, BHTA held its Industry Awards Ceremony in the Grand Hotel, Birmingham. Aimed at celebrating excellence within the industry, the night brought together members from across the association for a night of good food, 8 awards categories, and dancing.

The event was hosted by Melissa Johns, an actor and writer who champions diversity and inclusivity in the arts, and who was born without her right forearm and hand.

See the day in pictures below:

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Join BHTA’s CEO, David Stockdale, and Tendo’s Senior Account Director, Daniel Laing, for an insightful discussion regarding the Labour Government’s first budget (released 30th October).

Our free BHTA presents… ‘What the October ’24 Budget and Industrial Strategy will mean for BHTA members’ webinar takes place on Friday 8th November 2024, at 11am.

As members of a critical sector providing essential healthcare products, BHTA members may be concerned about upcoming financial challenges following the newly released budget. We’ll explore how the potential consequences for businesses of handling increased business expenses, and how these could overshadow the Government’s investment efforts in the NHS and Local Authorities.

As we look to the future and pursue our common mission of supporting timely and effective care delivery, we encourage all members to remain informed of the Government’s actions and how we can all advocate for the industry.

Attendees are encouraged to share their feedback on the Budget, as well as ideas on how BHTA can engage more with the Government.

We look forward to seeing you there!

*Please note: Registration to this webinar is only available to members of the BHTA

If you are unable to attend, be sure to register anyway to receive a copy of the slides and recording after the event.

About the speaker

Daniel Laing is the Senior Account Director at Tendo Consulting.

Daniel provides strategic advice and expertise to a range of clients at Tendo utilising his eight years in public affairs, research and campaigning. Having worked at a major political intelligence agency leading the health consultancy team, he has first rate expertise navigating the life sciences sector for pharmaceutical clients, health organisations and research bodies. He also has extensive experience working on local government research initiatives, in-house public affairs for a UK children’s charity and writing for political publications.

On 23rd October 2024, BHTA held a Parliamentary drop-in event to ask MPs to pledge their support for the Scrap The Heart Restart Tax campaign. The campaign, fronted by 20-year-old Jack Hurley, who collapsed whilst playing football last June and was saved by the local club defibrillator, is calling for the VAT tax applied to these life-saving devices to be scrapped.

Removing this extra cost (which can be up to £500), would make defibrillators more affordable, meaning more can be bought and made available in local communities.

The drop-in event, held at Westminster, was attended by over 65 parliamentarians, including opposition frontbenchers and members of the Health and Social Care Select Committee.

Jack and BHTA CEO, David Stockdale, also handed a petition to No.10 Downing St., signed by over 85,000 people in support of the campaign.

See the day in pictures below:

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BHTA Presents… Everything you’ve always wanted to know about LOLER

Watch Michael Cook explain LOLER to the Stairlifts and Access Section, October 2024.

Watch the webinar

An all-new course designed for organisations involved in selling daily living equipment to enable their staff to be fully trained and certified to provide ethical and reliable advice.

Bringing the OT community together

Rise4Disability: Bringing Accessibility, Innovation, and Inclusivity to Milton Keynes.

The British Healthcare Trades Association partners with companies across the industry to produce guidance documents, promote exhibitions and shows, and provide support and training for our members. Partners receive a range of promotional, networking and commercial opportunities.

BHTA PARTNERS

Become a Partner

To become a BHTA Partner, please contact us on 020 7702 2141.

Buildings should always be insured for the amount it would cost to rebuild them. However, fewer than
one in ten commercial properties in the UK are covered correctly.

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BHTA Presents… BHTA Membership Survey Results

Watch BHTA CEO David Stockdale as he delivers invaluable insights to inform both BHTA and member strategic decision-making. Gain a competitive edge by understanding the shape of the industry directly from those driving it forward, and discover how BHTA will be taking these key industry insights to inform future work going live from 19 June 2024.

Recorded: 19 June 2024

BHTA presents… topic: BHTA Membership Survey Results

Presenter: David Stockdale, BHTA CEO

Synopsis: Discover how BHTA will be taking key industry insights to inform future work

Request the webinar slides…

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Request the webinar slides by contacting marketing@bhta.com

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Watch the webinar

About the speaker

David Stockdale joined the BHTA as its Chief Executive in June 2022, bringing more than two decades of senior management and leadership experience to the role.

David lives and works in Sheffield, has two teenage children and has a love of ice hockey, literature, hiking and swimming. He is also a mentor for the Sheffield City Region Launchpad initiative – a fully funded business support programme delivered across the Sheffield City Region. In addition, he is a Trustee and Chair of the Board of Trustees of the Sheffield Young Carers Project, as well as a Founding Member of the Tinnitus and Hyperacusis Special Interest Group.

