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The British Healthcare Trades Association (BHTA) is calling on its members to respond to a new UK Government consultation that is seeking views from industry to modernise laws on powered mobility devices, which includes electric wheelchairs and mobility scooters.
Launched on 6 January 2026, the Department for Transport’s (DfT) 12-week consultation seeks to review size, speed, and usage rules to better reflect modern technology and improve safety.
According to the DfT, current legislation is nearly 40 years old and does not reflect the technological advances that have transformed powered mobility devices. For example, some modern wheelchairs used by adults and children exceed the current maximum legal weight limit, meaning they can only legally be used on private land.
The consultation seeks views on how regulations should evolve to better support people who rely on powered mobility devices, while ensuring safety for everyone who uses roads and pavements.
A variety of crucial topics are covered in the consultation, including:
Simon Lightwood MP, Minister for Roads and Buses, said: “Powered mobility devices give people independence and freedom and the law should enable their safe use. This consultation is a chance for users and organisations to help us modernise these outdated rules and ensure they meet today’s needs.”
This consultation focuses only on the legislation that governs the use of mobility devices, or powered mobility devices, on the road and pavement in Great Britain.
The consultation deadline is 11.59pm on 31 March 2026. BHTA members can respond online here.
DfT says that a summary of responses, including the next steps, will be published within three months of the consultation closing.
The UK Government has announced an additional £50 million cash injection for the Disabled Facilities Grant (DFG) for 2025-26, which will enable thousands more older and disabled people to live independently in their own homes.
This extra investment will be allocated to local authorities in February 2026 and brings total DFG funding for 2025-26 to £761 million.
For BHTA members installing essential adaptation equipment, this extra DFG cash injection will come as a welcome announcement, as it means there is more money available in local communities to facilitate these life-changing installations and improve individuals’ quality of life.
DFGs enable vital home adaptations such as stairlifts, ramps, accessible bathrooms and kitchens, and assistive technologies. This includes mobility and daily living aid equipment like grab rails, ceiling track hoists, homelifts, and wetrooms. It means that people can live at home safely, independently, and comfortably.
Minister of State for Care, Stephen Kinnock, said:“Everyone deserves to feel safe and independent in their own home. A stairlift or an accessible bathroom might seem like a small change, but for thousands of older and disabled people these adaptations can be life changing. They help people move around freely, stay close to family and friends, and live with dignity.
“This £50 million boost could support around 5,000 more people to make these vital changes to their homes so they can remain independent and comfortable rather than face a hospital stay or a move into residential care.
“Home adaptations also play a crucial role in easing pressure on our NHS – preventing falls, speeding up hospital discharges and reducing admissions. This investment is part of our commitment to shift more care out of hospital and into the community, where people want to be.”
The DFG supports around 60,000 older people and people with disabilities each year, with an average grant of around £10,000.
Home adaptations also play a crucial role in supporting the NHS by preventing falls and other accidents in the home, speeding up hospital discharges and reducing admissions – easing pressure on the health service and helping to shift care out of hospital and into the community.
A number of British Healthcare Trades Association (BHTA) members are giving positive feedback on a Level 3 Trusted Assessor qualification for retailers that raises standards in the independent living sector.
In 2024, the BHTA worked in partnership with Trusted Assessing and Care Training (TACT) to launch a new course designed for retailers of independent living equipment. Delivered by TACT, the ‘Trusted Assessors: Assessing in the Retail Environment’ course is designed to accredit retailers as Trusted Assessors.
The course enables customer-facing staff to learn the skills involved in assessing for suitable home adaptations equipment. This development has enabled organisations across the sector to upskill staff to a standardised, independent set of competencies long recognised within health and social care.
Trusted Assessor competencies, first defined in 2005, are now widely used across the UK by health, social care, housing, and care teams. The qualification teaches learners to adopt an occupational therapy–based approach to assessments, combining theory with hands-on practical skills. Crucially, trainees learn how to identify when a case is complex and requires referral to an occupational therapist (OT). Trusted Assessors are qualified to assess a person’s needs and identify the most suitable equipment and adaptations to support independent living.
TACT’s OTs deliver the teaching, support learners with their assignments, run free monthly top-up webinars, and make additional resources available for free on its website. Learners complete training modules and a homework assignment to demonstrate their understanding and practical application of the course content.
As more organisations adopt the Trusted Assessor model, the independent living sector is better positioned to meet growing demand, reduce pressure on overstretched OTs, and ensure people receive timely, accurate guidance on the equipment that supports independent living.
Many retailers have found that the qualification not only enhances internal skill levels but also improves collaboration with local equipment and assessment pathways.
TPG DisableAids, a BHTA member based in Hereford, offers a strong example. Director Alastair Gibbs explained: “For TPG DisableAids the Trusted Assessor scheme has been a real boost. We have various staff trained from level 2 to level 4, and it has given us real credibility with housing associations and local authorities. Those looking for a differentiator and an indicator of commitment to quality found it in our association with BHTA and Trusted Assessor.”
This credibility strengthens tender opportunities for providers supplying independent living equipment, as the qualification offers a clear benchmark of assessment quality.
Recognition is growing within the OT profession as well. Brett Gilham from BHTA member company Laybrook noted: “We know how busy many OTs are, so the fact that we can demonstrate we have been trained and can provide assistance in the assessment process benefits all parties. It also means our staff across all levels have been trained to a set standard for assessing.”
Retailers are also seeing value in highlighting the qualification to the public. Dolphin South West, a BHTA member based in Devon, newly qualified, has launched a communications campaign to promote its enhanced capabilities.
Antonia Nixon, from Dolphin South West, said: “The Dolphin team enjoyed the training—learning and reinforcing what they know—and now we’re keen to let people know what this means when they deal with us.”
Some providers are taking the Trusted Assessor approach even further.
On 10 and 11 December 2025, BHTA member Wenman Healthcare hosted two free training workshops for organisations across the region that provide advice to the public on independent living. Twenty-four learners attended the two, one-day Level 2 accredited courses, delivered by TACT.
Attendees importantly represented a broad spectrum of local services, including NHS social prescribers, district housing teams, regional disability and carer charities, and homecare providers, who also benefited from the opportunity to network with peers.
TACT estimates that the programme will help more than 100 residents every day who receive advice from these organisations all year round, demonstrating the potential significant regional impact this training would have if rolled out more widely.
Participants reported a clear increase in their confidence when supporting older and disabled people. The course covered common health conditions, how local health and social care systems operate, communication skills, and key risk factors. Learners also explored a wide range of independent living equipment and typical solutions used across the region.
Confidence in the topic of independent living equipment rose from 52 percent being fairly or very confident pre-course to 100 percent afterwards. Both Wenman Healthcare and TACT were delighted with the outcomes.
Clare Barber, Director and OT at TACT, enthused: “We are passionate about improving access to much-needed equipment, and upskilling people working locally is one of the best ways to ensure residents get timely, accurate advice. Navigating the regional landscape of aids, equipment, and adaptations can be challenging, and understanding what’s available and how to access it can speed things up immeasurably.”
Ian Wenman, Managing Director at Wenman Healthcare, added: “People often aren’t aware of their entitlement to a needs-based assessment for equipment and home adaptations. This can ensure essential equipment is delivered to their home. They often struggle to know what equipment is relevant and helpful to a particular health condition.
“Families frequently want to explore additional items, and they can try a wide range—without obligation—by visiting our showroom. Our Trusted Assessors identify what’s needed and provide impartial advice, as well as providing a free home visit when required.”
The initiative demonstrates how retailers can act as local hubs for information, training, and support. By engaging organisations across their community, Wenman Healthcare aims to speed up access to essential equipment and strengthen cross-sector relationships.
BHTA members can choose from either a one-day in-person course run at their premises or opt for the live webinar version delivered over a series of three dates.
In 2026, the webinar version involves studying for three three-hour live webinars running on:
Alternatively, members opt to join one of the main Trusted Assessor courses that include practical workshops, and these can be directly commissioned or accessed through TACT’s open courses running regionally.
All versions of accredited courses require learners to complete and pass a homework assignment, and, once qualified, Trusted Assessors can join the monthly webinar top-ups for 12 months.
The British Healthcare Trades Association (BHTA) has welcomed Gibb Group as a new member.
Gibb Group provides medical service provision across multiple industries, operating in the UK and globally. The BHTA recently caught up with Karen Scott, Head of Clinical Services & Innovation at Gibb Group, to learn more about the organisation, its services, and the value of BHTA membership.
Gibb Group Medical & Rescue is part of a wider group called Gibb Group Limited, which is made up of four key divisions:
Gibb Group Medical & Rescue stives to keep people safe and operations running by delivering first-class turnkey solutions, with high-quality products and services.
Karen said: “Our ethos is built on safety, reliability, and innovation. We partner with leading organisations across energy, marine, and industrial sectors to deliver solutions that protect lives and enable operational success.”
Gibb Group works with airport and local authority fire and rescue services, and, since 2016, it has become one of the leaders in medical service provision for the renewable energy industry.
“Our market-leading EURIECA® programme of training, medical equipment, and clinical governance has been widely adopted in both onshore and offshore wind at home but also abroad in the US and Europe,” explained Karen. “We have ambitious plans to deliver the same services in the APAC region, where there is a growing wind energy market.”
Beyond its impact in the renewable energy industry, Gibb Group has also experienced major growth in its provision of offshore medics supporting wind farm organisations, where it deploys an experienced healthcare professional, complete with the equipment they require to do their role, to the point of injury.
Karen continued: “So we are the end users of a lot of the products we provide, as well!”
Founded in 2005 as Trauma & Resuscitation Services (Trauma Resus), the organisation began as a specialist provider of trauma training and clinical governance to the UK’s fire and rescue services.
In 2024, Trauma Resus was acquired by Gibb Group and now operates as its Medical & Rescue division. This acquisition enabled access to a broader global network, expanded training capability, and equipment supply across oil, gas, marine and renewable sectors.
Although the name has changed, the heart of the organisation remains the same, with the same people, principles and dedication to excellence.
Karen added: “Over two decades, we’ve built strong relationships with our customers, suppliers, and partners — and have been privileged to work alongside some of the most skilled and passionate professionals in the industry.”
One of the main reasons Gibb Group joined the BHTA was to access expert guidance on regulatory changes and product recalls, which can create uncertainty.
Membership also closely aligns with Gibb Group’s commitment to quality and professionalism.
Karen said: “It gives us a stronger voice in shaping industry standards and offers invaluable networking and knowledge-sharing opportunities.
“Being part of a larger association can strengthen our voice, but we are also hoping to bring our expertise and knowledge to the association as well and make a positive impact.”
Gibb Group prides itself on maintaining rigorous standards, reflected in its ISO accreditations and memberships of professional bodies.
Karen continued: “Additionally, our memberships in professional associations not only demonstrate our dedication to staying abreast of industry trends and best practices but also provide us with valuable networking opportunities and access to resources that further enhance our capabilities.
“These accreditations and memberships serve as a testament to our unwavering dedication to delivering the best services and products whilst upholding the highest standards of integrity and reliability, so BHTA was a natural alignment with our goals.”
Looking ahead, Gibb Group aims to continue expanding its Medical & Rescue offering in the UK and internationally. The company already operates across the UK, EU, USA, and APAC regions and is focused on growing its global customer base.
To support these ambitions, Gibb Group has recruited staff into international development roles.
Karen enthused: “We are excited to see where we are 12 months from now!”
To find out more about how the BHTA can support your business and how to become a BHTA member, visit this page.
The British Healthcare Trades Association (BHTA) is aware of a voluntary Field Safety Notice issued by BHTA member company Permobil concerning a limited number of M- and F- Corpus series power wheelchairs. This article explains what the notice means, who may be affected, and what steps users and providers should take.
Permobil has confirmed that an incorrect bushing was used during assembly on some M- and F- Corpus series power wheelchairs manufactured between 10 July 2025 and 25 July 2025. Further technical detail is set out in the official Field Safety Notice published by the MHRA, which can be viewed here.
A bushing is a small protective sleeve designed to reduce friction and vibration between moving parts. In the affected chairs, the incorrect bushing may reduce structural integrity during a hard front-end impact.
The component most affected is the integrated neck injury protection mechanism, which is designed to help reduce the risk of neck injury in the event of a collision.
According to Permobil’s risk assessment, the likelihood of failure is low. However, because an increased risk has been identified under specific conditions, Permobil is carrying out a re-work on all affected units as a precaution.
There have been no instructions to stop using the chair in everyday situations. The notice focuses on ensuring that the device continues to meet its intended safety performance.
Only a limited number of Permobil M- and F- Corpus series power wheelchairs are affected. The official Field Safety Notice includes full technical details and the complete list of affected serial numbers. These are specific units identified by serial number and manufacturing date.
If a chair is affected, the owner or service provider will be contacted directly. If you are unsure whether a device is included, your local provider can confirm this for you.
Permobil has instructed local providers to arrange a re-work of affected chairs. This corrective action will replace the incorrect component and restore full compliance with safety requirements. Providers will contact users directly to arrange the work at a suitable time.
While waiting for the corrective work to be completed, Permobil recommends avoiding car transportation of the chair, where possible, to minimise any risk associated with high-impact situations This is a precautionary measure and does not affect normal day-to-day use.
Permobil advises that if you have any questions relating to this Field Safety Notice, you should contact your local provider or Permobil Customer Support.
Permobil Customer Support:
Permobil also requests that any device-related incidents are reported directly to the manufacturer at incident.report@permobil.com.
The British Healthcare Trades Association (BHTA) would like to inform members, healthcare professionals, and users that Etac, a BHTA member, has issued a Field Safety Notice (CCR-2508-11) concerning specific models of its Molift Mover and sling bar products.
Etac has identified a potential issue affecting certain Molift Mover 205 and Molift Mover 300 mobile patient lifters, as well as Molift 2-point and 4-point sling bars. The issue was discovered following a customer report during assembly and load testing of a Molift Mover 300, the bolt for mounting the lifting bar broke. Upon further investigation, Etac discovered that the defect occurs as a result of deformation of the materials involved between the lifting bar and the arm of the Molift Mover. Such deformation can lead to limited mobility in the joint, which prevents proper functionality of the equipment.
Etac has initiated a proactive corrective action to address this issue. The manufacturer confirms that:
This action applies to specific batches of Molift Mover 205 and 300 units, and corresponding sling bars shipped between February and August 2025. Details of affected serial numbers are included in Etac’s official Field Safety Notice.
BHTA members and healthcare providers that have supplied or use these products should:
The notice has been filed with the MHRA. BHTA members can read the full Field Safety Notice here.
The collapse of NRS Healthcare in August 2025 sent shockwaves through the healthcare sector, disrupting essential provision for thousands of people who rely on vital aids to live safely and independently.
Given the scale of the impact, the UK Government has now issued a response to a key parliamentary question examining both the collapse of NRS Healthcare and its impact on vital healthcare equipment services.
However, while the response acknowledges the importance of community equipment and outlines short-term actions taken during the liquidation, it offers no long-term assurances to prevent a similar collapse from happening again.
A key reason there was not a system-wide failure was due to the hard work by BHTA members and others to step in and take on contracts and ensure continuity of services. This has so far gone unacknowledged by government.
Below is the full written question and government response for BHTA members’ reference:
NRS Healthcare: Insolvency
Asked by Lord Allan on 17 November 2025
“To ask His Majesty’s Government what assessment they have made of the impact of the insolvency of NRS Healthcare on the provision of community equipment services.”
Answer from Baroness Merron, Parliamentary Under-Secretary of State for Health and Social Care (4 December 2025)
“Community equipment, such as wheelchairs, hoists, and other specialist medical equipment, forms an important part of many people’s health and care support package. Such equipment can be critical in supporting better care outcomes, can enable people to remain in or return to their homes as the primary setting for care, and can avoid unnecessary stays in hospital or care homes.
“Local authorities have statutory duties under the Care Act 2014 and the Children and Families Act 2014 to arrange for the provision of disability aids and community equipment to meet the assessed needs of individuals in their area. While some local authorities provide these services themselves, many have contracts with external suppliers, such as NRS Healthcare. The Department does not have a statutory role in the provision of community equipment.
“However, as part of NRS Healthcare’s liquidation process, the Government made available short-term funding to the Official Receiver to cover the essential operating costs of NRS Healthcare and its affiliated companies. This funding ensured that trading was able to continue for a limited time, minimising disruption by providing crucial time for local authorities to put alternative supply in place. The Department continues to monitor the situation in affected local authorities through Partners in Care and Health, a Department funded programme run in partnership with the Local Government Association and the Association of Directors of Adult Social Services.”
To protect service users and support the businesses that deliver this essential work, the All-Party Parliamentary Group (APPG) for Access to Disability Equipment’s recent report points to a series of important recommendations to the UK Government to improve community equipment services as a whole:
BHTA stands ready to work with the government, local authorities, the NHS and industry partners to help shape a more resilient and sustainable future for these essential sectors. The people who rely on this equipment — and the professionals who deliver it — deserve a system that is robust, responsive, and protected from preventable disruption.
The House of Lords recently held a debate examining the UK Government’s plans to publish a strategy for wheelchair provision through NHS and social care services. The question was raised by Lord Hunt of Kings Heath, who opened the discussion by highlighting long-standing systemic issues within wheelchair and community equipment provision.
Responding on behalf of the government, Baroness Merron acknowledged the concerns raised across the debate. She confirmed, however, that the government has no plans to publish a national strategy for wheelchair provision, a point that drew disappointment from many peers.
The debate explored wide-ranging issues including service fragmentation, delays in assessments and repairs, unsuitable equipment, lack of national oversight, supply chain vulnerabilities, and the human impact on independence and dignity.
Watch the debate here. Begins at 12:53:10.
Peers highlighted significant inconsistencies in wheelchair and community equipment provision across England. Lord Hunt observed that services are “inconsistent and under-resourced,” noting that each local authority and integrated care board (ICB) operates differently, resulting in a postcode lottery.
Lord Kamall outlined stark disparities in eligibility criteria between regions. For example:
Lord Kamall said: “A delay in receiving a wheelchair is not simply an inconvenience or statistic, it is a barrier to living a fuller life.”
These differences affect who qualifies for a wheelchair, the type of equipment provided, and the level of support available. NHS England’s dataset shows significant regional variation in meeting the 18-week waiting-time standard. Data provided by the British Healthcare Trades Association (BHTA) was also cited in the debate, showing that only around 80 percent of users receive a wheelchair or modification within 18 weeks—below the national 92 percent target—with even longer waits for people with complex needs. in meeting the 18‑week waiting-time standard.
Peers also drew on detailed evidence from national reports. The Wheelchair Alliance report highlighted inconsistent provision, long delays in assessment, unsafe temporary equipment use, and a lack of clear repair pathways. It showed how inadequate provision undermines independence, contributes to deterioration in physical and mental health, and delays discharge.
The APPG for Disability Equipment report about community equipment services described the system as inconsistent, underinvested, fragmented and lacking leadership. It identified staff shortages, supply chain weaknesses, recycling delays, dependency on single contracted providers, and widespread dissatisfaction among users and carers with current provision.