For over 100 years, the British Healthcare Trades Association (BHTA) has brought together hundreds of healthcare and assistive technologies organisations to facilitate business, raise industry standards, and protect consumers. The BHTA seeks to bring the industry together to support and improve the health and care of the nation. The BHTA and its members continue to come together to help the industry overcome its challenges.

BHTA’s Code of Practice is approved under the Chartered Trading Standards Institute Consumer Codes Approval Scheme. This means Code Members have the right to display the combined BHTA CTSI logos and customers can be confident they will be treated fairly. The BHTA Code is the only Trading Standards approved code in the healthcare sector.

The Code is reviewed regularly, with input from external organisations.

By entering into their BHTA Membership Agreement, every member commits to the Code. Membership of BHTA and adherence to the Code shows customers, suppliers and employees that BHTA members’ businesses operate to higher standards of customer protection than the law requires.

Current relevant statutory and regulatory requirements referred to in the Code include, but are not limited to:

• Consumer Protection from Unfair Trading Regulations 2008

• The British Codes of Advertising Sales Promotion and Direct Marketing

• The Consumer Contracts (Information, Cancellation and Additional Charges) Regulations 2013

• Health & Safety regulations

• Transport legislation governing the operation of goods vehicles  Consumer Rights Act 2015 (After 5th October 2015)

To download the BHTA Code of Practice as a PDF document, please click here.

The BHTA Code of Practice – Updated 2024

There is no charge to the complainant at any stage in the BHTA complaints procedure or the arbitration process described below.  The combined process should normally be concluded within 90 days of BHTA being satisfied it has all the information it needs to address the matter.

When BHTA receives notification in writing of a complaint against a Code member, it will consider whether the company:

• has infringed the complainant’s legal rights
• has been inefficient or caused undue delay in a way that has resulted in the complainant losing money or suffering inconvenience
• has not complied with this Code of Practice

BHTA cannot deal with a complaint if:

• the complaint is against a company that is not a Code member or the complaint relates to a point in time prior to the company becoming a Code member
• until the complainant has gone through the company’s complaints process
• the complaint is being, or has been dealt with by a court, an alternative dispute resolution provider, or similar body
• the purchase was more than six years ago
• the complaint is deemed vexatious

BHTA will:

• need to see all the complainant’s documentation
• ask the member to provide a full report within 7 working days
• look for evidence of any breaches of this Code
• attempt to settle the dispute by agreement between the two parties

If agreement between the member and their customer cannot be reached, the complainant

has two options:

• To take up their own independent court action
• Referral by BHTA to an Alternative Dispute Resolution (ADR) procedure undertaken by an Independent Arbitrator (BHTA’s current IA is a King’s Counsel and Member of the House of Lords)

Where referral to the Independent Arbitrator is chosen, BHTA will pass all the evidence gathered, including copies of all correspondence to the Independent Arbitrator within five working days.  Either party may make direct representation of further evidence to the Arbitrator. The Arbitrator’s decision is binding.

Independent Arbitrator

The objective of the Arbitrator is to arrive at a conclusion that is fair and reasonable in the circumstances, looking at all the evidence presented by both parties.  The Arbitrator is an individual who is independent from BHTA and from the industry.  Technical expertise will be called upon for input should this prove necessary.  The Arbitrator’s initial reaction will be notified to the parties concerned within seven working days and normally, a conclusion should be reached within fifteen working days.  If further evidence is presented by either party, this may prolong proceedings.

The Arbitrator’s findings will be issued in writing and will give a summary of the facts, the conclusions and reasons for reaching them.  The Arbitrator’s decision is binding on both parties. 

If the conclusion is that the Code member is at fault, the Arbitrator may for example give direction that they must:

• repay all money paid by the complainant
• replace or repair the product without charge
• take all reasonable steps, including any specified actions, to prevent a recurrence of any breach of this Code of Practice
• pay compensation to the complainant, the amount to be decided by the Arbitrator based on the evidence and circumstances
• pay any costs incurred by BHTA and/or the Independent Arbitrator

Consumer Credit Act 1974 – Consumers who enter into a credit agreement have a right to a 5-day cooling off period from the date the consumer receives a copy of the executed agreement regardless of whether the visit was pre-arranged.