Peers shared examples illustrating the impact of delays and bureaucratic barriers. Lord Harries recounted the case of Rhys Porter, a young man with cerebral palsy who went two years without essential equipment, leaving his family to manage unsafe manual handling that put them all at risk.
Peers described consequences including loss of independence, avoidable deterioration in health, delayed hospital discharge, social isolation, and increased pressure on carers.
The Wheelchair Alliance report further documented how inadequate equipment provision leads to preventable complications and unnecessary healthcare use.
Several peers, including Baroness Lane‑Fox, highlighted how wheelchair and equipment provision affects employment. She argued that these services form part of the national employment infrastructure because many disabled people cannot access or sustain work without the right equipment.
Baroness Lane-Fox stated: “We often file wheelchair and CES services under health and social care; in reality, they ought to be part of our national employment infrastructure. When services fail, people don’t just lose their mobility, they lose their ability to contribute.”
Delays and unsuitable equipment prevent people from accepting job offers, participating in education, or contributing to the workforce.
Lord Rennard expanded on this point, stating: “Fundamentally, what we need to address is balancing the costs of the provision of wheelchairs and community equipment with long‑term benefits including preventing accidents, reducing the need for health care intervention in future, enabling people with disabilities to work, pay taxes, and reduce their dependency on benefits, whilst at the same time significantly increasing emotional wellbeing for many families.”
Concerns were raised about outdated or unsuitable NHS‑provided wheelchairs. Several peers noted that many commonly issued models remain heavy, steel‑framed, and difficult to transport, contrasting them with modern lightweight designs.
Assessments were criticised for failing to consider lifestyle, employment, and daily activity needs; in some cases, users were forced to purchase their own equipment. Baroness Brinton recounted her own experience of being deemed ineligible for an electric chair despite clinical advice, ultimately having to privately fund her own wheelchair.
Baroness Brinton and Lord Rennard highlighted structural weaknesses in commissioning and procurement. The APPG for Disability Equipment recommended more strategic commissioning practices, better alignment between local authorities and ICBs, and improved oversight to ensure service continuity and quality.
The APPG report identified additional challenges:
These issues undermine quality, consistency, and long‑term service sustainability, with direct implications for both users and providers.
Across the House, peers argued for a national strategy to address variation, modernise equipment provision, improve commissioning, and introduce clearer accountability. Suggestions included national leadership and oversight, standardised eligibility and quality criteria, a shift from lowest‑cost procurement to value‑based procurement, and long‑term investment to support modernisation and prevent system fragility.
Lord Hunt argued that many issues could be resolved with national coordination, while Lord Shinkwin and others warned that current failures represent a false economy.
Responding for the UK Government, Baroness Merron acknowledged the problems described but emphasised that responsibility for commissioning wheelchair and community equipment services lies primarily with ICBs and local authorities.
She stated that there are no plans to publish a national strategy for wheelchair provision. Instead, she pointed to existing frameworks such as the Wheelchair Quality Framework, the NHS 10‑year health plan, and Personal Wheelchair Budgets, which are intended to support local improvement.
Baroness Merron acknowledged persistent delays, citing pandemic‑related backlogs and fluctuating referral rates. She highlighted requirements for ICBs to reduce waiting times over 18 weeks and eliminate 52‑week waits, with performance monitored through the Community Health Services Situation Report.
She also emphasised the need for integrated working between ICBs and local authorities, stating that improvements must be driven locally through existing structures rather than through a new national strategy.
The latest NHS Supply Chain (NHSSC) supplier webinar, held on 3 December 2025, provided essential updates for suppliers on cybersecurity compliance and sustainability expectations. The session, part of NHSSC’s regular information series, featured speakers from its Cyber Security and Sustainability teams, offering insight into upcoming requirements that suppliers will need to meet to remain eligible for tenders and contracts.
Jennie Lewis, Cyber Security Compliance Coordinator at NHS Supply Chain, led the session’s opening presentation on supplier cybersecurity. She outlined NHSSC’s adoption of the UK Government’s Procurement Policy Note (PPN) 014, which sets out new baseline security expectations for all suppliers in scope.
All suppliers handling personal information or providing ICT systems and services will be required to demonstrate compliance with Cyber Essentials Plus — a government-backed certification that confirms an organisation has robust cybersecurity controls in place. Certificates must be renewed annually and verified through an external audit. Suppliers can confirm certification validity via IASME, the national accreditation body.
Suppliers processing NHS patient data will also need to complete the Data Security and Protection Toolkit (DSPT), an NHS England-mandated self-assessment to evidence responsible data handling and compliance with information governance standards. For questions on data or security requirements, suppliers can contact cybersecurity@supplychain.nhs.uk.
Where suppliers do not yet hold Cyber Essentials Plus or DSPT certification, NHS Supply Chain has introduced an Information Security Third Party Questionnaire (ISTPQ). This pass/fail assessment, completed at the Supplier Questionnaire stage of a tender, will be reviewed by NHSSC’s Cyber Security Team to assess equivalency to Cyber Essentials standards. NHSSC will take a risk-based approach to non-compliance, weighing the criticality of the product or service against potential cyber risk. However, suppliers without certification may face reduced opportunities for participation in future tenders.
The Cyber Security Team also confirmed that NHS England will be notified of any vulnerable or insecure products or services identified through this process, as part of broader efforts to strengthen supply chain resilience across the NHS.
The second presentation, delivered by Jade Gaffney, Sustainability Advisor, and Heidi Barnard, Head of Sustainability, explored the Evergreen Sustainable Supplier Assessment, one of five key sustainability criteria suppliers must meet. The “Five Asks” — covering Carbon Reduction Plans, Social Value, the Evergreen Assessment, Horizon Scanning, and Modern Slavery — are central to NHS England’s net zero and sustainability strategy.
From 1 April 2026, all suppliers bidding for new NHSSC tenders will be required to achieve Evergreen Level 1 or above. Level 1 aligns with the Carbon Reduction Plan requirements, meaning suppliers must publicly commit to achieving net zero carbon emissions by 2050 for all scopes. Suppliers unable to meet this requirement will remain eligible for existing contracts but may be excluded from new tenders after this date.
The Evergreen Assessment is hosted on the Atamis platform, accessible under the Information section. NHSSC advised suppliers to ensure their Evergreen submission is correctly linked to their Atamis account to prevent data visibility issues. Annual updates are mandatory, with no automatic reminders issued. Suppliers gathering Scope 3 emissions data should enter “0” placeholders where figures are unavailable, ensuring the assessment remains complete. Queries about sustainability assessments can be directed to sustainability@supplychain.nhs.uk.
The Evergreen framework supports NHSSC’s goal of embedding environmental accountability throughout its supply base, ensuring that procurement decisions contribute directly to the NHS’s wider sustainability and net zero commitments.
The British Healthcare Trades Industry Awards returned in style on 4 December 2025, bringing together organisations from across the healthcare and assistive technology sectors for an evening of recognition, pride, and celebration in the heart of Sheffield.
With a sold‑out room at the prestigious Cutlers’ Hall, a buzzing atmosphere, and a brilliant host in Dr Phil Hammond, this year’s awards showcased the incredible dedication, compassion, and innovation driving our industry forward.
Guests were welcomed by David Stockdale, Chief Executive of the British Healthcare Trades Association (BHTA), who opened the evening with heartfelt thanks to nominees, judges, sponsors, and attendees. His message set the tone for the night: recognising the exceptional commitment and skill behind every submission and celebrating the people and organisations working tirelessly to improve lives every single day.
Dr Phil Hammond then took to the stage, bringing his trademark humour and warmth, keeping the energy high and the room laughing as the awards got underway.
A huge thank you goes to our event sponsors, including headline sponsor Verlingue, a long‑standing supporter of our work and which offers the BHTA member insurance scheme. We also thank our category sponsors P3 People Management and Foundations for helping make this year’s event possible.
With a three‑course dinner, three rounds of awards, a charity raffle in support of Sheffield Young Carers, and a DJ closing the night, the evening was a true celebration of collaboration, community, and excellence.
Below is a full round‑up of the outstanding winners recognised at this year’s British Healthcare Trades Industry Awards 2025.
Winner: Liam Bembridge – Gainsborough Healthcare Group
Highly Commended: Brandon Williams – Stiltz Homelifts
The Rising Star category shone a spotlight on exceptional emerging talent. Brandon Williams was recognised for his leadership, technical skill, and the measurable improvements he has driven across his team.
The overall winner, Liam Bembridge, impressed judges with his ability to fuse hands‑on expertise with innovative thinking, strengthening Gainsborough’s reputation for quality while inspiring those around him. A truly deserving Rising Star.
Winner: Ross Care
Ross Care captured this award through its transformative Community Health & Engagement programme, which blends advocacy, education, and compassionate support. Judges were particularly impressed by its holistic approach and the lasting social impact it is creating across the communities it serves.
Winner: The Occupational Therapy Show
Voted for by BHTA members, The OT Show stood out for its exceptional organisation, strong educational content, and the collaborative spirit it fosters. Bringing together thousands of professionals, it continues to be a cornerstone event for the health and care community.
Winner: Raybloc
Raybloc impressed the judging panel with its relentless commitment to innovation and product excellence. The manufacturer’s advanced smart‑glass technology, LED‑lit warning systems, and dedication to quality and safety demonstrate leadership in modern manufacturing, underpinned by meaningful community engagement and an education‑first mindset.
Winner: H&M Bathlifts
H&M Bathlifts was recognised for the sustainability‑focused design of the Kanjo Bathlift, championing environmental responsibility without compromising on quality. Its extended warranty model reduces waste, while its recyclable packaging and low‑emission logistics cemented its win as a true leader in sustainable product development.
Winner: Abacus Gemini MX Bath – Gainsborough Healthcare Group
This award honours products that empower greater independence and dignity. Abacus delivered exactly that through the latest Gemini MX Bath, incorporating direct user feedback into its design. The judges were particularly struck by its impact on children and young people, supported by compelling testimonials demonstrating the real‑world difference it makes to families.
Winner: Wheelfreedom
Although unable to attend the ceremony, Wheelfreedom secured the award thanks to its exceptional multidisciplinary approach, which includes engineers, clinical assessors, and customer service specialists working in tandem. Its robust care cycle, spanning consultation to aftercare, illustrates a deep commitment to customer wellbeing.
Winner: Medequip’s Wellbeing Team
Medequip’s Wellbeing Team stood out for their proactive, structured, and inclusive initiatives that uplifted their entire organisation. From training more than 90 mental health first‑aiders to expanding neurodiversity awareness and driving staff volunteering, the team has embedded a culture of empathy and support, making an admirable, measurable impact.
Winners: Stephen Perry and Jean Hutfield
This prestigious category honours individuals whose decades‑long dedication has shaped our sector.
Stephen Perry
With over 43 years of service in mobility and healthcare, Stephen has been a driving force for innovation, accessibility, and ethical practice. His work across organisations – including Keep Able, Freerider UK, and Electric Mobility – and his later leadership at the BHTA have left a profound and lasting legacy.
Jean Hutfield
Jean’s 50‑year career, including four decades in community equipment, has transformed understanding and recognition of equipment services across the UK. Her influential leadership as Chief Executive and long‑standing Chair of NAEP has strengthened partnerships, professional standards, and patient outcomes nationwide.
Both winners embody the spirit of service, leadership, and compassion at the heart of our industry.
A heartfelt congratulations to all of our winners, nominees, and finalists. Each one represents the best of our sector: innovation, dedication, and an unwavering commitment to improving people’s lives.
Our sincere thanks also go to our judging panel, our sponsors, and everyone who attended the 2025 BHTA Awards Evening. Your passion and support are what make this industry so exceptional.
We look forward to celebrating with you again in 2026. Until then, thank you for helping us champion better, safer, and more inclusive healthcare for all.
One year after the launch of the Design for Life (DfL) Roadmap, NHS England (NHSE) and the Department of Health and Social Care (DHSC) have published a joint update highlighting substantial progress towards building a circular economy for medtech by 2045.
With around two-thirds of the programme’s 30 actions now underway and the DfL collaborative more than doubling in size, the past year has marked a significant shift in national focus on sustainability, innovation, and procurement transformation across the health system.
To help BHTA members understand how this work is evolving, this article summarises key developments across the six DfL problem statements that structure the programme.
For background on the initiative and the opportunities it presents for medtech suppliers, you can also read our earlier article: ‘How the Design for Life programme is opening new opportunities for medtech suppliers’.
DfL has prioritised developing clear direction for the transition to circular solutions. Over the past year:
Shifting mindset and culture remains a core focus. This year:
Work to embed circularity into procurement and commercial frameworks has accelerated:
DfL has focused on identifying regulatory barriers that may hinder circular solutions:
Building the infrastructure required for a circular medtech system is now a key priority:
DfL continues to build the research and innovation pipeline that will underpin future circular solutions:
Over the next three years, DfL will move from research and insight towards delivering tangible tools, standards, and frameworks to support system‑wide adoption of circularity. Five new working groups, covering behavioural change, commercial strategies, regulation and standards, physical infrastructure, and research coordination, will help guide this next phase.
The DfL website will continue to provide updates, and BHTA will share further information with members as new resources, guidance, and opportunities become available.
The Scottish Government has set an ambitious target for the nation’s life sciences sector — to achieve £25 billion in turnover by 2035. Its newly published ‘Life Sciences Strategy for Scotland: 2035 Vision’ outlines a roadmap for growth built on collaboration, innovation, and sustainable manufacturing.
For BHTA members operating in the life sciences and medical technology sectors, this strategy highlights several areas of direct relevance — from health technology development, to advanced manufacturing, and closer NHS collaboration.
Launching the strategy, Scottish Government Business Minister Richard Lochhead said: “Our ambition is to make Scotland’s life sciences industry the best in the world. With a highly skilled workforce, world-class research base, and an already thriving ecosystem, this strategy provides the framework to deliver sustainable economic growth while improving health outcomes.”
The Scottish Government defines the life sciences sector broadly, covering human, animal, microbial, and plant sciences. Many of these areas overlap directly with the expertise of BHTA members involved in medical devices, digital health, assistive technologies, and healthcare manufacturing.
Key growth areas highlighted in the strategy include:
These sub-sectors form a strong foundation for Scotland’s “Northern Star” network of life sciences clusters, spanning centres in Glasgow, Edinburgh, Dundee, and Aberdeen, with innovation hubs across the Highlands and Islands. Each region contributes to a nationwide ecosystem supporting manufacturing, digital health, and R&D collaboration.
For BHTA members — especially medical device manufacturers and healthcare technology providers — several initiatives within the strategy are particularly relevant:
These initiatives collectively aim to strengthen the connection between innovation, regulation, and adoption — helping manufacturers translate new ideas into accessible products that improve patient outcomes.
The strategy also places a strong focus on areas that align closely with the priorities of BHTA members:
By combining these elements, the strategy sets the stage for a more connected, data-driven, and sustainable life sciences sector — one in which medical device and technology manufacturers play a vital role in driving innovation and improving health outcomes across Scotland.
On 26 November 2025, Chancellor of the Exchequer Rachel Reeves presented the Autumn Budget, setting out measures that will affect healthcare and assistive technology businesses across the UK. Below, the BHTA outlines the announcements most relevant to members.
Tendo has also summarised the key announcements from the Budget on behalf of the BHTA. Download Tendo’s overview here.
From 1 April 2026, the National Living Wage will rise from £12.21 to £12.71 per hour. The National Minimum Wage for 18 to 20-year-olds will increase from £10 to £10.85.
BHTA recognises the importance of supporting lower-income workers; however, these increases may place additional financial strain on members, particularly smaller companies and those working under fixed-price contracts with the NHS and local authorities, where there is little scope to recover these costs.
From 1 April 2026, business rates bills in England will be updated following a 2026 revaluation. The small business multiplier will fall to 43.2p, and the standard multiplier to 48p, in 2026–27.
The government will also introduce two permanently lower retail, hospitality, and leisure (RHL) multipliers for eligible properties with rateable values below £500,000, set at 38.2p for the small business rate and 43p for the standard rate. A high-value multiplier of 50.8p will apply to properties with rateable values of £500,000 and above.
To help businesses adjust, Transitional Relief caps will limit annual increases in bills, with lower caps for smaller properties and higher caps for larger ones. For example, properties with rateable values up to £20,000 (£28,000 in London) will see increases capped at 5 percent in 2026–27, while properties over £100,000 could see rises of up to 30 percent before tapering down.
Additional support will include a one-year Transitional Relief supplement of 1p for ratepayers not receiving Transitional Relief or the Supporting Small Business scheme. From April 2026, the 2026 Supporting Small Business scheme will cap bill increases for the smallest businesses losing small business rates relief or rural rate relief at £800 or the relevant transitional cap, and will support those losing RHL relief for three years. The 2023 Supporting Small Business scheme will be extended for one year in 2026–27.
Most BHTA members are likely to see some increase in business rates from April 2026. The greatest impact is expected for members operating large warehouses, manufacturing sites, distribution centres, or high-value premises where revaluations are likely to push bills higher. Retail-focused members with premises below £500,000 may benefit from the lower RHL multipliers, and smaller businesses losing existing reliefs will receive some protection through the Supporting Small Business schemes.
The Chancellor announced £725 million for the Growth and Skills Levy to support apprenticeships, including a commitment to fully fund SME apprenticeships for eligible people under 25.
This represents an opportunity for BHTA members to bring in new talent and support the development of the healthcare and assistive technology workforce. The BHTA welcomes this investment in skills, particularly as many members have reported sustained cost pressures in recent years.
From April 2028, a new mileage-based Electric Vehicle Excise Duty will require electric and plug-in hybrid drivers to pay per mile alongside standard Vehicle Excise Duty. Electric cars will pay half the petrol and diesel rate, and plug-in hybrids will pay half of the electric rate. The government will also provide 100 percent business rates relief for 10 years on separately assessed electric vehicle charging points and electric vehicle-only forecourts.
For BHTA members using electric or plug-in hybrid vehicles, the new duty will increase running costs, particularly for high-mileage or multi-vehicle fleets. Members investing in charging points may benefit from the 10-year business rates relief on charging infrastructure.
David Stockdale, Chief Executive of the British Healthcare Trades Association, said: “For our members, this Budget is a mixed picture.
“The uplift to the National Living Wage, the commitment to fully fund SME apprenticeships, and some targeted business rates relief are positive in principle, but they sit alongside higher wage bills, rising rates for many industrial sites, and ongoing uncertainty in the wider health and care system.
“Ahead of the Autumn Budget we called for fair and sustained investment in community equipment and wheelchair services, greater funding for home adaptations, and the removal of VAT on public access defibrillators. None of these priorities have been addressed; in particular, the failure to scrap VAT on defibrillators is a missed opportunity to support thousands of local fundraising groups and make lifesaving equipment more affordable in communities across the UK.
“We will continue to work with ministers, officials, and parliamentarians to press for fair funding, a sustainable commissioning model, and the removal of barriers such as the defibrillator tax so that BHTA members can keep delivering the products and services that people rely on every day.”
NHS Supply Chain (NHSSC) has confirmed the approval of its Modernisation Programme, a multi-year initiative designed to update and strengthen its operations across procurement, logistics and supply management. Alongside this, it has introduced a set of Buying Principles that outline how it will approach purchasing decisions and work with suppliers.
The Modernisation Programme is structured to enhance the organisation’s commercial capability, update procurement systems, and support improved product and service pathways. According to NHSSC, the programme will involve strengthening digital tools, improving processes, and supporting greater consistency across procurement activities. It is intended to ensure that procurement is more efficient, transparent, and aligned with national objectives.
NHSCC says that the Modernisation Programme will enable it to make a step change in its ability to serve the NHS and patients across England, by investing in IT and supply chain infrastructures through a multi-year programme.
Andrew New, Chief Executive Officer of NHS Supply Chain, commented: “This investment will be used to grow the value of our procurement and delivery services to meet the needs of all of our service users and stakeholders in a resilient and modern system-centric way.
“It will also enable us to address our critical IT resilience risks, as well as delivering our commitment to return a minimum of £1 billion of recurring annual value to the NHS by 2030.”
A short explanatory video released by NHSSC highlights several areas of development within the programme, including improvements to digital infrastructure, enhanced data visibility, and refined systems intended to deliver better outcomes for the wider NHS. The programme is described as a significant step in preparing NHSSC for future demands on procurement and supply management.
NHSSC has also published its new Buying Principles, outlining the standards and considerations that guide purchasing decisions. These principles state that buying decisions will be evidence-based, transparent, and designed to provide value for money while supporting the needs of the NHS.
The principles include commitments to consistency, fairness, and long-term value, as well as an emphasis on quality and ensuring that procurement decisions contribute positively to patient care. NHSSC notes that the updated approach is intended to improve clarity for suppliers, offering a clearer framework for how purchasing decisions are made.
While the principles are high-level, they directly relate to suppliers by setting expectations for the evaluation of goods and services. NHSSC states that the principles will support more efficient, transparent decision-making and give suppliers greater visibility of the factors that influence category strategies and contracting.
The Modernisation Programme states that the new Buying Principles and modernisation activities will help create clearer pathways for engagement with suppliers. The principles indicate that suppliers should expect NHSSC to apply consistent criteria and evidence-based methods during procurement exercises.
The Modernisation Programme includes changes to digital tools and commercial processes that will support enhanced interactions with suppliers. These developments are framed as improvements to the way NHSSC manages sourcing, contracting, and ongoing supplier relationships.
The BHTA joined NHS Supply Chain’s (NHSCC) latest supplier webinar on 12 November 2025 to hear updates on key procurement developments. The session provided practical information to help suppliers understand upcoming changes, maintain compliance with NHS procurement standards, and engage more effectively with NHSCC.
Matthew Griffin, Head of Procurement Operations, outlined how NHSCC is helping suppliers adapt to changes brought about by the Procurement Act 2023. A series of new user guides, short videos, and updated website content has been created to make information easier to access. For more information and access to these supplier resources, visit the NHSCC suppliers section.
Matthew also emphasised NHSCC’s increasing focus on cyber security, with new requirements to safeguard systems and sensitive data. A dedicated section on the website provides guidance on meeting these standards. He highlighted the importance of early engagement with the UK Accreditation Service (UKAS) and recommended suppliers familiarise themselves with the Contract and Tender Process pages.
The updated procurement calendar was also noted as a useful tool showing NHSCC’s current and upcoming contract pipeline.
Tim Plackett, Performance and Risk Manager, underlined the importance of keeping supplier information up to date within the Central Digital Platform (CDP). Suppliers should ensure their company and product details, including insurance certificates, accreditations, and financial standing, remain current. This supports smoother tenders and contract management.
Tim encouraged suppliers to provide as much detail as possible, stating to suppliers that a good rule of thumb is to assume buyers know nothing about them. He clarified that Supplier Economic and Financial Standing (EFS) is not a pass or fail measure, but it may affect how NHSCC works with individual suppliers.
Category managers can also provide product data extracts at contract level to suppliers, including some information about competitors, though these exclude sensitive commercial information.
Byron Vincent, Head of Performance and Business Management, presented the Buying Principles, which reflect NHSCC’s commitment to more sustainable, fair, transparent, and effective procurement. The principles form part of NHSCC’s wider modernisation programme and align with national health objectives under the NHS 10-Year Plan.
Centred around three ambitions – Buy Smart, Supply Right, and Partner Expertly – the framework aims to deliver £1 billion in cumulative value to the NHS by 2030. Byron explained that NHSCC will place greater emphasis on value-based procurement, assessing the total value of products and services rather than focusing solely on cost.
The seven buying principles are:
The British Healthcare Trades Association (BHTA) is calling on the UK Government to deliver fair and sustained investment in the healthcare and assistive technology sectors ahead of the Autumn Budget, due to be announced on 26 November 2025.
The BHTA is urging government to act on the findings of the recent All-Party Parliamentary Group for Access to Disability Equipment report. The report highlights systemic failures leaving thousands without the essential equipment they need. Targeted, long-term investment from the government in community equipment services would ensure that people receive timely support, while reducing pressure on hospitals and enabling more individuals to live independently at home.
A recent BBC article exposed widespread delays in NHS wheelchair services, leaving many people waiting months or even years for appropriate equipment. BHTA and industry partners have called for increased funding for Personal Wheelchair Budgets, to ensure individuals can get access to the right chair for their needs.
BHTA members that provide wheelchair services to the NHS are constantly battling underfunding and increased service demand, which impacts their ability to deliver timely, high-quality care. Increased government funding would not only ease this pressure but also enhance the overall efficiency and sustainability of these vital services.
The BHTA continues to lead the national call to remove VAT on public access defibrillators through its Scrap the Heart Restart Tax campaign. This is a simple, cost-effective measure that would immediately make life-saving equipment more accessible in communities across the UK.
The issue is also gaining political momentum, following a recent debate in Parliament where MPs voiced strong support for removing the tax. The association welcomes this cross-party attention and urges the government to act swiftly to implement this crucial reform.
The BHTA also calls for greater funding for home adaptations. Evidence from an Age UK report highlights that delays in home adaptations are forcing older people into residential care unnecessarily, demonstrating that timely adaptations help people remain safe and independent in their homes for longer. Increasing Disabled Facilities Grant (DFG) funding would allow more people to access high-quality adaptation equipment suited to their needs – from stairlifts and homelifts to accessible bathing solutions and grab rails – reducing long-term costs for the NHS and social care systems.
David Stockdale, Chief Executive of the BHTA, commented: “We can’t build a fair and sustainable health system without investing in the organisations that make it possible.
“From ensuring access to life-saving defibrillators to funding the right wheelchair for every person in need, these aren’t luxuries – they’re essentials.
“The Autumn Budget is the government’s opportunity to show that it values ethical innovation, fair access, and the health of every individual.”
The British Healthcare Trades Association (BHTA) has welcomed APA Parafricta as a new member, which manufactures garments and bedding to prevent pressure injuries.
The BHTA recently caught up with Claire Cotes, Managing Director at APA Parafricta, to learn more about how the firm’s patented low-friction garments and bedding prevent pressure injuries and how BHTA membership offers valuable advice and guidance on challenges such as net zero compliance and the Drug Tariff Renewal process.
Claire originally qualified as a chartered management accountant while working at Black and Decker, after completing a business studies degree in Newcastle. After having children, she worked part-time as the office manager for a local builder and then ran her own catering business.
This background in finance and business led to Claire joining APA Parafricta in January 2020, during covid. She became Managing Director in 2022.
“Working in the healthcare industry has certainly reassured me I didn’t miss my calling as a nurse, and I have nothing but admiration for anyone working in a clinical role,” she added.
Claire explained that while most people would, unsurprisingly, assume that pressure ulcers are caused solely by pressure, friction and the associated shearing is actually a big part of the process.
As a manufacturer of garments and bedding to prevent pressure injuries, Claire said that APA Parafricta is the only company to focus on this.
“We developed and patented our unique low-friction fabric, and this is the main component in all of our undergarments, bootees, and bed sheets. We have hospitals who have used the bootees for over 10 years and have never had a hospital acquired heel pressure ulcer whilst using them, so we know they work!”
Claire also commented that she has spoken to tissue viability nurses who have remarked that using APA Parafricta’s undergarments have “literally changed their wheelchair users’ lives” by stopping recurrent pressure ulcers.
“It’s hugely satisfying to know that our products actually make such a difference,” continued Claire. “The products are washable and reusable and are available on FP10.”
Claire noted some of the difficulties around net zero demands and carbon reduction plans for SMEs and how the BHTA can support in these areas.
She explained: “Demands for net zero and carbon reduction plans are constantly looming, and the expectation seems to be to spend thousands on consultancy, despite the NHS claiming to be SME-friendly. I’m very aware of “not knowing what I don’t know” so I hope the BHTA will be useful for that.”
Claire added that BHTA membership was recommended to her by an associate for the purpose of expert guidance through the new Drug Tariff Renewal process.
“When trying to achieve adoption into new hospital trusts, “not invented here syndrome” is a recurring issue, which I know other companies face, and we certainly can’t overcome that issue alone,” Claire added.
Looking ahead, APA Parafricta is looking forward to all of the events arranged for Stop the Pressure week (17-21 November 2025). In addition, Claire said that the company is constantly exploring ways to improve its products and make them relevant to a wider audience.
To find out more about how the BHTA can support your business and how to become a BHTA member, visit this page.
The Health and Safety Executive (HSE) has launched a call for evidence to review the Lifting Operations and Lifting Equipment Regulations 1998 (LOLER).
The consultation invites input from manufacturers, importers, suppliers, duty-holders, users, and other interested organisations.
The HSE’s review seeks to ensure that the regulations remain effective, proportionate, and aligned with modern technologies. It aims to identify any unnecessary burdens placed on businesses while maintaining the high standards of safety that LOLER helps to ensure. The consultation will examine whether the scope and application of LOLER continue to be fit for purpose and whether updates are needed to reflect new types of equipment, processes, or industry practices.
LOLER applies to any organisation that owns, operates, or supplies lifting equipment, including those involved in the manufacture and use of patient-handling equipment, hoists, slings, and other devices used in healthcare settings.
These regulations require every lifting operation to be properly planned, supervised, and carried out by competent persons using suitable and well-maintained equipment. In many cases, equipment must also undergo regular ‘thorough examinations’, with records retained for inspection — all of which create important, but often resource-intensive, compliance obligations for businesses.
For BHTA members, particularly those manufacturing or supplying patient handling products, this consultation offers an opportunity to share practical insights and evidence about how LOLER works in practice. Manufacturers and suppliers are encouraged to consider whether the current definitions of ‘lifting equipment’ and ‘lifting operations’ remain appropriate in the context of modern assistive technologies.
There may also be scope to comment on whether inspection intervals or reporting requirements could be made more flexible without compromising safety, or whether advances in product reliability and design might justify a more risk-based approach.
The review may also consider how LOLER interacts with other legislation, including the Supply of Machinery (Safety) Regulations and the Provision and Use of Work Equipment Regulations (PUWER). Given the increasing use of powered and automated lifting devices in healthcare environments, the HSE is keen to gather feedback on how the regulatory framework could evolve to reflect innovation while continuing to protect patients and care staff.
The consultation remains open until 11 November 2025. The BHTA encourages all members affected by LOLER, particularly manufacturers and suppliers of patient handling equipment, to take part in this important consultation. Respond to the consultation here.
A new report, published today by the All-Party Parliamentary Group (APPG) for Access to Disability Equipment, reveals a national crisis in community equipment services.
The BHTA and Newlife, supported by Tendo, helped parliamentarians launch the APPG for Disability Equipment Access. The BHTA continues to support the APPG for Access to Disability Equipment.
The new report details findings from the APPG’s inquiry into community care equipment and barriers to access.
Community equipment provides children, adults, and elderly people with disabilities or temporary care needs with often vital equipment, such as harnesses, grabrails, and hoists. However, the report has found that almost three-quarters of people feel that systems providing community equipment is not meeting their needs.
According to the report, the crisis is leaving thousands of vulnerable people without the essential medical equipment they need to live safely and independently. The summer-long inquiry found the issue is systemic. The sector is unable to innovate and is held back by a creaking system, carers are unable to dedicate sufficient time towards patients, and patients themselves reporting the system simply does not work for them.
The report has found evidence of users waiting months and sometimes years for critical care assessments and access to critical medical equipment.
Entitled ‘Barriers to Accessing Lifesaving Disability Equipment’, the report found that:
Commenting on the report findings, David Stockdale, Chief Executive of the BHTA, said: “This report exposes the long-term, systemic challenges that those of us in the sector have been raising for years.
“The entire sector is committed to ensuring people have access to safe, high-quality equipment when they need it, but the lack of national oversight, inconsistent local commissioning, and insecure funding are undermining that goal.
“We urgently need a coordinated national approach that provides clear accountability, consistency across local areas, and robust, long-term investment. This report should serve as a catalyst for reform, ensuring the essential services that so many rely on are properly supported, resourced, and fit for the future.”
The APPG inquiry that fed into the report ran between July and September 2025. It has uncovered widespread evidence of systemic and in many cases unsafe delays.
The report found the crisis is in part caused by regional inequalities and the lack of national accountability, direction, and leadership. It concludes that long-term systemic fragmentation, underinvestment, and absence of political leadership are leaving vulnerable people and their families without the basic tools they need for dignity and independence.
To tackle the crisis, MPs on the APPG are calling on the UK Government to work with patients, carers, and industry to launch a dedicated strategy for community care equipment, overseen by a named Minister with clear responsibility for its delivery.
Launching the report in Parliament today, Daniel Francis MP, Chair of the APPG, said: “Across hundreds of testimonies, one message came through loud and clear: the system designed to support disabled children and adults is failing them. It is failing to deliver equipment on time, failing to provide the right support, and failing to listen to the very people it exists to serve.
“Under the current system we’re seeing children missing school, adults being forced out of work and carers injuring themselves. It’s failing patients, carers, and the sector alike, and it’s high time for the Government to get a grip.
“Access to community equipment is not privilege, it’s a daily necessity. We need a National Strategy for Community Equipment and clear leadership and accountability in its delivery. Ensuring everyone is given the right support at the right time is simply a matter of political will and commitment.”
The inquiry heard from 626 survey respondents, including equipment users, parents, carers, professionals, and suppliers. Many described a system that “barely scrapes the barrel of what people actually need to live their everyday lives”.
One equipment user told the APPG: “The delay has disabled me more and had a really negative impact on my mental health.”
Another parent said: “My child is being stunted by unsuitable equipment, missing vital years of development.”
Key report recommendations to government include reform funding and commissioning to focus on quality, not just cost, and support sustainable innovation, alongside reduce waiting times and delays through workforce investment and better coordination between the NHS and local authorities.
In addition, the report suggests that the government improves communication and transparency with families and carers through a national framework and central data monitoring; strengthens reuse and recycling systems so equipment no longer sits unused while others go without; and creates a National Advisory Board to give equipment users and carers a real voice in service design and delivery.
The British Healthcare Trades Association (BHTA) has welcomed Urathon as a new member, which provides high-quality community equipment that helps people live more independently and comfortably.
The BHTA recently caught up with Lucy Carson, COO & Finance Director at Urathon, to learn more about the firm’s commitment to quality community equipment; future plans; and the value it sees in joining the BHTA’s trusted network that offers industry support, shared values, and opportunities for collaboration and development.
Lucy has gained experience across a diverse range of industries, from working with a company that owned a chain of 150 pubs and clubs, to a large corporate wire and cable manufacturing business, and more recently, a small local printing firm.
“My roles have always been rooted in finance and accounting, giving me a strong understanding of both large-scale operations and close-knit, community-driven businesses,” she explained.
Urathon is a community equipment provider that works with local authorities, healthcare providers, and retail partners to make sure its products truly meet the needs of the people who use them.
“Our focus has always been on quality, innovation, and care — making a real difference in everyday life,” Lucy said.
Urathon recently welcomed two university graduates to the team, who are helping elevate the provider’s marketing and social media presence while also supporting sales efforts. Lucy enthused: “It’s been great bringing in some fresh ideas and energy!”
Lucy explained when she came across the BHTA: “I first heard about the BHTA when I saw all the fantastic support they were offering following the collapse of NRS, and it really highlighted how valuable the association is to our industry.
“It showed me that the BHTA isn’t just about membership — it’s about community, guidance, and standing together as a sector.”
For Urathon, being a BHTA member means that the company is part of a trusted network that shares its values of quality, integrity, and professionalism.
The BHTA also provides timely access to industry insights, best practices, and networking opportunities that are not available elsewhere, which will all help Urathon grow and continue improving the services it offers to customers.
Urathon will be attending the OT Show for the first time this year and has just secured a bigger stand.
On 4 December, Urathon will be attending the British Healthcare Trades Industry Awards 2025, which provides an excellent opportunity to network and celebrate the healthcare industry’s success.
Urathon also recently achieved ISO 9001 accreditation, which is a huge milestone for the company and Lucy’s team.
Looking ahead, Urathon is excited to be launching some new and innovative products for the retail sector in 2026. The firm will be attending Naidex again next year with an even bigger stand.
Lucy also has a big aspiration for Urathon next year: “My goal is for Urathon to be nominated for a BHTA Award in 2026.”
To find out more about how the BHTA can support your business and how to become a BHTA member, visit this page.
The NHS is strengthening its commitment to innovation and efficiency through the introduction of new value-based procurement (VBP) standards for medical technology.
The Department of Health and Social Care (DHSC) has published the ‘Value Based Procurement Standard Guidance for Medical Technology’, designed for use within the NHS’s 13 VBP pilots. Although the guidance has been created to support these pilot projects, it also provides valuable insights and practical applications for the wider medical technology sector.
The guidance is intended for use by both NHS buyers and suppliers to help assess not only the cost of medical devices but also the broader value they deliver to patients, staff, and the healthcare system.
This shift towards value-based decision-making comes alongside the government’s announcement that the NHS will invest in pioneering technology to help reduce waiting lists and improve productivity across services. Together, these initiatives aim to ensure that procurement decisions increasingly reward technologies that demonstrate measurable improvements in outcomes, efficiency, and sustainability.
The new DHSC guidance establishes a framework for evaluating medical devices across five domains: social value, efficiency, patient and staff outcomes, supply chain resilience, and purpose. A sixth factor, whole-life cost, complements these domains by ensuring that price is considered within the broader context of lifecycle value.
Under the new framework, NHS buyers are encouraged to assess tenders not solely on upfront cost but on the overall contribution a product or service makes to the health system.
Each domain can be weighted according to the needs of a particular procurement, but social value must account for at least 10 percent of the total weighting, in line with the NHS Social Value Playbook. Overall, at least 60 percent of procurement scoring must relate to the value domains, while whole-life cost is capped at 40 percent.
This marks a step away from purely price-driven procurement and towards a model that prioritises long-term outcomes, sustainability, and patient benefit.