Where cancellation rights apply or are offered, the customer must be informed under what circumstances they may cancel and these instructions should be plainly visible in the paperwork given to the customer, for example next to the signature box, and be in large bold type.  Where a customer has indicated they have poor eyesight or are confused by paperwork, the salesperson should go through the paperwork with them. 

In accordance with the Consumer Contracts (Information, Cancellation and Additional Charges) Regulations 2013 a cancellation form must be provided setting out:

• that a cancellation period applies and the date from which it starts
• the length of the cancellation period
• how to cancel

If a deposit will not be refundable, or will be only part-refundable, this must be made clear

when the customer places the order and the reasons for this must be described to them, in writing.  If the customer cancels the contract properly full repayment should occur (unless, for example, the goods have been damaged after delivery), and in any circumstance moneys withheld should not amount to more than the net costs or net loss of profit incurred by the Code member.

Where deposits or advance payments are taken, members must use a payment protection mechanism to ensure that consumers are returned their money without undue delay should the member be able to fulfil the contract to supply goods or a service.  Examples of this could include:

• Dedicated bank account[s] for customer deposits:  A member company holds customer deposits in a dedicated bank account in order to access funds in a timely manner in the event of deposit return
• Third-party custodial accounts:  A member company works with a 3^rd-party financial services company to hold deposits on behalf of customers, similar to a Tenancy Deposit Scheme Custodial Deposit Protection mechanism

If a member chooses to offer a cancellation period longer required by the Consumer Contracts (Information, Cancellation and Additional Charges) Regulations 2013 (14 days) or to offer cancellation to customer other than consumers this should be clearly detailed by the member on their website and in their paperwork.

Code members are expected to provide a high standard of after-sales service and to ensure a prompt and adequate service and repair policy.

Prompt will normally be taken to mean response and (where appropriate) visit within 3 working days of the request, unless otherwise agreed.  No customer should be without equipment on which they rely for mobility and/or daily living for more than 14 days.  (Exceptions may occur, for example, where a customer has bespoke needs that cannot be met from normal stock held, or where a hospital/clinic appointments system must be followed, however, every effort must be made to keep the period the customer is without mobility to a minimum.)

Guarantees/warranties must be in writing, and be clear and unambiguous.  They do not affect a consumer’s statutory rights and all guarantees and warranties used by Code members should carry a statement making this clear.  Distributors and retailers must pass on the individual parts and labour guarantee offered by the manufacturer, and abide by the terms contained in the guarantee during its currency.

There must be no high-pressure selling of additional warranties, nor any misrepresentation of their costs, coverage, and any benefits they provide.

A minimum 3-month guarantee must be offered in respect of all repair work carried out.

It must be explained to the purchaser that no claim will be met under guarantee if the product has been abused in any way, or damaged by neglect, improper use or failure to maintain in accordance with the manufacturer’s recommendations, or has been damaged in any accident.  Abnormal wear and tear will also be considered when assessing a guarantee claim.

If, after purchase, the customer wishes to sell the product to another consumer, the transfer of a valid guarantee/warranty should be possible and a mechanism should be in place to facilitate this.

Maintenance agreements must be clear and unambiguous and the covered duration must be stated.  If the agreement includes an annual service it should be evident whether the business will contact the customer to arrange this.

If a company has a buy-back policy this must be clear and unambiguous, and be outlined to the customer in writing in advance of the sale taking place.  Any reason for not buying back the product, for example because it is single-use, or bespoke, must be stated and the reason made clear.  Companies that do not buy back products under any circumstances should be prepared to make available an advice sheet on how to sell the product and advise on the likely second-hand value.

Customers must be given a clear explanation of the basis for charging for repair work not covered by warranty/guarantee and, where practicable, a written estimate in advance, of the anticipated costs of such work.  (Customers have the legal right to refund, repair, or replacement for goods that are identified as being faulty, as set out in the Consumer Rights Act 2015.)

When work has been carried out, a schedule of the work (labour, parts, etc) should accompany the invoice, detailing a breakdown of costs.

Adequate stocks of components/parts should be held to facilitate prompt service.

Customers should be given details of opening hours, contact telephone numbers, and arrangements, if any, for emergencies out of hours.

Reasonable care should be exercised in protecting customers’ property whilst in the company’s possession and companies should not seek any disclaimers to avoid liability for loss or damage.  Companies are advised to ensure they are adequately insured to cover such liability, as well as cover against any claims for death, personal injury, and damage to property arising out of the demonstration of goods or their use after sale.

If a company is prepared to remove unwanted products, the terms under which they will do so must be made clear when this is requested, particularly regarding disposal.

Terms and conditions must not imply that consumers do not have rights beyond the end of any warranty/guarantee period.  They must be appropriate for the type of business and customer mix and should be consistent across all forms of communication (hard copy, website, telephone).

If a product is built to a consumer’s specifications (i.e.in a way that is not achievable with accessories/modular components and where additional fabrication outside routine manufacture is required, or using materials supplied by the customer), they must be made aware that the product will be “bespoke.”  Any changes this may cause to cancellation rights must be explained to them and must be notified in writing.

All verbal claims or promises made by the salesperson must be in writing, either on the contract, on a separate form, or by letter.  

Pricing information showing the total price and providing a breakdown, where appropriate, of that total showing e.g. delivery, VAT, credit charges, discount applied, part exchange applied, must be given in writing.  Prices must be made available to the customer at the earliest possible stage.

Details of any finance agreement and APR should be explained so that the customer understands how much they will be paying and what the terms of the contract are.  Pre-contract information must be sent/presented on its own, allowing time for the consumer to pause and reflect on affordability and to compare credit, before being presented with the agreement to be signed.  

Consumers must be given the option of paying for Payment Protection Insurance and other insurances up front, rather than these being offered automatically on credit.  It must be made clear that customers have the right to cancel hire purchase and conditional sale agreements and only pay 50%.  This does not extend to the insurance mentioned above.

Details of delivery, installation, training, after-sales support, service and warranty should be made available prior to sale.

Delivery and completion dates should be discussed with the customer in advance of ordering/making the purchase and a choice of delivery dates and times should be offered.  For mail-order and Internet orders, normal delivery times should be indicated.  Should it become clear these can not be met, the customer must be informed as soon as practicable, with an honest explanation of the reason for the delay.  The customer should have the right to cancel without penalty if the order is not delivered within the stipulated time.

Where tuition is necessary for the safe use of a product, reasonable and fair tuition for its use under the conditions that the purchaser best describes as “normal” for his/her purposes must be offered prior to the conclusion of a sale.  If such tuition is declined, a record must be made of that fact and the reasons given. 

In particular tuition in the control of mobility vehicles should be given at the time of purchase and/or on delivery.  Tuition levels will vary according to:

• the user’s abilities and experience
• the type of vehicle
• the circumstances of use
• the kind of attendant support expected

Tuition should follow a proper assessment of needs, wishes, abilities and disabilities to enable selection of the most suitable vehicle and specification for user and circumstances.  A vehicle should only be sold if the member can realistically expect the user to develop satisfactory control.  (A document outlining tuition requirements is available on request from BHTA, as is one which sets out what should be recorded when assessing competency to use a powerchair or mobility scooter.)

Linked Goods and Services

If the product will need servicing regularly, an explanation must be given as to what is entailed, and the likely costs thereof should be outlined.  It should be clear whether maintenance is offered / available or will have to be obtained elsewhere.

Where appropriate, arrangements for insuring the product should be discussed, or leaflets regarding such insurance should be made available.  If insurance is discussed, it must be clear that it is cancellable, the consumer must be given the option to pay for it upfront rather than as part of a credit agreement and it must be made clear to whom any refund will be paid in the event of cancellation.

Any optional guarantees / warranties must be explained, including who is offering them and what the benefits are, or leaflets that do this must be provided.

Clear, accurate information on the availability and price of all the above and any other linked goods and services must be provided in writing.

Instructions for Use / Manuals

Any instructions for use and manuals should be written in clear language, and those responsible for their production should be aware that versions in large print, or on audio tape, may be requested and this must be facilitated as swiftly as is practicable.

Such instructions/manual must be made available with all new products, and should, if feasible, be made available with second-hand products.  The customer’s attention should be drawn to user manuals and they should be informed of the need to read them thoroughly.

Depending on the nature of the product, the instructions/manual should cover all or some of the following (this is not an exhaustive list):

• Product name, description and intended purpose
• Name of manufacturer and/or supplier
• Illustration of the product
• Reference to any variants or accessories
• General, or detailed, dimensions
• General, or detailed, description of construction
• Explanation of how to use it safely
• Any known limitations
• Description of maintenance requirements including recommended frequency of servicing
• Cleaning / decontamination instructions
• Any specific warnings

Rental Products

Where product is rented, the terms and conditions of the rental must be clear and unambiguous, including responsibility for any damage to the product, insurance requirements, and, where appropriate, the responsibilities for decontamination / cleaning of the product, and packaging for return.

Under the Consumer Rights Act 2015, certain standards apply to every transaction for the sale and supply of goods (including hire purchase, hire, part exchange and contracts for work and materials).