Each of the five value domains provides a structured set of questions and evaluation criteria for buyers and suppliers. The social value domain encourages suppliers to demonstrate how they will reduce carbon emissions, manage modern slavery risks, or improve sustainability in packaging and disposal. The efficiency domain considers how a product can simplify patient pathways, increase hospital or community productivity, and support accurate measurement of outcomes. The patient and staff domain emphasises safety, patient experience, and health equity, while supply chain and purpose focus on resilience, interoperability, and ease of use.
Suppliers are expected to provide measurable, evidence-based responses that show how their technologies can deliver tangible improvements. This includes providing baseline data, real-world evidence, and models that quantify benefits such as reduced complications, improved patient satisfaction, or optimised workforce time.
The guidance is part of a wider shift within the NHS towards integrating innovation, sustainability, and productivity.
Andrew New, CEO of NHS Supply Chain, said: “Innovative technology has a vital role to play in delivering faster, simpler and more effective care for patients. Through this new approach, we can ensure that procurement not only secures the best value for money but also supports the NHS in achieving its long-term goals around efficiency, sustainability and patient outcomes.”
BHTA member companies supplying medical technology to the NHS will need to engage more deeply with buyers to demonstrate measurable value through data, evidence, and partnership. This includes clearly articulating how their products support clinical efficiency, improve patient experience, and align with NHS sustainability objectives.
The framework also highlights the importance of collaboration between suppliers, clinical teams, and procurement professionals. Bidders are encouraged to provide evidence that supports their claims, including quantitative data, modelling, and independent validation where possible.
The guidance advises buyers to ensure proportionality in their tender requirements to support the participation of small and medium-sized enterprises (SMEs) within the medtech sector.
Suppliers may wish to focus on areas such as:
By preparing evidence-rich submissions aligned to the five value domains, suppliers can better position themselves to succeed in NHS tenders under this new approach.
The VBP guidance underscores a wider movement within the healthcare system towards smarter, more sustainable procurement. As the NHS aims to make better use of technology to enhance care delivery, these frameworks are helping to ensure that procurement decisions reflect genuine long-term value.
Andrew added: “By focusing on value rather than volume, we are creating the conditions for innovation to thrive — enabling suppliers to bring forward solutions that improve outcomes for patients and deliver efficiencies for the NHS.”
The UK Government has announced enhanced collaboration between the Medicines and Healthcare products Regulatory Agency (MHRA) and the US Food and Drug Administration (FDA).
The collaboration is intended to accelerate innovation, strengthen patient safety, and reduce barriers to transatlantic market access for medical technologies and AI.
The MHRA will deepen its regulatory collaboration with the FDA, with a shared ambition to advance alignment and reciprocity.
During the Advanced Medical Technology Association conference in San Diego, MHRA Chief Executive Lawrence Tallon highlighted the agencies’ commitment to accelerating joint initiatives and policy development, supported by strategic opportunities for cooperation.
The MHRA has launched the National Commission on the Regulation of AI in Healthcare, bringing together UK and international experts, including contributors from the United States. The commission will develop recommendations to support the safe and transparent use of AI-driven medical technologies and to contribute to international alignment.
The agency has also confirmed plans for new international reliance routes designed to improve international investment and increase UK access to medical devices that have already been approved by trusted regulators, including the FDA.
According to the announcement, the reliance framework is intended to include products cleared through the FDA’s 510(k), De Novo, and Premarket Approval (PMA) pathways.
For BHTA members operating in the UK and internationally, the planned international reliance routes are expected to facilitate faster UK market access for devices already approved by trusted regulators.
The strengthened collaboration between the MHRA and FDA, together with the establishment of the National Commission on the Regulation of AI in Healthcare, signals ongoing work to align approaches to regulating medical technologies and AI.
The medtech regulatory reforms in Great Britain are intended to enter legislation in 2026 and open new reliance routes from 2027.
The Medicines and Healthcare products Regulatory Agency (MHRA), working with the Department of Health and Social Care, ran a call for evidence to inform its statutory review of the UK medical device regulatory framework.
The consultation received 123 responses from industry, trade associations, healthcare professionals, patient groups, and charities. To learn more about the consultation and see the BHTA’s full response, read this article.
As part of this work, MHRA held a workshop with trade associations, including the BHTA, to share early analysis from the responses and invite further input from stakeholders.
The figures below summarise the initial responses from stakeholders to the MHRA consultation.
When asked – How well do you think the current UK medical device regulatory framework protects public health? – most felt it offers protection to some degree, with 40 percent selecting ‘somewhat effectively’ and 35 percent ‘effectively’. A further 12 percent said ‘very effectively’. Five percent answered ‘ineffectively’, and seven percent were ‘not sure’.
To the question – On a scale where 1 = not at all effective and 10 = extremely effective, how effective are the regulations in practice? – scores clustered in the mid‑to‑high single digits, with the largest share around six to seven, and relatively few at the extremes. This indicates a broadly moderate view of day‑to‑day effectiveness.
See the slide below for views on unnecessary or excessive regulatory burdens and whether stakeholders have encountered any issues, blockers, or areas of ambiguity when using the regulations.
To the question – On a scale where 1 = not at all clear, well‑structured, or easy to navigate, and 10 = extremely clear, well‑structured, and easy to navigate, how would you rate the framework? – responses typically centred around six, with relatively few at the extremes.
When asked “Are there any overlapping, duplicative, or outdated provisions in the framework?”, 47 percent said ‘yes’, 42 percent ‘no’, and nine percent were ‘not sure’.
Views were cautious when asked: “Do the regulations provide the appropriate balance of flexibility to respond to new technologies or emerging public health issues, and robust regulatory oversight?” 42 percent disagreed and 11 percent strongly disagreed; 27 percent neither agreed nor disagreed; 17 percent agreed; and two percent strongly agreed.
Responses to the question – Do you think the current balance between what is set out in legislation and what is provided in supporting guidance appropriate? – received mixed responses. 19 percent answered ‘yes’. 28 percent felt too much sits in legislation, 21 percent felt too much sits in guidance, and 42 percent were unsure.
See the slide below for stakeholders’ views on streamlining medical device legislation.
On behalf of member companies, the BHTA welcomed MHRA’s engagement and added two pragmatic suggestions in the session:
According to discussions with MHRA, there will be further stakeholder workshops in October.
Findings from the survey and these workshops will inform the review, with a report expected early next year; all feedback will be anonymised in the final report.
The British Healthcare Trades Association (BHTA) has responded to a consultation seeking views from relevant stakeholders about the UK’s medicines and medical device regulatory framework.
Conducted by the Medicines and Healthcare products Regulatory Agency (MHRA), in collaboration with the Department of Health and Social Care (DHSC), the consultation focused on the legislation that govern the development, authorisation, supply, and oversight of medicines and medical devices in the UK. These include the Medical Devices Regulations 2002 and the Medical Devices (Fees) Regulations, which are relevant to BHTA members.
Ahead of the 19 September 2025 deadline, the BHTA invited members to share their views so that they could be included in the BHTA’s response to the consultation.
Read the BHTA’s full consultation response here.
“We strongly recommend extension of CE‑marked products in perpetuity, beyond the current 2028/2030 transition periods. The economic reality of the UK’s global market position means that patients, clinicians, and large commissioners (the NHS) will benefit most from continued acceptance of CE-marked products (which provides the most effective route to market for global/multi-national companies) AND a clear, robust, well-resourced domestic assurance route for UKCA-marked products (which provides the most effective route to market for UK-based SMEs who supply primarily (or only) the UK market).”
BHTA welcomes the intent of the medical device regulations but notes that recent uncertainty has affected companies and, ultimately, patients. Members have reported operational challenges stemming from shifting timelines for continued acceptance of CE-marked products, evolving fee structures, and a lack of clarity around the respective roles of MHRA and UK Approved Bodies.
“Businesses need predictability, appropriate advance notice, and clear regulatory pathways in order to invest confidently.”
BHTA’s view is that the regulations are broadly fit for purpose; however, MHRA resourcing and service performance must keep pace with regulatory demands. Increases in fees should be matched by measurable improvements in timeliness and quality of service delivered by the MHRA.
“Timely production of indicative fees, well before 01‑Apr‑26, will be essential… [and] quarterly or monthly payment plans for UKRPs… will be essential.”
BHTA recognises MHRA’s work towards an algorithm-based post-market surveillance cost-recovery model using GMDN level 2 categories. To help businesses plan, the association urges early publication of indicative fees well ahead of the model’s commencement on 1 April 2026.
Flexible payment options, such as quarterly or monthly plans for UK Responsible Persons acting for multiple manufacturers, would ease the transition. Any changes should be accompanied by transparent, public performance metrics and consistent delivery.
Greater clarity is required on the division of responsibilities between MHRA and UK Approved Bodies, particularly as international recognition (IR) routes are developed. BHTA supports IR in principle, but asks for timely, practical guidance on how any additional information will be collected, assessed, and used by the regulator and Approved Bodies, to avoid duplication and delay.
BHTA also advocates for closer alignment with trusted international regulators to reduce duplicative evidence requirements and restore the UK’s attractiveness as a launch market. In this context, the association supports making CE mark recognition permanent for medical devices in the UK without a time limit to stabilise supply chains, avoid unnecessary duplication, and maintain effective access.
“By aligning regulatory procedures and decision-making with international standards, the UK can offer businesses greater predictability, minimize duplication of evidence requirements, and accelerate product entry into the market. We firmly support the continued acceptance of CE-marked medical devices in the UK without a time limit.”
“The existence of separate legislation for medical devices in Great Britain and Northern Ireland creates an unnecessary burden. Differing requirements and duplicated regulatory submissions add complexity, raise compliance costs, and discourage innovation. This regulatory split can delay the availability of new devices in one or both regions, without delivering any clear improvements in safety or quality.”
In response to the MHRA’s question about unnecessary and excessive regulatory burdens, the BHTA also calls for improved access to expert, ‘actual-human’ advice alongside digital portals, so registrants can resolve complex issues more efficiently without ad-hoc escalation.
BHTA further supports DHSC/MHRA work to enable reuse of appropriate single-use Class I medical devices, where safe, as part of a pragmatic approach to sustainability, cost control, and patient access.
“Keeping regulatory detail to a minimum while expanding on it within guidance allows MHRA to respond more rapidly and effectively.”
To keep pace with technology and public health needs, BHTA favours placing more technical detail in guidance rather than in legislation. Guidance can be updated more rapidly, allowing regulators and industry to respond quickly while maintaining safety. The association also encourages early and continuous engagement with stakeholders in the development of guidance, reflecting lessons from the pandemic period when temporary flexibilities were introduced without major issues.
Our response: New regulations made under the Medicines and Medical Devices Act (MMDA)
“The shift to a cost‑recovery model occurred while MHRA was dealing with significant backlogs… any fee increases should be accompanied by more consistent and prompt delivery of MHRA services.”
The BHTA has engaged with several statutory instruments made under the Medicines and Medical Devices Act, including changes to fees and extensions for CE-compliant devices in Great Britain. Operation to date is assessed as ‘somewhat effective’. However, the shift to cost recovery coincided with backlogs, underlining the need for clear communication, adequate resourcing, and stronger performance management. Any fee increases should be accompanied by timely services and enhanced staff capability.
“We strongly support MHRA’s recent renewed openness to engagement with industry, and to proactive collaboration.”
The BHTA emphasises that MHRA having ongoing dialogue with industry and patients will help ensure that regulation and guidance are workable, support innovation, and maintain safe access to medical technologies.
The wheelchair sector has responded to a recent BBC news report that highlights how thousands of people across the UK are experiencing long waiting times for crucial mobility equipment, as the NHS faces tighter budgets and higher demand.
In the most recent quarter (January-March 2025) in England, 77.9 percent of children and 80.8 percent of adults received an NHS wheelchair, or a modification to their wheelchair, within 18 weeks. This is below the 92 percent target set out by NHS England.
A large contributing factor to these delays is a lack of funding from the UK Government for vital NHS wheelchair services, which means providers do not have sufficient resources to deliver them effectively and timely.
The Wheelchair Alliance is a community interest company with a goal of improving wheelchair provision in England. Its vision is to transform the experience of wheelchair users in England through improved access, quality, and effectiveness of services.
Nick Goldup, CEO of the Wheelchair Alliance, said: “The Wheelchair Alliance is working hard to ensure people receive better provision of wheelchairs through the NHS, and we often hear of long waits for appointments and receipt of a wheelchair. Wheelchair users are often faced with a complex and complicated system to navigate.
“The NHS refers regularly to the use of Personal Wheelchair Budgets (PWBs) as a mechanism to help people receive the wheelchairs they need; however, these are very limited in their application as the rules often prevent wheelchair users from getting what they want.
“For example, in Ivy’s case, Ivy would benefit from a powerchair but would be prevented by the PWB rules from upgrading her manual chair to powered and, if she decided to take the PWB externally to buy a powered chair, the money offered by the NHS would come nowhere near to how much she would need. This results in an inequality.
“In short, PWBs can be good for people with money, but for those with limited funds they offer no solutions.
“The Wheelchair Alliance is lobbying government for ownership and accountability of wheelchair services at a senior, national level, to take responsibility for a broken system. We have also been working hard towards driving improved commissioning of services through developing a Quality Framework that we hope the NHS will use to make wheelchair provision more consistent and fair.
“Lastly, our research and reports have shown that much of the data around demand for wheelchair services is estimated. We need reliable data to form an accurate local and national picture, as well as improved budgets.”
BHTA member AJM Healthcare has also responded. AJM Healthcare is an NHS wheelchair services provider in the UK, specialising exclusively in wheelchair services.
Guy Eatherington, Business Development & Customer Relations Director at AJM Healthcare, commented: “AJM Healthcare is committed to supporting the ongoing national redevelopment and reform of wheelchair services.
“The data presented below highlights a concerning trend across the system: a significant number of service users are not receiving the equipment they need within appropriate timeframes. This delay in provision undermines both the quality of care and the independence of individuals relying on these essential services.
“One key metric of referrals received versus referrals completed, has shown a peak performance of 97 percent. However, the average completion rate over the past two years stands at just 90.59 percent, indicating a persistent gap in service delivery.
“More than three-quarters of wheelchair services across England are currently delivered by NHS trusts or other publicly funded or third-sector organisations. This reflects the significant role that non-private entities continue to play in the provision of the NHS wheelchair services provision nationwide.
“More critically, the national waiting list has grown substantially during this period. An additional 40,000 individuals have been added to waiting lists across the country, reflecting mounting pressure on services and a growing unmet need.
“AJM Healthcare recognises the urgency of these challenges and remains dedicated to working collaboratively with commissioners, providers, and service users to drive meaningful improvements. Our goal is to ensure that every individual receives timely access to the right equipment, enabling greater mobility, independence, and quality of life.”
David Stockdale, Chief Executive of the British Healthcare Trades Association (BHTA), added: “Stories like this are deeply concerning, and they reflect what our members tell us: demand for NHS wheelchair services is rising, but funding has not kept pace.
“Clinicians and providers work hard within tight constraints; the issue is not a lack of commitment on the frontline, but a lack of sustained, adequate investment. Without funding to meet increasing need and costs, services struggle to recruit, retain, and innovate, and people wait too long for the essential equipment that enables independence, safety, and participation in daily life.
“We urge the government to prioritise wheelchair provision by increasing budgets, setting clear national accountability for delivery, and supporting consistent commissioning so that access is fair across the country. With the right resources, the system can reduce waiting times, provide the right chair first time, and ensure that every wheelchair user receives timely, person-centred support.”
The Medicines and Healthcare products Regulatory Agency (MHRA) has opened a call for evidence on how it should prioritise the designation of standards for medical devices in Great Britain, to inform future work under the Medical Devices Regulations (MDR) 2002.
The exercise focuses on device standards used for medical devices placed on the Great Britain market. It invites views on the current list of designated standards and asks stakeholders to identify further standards that could be considered for future designation.
The MHRA states: “Designated standards are specific standards that have been officially recognised by regulatory authorities in the UK as providing a presumption of conformity with the essential requirements of relevant regulations.
“When a device complies with a designated standard, the device meets relevant essential requirements the standard addresses.”
The questionnaire requests factual information on how organisations use device standards in practice, and invites detailed suggestions about the content of the designated list.
Examples include:
The survey also asks respondents to rate the practical value of designated standards for market access; for example, whether using designated standards provides time savings in submission and approval processes, and whether mappings to essential requirements are useful.
This activity forms part of the MHRA’s wider programme to develop the future regulatory framework for medical devices in Great Britain, aiming to prioritise patient and public safety, maintain access to needed technologies, and support innovation. Input gathered through this exercise will inform how the agency prioritises future work on designation.
For organisations engaged in standards and regulatory compliance, the consultation focuses on which medical device standards are relied upon to demonstrate conformity, and where changes to the designated list could improve alignment with current practice. Designated standards remain a recognised route to demonstrating compliance with essential requirements in Great Britain.
The deadline for responses to the MHRA’s open consultation is 30 September 2025. Respond online here.
The Medicines and Healthcare products Regulatory Agency (MHRA) has published an updated response to its consultation on statutory fees for medical devices, confirming that a new annual registration fee to support post‑market surveillance (PMS) activities will take effect from 1 April 2026. This article summarises the changes for BHTA members.
From 1 April 2026, an annual medical device registration fee will be charged per Global Medical Device Nomenclature (GMDN) level 2 category under which a manufacturer has registered products. Where no level 2 exists, level 1 will apply.
The MHRA has confirmed that this new fee will replace the current one‑off medical device registration fee and will be calculated on the categories recorded on 1 April each year, with pro‑rata charges for any new categories added mid‑year.
The MHRA has indicated an estimated amount of £300 per category from 1 April 2026 per GMDN level 2 category (or level 1 category where no level 2 exists), and has noted that approximately 60 percent of manufacturers are expected to pay a single charge.
See the updated response, published 2 September 2025, for more information: ‘MHRA consultation on statutory fees — proposals on ongoing cost recovery: updated government response’.
The one‑off device registration fee remains in place until 31 March 2026. Current schedules, including the £261 medical device registration fee, are set out on the ‘Current MHRA fees’ page.
In its original consultation, published on 29 August 2024, the MHRA proposed an annual medical device registration charge modelled at £210 per GMDN code to fund PMS activities. Feedback from industry, including trade associations, questioned affordability and fairness across different device portfolios.
The revised approach, set at GMDN level 2, is intended to distribute costs more equitably while maintaining patient safety and supporting innovation. The consultation documents and background are available at ‘MHRA consultation on statutory fees — proposals on ongoing cost recovery’ and in the original consultation paper ‘MHRA consultation on statutory fees’.
Under the updated model, a manufacturer will pay once per relevant GMDN level 2 category for the charging year from 1 April to 31 March. If additional categories are added during the year, the charge for those categories will be applied on a pro‑rata basis for the remainder of the year.
Before billing begins, the MHRA will invite manufacturers to take part in a data‑cleansing exercise so they can remove obsolete or withdrawn products from the register without charge. Further guidance will be published by the MHRA to explain scope, billing mechanics, and preparation steps, according to the organisation.