Retailer Liability. The person transferring or selling the goods must have the right to do so and the goods must:

Be of a satisfactory quality.  Goods must be of a standard that a reasonable person would regard as satisfactory.  In assessing quality, all relevant circumstances must be considered, including price, description and your or the manufacturer’s advertising.  Quality is a general term, which covers a number of matters, including:

• fitness for all the purposes for which goods of that kind are usually supplied
• appearance and finish
• freedom from minor defects
• safety
• durability

Be fit for a particular purpose.  When a consumer indicates that goods are required for a particular purpose, or where it is obvious that goods are intended for a particular purpose and a trader supplies them to meet that requirement, the goods should be fit for that specified purpose.

Match the description, sample or model.  When a consumer relies on a description, sample or display model the goods supplied must conform to it.  If the goods do not conform, an offence may have been committed

Be installed correctly, where installation has been agreed as part of the contract.

Remedies for breach of the above

The short-term right to reject

If, when they are supplied, the goods do not meet the requirements above, there is a short period during which the consumer is entitled to reject them.  This short-term right to reject goods lasts for 30 days unless the expected life of the goods is shorter, as with highly perishable goods.  The 30-day period does not start until the consumer has ownership (or, for hire, hire-purchase and conditional sale, the consumer has possession) of the goods, and the goods have been delivered.

In addition, if the trader has agreed to do anything else to the goods (for example, to install them), the 30-day period does not start running until this is done.  However, the short-term right to reject does not apply if the only breach is that the goods have been installed incorrectly.

If the consumer asks for or agrees to a repair or replacement during this initial 30-day period, the period is paused so that the consumer has the remainder of the 30-day period or seven days (whichever is longer) to check whether the repair or replacement has been successful and to decide whether to reject the goods.

When a consumer rejects goods they can claim a refund (which can include the return of items handed over in exchange or part-exchange).  This would be a full refund or, in the case of hire, a refund for any part of the hire that was paid for but not supplied.  They are also released from all their outstanding obligations under the contract – for example, the outstanding instalments in a contract of hire purchase.  A refund must be given without undue delay and in any event within 14 days of the trader agreeing that the consumer is entitled to a refund.  In some cases (for example, where the exchanged goods have already been sold on) a refund cannot be claimed under the Act, but the consumer would be entitled to claim damages (monetary compensation) for any losses incurred.

The trader is responsible for the reasonable cost of returning the goods except where the consumer is returning them to the place where they took possession of them; for example, the retail shop where they bought them.  However, the consumer is not required to return the goods to this place unless this was agreed from the outset as part of the contract.  Even if the consumer returns goods to the shop, they may in some circumstances be able to claim some or all of that cost from the trader – for example, where a motor vehicle breaks down and the consumer has to pay for a recovery service to return it.

Repair or replacement

When there is a breach of contract, but the consumer has lost or chooses not to exercise their right to reject goods, they will be entitled in the first instance to claim a repair or replacement.

Where a repair or replacement is claimed, the trader must do this at no cost to the consumer, within a reasonable time and without causing significant inconvenience.

The consumer cannot choose one of these remedies above the other if the chosen remedy is either impossible or disproportionate as compared to the other remedy.  Also, once the consumer has chosen a remedy, they must give the trader a reasonable time to provide that remedy.

The remedies fail if, after just one attempt at repair or replacement, the goods still do not meet the necessary requirements.  The consumer does not have to give the trader multiple opportunities to repair or replace, although they can do so if they wish.  The remedies also fail if they are not provided within a reasonable time and without causing significant inconvenience to the consumer.

In either case, where repair or replacement fail the consumer is entitled to further repairs or replacements, or they can claim a price reduction or the right to reject.  The same rule applies if both repair and replacement are impossible or disproportionate from the outset.

Price reduction and the final right to reject

If repair or replacement is not available or is unsuccessful or is not provided within a reasonable time and without significant inconvenience to the consumer, then the consumer can claim a price reduction or reject the goods.

Where repair or replacement fail, are not available, or were not provided within a reasonable time and without causing significant inconvenience to the consumer, the consumer chooses whether to keep the goods or return them.  If they keep the goods, then their claim will be for a reduction in price; if they return them, they are rejecting them.

A price reduction must be an appropriate amount, which will depend on all the circumstances of the claim. It can be any amount up to the whole price.

If the consumer rejects the goods, they are entitled to a refund.  This refund may be reduced to take account of any use the consumer has had from the goods.  However, no deduction can be made for the consumer having the goods simply because the trader has delayed in collecting them.  Nor can a deduction be made where goods are rejected within six months of supply, except where the goods are a motor vehicle.

Additional compensation

Whatever remedy the consumer chooses or ends up with, they may also be able to claim compensation for losses that have been incurred.  These losses might include the cost of any property damage caused by the goods, compensation for personal injury and compensation for the additional cost of buying equivalent goods if they are more expensive elsewhere.

The burden of proof

If the consumer chooses repair, replacement, price reduction or the final right to reject, and if the defect is discovered within six months of delivery, it is assumed that the fault was there at the time of delivery unless the trader can prove otherwise, or unless this assumption is inconsistent with the circumstances – for example, obvious signs of misuse.  This rule is often known as the “reverse burden of proof,” as it reverses the normal rule that a person making a claim has to prove each aspect of that claim.

If more than six months have passed, the consumer has to prove that the defect was there at the time of delivery.  They must also prove that the defect was there at the time of delivery if they exercise the short-term right to reject goods.  Some defects do not become apparent until some time after delivery, and in these cases it is enough to prove that there was an underlying or hidden defect at that time.

Sales Conducted in a Customer’s Home (Off Premises Sales)

All cold calling is unacceptable and this includes cold calling by telephone.  Salespersons and or assessors must not visit without a mutually agreed appointment first being made.  The purpose and intent of any visit must be made clear to the customer. 

The customer must be provided with literature describing the products and services available, together with actual price examples, or where exact prices are not possible (for example with a bespoke product) with price ranges.  This information must be provided in advance of the visit unless this is not feasible for practical reasons (for example if a visit is to be conducted the same day).  Prices, pricing examples or price explanations should be given on websites, to enable customers who have Internet access to gain an understanding of these in advance of the visit.

There should be no objection to the customer havinga relative, friend or other advisor / carer with them when the salesperson/assessor visits.  In certain circumstances this should be encouraged (for example if it is known that the customer has poor eyesight or that they struggle with paperwork).

Salespersons must not use high pressure selling techniques, such as offering inducements to force a quick decision, or knowingly take advantage of vulnerable customers.  (Examples of what might be high pressure selling tactics are listed above in Pre-Contractual and Point of Sale Information).

Salespersons must immediately comply with any request that they leave the customer’s home.

In regular circumstances, sales visits/presentations should last no longer than one hour.  In complex circumstances – for example, if a health services professional is present and is responsible for leading the assessment, or if multiple measurements must be made (to fit, e.g., a stairlift, homelift, walk-in bath, etc. –  the visit should last up to a maximum of three hours.

Distance Sales

When selling over the Internet, via mail order catalogue, or by telephone, information must be provided to the customer before they take the decision to buy, as required by, and set out in the Consumer Contracts (Information, Cancellation and Additional Charges) Regulations 2013.

Situational

Situational vulnerability should always be assessed on a case-by-case basis.  It is important to remember that all consumers can be situationally vulnerable, and vulnerability is dynamic.  Vulnerability may be caused by the personal situation or circumstances of the consumer; the timing and nature of the decision; the consumer’s level of knowledge, skills or ability; and the effectiveness of tools and communications made available to them by businesses to assist in decision-making.

Situational vulnerability can be caused by, for example, cognitive impairment, low income, illness, loneliness or social isolation.  This list is by no means exhaustive.  Some of us may experience vulnerability during difficult periods in our lives, such as when we go through a bereavement, a divorce or a period of ill health.  Vulnerability can also originate from more enduring personal situations, such as a long-term physical or mental disability.

Market context

The second type of vulnerability can be caused by market contexts; for example, when a consumer has to choose between complex offers or alternatives, or make decisions on the basis of imperfect or unclear information.  It can also come about when a consumer hasn’t accessed a market for some time or has never done so.

Market context vulnerability can also be caused by business communications, or the way consumers are expected to contact or communicate with a business.  Sometimes, lack of experience and education around technology can lead to vulnerability.

Market context vulnerability may arise in some of the following situations (as above, this list is not exhaustive):

• Switching gas or electricity providers or switching bank accounts
• Buying an electric car
• Buying a funeral plan
• Investing in cryptocurrency
• Buying a first car or home
• Choosing a care home for an elderly relative

The two types of vulnerability can affect consumers at the same time.

The checklists above and below should help to:

• Document a vulnerability assessment process
• Help staff assess consumer vulnerability in a consistent way
• Record information about vulnerabilities

Use ‘Be REAL’ to identify consumers who may show signs they could be vulnerable.  Once a consumer has shown signs of vulnerability, then steps can be taken to support them.  If signs are there, use the checklist to document what you discussed.