The MHRA has stated that fees will continue to be paid through the Device Online Registrations System (DORS). BHTA members should ensure internal payment processes are ready for the new annual billing cycle.
A recent House of Commons debate on defibrillators has brought the life-saving role of these devices into sharp focus, highlighting not only the critical importance of timely access but also the systemic disparities and policy shortcomings that hamper their effective deployment across the UK.
Survival rates for out-of-hospital cardiac arrests remain shockingly low at around eight percent, yet early defibrillation can increase survival chances to over 70 percent. Access within three to five minutes is often the difference between life and death.
Speakers across all parties agreed that access to defibrillators is a public health necessity, not a luxury. Personal stories, like those of Jack Hurley and Dylan Rich, underscored the real-world stakes. The consensus: every community, regardless of postcode, should have timely access to these vital devices.
MPs also highlighted that not all registered devices are publicly accessible or available 24/7, with many locked in buildings during off-hours. This significantly undermines their potential impact during emergencies. There were calls for better visibility and signage in communities, particularly in schools, workplaces, and public areas.
One of the most sobering revelations was the sheer extent of regional inequalities. In constituencies like Bishop Auckland, Uxbridge, Rushcliffe, and Wolverhampton North East, more than half of all postcodes are outside the recommended access range for defibrillators.
Rural areas fare especially poorly. Constituents in some parts of North Antrim and Mid Dunbartonshire face 30-minute journeys to the nearest automated external defibrillator (AED). Even within major cities like London and Leicester, significant coverage gaps exist, particularly in deprived or high-density areas.
The debate revealed an urgent need for a national strategy that closes these gaps and ensures equitable access to defibrillators—something especially vital for BHTA members, many of whom serve vulnerable populations.
These disparities were not limited to access alone but extended to equipment quality and functionality. Cases were shared of non-functional defibrillators at critical moments, highlighting the urgent need for nationwide maintenance standards and device audits.
Many MPs paid tribute to local charities and volunteers stepping in to fill the void left by insufficient government provision. Initiatives like Southport Saviours, Hearts for Herts, and Lucky2BHere have deployed hundreds of devices, often powered by tireless community fundraising.
Examples such as lamp post-powered defibrillators and bleed control kits integrated into AED cabinets showcased grassroots innovation. Some schools have gone above and beyond by ensuring their defibrillators are accessible to the public at all times—a best practice many hope to see replicated.
However, relying on volunteer efforts is neither sustainable nor equitable. Constituents in well-resourced communities benefit from better access, while those in deprived or rural areas are left behind. This grassroots energy must be matched by national policy support and funding, MPs warned.
The debate produced a range of pragmatic policy recommendations that align closely with BHTA’s advocacy goals:
Beyond these proposals, some MPs pressed for the inclusion of AEDs in emergency preparedness protocols across sectors, including education, sport, and transport. Others stressed the importance of funding for maintenance and pad/battery replacements, ongoing costs that many community groups struggle to cover.
For BHTA members working across medical devices, community care, and public health, the debate underscored both the urgency and opportunity in this space:
This momentum offers a valuable platform for BHTA members to engage with policymakers, contribute to national mapping and training initiatives, and lead on innovation that brings AED access within reach of all communities.
The British Healthcare Trades Association (BHTA) has welcomed GMS Mobility as a new member. GMS Mobility is a UK online retailer of ex-demonstration and used mobility scooters and powerchairs, offering a wide selection of products from small folding models to large all-terrain equipment.
The BHTA recently caught up with Georgina Wicks, Managing Director of GMS Mobility, to learn more about the company’s commitment to outstanding product quality, its dedication to providing affordable mobility solutions with comprehensive aftercare, and its decision to join the BHTA to align with shared values and strengthen customer confidence.
GMS Mobility started its journey with its first pre-owned mobility scooter back in 2018. Georgina explained that the firm has seen a continual, natural growth every year since, now with over 300 hundred pre-owned and ex-demonstration mobility scooters in stock at any one time. The company boasts a team of highly skilled and dedicated staff, operating from its large HQ in Colchester.
Founders and joint Managing Directors, father and daughter duo Georgina and Jeremy Wicks put this growth down to their core values, which is that customer service and attention to product detail are paramount.
“If you provide the very best service possible, customers will talk, return, and leave glowing online reviews,” Georgina commented.
“We want our customers to feel no pressure whatsoever to purchase, and that the most important conversations are around understanding their needs and making sure the product is right for them to improve their quality of life. There is nothing worse than a pushy salesperson!”
GMS Mobility wants every single customer to be over the moon with its service and products, so attention to product detail is a priority.
All mobility scooters are deep cleaned and go through a 25-point inspection. Batteries are discharge tested, and the chargers are PAT tested for electrical safety. On top of that, the mobility products are shrink-wrapped when delivered so as not to arrive with any dust on them.
Georgina explained: “With GMS Mobility, we want customers to have the same (actually better) experience buying a used or ex-demo product as they would a brand new one but making a considerable saving in the process!”
Part exchange is no problem too, as GMS Mobility also offers a seamless collection on delivery service from most areas of the UK, which means customers can upgrade their mobility scooters as their needs change easily.
The company offers swift and professional delivery, with most areas of the UK covered by its free next-day delivery service. The customer’s mobility scooter or powerchair comes fully assembled, charged, and ready to ride.
As well as ensuring high-quality used mobility products for customers, GMS Mobility is also committed to exceptional aftercare support, which is available post-delivery for any help or advice on any aspect of the product.
Georgina said: “We make sure our team is highly trained to answer any questions that may arise, making sure their journey to freedom on their fantastic used or ex-demo mobility scooter is a smooth one!”
Jeremy and Georgina wanted to join the BHTA after seeing that not only do their core values align but they also wanted their potential customers to know about the association to give even more confidence in buying from GMS Mobility.
“It was one of the easiest business decisions we’ve ever had to make,” Georgina enthused.
To find out more about how the BHTA can support your business and how to become a BHTA member, visit this page.
The British Healthcare Trades Association (BHTA) has welcomed Fen Mobility Centre as a new member. Fen Mobility Centre offers a comprehensive array of mobility solutions, alongside daily living aids, gadgets, and walking supports.
The BHTA recently caught up with Sara Cunnington, Director and Occupational Therapist at Fen Mobility Centre, to learn more about how Sara’s clinical background brings valuable expertise into the mobility sector and why being a BHTA member strengthens the company’s commitment to ethical trading, customer confidence, and keeping pace with industry developments.
Sara has worked as an occupational therapist (OT) for 17 years across Cambridgeshire and Fenland, primarily within community settings.
“Throughout my career, I have enjoyed every element of OT practice—from leading teams and supporting professional development to working directly with patients and helping them live more independently,” Sara said.
“My passion has always been about making a meaningful difference in people’s everyday lives, whether through tailored advice, practical solutions, or compassionate care.”
In 2025, Sara and her husband purchased Fen Mobility Centre, after long admiring the company’s impact within the community. This has given Sara the opportunity to bring her clinical expertise into the mobility sector, ensuring that customers benefit not only from high-quality products but also from the insight and support of someone who understands their needs from a healthcare perspective.
Sara continued: “I am proud to work alongside our excellent team to continue developing our service, expanding our product range, and ensuring that Fen Mobility Centre remains a trusted source of independence and support for our customers.”
Fen Mobility Centre offers a comprehensive array of mobility solutions—from mobility scooters and powerchairs to riser-recliner furniture, profiling beds, and home adaptations like stairlifts and ramps—alongside daily living aids, gadgets, and walking supports.
“Our services are as much about people as products,” Sara explained. “We provide test drives, home and showroom assessments, same-day collection or next-day delivery, setup services, equipment hire, insurance, servicing and repairs, all underpinned by a Zero Pressure Guarantee and excellent aftercare.
“With over three decades of experience, VAT-free pricing, and an onsite occupational therapist, our ethos centres on compassionate, professional support tailored to individual needs.”
Fen Mobility Centre’s recent strategic partnerships have expanded the retailer’s selection of travel-friendly mobility items, enhancing its ability to meet diverse customer requirements across Cambridgeshire and Fenland.
One of the key challenges for mobility businesses is keeping pace with the constant changes in policy, regulation, and best practice across the healthcare and mobility industry. This is a challenge faced not just by Fen Mobility Centre, but so many other firms in the sector.
To ensure that Fen Mobility Centre’s customers always receive safe, high-quality products and advice, the company needs to stay well informed and adaptable, Sara emphasised. Additionally, with the growth of online sales and evolving customer expectations, maintaining trust and demonstrating its commitment to ethical trading has never been more important.
Sara added: “By joining the BHTA, we gain access to expert guidance, updates on industry developments, and a network of trusted peers. This support will help us navigate regulatory changes more effectively, adopt best practices, and reinforce our promise to put customers first.
“Membership also gives us the opportunity to contribute to a collective voice that helps shape the future of our industry.”
Sara said she is especially keen to take part in BHTA webinars focused on policy and regulation, as keeping up to date in this area is essential for delivering safe, compliant, and trusted services to customers.
Fen Mobility Centre’s mission is to provide high-quality mobility solutions that genuinely improve the independence, safety, and wellbeing of its customers. The retailer states it is committed to upholding the highest standards of professionalism, transparency, and customer care.
Being a BHTA member means that Fen Mobility Centre can demonstrate its dedication to ethical trading, strengthen customer confidence through association with a trusted national body, and align with an organisation that shares its values.
Sara explained: “Membership will not only hold us accountable to the BHTA Code of Practice but also connect us with industry peers, best practices, and resources that will help us continue to grow responsibly while delivering exceptional service to the communities we serve.”
One major benefit of being a BHTA member is having the chance to network with likeminded industry peers for shared knowledge, learning, and expertise, especially at BHTA Section meetings, where relevant and important topics are discussed. This engagement opportunity is one that particularly appeals to Sara.
“I am really looking forward to engaging with the upcoming BHTA events, particularly as opportunities to connect and network with other businesses across the mobility and healthcare sector,” she commented.
“In addition, I see great value in attending BHTA events and Section meetings outside of my core area of expertise, as this will give me greater insight into parts of the healthcare landscape I don’t encounter regularly.
“By broadening my knowledge in this way, I can bring fresh perspectives back to Fen Mobility Centre and continue developing both our service and product offering.”
Fen Mobility Centre has exciting short-term and long-term plans for the future.
In the short term, the retailer’s focus is on enhancing and broadening its product range to meet an even wider variety of needs.
Sarah highlighted: “Alongside our core mobility and daily living equipment, we are placing greater emphasis on sensory products—items that support comfort, wellbeing, and independence not only through physical solutions but also through sensory engagement. This reflects our ongoing commitment to understanding the whole person and tailoring support that truly improves quality of life.”
Looking further ahead, Fen Mobility Centre hopes to expand beyond its single showroom, making its trusted service and ethos accessible to more communities. By opening additional locations, the retailer strives to provide the same compassionate, professional care, and high-quality product offering to a broader customer base, while maintaining the family-centred values that defines the company.
To find out more about how the BHTA can support your business and how to become a BHTA member, visit this page.
The British Healthcare Trades Association (BHTA) has teamed up with the Society of Tissue Viability (SoTV) to create a webinar and three articles on various important pressure care and beds and mattresses topics.
BHTA’s Beds and Support Surfaces and Pressure Care and Seating Sections worked with SoTV to create these assets on the beds and mattresses standards landscape, making it easier to understand what is essential and how to apply the standards in practice.
The webinar, titled ‘Pressure ulcer treatment vs fire risk: A case discussion’, discussed the risk of a catastrophic fire when using powered mattresses and actions that can be taken to mitigate the risk.
It is aimed at clinicians involved in the care of patients who smoke and require equipment for pressure relief. It is also suitable for people involved in procurement.
Speakers include:
The webinar covered the adverse outcomes associated with the development of a Category 4 pressure ulcer; the human factors that must be considered prior to providing a powered mattress to people who smoke; and potential intervention strategies and their effectiveness in minimising the risks associated with accidental dwelling fires.
In addition, the session looked at the role of individuals and agencies that are in contact with people at risk and how they can be employed to reduce the risk from fire. It also discussed national and international fire standards, and issues that need to be considered when procuring beds, mattresses, and cushions.
Watch the webinar below.
The three co-produced articles were written by Dr Barend ter Haar and Jeannie Donnelly.
First, ‘Understanding Standards for Beds and Mattresses: Whose job is it anyway?’, discusses the story of a contract adjudication group who were asked by the tender management team if the standards cited in a bed and mattress contract were correct/up to date.
The article discusses why understanding standards matters; which standards to use; where to find support in SoTV and the BHTA’s series of bite-sized Beds and Support Surfaces and Pressure Care and Seating articles; an introduction to the BS EN ISO 20342 series of mattress and overlays standards; and a note on terminology.
Secondly, ‘Understanding Standards for Beds and Mattresses: Bed Rails and the Risk of Entrapment’ discusses incidents where elderly patients have died in hospital after becoming entrapped between side rails and their mattress.
The article covers learning from the analysis of accident data; the actions that were required to comply with the MHRA’s updated guidance on the management and safe use of bed rails; international standards for ‘assistive products’, medical beds, and mattresses; and references.
The final article, ‘Understanding Standards for Beds and Mattresses: Pressure Care Devices Flammability Safety Criteria’, takes a procurement perspective, with a focus on what should be specified within the description of the relevant flammability criteria for selection of a pressure care device.
It only covers pressure care devices which are referred to as “medical devices” since these are specifically excluded from UK fire regulations, whereas domestic beds, mattresses, and cushions fall under furnishings fire regulations. The article considers environmental inputs, product elements, and explains FDA: The standard is BS ISO 16840-15 plus Amd1.
Mobilitas Group has acquired the Product Sales Division of Nottingham Rehab Limited, trading as NRS Healthcare, one of the UK’s largest providers of mobility aids and daily living products.
NRS Healthcare officially went into liquidation on 1 August 2025, which the BHTA responded to.
The acquisition covers only the Product Sales Division. All other NRS Healthcare operations, including ICES and TECS, remain entirely separate from Mobilitas Group.
The Product Sales Division of NRS Healthcare will still include BHTA membership and adherence to the Trading Standards Institute’s Code of Practice, which is reflected across all Mobilitas Group brands. Other Mobilitas Group brands in the mobility sector include CareCo and Motion Healthcare.
As part of the acquisition of NRS Healthcare’s Product Sales Division, Mobilitas Group will gain a catalogue of over 13,000 products, from basic daily living aids to complex assistive technologies; a highly experienced team; the Complete Care Shop brand; and opportunities to leverage established connections to public sector frameworks, private wholesale partnerships, and export markets.
Founded in Nottingham in 1947, NRS Healthcare has a long-standing legacy of supporting independent living.
In a statement about the acquisition, the Mobilitas Group stated: “Mobilitas Group is proud and honoured to preserve that mission, ensuring continuity for customers and safeguarding the expertise of the NRS Product Sales team.”
William Harrison, the co-founder of Mobilitas Group, commented: “We didn’t want to see a company with such rich British heritage simply disappear.
“Its 75-year history in supporting people’s independence is a legacy worthy of protection, and we’re proud to step in and ensure their customers continue to receive excellent service while unlocking new growth opportunities for the business.”
Mark Baumann, Sales Director for the Product Sales Division, added: “In joining forces with Mobilitas Group, we are strengthening our commitment to providing high-quality, innovative products that empower people to live independently. The combined expertise, resources, and shared vision will help us offer greater value to customers, healthcare professionals, and partners across the UK and beyond.”
The British Healthcare Trades Association (BHTA) has welcomed UDOOR as a new member. UDOOR specialises in manufacturing and installing high-quality bathtub doors and frames that can be fit into pre-existing baths.
The BHTA recently caught up with Fay Hanrahan, UK Branch Manager at UDOOR, to explore the company’s ethos; product offerings; leadership story; and commitment to safety, accessibility, and ethical business practices within the healthcare and assistive technology sector.
From a young age, Fay has always been drawn to work that feels meaningful, whether it’s supporting individuals directly, helping to build stronger communities, or contributing to environmental causes.
“Living a life with purpose has always been my guiding principle, and it continues to shape the choices I make today,” Fay said.
Fay studied Psychology and Philosophy at university, two subjects that continue to deeply resonate with her. While acknowledging that, post-graduation, role-specific degrees often provide a clearer path into the job market, Fay is grateful that the route she took opened up a lot of opportunities. These included taking up a wide range of people-focused roles, both in the UK and abroad.
Fay continued: “Over the years, I’ve worked in education with children, supported vulnerable individuals, led community outreach projects, and worked with businesses to improve their outreach. Each of these roles taught me how to connect with people from all walks of life, to listen without judgement, and to communicate with clarity and care.
“These experiences helped shape my approach to leadership and reinforced my belief that empathy is not just a soft skill but a powerful tool in any role that involves people.”
When the opportunity arose to work with the founders of UDOOR to establish the UK branch, Fay jumped on the chance. Fay was involved from day one, helping to lay the foundations of the business in the UK.
“We work with customers who may be struggling with mobility or simply want to stay safe and independent in their own homes,” Fay added.
“Knowing that the UDOOR can make people’s lives safer and, for some, help them stay at home for longer is incredibly rewarding.
“I’ve worn a lot of hats, from customer care and marketing to navigating governmental processes and collaborating with local authorities, which has become an increasingly important part of our work and given me a deep appreciation of how all the moving parts come together.”
Since launching the UK branch, UDOOR has successfully expanded into several other countries, an evolution that Fay is proud to have played a part in.
UDOOR specialises in manufacturing and installing high-quality bathtub doors and frames that can be fit into pre-existing baths. The UDOOR was designed to be installed into a wide range of baths, including corner baths and freestanding baths.
There are two main products:
“Our ethos is centred on improving safety and accessibility in the home without unnecessary disruption,” Fay explained.
Since the bath stays put, there is no need for a full renovation. Installation takes less than a day, and the bath is ready to use the next day.
UDOOR’s main customers are elderly individuals, people with reduced mobility, people with chronic health conditions, and those who want to be safe and remain independent at home.
The firm works closely with individuals, families, occupational therapists, and local authorities across England, Wales, and parts of Scotland.
Fay first came across the BHTA while actively looking for a recognised, reputable, and trusted trade association that aligned with UDOOR’s values and high standards.
“We work with individuals who may be vulnerable or concerned about their safety at home, so building credibility and demonstrating our commitment to high standards is incredibly important to us,” Fay emphasised. “We want customers, carers, and professionals to feel confident in our products and the way we do business.”
Fay added that working with the BHTA also strengthens UDOOR’s voice when working with local authorities, healthcare professionals, and businesses that share a commitment to a safe, ethical service.
UDOOR constantly works to improve the way it uses technology in its processes in its factories, with its teams, and how the firm interacts with customers.
Over the years, Fay has noticed a global shift towards integrating technology with everyday life. She underlined that this is something many older individuals struggle with.
UDOOR greatly values the BHTA’s guidance and support in navigating these challenges.
Fay looks forward to joining BHTA webinars to stay informed and connected with the wider industry. She is also keen to attend future events to keep up with changes, share insights, and learn from others facing similar challenges.