R. Retain

Is the consumer able to retain, remember and repeat in their own words the information you give them?  Do you have to repeat what you have said over and over again?  Do they ask for clarification and ask you to explain the words or terminology being used.

E. Explain

Is the consumer able to properly evaluate and explain the decision they have made?  Are they joining in the discussion or just agreeing with what you are saying?  Are they coherent and fluent in the language being used?

A. Able

Is the consumer able to hear, understand and communicate what they are being told and their situation?  Are they asking questions that aren’t related to what you are saying?  Do they tell you their thoughts and ask questions, and if so, do they make sense?

L. Listen

Is the consumer able to listen, follow and understand the discussion taking place, or are they distracted, confused and not hearing what you have to say?  Do they take an unusually long time to respond to a question?

Always remember:

• Try to understand the impact of vulnerability and how this might affect the consumer experience and outcomes
• Consumer vulnerability is fluid and dynamic; consumers can move in and out of periods of situational vulnerability

Do not directly call consumers “vulnerable” as it is disempowering; it’s the situations they find themselves in that make them vulnerable

Are you a visionary leader with a passion for healthcare? Do you want to drive change and influence the future of the UK’s health and social care systems? The British Healthcare Trades Association (BHTA) is seeking two dynamic and forward-thinking individuals to join our esteemed Board of Directors. 

About Us: The BHTA is the UK’s oldest and largest healthcare association, representing over 400 companies in the healthcare and assistive technology sectors. Our mission is to champion our members, protect consumers, shape policy, and drive standards. 

Why join us? 

• Impactful leadership: Shape the strategic direction of the BHTA and make a meaningful impact on the healthcare sector. 
• Innovative environment: Collaborate with industry leaders, policy makers and government to drive progress and transformation. 
• Professional growth: Enhance your leadership skills, expand your professional network, and gain recognition as a key influencer in the sector. 
• Advocacy and influence: Play a pivotal role in advocacy efforts, influencing policy and regulations that affect the healthcare market. 

What we’re looking for: 

• Diversity: BHTA Directors are committed to representing over 400 member companies and their 18,500 employees. A diverse Board is therefore important to BHTA, and applications from under-represented groups are encouraged.  
• Strategic leaders: Individuals with a clear vision for the future of healthcare trade and a strategic approach. It is important that you feel able to represent all members and sections of the BHTA.
• Industry experts: Professionals with extensive experience and expertise in healthcare, medical devices, assistive technology, or related fields. Directors would particularly welcome applications from members within the Prosthetics, Orthotics, FAME, Defibrillator and Pressure Care, Seating and Positioning Sections which are currently under-represented on the Board.   
• Innovative thinkers: Creative problem-solvers who can bring fresh perspectives and innovative solutions. 
• Committed ambassadors: Passionate about ethical business practices and dedicated to improving healthcare standards in the UK. 
• Communications and PR expertise: Applications from individuals with experience in marketing, communications and PR would also be encouraged, an area of where the Board would welcome further expertise.   

Your responsibilities: 

• Provide strategic direction and governance to the BHTA. 
• Participate in board meetings and contribute to high-level decision-making. 
• Support and guide the association’s initiatives, ensuring alignment with our vision, mission and goals. 
• Engage with stakeholders, including members, policymakers, and industry partners. 

How to apply:

View the job description here and the Terms of Reference here

If you are ready to make a difference and lead the future of healthcare trade in the UK, we want to hear from you!  

Please submit your CV and a cover letter detailing your experience, expertise, and vision for the BHTA to david.stockdale@bhta.com by Friday 5 July 2024.  

For an informal discussion about the role, please contact David Stockdale, CEO, in the first instance. Applications must come from individuals currently working within a BHTA member organisation.  

Timeline: 

The closing date for applications is Friday 5 July 2024 

Interviews will be held across July and August, with a recommendation being made to the November board meeting and to be approved at the December 2024 AGM. 

It is anticipated that new Directors would start their role in January 2025.    

BHTA Presents… NHS Carbon Reduction Plan and Net Zero Commitment Requirements with Ben Calder-Travis

Watch Ben from NHS England’s Net Zero and Sustainable Procurement Team give an introduction to the NHS Net Zero Supplier Roadmap, a look at the requirements suppliers will need to meet over this decade, and a deep dive into the Carbon Reduction Plan (CRP) and Net Zero Commitment (NZC) requirements going live from 1st April 2024.