She added: “On a personal level, I’m looking forward to taking part in upcoming BHTA events, which I hope will be great opportunity to build connections and share what we’ve learned along the way.”
As for UDOOR’s future plans, the firm is continuing to focus on improving its customer service and growing its team to meet increasing demand. Further international expansion is also on the horizon, and UDOOR is currently testing new variations of its product to meet a wider range of preferences.
To find out more about how the BHTA can support your business and how to become a BHTA member, visit this page.
The All-Party Parliamentary Group (APPG) for Access to Disability Equipment has launched its first inquiry to explore the barriers preventing people with disabilities from accessing the medical equipment they need.
The inquiry aims to support policy discussions and recommendations that improve access to essential community equipment, reduce inequalities, and promote best practice and innovation in commissioning, funding, and service delivery.
It will focus on four key areas:
As part of the inquiry, the APPG has launched a call for evidence, open until 22 August. The APPG is inviting professionals including medical equipment suppliers and healthcare workers as well as individuals with disabilities, their families, and carers to participate. To contribute, complete this short survey accessible via this link.
Commenting, Daniel Francis MP, Chair of the APPG for Access to Disability Equipment said: “For someone with a disability, access to medical equipment is a lifeline. It enables independent living and brings dignity, opportunity, and freedom. So it is deeply upsetting that so many people in the UK can’t get the equipment they need.
“Everyone should have access to the right equipment at the right time.
“But for this to happen, we must truly understand the root causes of these prevailing barriers to access impacting so many families. This means hearing directly from those impacted, including the carers, professionals, and equipment suppliers all working to make the provision of essential medical equipment more efficient, effective, faster and fairer for all those who depend on it.”
The inquiry questions are seeking answers to the following seven broad themes:
The BHTA and Newlife, supported by Tendo, helped parliamentarians launch the APPG for Disability Equipment Access on 14 May 2025. Find out more about the inaugural APPG meeting and BHTA’s involvement in this post.
Trusted Assessing and Care Training (TACT) has announced that its accredited Trusted Assessor course for retailers, which launched in February 2024 in collaboration with the British Healthcare Trades Association (BHTA), will be available online this autumn.
Approved by OCN London at level three, the ‘Trusted Assessor: Assessing in a Retail Environment’ course is designed to enable retail staff selling daily living equipment to become certified Trusted Assessors to provide ethical and reliable advice.
For BHTA members, the course is an excellent opportunity for retail staff to become knowledgeable and qualified Trusted Assessors to handle simple daily living equipment assessments and to know when to refer more complex cases to an occupational therapist (OT).
Many retailers are used to undertaking in-home visits to identify suitable equipment and adaptations, and TACT’s dedicated Trusted Assessor course recognises that work by adding new skills in line with a recognised quality standard.
Once qualified as Trusted Assessors, retail staff can be formally integrated into local health and social care pathways, growing the network of people qualified to support older and disabled people to live independently in the community.
Brett Gilham, from BHTA member Laybrook, commented: “We know how busy many OTs are and therefore the fact that we can demonstrate we have been trained and can provide assistance in the assessment process will benefit all parties. It also means that our staff across all levels have been trained to a set standard for assessing.”
For members of the public, the Trusted Assessor qualification conveys an independent quality standard. Older and disabled people, their friends, and families can be confident that a person’s needs are being fully understood and that appropriate equipment and adaptations are being identified to help promote greater independence.
Alastair Gibbs, the director of TPG DisableAids, which is a BHTA member, said: “For TPG DisableAids the Trusted Assessor scheme has been a real boost. We have various staff trained from Level 2 to Level 4 and it has given us some real credibility with a number of housing associations and local authorities.
“Those that were looking for a differentiator and an indicator of commitment to quality found it in our association to BHTA and Trusted Assessor.”
Learners are on-boarded onto TACT’s learning management system where they complete the pre-course modules. A series of three OT-led two-hour webinars must be attended in order; learners then complete a post-course homework assignment to demonstrate what they have learned.
TACT’s OT Trainers are on-hand for support throughout, and TACT’s monthly webinar programme tops up knowledge for newly qualified Trusted Assessors for 12 months after qualification.
From autumn 2025, there are a range of available dates for retail staff to take the Trusted Assessor course online.
The first set of dates is Wednesday 10 September, Thursday 25 September, and Wednesday 8 October.
The second set of dates is Wednesday 22 October, Thursday 6 November, and Friday 21 November.
Places on these open courses cost £245 + VAT. Retailers should contact TACT if they have a larger group for a bespoke quotation.
The course can also be delivered as a one-day course face-to-face on a date of the retailers’ choice. All TACT’s trainers are OTs.
To find out more or to book a place on the Trusted Assessor course online or in person, call TACT on 01626 879528 or email info@trustedassessing.com
NHS England has released its ‘NHS Social Value Playbook’, a practical 46‑page guide that shows commissioning and procurement teams – and the businesses that serve them – how to place social, economic, and environmental value at the heart of every contract.
Published on 14 July 2025, the document translates policy into step‑by‑step actions across the buying lifecycle, from early planning to post‑award performance management.
Since 2020, all NHS contracts above £5 million have carried a minimum mandatory 10 percent net zero and social value weighting.
Feedback gathered by NHS England, however, revealed that many purchasing teams still felt uncertain about designing meaningful questions, evaluating responses, and measuring delivery, while suppliers wanted clearer, more consistent expectations around social value.
The new playbook responds to both groups by providing usable text, worked examples, and links to templates.
The guidance discusses each stage of the commissioning or procurement journey. It begins with business‑case development, urging buyers to identify which of the government’s eight social value themes – for instance “Fighting Climate Change” and “Tackling Inequality” – can best advance local and national health priorities. It then recommends collaborative pre‑market engagement so suppliers can help refine the brief and flag disproportionate requirements.
For the tender itself, the document supplies example questions and scoring matrices that reflect suppliers’ different sizes and capabilities. Importantly, it allows commissioners to elevate a theme, such as modern slavery prevention, from “added value” to a core contract requirement when risks or opportunities justify the move. This flexibility, the playbook states, is central to making social value business as usual rather than an afterthought.
The final chapters focus on contract management. They show how to set specific, measurable, achievable, relevant, and time‑bound key performance indicators, linking them to payment milestones and improvement plans. An annex lists ready‑made metrics – for example tonnes of carbon avoided or number of apprenticeships created – that buyers can lift directly into their agreements, as an example.
“Applying social value provides NHS commissioning and buying teams the unique opportunity to improve patients’ lives and the communities they live in through how we buy and the way we manage contracts,” the guide notes, adding that it can drive the supply chain “to deliver additional social, economic and environmental benefits alongside their commercial commitments.”
The playbook aligns with the 2025 refresh of the UK Government’s Social Value Model and supports the NHS 10‑Year Health Plan’s commitments on sustainability and health inequality.
For companies selling to the NHS – including BHTA members – the document spells out the evidence buyers will look for, stresses that proportionality matters when smaller firms compete, and warns that carbon reduction plans and anti‑modern‑slavery measures may be mandatory rather than nice to have.
Suppliers that embed social value into product design, service delivery, and reporting will therefore be better placed to demonstrate compliance and stand out in future tenders.
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:
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.
At the BHTA 2025 Joint Section Meeting, Glynn Jones from the Bank of England presented ‘The economic outlook for the UK’.
Glynn noted that once the Bank changes the bank rate, it can take around 18‑24 months before it has an impact on consumers and businesses, so the economy is still absorbing the impact of earlier rate increases.
The UK economy has struggled to grow post-covid. It has seen near‑stagnation since mid‑2024 due to domestic and international uncertainties that have affected consumers and businesses. The Bank’s central forecast foresees a gradual upturn, with annual GDP growth rising to roughly 1.75 percent by the end of the three‑year horizon, still below the pre‑financial‑crisis trend of more than two percent.
Household spending is held back by uncertainty: the saving ratio has climbed to 11 percent despite real income gains from cooling inflation and still‑firm wage settlements.
On the corporate side, investment intentions remain positive but subdued, reflecting persistent domestic and global uncertainties since the 2016 referendum.
Headline CPI has nudged above three percent, largely because of one‑off increases in regulated utility tariffs and energy bills. The Monetary Policy Committee is “looking through” this move; futures curves point to lower energy costs than in 2022, and domestic demand is not running hot.
More persistent gauges of price pressure are easing: services inflation and wage growth, which peaked close to eight percent, have slowed as vacancies fall and labour‑market slack emerges. On current projections, CPI returns to the two percent target during 2026 so long as inflation expectations remain anchored.
Globally, growth has slowed to about half its pre‑pandemic pace amid heightened tariff uncertainty and the re‑routing of supply chains. UK net trade is therefore expected to exert a modest drag on output throughout the forecast. Tariff‑related disinflation should dampen import prices in the near term, while the longer‑term effects on competitiveness remain uncertain. Energy markets, though still volatile, are not assumed to repeat the 2022 price shock in the Bank’s baseline.
Vacancies have fallen sharply from their 2022 peak, and evidence points to a pause in hiring as firms rebuild balance sheets and respond to higher borrowing costs. Wage settlements are moderating in line with this softer demand for labour.
Structural issues, including elevated inactivity linked to ill‑health and recent shocks such as Brexit, the pandemic, and the energy crisis, may be weighing on potential supply, raising questions about the economy’s speed limit; however, reliable data on these shifts will take time to emerge.
At the recent joint British Healthcare Trades Association (BHTA) and AXREM conference, David Lawson, Director of Medical Technology and Innovation at the Department of Health and Social Care (DHSC), set out the evolving landscape for medical technology.
‘The Future of MedTech – Innovating for Tomorrow’ conference was held on 13 May 2025 at The Mercure, Northampton.
David’s presentation was the final part of a compelling conference talk titled ‘Big Picture: What is the Future Policy Landscape for Medtech?’. The previous speaker, Nata Zaman, discussed NHS England’s New Hospital Programme and what that means for medtech.
David reflected on the MedTech Strategy alongside and some of the upcoming and ongoing DHSC initiatives that are crucial to medtech businesses across the UK.
Despite the frequent changes in ministers and departmental structures over the past few years, the original challenges identified in the MedTech Strategy remain highly relevant: supply resilience, innovation adoption, data infrastructure, and markets.
With the NHS under significant pressure and few easy options to increase funding or expand the workforce, medtech is increasingly seen as a key lever for transformation. Innovation adoption is not just a priority for healthcare delivery; it’s also vital to the success of the broader Industrial Strategy, where life sciences remains one of the UK’s “crown jewels”.
Technology as a solution to transform healthcare will also likely be flagged in the upcoming 10-year health plan, David noted.
David highlighted the importance of value-based procurement as a mechanism to support consistent decision-making and better uptake of technology. He acknowledged the lack of standardisation currently affecting procurement: “We don’t today have any standard of how medical technology should be assessed… so we shouldn’t be surprised when we see huge variation”.
To address this, the DHSC has been co-developing a simplified methodology – described as a “ladybird guide to procurement” – that incorporates a 40/60 weighting in favour of quality over price. It includes domain-based question banks for local teams to select from, offering clarity for both buyers and suppliers. Shadow testing is already underway with eight procurement teams, and a national launch is planned for January 2026.
A major development currently in progress is the DHSC MedTech Compass, which is described as “a single source of information where there’s visibility of products within categories and information on the various attributes of those products”.
David acknowledged the challenges SMEs face in getting products in front of decision-makers across the country: “People may not be aware that actually you have a product because SMEs don’t have the resource to be able to go around the whole country to make everyone aware.”
The Compass aims to not only showcase available technologies but also introduce a ‘passporting’ function to reduce repetitive data submissions about the same technologies to NHS trusts. Having completed its discovery phase, the project is now entering its alpha design stage this summer, with beta testing expected in 2026.
Crucial to both the Compass and the wider ambition for smarter regulation and procurement is a Product Information Management (PIM) system. As David noted: “We don’t have a single version of truth in terms of medical devices.” Poor data quality is hampering post-market surveillance regulatory requirements and innovation uptake.
The PIM is now entering its beta build phase. A private beta involving industry and health partners will follow shortly, ahead of a full public launch in January 2026. David stressed that the PIM will underpin future initiatives, including a more “risk-proportionate” regulatory approach from MHRA.
On the topic of the Part IX Drug Tariff, David acknowledged its complexity: “I describe Part IX like an onion. You peel a layer, and then suddenly another layer appears”. After extensive work to modernise categories and introduce logical groupings, a new scoring framework will be implemented this month.
A new temporary listing process will allow products with emerging evidence to be included on the tariff while further data is collected. David also flagged future work on local formularies, noting the lack of national guidance and the inconsistent practices this leads to: “There are certain parts of the country that [suppliers] don’t bother engaging with because of the approach that they take”.
A forthcoming report from National Voices, drawing on input from over 650 patients, will help ensure future categorisation and procurement processes better reflect patient priorities and lived experiences.
Today’s spending review represents a mixed bag of results for the health and social care sector.
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.
At ‘The Future of MedTech – Innovating for Tomorrow’ conference, held on 13 May 2025 at The Mercure in Northampton and jointly hosted by the British Healthcare Trades Association (BHTA) and AXREM, attendees heard a compelling call to action from Nata Zaman, Deputy Director of Equipping New Hospital Programme at NHS England.
In the second part of a compelling talk titled ‘Big Picture: What is the Future Policy Landscape for Medtech?’, Nata outlined how the design and construction of new hospital infrastructure must now be inseparable from the integration of medical technologies.
The first part of the talk was delivered by Heather Hobson from the Office for Life Sciences. She outlined how the upcoming Life Sciences Sector Plan is set to shape the future for medtech companies across the UK.
Nata made it clear: “Infrastructure and medtech are no longer two separate conversations. They are now one of the same because the reality is you can’t deliver the future of healthcare if you are still designing inside it.”
This vision is at the heart of the New Hospital Programme, a government-backed initiative with £15 billion allocated every five years, providing essential stability beyond the annual financial cycle.
Importantly for BHTA members, Nata emphasised that the programme is not just about building physical spaces. “It’s about making sure that this space is ready for the kind of technologies that will be coming down the line,” she said.
Legacy hospital environments have often hindered medtech deployment, with infrastructure acting as a barrier rather than a foundation. This new approach aims to reverse that, ensuring that design and build accommodate technological innovation from the outset.
With plans entering delivery phases and hospital schemes being finalised, the window for shaping this future is open, but it won’t be forever. “Once something is built, we are locked in for decades,” Nata warned, urging the industry to engage early to avoid missed opportunities.
Central to this shift is Hospital 2.0 – a standardised platform setting the baseline for room types, technical specifications, physical systems, and sustainability targets. Nata explained that this shared foundation “means you can start designing with confidence. You don’t have to reinvent for every space and every location”. For suppliers, this unlocks the potential for scale, consistency, and smoother integration.
The ambition extends well beyond current needs. “We’re trying to futureproof this. Not just for what we know we need now… but what we haven’t even thought about yet”. Key elements being built into infrastructure now include digital-ready power and connectivity, data-enabled layouts, asset tracking, and interoperable systems that support plug-and-play upgrades. As Nata put it: “If it works in one room, it should work in 500 rooms.”
Fundamentally, these new hospitals aim to be active platforms for innovation. “We are not just building hospitals passively anymore. We are building them as innovative platforms, places that are designed to evolve,” Nata said. This means treating technology not as an afterthought or retrofit, but as an intrinsic part of the architecture, supporting smarter workflows, sustainability, and a better experience for patients and clinicians alike.
Speaking to the medtech sector, Nata concluded: “If your products aren’t designed with this future in mind, we risk repeating the mistakes of the past.” But with collaboration, adaptability, and shared vision: “We ensure that we can deliver successful hospitals for our future generations.”
Presented by Anastasia Chalkidou at ‘The Future of MedTech – Innovating for Tomorrow’, hosted by the British Healthcare Trades Association (BHTA) and AXREM on 13 May 2025 at The Mercure, Northampton.
Anastasia Chalkidou, Programme Director for Healthtech Guidance Delivery at NICE, delivered a clear message to delegates at this year’s BHTA and AXREM conference: medtech innovators now have more opportunities than ever to engage with NICE’s updated and more transparent evaluation processes.
Speaking during the second part of an engaging talk titled ‘Regulation in the Medtech Sphere’, Anastasia provided a high-level overview of the organisation’s transformation and its implications for the healthtech industry.
The first part of the talk was delivered by Dr Rob Reid, Deputy Director of Innovative Devices at the MHRA, which focused on the upcoming UK medtech regulations.
Over the past three years, NICE has undertaken a major transformation, which Anastasia explained is built on three core pillars: producing guidance that is more timely, more relevant, and has greater impact. For industry, this means a simplified and more accessible evaluation programme, with increased capacity and flexibility, and guidance that is better aligned with NHS system needs.
“We now have an early value assessment. That has become business as usual since last 12 months,” said Anastasia. This approach allows NICE to evaluate promising medtech, digital, AI, and diagnostic technologies sooner. These early assessments give conditional recommendations, provided there is a plan in place for further evidence generation, developed in partnership with stakeholders.
This marks a departure from the previous single technology evaluation model. With early value assessments, NICE is tackling the challenge of evaluating multiple products serving the same purpose. Now, NICE is able to make recommendations across groups of technologies, reflecting real-world usage and procurement within the NHS.
Another important development is NICE’s Prioritisation Board, which has now been operating for a year.
“It comes with a framework that explains in detail how we work on topic intel, the type of requirements that something needs to fulfil to be selected for evaluation with NICE,” explained Anastasia.
Decisions made by the board are publicly available and open to challenge, and NICE actively encourages input from clinicians and manufacturers to suggest technologies for evaluation as well as challenge certain decisions.
The HealthTech Evaluation Programme has seen notable growth. NICE’s digital health programme has also expanded significantly, with a threefold increase in evaluated products. NICE has also harmonised its processes with the publication of its unified healthtech manual, launched in March 2025, now moving into full implementation.
This harmonisation replaces fragmented and inconsistent evaluation methods with a single framework tailored to different types of technology. It promises more consistent timelines, enhanced support for evidence generation, and better alignment with wider NHS priorities. “It’s much easier now to access with fewer restrictions, greater capacity, and more flexible methods,” said Anastasia.
Beyond earlier and broader evaluations, NICE is piloting a late-stage assessment model. This focuses on high-spend, high-variation technologies already on the NHS procurement list, to determine whether pricing is justified and whether incremental innovation warrants broader adoption. This approach, said Anastasia, aims to ensure NICE “looks at incremental innovation and whether the price variation is justified”.
NICE’s transformation was shaped by early insights from the health system, which identified key needs: earlier signals of which technologies meet system priorities, more evaluations of digital solutions, and guidance on technologies already in market. NICE’s current programmes directly respond to these, providing earlier and more useful information for procurement, investment, and strategic decisions.
The message for industry is clear: whether a product is at the R&D stage or already in use, NICE now offers multiple routes for evaluation, conditional recommendation, and eventual system-wide adoption.
For BHTA members, NICE’s transformation presents a timely opportunity to engage with NICE earlier, more effectively, and with greater clarity on how products can achieve both recognition and adoption across the NHS.