Recorded: 27 March 2024

BHTA presents… topic: NHS Carbon Reduction Plan and Net Zero Commitment Requirements

Presenter: Ben Calder-Travis, NHS England Net Zero and Sustainable Procurement Team

Synopsis: NHS sustainable procurement

Request the webinar slides…

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Request the webinar slides by contacting marketing@bhta.com

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Watch the webinar

About the speaker

Ben joins us from NHS England’s Net Zero and Sustainable Procurement team, which sits within NHS Commercial and focuses on efficiency savings to ensure the NHS uses its resources effectively and maximises value for money for taxpayers.

They also form the supply chain workstream of the wider Greener NHS programme which aims to deliver the world’s first net zero health service and respond to climate change, improving health now and for future generations.

The team has been at the forefront of launching the Evergreen Sustainable Supplier Assessment and the NHS Carbon Reduction Plan and Net Zero Commitment requirements guidance which will be discussed during today’s event.

The team also looks at addressing Modern Slavery in the supply chain and delivering social value through procurements.

An all-new course designed to enable organisations to upskill their frontline staff in recognising, assessing for and prescribing minor aids and adaptations to reduce risk and promote independent living.

Verlingue has provided BHTA members with an exclusive insurance scheme for 25 years. We have worked closely with BHTA to understand their Members’ diverse requirements and designed an Insurance Scheme to provide the protection the Members need.  

Did you know there are additional, free of charge services included as part of the Scheme? 

When you purchase your business insurance under the BHTA Members Scheme, you automatically have access to a range of free additional services.  

One of these free services is Debt Recovery.   

The service provides legal assistance to help you to recover outstanding debt from a customer who is delaying payment or simply refusing to pay.  

It will also extend to provide legal representation should a case go to court. 

So, how do you access this free service? 

A simple call to a dedicated helpline will put you through to Markel Law – the Scheme’s in-house solicitors – who will undertake and review the case.  The solicitors give you advice on how to secure payment and, if required, combat any counterclaims.  

For more information on the BHTA Insurance Scheme… 

This service is available exclusively as part of the BHTA Members Insurance Scheme, so we would encourage you to contact our Scheme specialist – Stephen Aldridge – if you would like further information on how the Scheme could assist your business.  

Stephen can be contacted on 07557 264091 or by email on Stephen.Aldridge@verlingue.co.uk. 

The BHTA is delighted to be working in partnership with TACT (Trusted Assessing and Care Training) to launch a brand-new course designed for retailers of independent living equipment.

The Trusted Assessors: Assessing in the Retail Environment course is designed to accredit retailer members as Trusted Assessors.

This new training-based programme announced on February 6^th at the Retailer Day enables customer-facing staff to learn the skills involved in assessing for suitable home adaptations equipment. The course was developed by TACT in consultation with the BHTA and its members and it is accredited by OCN London.

Retailers of equipment for independent living are experts in the product solutions they range, and this enables them to check suitability and tailor products to individual people’s needs. Many retailers are relied on in their local areas to visit people at home and demonstrate equipment to help people live independently. The Trusted Assessor model is based on occupational therapy models of practice and learning this approach enables an Assessor to evaluate the person and their environment in a systematic way to identify the best solution. Assessors are taught when to refer a case to an OT (Occupational Therapist) and this ensures best use of staff and resources whilst speeding up access to much-needed equipment.

‘We’re delighted to be working with the BHTA to provide this Trusted Assessor course to their members. It’s a splendid example of how staff already visiting older and disabled people at home can be taught to carry out simple assessments for home adaptations with a best practice approach based on the Competency Framework. Expanding the range of Assessors working in the UK by harnessing the skills of this specialist retail sector is an innovative way of speeding up access to much-needed equipment,’ says Clare Barber, Director of TACT and an OT specialising in this field.

‘This programme underlines the BHTA’s commitment to quality and raising standards in the sector,’ says David Stockdale, Chief Executive at BHTA ‘The Trusted Assessor model is known and in widespread practice in health, social care, and housing services across the UK. This initiative enables our retail members to be aligned with a best practice approach in assessing for equipment that in turn means they can be integrated into local pathways. Older and disabled people can expect to gain faster access to important solutions for their independence and be confident in the impartial advice provided.’

Courses can be commissioned directly from TACT or learners can book onto an open course – the first open course will run on June 4^th in Warwick at Wenman Healthcare. To book onto the course or find out more please email TACT on info@trustedassessing.com or visit their website and complete a web enquiry https://trustedassessing.com/