See some of the slides from Anastasia’s presentation below:
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:
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:
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:
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.
At the recent British Healthcare Trades Association (BHTA) and AXREM conference, Dr Rob Reid, Deputy Director of Innovative Devices at the Medicines and Healthcare products Regulatory Agency (MHRA), delivered the first part of a pivotal talk titled ‘Regulation in the Medtech Sphere’.
Titled ‘The Future of MedTech – Innovating for Tomorrow’, the conference was held on 13 May 2025 at The Mercure, Northampton.
Rob’s presentation provided valuable insights into the UK’s evolving regulatory landscape and what medtech companies must prepare for in the coming months and years.
The UK’s current regulatory framework, the Medical Device Regulations (MDR) 2002, is outdated and in need of an update, Rob explained. MHRA’s regulatory update aims to align the UK’s framework with advances in technology, international standards, and recommendations from the Cumberlege review.
Central to the reform effort are three priorities: public and patient safety, support for innovation and growth, and closer alignment with international regulatory partners.
The MHRA’s updated medical devices regulatory road map, published in December 2024, divides the work into four key blocks: post-market surveillance, pre-market requirements, policy development, and software and AI. Of immediate relevance to the medtech sector is the introduction of new post-market surveillance (PMS) regulations, which come into force on 16 June 2025.
Rob emphasised the critical role of PMS in ensuring safety and enabling faster, yet responsible, market access.
Historically, PMS requirements under UK MDR were set out in guidance rather than legislation, resulting in inconsistent compliance. “We had some companies that were doing a very good job… and others that weren’t,” Rob stated. By introducing PMS into legislation, the MHRA aims to level the playing field and ensure higher safety and performance standards.
The new PMS regulations will apply to all medical devices placed on the market or put into service in Great Britain from 16 June 2025. This includes devices approved via CE marking or the Northern Ireland Protocol, although there are limited exemptions (e.g. for custom-made devices and those used in clinical investigations).
Key features include:
Manufacturers must implement a PMS system based on a detailed PMS plan, covering incident reporting, feedback collection, and corrective actions. As Rob noted: “It’s not just safety that matters… post-market surveillance provides the opportunity to monitor performance in the real world.”
The second priority area is the forthcoming premarket regulations, which are currently being finalised following consultation. These will focus on essential changes, including:
This last point marks a significant shift. The UK will begin recognising approvals from trusted regulators such as Australia, Canada, the EU, and the US, with implementation of international reliance pathways expected from mid-2027. Rob explained: “This will effectively be the long-term response or solution in terms of international reliance.”
These regulatory updates are expected to be laid in Parliament by the end of 2025, subject to legislative scheduling, with some measures entering force by mid-2026.
The MHRA recognises that regulation must evolve alongside rapid technological advancements. For areas like AI and software, the agency is prioritising agile, guidance-led approaches rather than rigid legislation. Rob highlighted the UK’s international leadership in this area and initiatives like the AI Airlock, a regulatory sandbox designed to help innovators navigate approval pathways.
Additional future enhancements under consideration include policies for early access to devices, sustainability, remanufacturing, and health institution exemptions. The MHRA is also developing a fee-based scientific and regulatory advice service for companies with complex regulatory challenges.
BHTA members and the wider medtech community were encouraged to engage with the new PMS guidance, prepare for compliance, and stay informed as the MHRA rolls out the next stages of medical device regulatory reform.
Presented by Paul Gaffney and Daniel Laing at ‘The Future of MedTech – Innovating for Tomorrow’, a joint conference by the British Healthcare Trades Association (BHTA) and AXREM, held on 13 May 2025 in Northampton.
At this year’s joint BHTA and AXREM conference, Paul Gaffney, Director of Tendo, and Daniel Laing, Senior Account Director at Tendo, delivered the second part of a compelling session titled ‘The Economic and Political Landscape’. The first part of the talk was delivered by Chris Corkan from Make UK that focused on the current economic landscape.
Tendo’s message was clear: for healthcare and medtech companies, building strong relationships with local MPs has never been more important.
Paul opened with a frank overview of the current political scene. As Labour nears the end of its first year in office, its standing is far from secure. Local election results revealed growing voter scepticism, particularly around delivery. While national issues like the NHS, immigration, and the cost of living dominate headlines, Paul argued that the political environment is increasingly fragmented. In this climate, politicians are under pressure to prove tangible results – especially in their own constituencies.
That’s where businesses can make a difference. Paul emphasised the power of demonstrating local economic and social value. MPs are far more likely to act on issues that affect their own constituencies. A local employer supporting NHS delivery, creating skilled jobs, or alleviating pressure on social care services becomes much more than a line in a policy briefing – it becomes part of a re-election campaign.
This approach is already being championed by the BHTA. Over the years, the association has facilitated numerous constituency visits from MPs to member sites, with a lasting impact.
Daniel picked up on this theme, likening the complex and shifting NHS landscape to a long walk through fog. As structures evolve and priorities shift, the government’s ability to respond swiftly is limited. That’s why, Daniel argued, industry engagement with Parliament must be focused and relevant. A logical, well-reasoned argument isn’t enough if it doesn’t align with a government priority.
He encouraged companies to bridge the gap between policy and practice by mapping local activity to national ambitions. Whether it’s reducing hospital discharge delays or supporting community care services, these real-world outcomes matter to MPs – and they have influence. If a healthcare firm’s local MP sits on a health committee or contributes to a select committee inquiry, a site visit or meaningful conversation could shape long-term understanding and advocacy.
In an increasingly crowded and competitive lobbying environment, Paul and Daniel’s message to BHTA members was: get local, get specific, and get involved. By turning national issues into local stories, healthcare and medtech companies can not only elevate their voices but help shape the future of the sector.
At ‘The Future of MedTech – Innovating for Tomorrow’ conference, hosted by the British Healthcare Trades Association (BHTA) and AXREM on 13 May 2025 in Northampton, Chris Corkan, Region Director at Make UK, delivered the first part of a compelling talk titled ‘The Economic and Political Landscape’.
Chris provided timely insights into the pressures and prospects currently facing UK manufacturers.
Chris opened by highlighting manufacturing’s enduring value to the UK economy – contributing over £200 billion in output, offering higher-than-average wages, and forming the backbone of many local communities. However, he also noted a concerning milestone: for the first time, the UK has dropped out of the world’s top 10 manufacturing nations, a shift driven by global geopolitical upheavals and intensified foreign investment elsewhere.
The central message of his address was clear: a robust, long-term industrial strategy is essential. Encouragingly, the UK Government has committed to one, with more details expected in June. Over 99 percent of UK manufacturers, according to Make UK, support the need for such a strategy to provide long-term certainty and support investment. For BHTA members, this could mean more predictable planning environments and better frameworks for innovation.
Chris addressed a range of urgent policy areas affecting manufacturers. These included concerns about industrial energy costs, which remain around 50 percent higher than in Europe, placing UK firms at a competitive disadvantage. He stressed that sectors such as steel and ceramics act as “canaries in the coal mine” for energy pricing and policy failures, and their challenges could soon impact medtech and wider manufacturing.
Another focal point was skills. The manufacturing sector is grappling with 55,000 unfilled vacancies – an acute issue for medtech companies that rely on technically skilled labour. Apprenticeships in manufacturing have halved since 2017, prompting calls to reform the apprenticeship levy and improve vocational pathways. Make UK is championing efforts like National Manufacturing Day (25 September 2025) to showcase modern careers and reshape outdated perceptions of the industry.
Policy uncertainty remains a major concern. Changes to National Insurance Contributions, inheritance tax, and immigration rules have had unintended negative effects on SMEs. Meanwhile, the Employment Rights Bill, though well-intentioned, could complicate hiring practices, particularly during probationary periods. Chris stressed the importance of nuanced legislation that recognises the manufacturing sector’s strong track record on jobs and conditions.
In terms of performance, manufacturers are seeing weak order books, cautious investment, and falling employment intentions, largely driven by cost pressures and faltering confidence. Nonetheless, there’s cautious optimism. While confidence dipped after the Spring Budget, 63 percent of manufacturers still believe the opportunities ahead outweigh the risks.
For BHTA members, Chris’ presentation underscored both challenge and opportunity. A more strategic national approach to manufacturing could unlock growth, innovation, and export potential for the healthcare and medtech sectors. With policy reviews and industrial strategy announcements on the horizon, Chris encouraged manufacturers to stay engaged and make their voices heard.
The British Healthcare Trades Association (BHTA) has obtained valuable information through an FOI request to Supply Chain Coordination Limited (SSCL), which runs NHS Supply Chain, about how many payment increase requests it receives from suppliers, what happens and how long they take, alongside the process for granting a request.
The questions sent to SSCL are all based on questions that BHTA members regularly ask NHS Supply Chain.
David Stockdale, Chief Executive of the BHTA, submitted the freedom of information (FOI) request to SSCL, which then provided the following responses.
Between 1 April 2024 and 31 March 2025, NHS Supply Chain received 105 price increase requests from suppliers. Of these, 32 price increase requests were approved. 13 price increase requests were rejected during these 12 months, while 10 price increase requests were withdrawn by the supplier.
NHS Supply Chain said that the average timeframe for a decision to be made on a price increase request (from submission to final outcome) was 84 days.
The BHTA also asked about any existing NHS Supply Chain policy or guidance outlining the process and criteria for evaluating price increase requests. NHS Supply Chain provided its Supplier Price Increase Workflow document, which details its workflow for dealing with requests.
Download the full FOI request response to the BHTA from SSCL here (PDF).
Download the full Supplier Price Increase Workflow document here (PDF).
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.
At ‘The Future of MedTech – Innovating for Tomorrow’ conference, Josh Crosley, Co-Lead of the Design for Life programme at the Department of Health and Social Care (DHSC), delivered the third part of a compelling talk titled ‘Building a Sustainable Future through Responsible Procurement’.
The session recapped the Design for Life programme and the opportunities this presents for the medtech sector.
Held on 13 May 2025 at The Mercure in Northampton and jointly hosted by the British Healthcare Trades Association (BHTA) and AXREM, the first two parts of the conference talk were delivered by Chris Taylor from Philips Health Systems and Alexandra Hammond from NHS England.
Design for Life is a flagship DHSC programme aiming to create a circular economy for medical products. Rather than the traditional linear model – take, make, dispose – the initiative focuses on reusing, remanufacturing, and recycling medtech devices to keep them in circulation for as long as possible. Importantly, its scope includes a wide range of medtech products used in patient care, from PPE to surgical equipment.
Born out of the supply chain shocks caused by COVID-19 and the war in Ukraine, the programme’s core goal is to increase resilience within the NHS. By reducing dependence on single-use products and extending the lifecycle of products, Design for Life helps ensure continuity of care, even under strain.
Josh highlighted how the programme’s goals are interlinked. Reusable and remanufactured products not only deliver carbon savings of up to 56 percent but also provide significant cost reductions. Many NHS pilots have already demonstrated both financial and quality benefits. For industry, this shift opens up new opportunities in services like remanufacturing, sterile processing, and materials recovery – areas with real potential for economic growth.
The government’s wider commitment to a circular economy underpins the programme, aligning with DEFRA’s national strategy.
One standout example from recent Design for Life pilots was at Northampton General Hospital NHS Trust, which trialled a reusable patient warming device, typically used before and after surgery to prevent hypothermia. Previously, the trust disposed of around 4,000 single-use warming blankets annually at a cost of £28,000.
By switching to a reusable alternative, the trust saved £10,000 each year and reduced emissions by nearly two tonnes of CO₂. Beyond cost and carbon, the reusable product delivered quieter operating theatres and improved patient safety, thanks to a design that eliminated the need for glue to attach the blanket to the patient.
However, adoption was not without its challenges. Shifting to reusable systems required changes in decontamination protocols, staff training, and logistics – highlighting the importance of investment in infrastructure and behaviour change.
Josh outlined the programme’s roadmap for overcoming such barriers. These include:
For BHTA members, the Design for Life programme presents a clear signal: the NHS is serious about sustainable procurement, and the system is evolving to support circular solutions. From value-based procurement to new service opportunities, the shift opens commercial pathways for companies ready to innovate.
Josh closed by urging medtech suppliers to engage early, collaborate with NHS partners, and align their products and services with circular principles.
At ‘The Future of MedTech – Innovating for Tomorrow’ conference, Alexandra Hammond, Associate Director for Net Zero & Sustainable Procurement at NHS England, delivered the second part of a talk titled ‘Building a Sustainable Future through Responsible Procurement’.
Hosted by the British Healthcare Trades Association (BHTA) and AXREM, the conference took place on 13 May 2025 at The Mercure, Northampton.
The first part of the talk was delivered by Chris Taylor, Sustainability Lead UKI at Philips Health Systems.
Alexandra provided an in-depth look at how NHS England is embedding sustainability, social value, and modern slavery prevention into its procurement practices, all in support of the NHS’ broader net zero ambitions.
Alexandra began by highlighting that 66 percent of the NHS’ carbon footprint lies within its supply chain, positioning sustainable procurement as a powerful tool in the journey towards net zero. Her team’s mandate focuses on sustainable procurement and supply chains, while also driving social value and tackling modern slavery.
She reminded attendees of the NHS’ clear commitment: by the end of this decade, it will no longer work with suppliers who are not aligned with its net zero goals. To support this, the NHS Net Zero Supplier Roadmap lays out a series of milestones, several of which are already in place. These include embedding social value in all procurements and requiring suppliers to provide a carbon reduction plan.
From 2027, suppliers will be expected to expand the scope of their carbon reporting, with additional requirements on product-level emissions and disclosure coming in 2028. Alexandra emphasised that these future milestones are still in development and urged suppliers to take part in shaping the final policies.
A key enabler of the NHS’ sustainability work, Alexandra noted, is the National Procurement Policy Statement, published on 13 February 2025. This policy reinforces NHS England’s commitment to embedding net zero, social value, and ethical standards in procurement. Importantly, it aligns with wider government priorities for the public sector, including building an NHS for the future, kickstarting economic growth, and making the UK a clean energy superpower.
Alexandra explained that the statement is more than just guidance – it provides a formal basis for public sector organisations, including NHS bodies, to adopt procurement practices that reflect environmental and social priorities. It marks a shift from policy aspiration to concrete expectation.
Alexandra reassured suppliers that NHS England will take a proportionate, clear, and collaborative approach, with plenty of notice before implementing new policies. She noted that NHS England is listening closely to supplier feedback.
She also pointed to the NHS Evergreen Sustainable Supplier Assessment, hosted within the NHS Atamis e-procurement system, as a key tool for dialogue between the NHS and suppliers on sustainability. This tiered assessment enables suppliers to track and improve their maturity level on sustainability issues, without duplicating information across multiple systems.
Beyond net zero, Alexandra spoke about the evolving expectations around social value. The government’s updated procurement priorities now include building a future-ready NHS, alongside themes such as clean energy, economic growth, and inclusion.
New regulations on modern slavery are also on the horizon, with NHS England working closely with the Department of Health and Social Care to ensure that supply chains are fair, ethical, and transparent. Procurement will play a central role in embedding these requirements across the health system.
For BHTA members, Alexandra’s message was one of opportunity and urgency. The NHS is committed to supporting suppliers, including SMEs, with tools, guidance, and access to events and on-demand resources such as emissions verification webinars and updates on science-based targets.
Alexandra concluded with a strong call to action for suppliers: engage with the NHS on these changes, make use of the Evergreen tool, and help co-design the future of sustainable procurement.
Insights from ‘Building a Sustainable Future through Responsible Procurement’ by Chris Taylor, Sustainability Lead UKI at Philips Health Systems
At ‘The Future of MedTech – Innovating for Tomorrow’, a joint conference hosted by the BHTA and AXREM on 13 May 2025 at The Mercure, Northampton, Chris Taylor, Sustainability Lead UKI at Philips Health Systems, delivered the first part of a compelling talk titled ‘Building a Sustainable Future through Responsible Procurement’.
His message to suppliers in the healthcare and medtech sector was clear: the journey to NHS net zero cannot be travelled alone, and suppliers play a critical role.
Chris began by setting the scene. As a planet, we are consuming resources at an unsustainable rate: 1.7 earths’ worth annually and climbing. Healthcare contributes significantly to environmental pressures through emissions, waste, and material use. The NHS, for instance, emits 125kg of CO₂ per hospital bed per day. Chris highlighted the growing evidence linking climate change with human health outcomes, calling on suppliers to act in unison to help tackle this challenge.
With 71 percent of the NHS’ emissions falling under scope 3 – those generated across its supply chain – Chris emphasised that suppliers are central to achieving the NHS’ net zero ambitions.
To support this, Philips partnered with the University of Exeter to produce a report, which highlights how suppliers can reduce material consumption and embed sustainable practices. The report breaks down actions into three areas: understanding the challenge, setting clear targets, and making tangible changes.
Key takeaways for suppliers:
In closing, Chris encouraged BHTA and AXREM members to see sustainability not as a compliance burden, but as an innovation opportunity. By aligning with the NHS net zero roadmap and embracing circular economy principles, suppliers can lead the way in building a healthier, more resilient future for both people and the planet.
On 13 May 2025, the British Healthcare Trades Association (BHTA), in coordination with AXREM, hosted a conference about the future of medtech, offering valuable and informative talks for attendees.
‘The Future of MedTech: Innovating for Tomorrow’ brought together BHTA and AXREM members to hear from senior leaders and experts from across the NHS, DHSC, MHRA, and more to explore the latest advancements and strategies in medtech.
Taking place at the Mercure Northampton, delegates had the chance to network with industry peers, get involved in engaging panel discussions, and learn about some of the most important topics in the medtech sector today.
Engaging presentations throughout the day included topics on sustainable procurement, how suppliers can meet the NHS’ net zero targets, the economic outlook for UK manufacturers, the future regulatory framework for the UK medtech sector, the DHSC’s upcoming work on building a MedTech Compass, and more.
Speakers throughout the day were:
The Future of MedTech conference has received positive feedback from attendees.
Shona Macdonald, Director of Market Access & Reimbursement, UKI, at Convatec, commented: “The BHTA and AXREM conference proved to be a highly relevant and extremely interesting agenda. It provided me with an invaluable opportunity for networking and engagement with stakeholders and peers.
“I was particularly encouraged to hear that collaboration with industry through the NHS transformative changes is both invited and welcomed by the system.”
David Dawson, Market Access Director, UK/Ireland for BD, said: “I found the BHTA conference both interesting and informative. The varied subject matter and speakers provided a good mix of important issues. I especially enjoyed the afternoon presentations and panel discussion.”
Diane Hargrove, Sales Director at BES Healthcare, stated: “I thought the quality of the speakers was excellent, and it was refreshing to hear that there seemed to be an understanding of some of the real challenges that face industry in bringing new innovative technologies through to the healthcare market.”
Richard Holland-Oakes, Co-Founder and CEO of Recare, noted: “Certain parts of the day were very interesting with the NHS and social services and the government finally trying to work together.
“I must say it appeared the presentation to be more hospital-related savings with the AXREM companies rather than the companies of BHTA and the products of which you support, NHS/community and the private sector and of which our products are bespoke to the individuals requirements, and of these products that are prescribed from the hospital environment for home use is a hard to manage and deliver a better service and savings without changing this structure that is in place at present. But it can be done!”
On 2 April 2025, the US President, Donald Trump, declared a “national emergency” and introduced wide-ranging tariffs across the world to “strengthen the international economic position of the United States and protect American workers”.
These “reciprocal tariffs” were placed on countries deemed to be giving the US a bad deal on trade, according to President Trump.
Tariffs are taxes charged on the import of goods from foreign countries. They can be used as a source of revenue for governments and to protect domestic industries from foreign competition.
In general, the importer pays the tariff, not the exporter. In the case of the new US tariffs, American companies will pay the tariffs to the US government.
President Trump stated that he has introduced these tariffs to incentivise and re-shore US manufacturing, “address the injustices of global trade”, bolster domestic jobs, and drive economic growth within the US.
A blanket 10% US reciprocal tariff was placed on countries around the world. This blanket tariff came into effect on 5 April 2025. This includes a 10% trade tariff on all imports from the UK.
60 countries faced additional, individualised, and higher reciprocal tariffs. Some of the notable higher tariffs that were set to come into effect on 9 April 2025 included China at 34%, the EU at 20%, and Taiwan at 32%.
On 9 April 2025, President Trump announced a 90-day pause for all of the countries hit by the higher US tariffs – except China. During this paused period, these countries will face the baseline 10% tariff.
China was not exempted from this recent 90-day pause, and a trade war between China and the US has escalated. US tariffs on exports from China now sits at 145%. China’s retaliatory tariff on exports from the US now sits at 84%.
On 1 February 2025, President Trump also announced a 25% tariff on imports from Canada and Mexico with some exemptions.
Effective on 3 April 2025, all foreign-made cars are subject to a 25% tariff. President Trump had also previously announced a 25% tariff on steel, aluminium, and derivative products, which came into effect on 12 March 2025.
UK exports into the US of cars and car parts, as well as steel, aluminium, and derivative products, are subject to these 25% tariffs.
Some goods are exempt from the reciprocal tariffs, including copper, pharmaceuticals, semiconductors, and lumber articles, as well as energy and certain minerals that are not available in the US.
Given these exemptions, BHTA member exports are unlikely to be exempt from the tariffs.
The situation remains fluid and uncertain and is likely to change over the coming weeks and months.
The tariffs may limit access to the US market for UK firms, as the demand for UK exports may reduce. Restricted market access can hinder growth and expansion opportunities, forcing companies to look for alternative markets or scale down their operations. For SMEs, the additional financial burden will threaten competitiveness, margins, and long-term investments in innovation and R&D.
The supply chain for any components that are sourced from or destined for the US is likely to be disrupted. This disruption can lead to delays and increased operating costs that rely on a seamless flow of goods across the borders.
UK businesses that rely on goods or components from countries and areas that have been affected by higher reciprocal US tariffs could also face increased costs, which will likely affect manufacturing and demand for US goods.
For BHTA members that are manufacturing overseas and importing to the US from a different country, the tariff applied depends on which country it is exported from. For example, if a UK firm manufactures and exports its products from China to the US, China’s reciprocal US tariff would be applied, not the UK’s. It is not yet clear whether the UK Government will intervene or offer support in such circumstances.
As countries around the world may react, or already have reacted, with retaliatory tariffs, this will also have an impact.
Make UK is advising UK businesses to assess the implications of these global tariffs, both directly and indirectly, and think through new commercial, trading, and financial strategies.
Northern Ireland goods that enter the US are subject to the 10% tariff that the US imposed on the UK.
Although Northern Ireland is part of the UK, under post-Brexit arrangements for trade, Northern Ireland remains in the EU single market for goods. This means that for any retaliatory tariffs that the EU imposes on US imports, Northern Ireland will have to follow those EU rules and introduce those tariffs.
The UK Government is offering a reimbursement scheme to Northern Ireland firms if they can demonstrate that goods imported from the US into Northern Ireland are sold there. However, Northern Ireland firms would first be responsible for paying the EU tariffs before a reimbursement application can be made.
The UK Government so far has taken a pragmatic response to the US tariffs, without introducing any retaliatory tariffs.
The UK Secretary of State for Business and Trade’s statement to the House of Commons on 3 April stated the government’s intention is to work with the US on a deal that would reverse the locational and product tariffs that have been imposed.
Prime Minister Keir Starmer echoed these sentiments at 10 Downing Street on 3 April, stating that: “Nobody wins in a trade war. That is not in our national interest.”
The Prime Minister said that the government’s intention is to secure a deal with the US but that “nothing is off the table”.
Now, the government is requesting input from UK businesses on the implications for businesses of possible retaliatory action from the UK Government. This is a “formal” and “necessary” step from the UK Government to keep all options on the table.
In the event that the UK Government reaches an economic deal with the US that lifts the tariffs on the UK, the UK Government says it will pause the input from UK businesses, and any measures flowing from that will be lifted.
Beyond the government’s consultation, so far, no other specific support for UK businesses as a result of the tariffs has been announced or provided by the UK Government.
The UK Government is seeking the views of UK businesses on the implications of possible retaliatory action from the UK Government.
It is a chance for businesses to have their say on the US tariffs and influence the design of any possible UK tariff response if a more favourable deal is not agreed upon.
UK businesses can respond to the UK Government’s request for input here. The request for input from UK stakeholders closes on 11.59pm on 1 May 2025.
The British Healthcare Trades Association (BHTA) has welcomed Merits Health Products UK as a new member. Merits Health Products UK offers manual wheelchairs, powerchairs, rehab powerchairs, mobility scooters, accessibility equipment, stairlifts, patient aids, and seating and positioning products.
The BHTA recently caught up with Frank Robertson, UK Manager of Merits Health Products UK, to learn more about how Frank started at the firm, the company’s extensive product portfolio, and how becoming a BHTA member affirms that the company is ethical, professional, and reputable.
Frank is a professional mechanical engineer with over 35 years’ experience in engineering, manufacturing, and management, including jobs outside of the UK.
In 2018, Frank was looking for a new challenge. He had worked in aerospace, defence, consumer electronics, telecommunications, even environmental services, and banking. He was looking for something different, something that would make a difference to people.
Frank was approved by a recruitment company that was looking for someone with experience of managing diverse engineering teams from different companies and institutions to research, design, and build a leading-edge power wheelchair for young people. A wheelchair that would meet the mobility challenges that young people said they faced every day and also incorporate the latest in technology that could complement a wheelchair.
The project was the Wheels of Change led by the charities Whizz Kidz and Duchene UK and funded by the players of the Peoples Postcode Lottery and Motability Operations.
“It was an extremely challenging project, placing young wheelchair users at the centre of design, and, in spite of the Covid pandemic, we delivered the ambitious Dream Wheelchair prototype in November 2020,” Frank said.
The Dream Wheelchair project was a success, and the charities wanted to investigate if it would be possible to develop it for production and launch it on the market.
Enter Mike Laiman, Global VP Operations of Merits Health Products Co.
Frank explained: “Merits not only designs and builds mobility products under its own Merits, Avid, Pilot, and Precision Comfort brands, but it is also one of the major contract manufacturers of powered wheelchairs and other mobility products.”
Mike saw the potential in the Dream Wheelchair and the similarities it had to the Avid Axcel Front Wheel Drive wheelchair that was already in development. Mike committed Merits to build the Mk2 and Mk3 prototypes of the Dream Wheelchair.
Frank continued: “Sadly, the funding available to Whizz Kidz and Duchenne UK ran out, and Mike asked me to join Merits, which was investigating entering the UK market with its own Avid brand of complex powered rehab wheelchairs, and the rest, as they say, is history.
“I am now the UK manager for Merits, establishing Merits brands in the UK with one eye on Europe, and I still get to work with our engineering and research & development teams in Taiwan and the USA.”
Merits Health Products Co. is a Taiwanese-owned company founded by Larry Cheng in 1986 because his mother required a wheelchair, and he thought he could design and build a wheelchair that could meet his mother’s specific needs better than the wheelchairs available in Taiwan at that time.
Since then, the company has grown to become a global corporation with operations in Taiwan, China, Vietnam, the US, and, from April 2024, the UK.
The current range in the UK includes the Avid brand Axcel and Axcel Narrow, which Frank states is the narrowest front-wheel-drive wheelchair on sale in the UK; the Velocity, the firm’s premium mid-wheel-drive fully featured rehab wheelchair; and the Merits Ultra Mid, the company’s entry-point rehab model that is still highly capable and feature-packed.
The P326e Vision Sport wheelchair launched in the UK at this year’s Naidex.
“It received a lot of attention for its comfortable and easily accessible seating, high manoeuvrability, and good looks,” Frank commented.
Merits Health Products UK recently introduced its Pilot range of stairlifts in the UK. Additionally, the firm has just announced the acquisition of Aergo Health and its patented Air Cell Seating Technology. By focusing on healthy and functional seated posture, Aergo solutions help reduce pain and prevent pressure ulcers.
Frank described the company’s ethos and commitment to high-quality solutions: “At Merits we believe in ‘enhancing life through mobility’. We strive to enable independence and accessibility for all, by providing life-enhancing quality solutions that support people in living their life to the fullest.
“The Merits Health Products logo, consisting of four red hearts, is a symbol of our commitment to provide products second to none. The four red hearts represent faithfulness, caring, love, and untiring determination toward our goal of enhancing human life. We commit to continue our efforts in providing the best possible products and services available at a competitive cost to our customers.”
Merits Health Products is driven to improve lives – every day, all over the world – by making high-quality manual wheelchair, powerchair, rehab powerchair, mobility scooter, accessibility, patient aid, stairlift, and seating & positioning products.
The company provides reliable, expertly engineered solutions for nearly every need. Its innovative designs constitute years of experience and research to fully understand the specific needs of individuals.
“Through years of consultations, personal contacts, and studies, Merits Health Products has adapted every way conceivable to satisfy our customers efficiently with quality and professionalism,” continued Frank.”
Merits Health Products UK has also enhanced laboratory testing capabilities to help customers solve quality challenges and improve product reliability.
The function of the in-house laboratory is not only to meet the test standards and regulations but also to take into account the customer’s reasonable use habits to verify the quality of the firm’s products and to gain the trust of distributors and the trust of end-users in its quality.
Even though it is part of a global corporation, Merits Health Products UK faces the same challenges as any new start-up company.
Frank stated: “The world is a rapidly changing place right now.
“We have ships having to avoid the Suez Canal because of the threat of missile attacks, adding cost and time to supply chains. The growing threat of a trade war through the implementation of tariffs.
“It is beyond us as a company to avoid these global issues, but our global footprint allows us to manufacture our products in the right locations to minimise the impact such issues have on everyone.”
Merits Health Products UK believes it has the right products for the UK market and is now working to build a network of dealers to represent it across the UK. This is so that users everywhere can have access to its products in the knowledge that they have a local dealer supported by a multinational mobility company that believed in making a difference to people’s lives.
Merits Health Products UK is looking to expand its current product range. It already has in development new powerchairs that have been designed specifically for the UK market to cope with the infrastructure challenges that exist in the UK and Europe.
The plan is to launch these products at Rehacare in September, where the company will have a large stand with Merits Health Products employees from around the world. At Rehacare, the company will further exhibit a wide variety of products from its different brands.
The BHTA is a trade association in the healthcare and assistive technologies arena, working on behalf of its members to improve industry standards and consumer protection. With more than 400 members of retailers, installers, service providers, distributors, and manufacturers, this represents many of the current and future companies Merits Health Products UK wants to work with and as its customers.
“What better way to demonstrate to them the standards and values we believe in than to join a trade association that they are also members of?” Frank explained.
Merits Health Products UK believes that being a member of the BHTA demonstrates to the mobility sector that it is a moral company with high ethical standards that can be a trusted supplier to their business.
Being a part of the BHTA means that the company has to conform to the BHTA Code of Practice. This code ensures that the mobility and healthcare community who need Merits Health Products UK’s products can trust that the company is professional, ethical, and has their best interests at heart.
Frank highlighted another important benefit of being a BHTA member: “We also recognised strong BHTA membership provides an opportunity for its members to interact and engage with regulatory and standards-setting bodies, both domestic and international, and to be a part of the BHTA’s activities, improving standards for the provision of quality healthcare and assistive technology products and services.”
Merits Health Products UK plans to attend the Future of Medtech conference on the 13th of May in Northampton, as the company sees immense value in the potential to introduce new technological innovations, such as the IoT.
The firm also plans to attend the South West Regional Networking event in Bristol on the 8th May, where it hopes to find out other members’ interests and what they require from a supplier like Merits Health Products UK.
To find out more about how the BHTA can support your business and how to become a BHTA member, visit this page.
On 13 March 2025, Prime Minister, Keir Starmer, announced that NHS England (NHSE) will be formally abolished.
Health and Social Care Secretary, Wes Streeting, confirmed that NHSE will be brought into the Department of Health and Social Care (DHSC) entirely over the next two years.
It is a decision that is supposed to avoid excessive duplication and inefficiencies between NHSE and DHSC. This major reform is also designed to cut bureaucracy, free up capacity, and deliver savings of hundreds of millions of pounds a year, according to the government.
The abolition of NHSE will be phased over the next two years, during which time it will take on a new and more focused role. Under the leadership of the recently announced NHSE executive team, during this transition period, it will:
The government has made clear that local NHS providers and integrated care systems (ICSs) will have more autonomy, with NHSE stepping back from detailed operational oversight. Waiting time targets and financial frameworks will remain but with greater flexibility for local leaders to decide how to meet them.
Of the combined 17,900 workforce across both NHSE and DHSC, it is expected around 9,000 will go, which means the new and clearly more powerful DHSC team will have around 9,000 staff.
While the political message is clear, the legal process is more complicated. The 2012 Health and Social Care Act legally enshrined NHS England’s independence, meaning that some legislative change will be needed to fully dissolve its infrastructure. However, Wes Streeting has confirmed that much of the change can be delivered without the need for primary legislation, stressing that “time is of a premium” and that the government will “immediately work forward” to begin the transition.
While some aspects of NHSE’s absorption into the DHSC can be enacted through secondary legislation and administrative restructuring, there will still be a need for primary legislative change at some stage. The government is working with the Leader of the House to secure an appropriate timetable, ensuring that the necessary legal adjustments are made without derailing other parliamentary priorities.
It is not yet clear what the procurement landscape will look like with NHSE’s abolishment.
“[DHSC] is tasked with realising the untapped potential of our National Health Service as a single-payer public service, getting a better deal for taxpayers through central procurement, being a better customer to medical technology innovators to get the latest cutting-edge tech into the hands of staff and patients much faster, and being a better partner to the life sciences sector to develop the medicines of the future.”
Wes Streeting
However, NHS Supply Chain, which currently reports to NHSE, is responsible for centralised procurement of products and services into the NHS, which leads to uncertainly around which body will be responsible for procurement going forwards and how centralised procurement may change.
Likewise, it is not yet clear what will happen to the NHS Central Commercial Function (CCF), which owns Sustainability and Social Value, Med Tech Stakeholder Management, and Value-Based Procurement (partially).
For BHTA members, navigating any changes to procurement could be complicated, time-consuming, and challenging. We urge the government to ensure any changes are communicated clearly and with as much time as possible, straightforward, consistent, and as seamless as possible to minimise disruption to vital healthcare services.
The MedTech Directorate is set to become more powerful over these next two years, with around 7,000 new staff transitioning in from NHSE. Tasked with building a thriving UK MedTech sector, the body’s remit covers reviewing how medical devices are regulated, commissioned, and used on an ongoing basis.
The current MedTech Directorate Director, David Lawson, who came into post in 2022 will, the BHTA believes, have a much wider portfolio of responsibilities and will need a larger management structure to manage the various pillars of activities. There will now be a direct line from the centre to the ICSs so the pace change will be enhanced and as stated by the Secretary of State, ICSs will have more autonomy.
Any changes to the governance and restructuring of the MedTech Directorate will likely impact BHTA members, who may be subject to new processes. Again, we urge the government to ensure any changes are communicated clearly and with as much time as possible, straightforward, and as seamless as possible to minimise disruption to vital services.
Off the back of NHS England being abolished, here are the key questions that the BHTA, BHTA members, and the industry more broadly need answers for:
On 26 March, Chancellor of the Exchequer, Rachel Reeves, delivered the Spring Statement 2025, which delivers the UK Government’s spending plans and the economic outlook for the financial year ahead.
However, no new funding was announced for healthcare and assistive technology equipment providers, the NHS, or social care. This comes off the back of the recent major news that NHS England will be officially abolished.
David Stockdale, Chief Executive of the British Healthcare Trades Association (BHTA), responded to the statement: “No new funding for the health and care sector, NHS England being abolished, and businesses having to pay increased employer National Insurance Contributions (NICs) from next month lead to a worryingly economically uncertain position for our members.
“We have already expressed major concerns over the employer NIC hike and the impact this will have on our members. Many of our members are SMEs that are tied to fixed-price contracts with NHS suppliers and local authorities, and rising business costs could make them completely unsustainable.
“Pair this with no new funding for the NHS and social care as well as the procurement landscape set to change with the abolishment of NHS England and it means BHTA members are operating in an unstable landscape.
“We’re calling on the government to provide clarity on what will happen to NHS Supply Chain and procurement more broadly as well as provide funding for healthcare equipment providers to ensure that essential services are not decimated and people can continue getting the vital products they need.”
This article has been co-authored with legal input from Addleshaw Goddard and reviewed by two BHTA members.
Under UK laws businesses, including British Healthcare Trades Association (BHTA) members, must ensure their Google Ads and other marketing materials are transparent and not misleading – particularly if they are consumer-facing.
Many consumers purchasing from BHTA members—such as older adults, disabled individuals, and those with long-term health conditions—may be considered vulnerable consumers. These individuals may face barriers to understanding pricing structures, including VAT relief eligibility, so making clear and accessible information is crucial. Misleading or unclear pricing could lead to confusion, financial strain, and a lack of trust in suppliers of essential healthcare products.
Currently, businesses comply with the Consumer Protection from Unfair Trading Regulations 2008.
Failure to comply with the Digital Markets Competition and Consumers Act 2024 could lead to significant penalties, including fines of up to 10% of annual global turnover as well as individual penalties, compensation, and direction to change behaviour.
For BHTA members, ensuring VAT pricing is clearly displayed in Google Ads is likely a legal requirement but also a matter of ethical responsibility to protect vulnerable consumers. Given the complexities of VAT relief, businesses must take extra care in their advertising to ensure pricing transparency, accessibility, and compliance with consumer protection laws. Clear and upfront pricing helps prevent confusion, build trust, and avoid enforcement action (which is now led by the Competition and Markets Authority (CMA)).
Prime Minister Keir Starmer has announced that NHS England (NHSE) will be formally abolished.
“I’m bringing management of the NHS back into democratic control, by abolishing the arms-length body NHS England,” Keir Starmer said during his speech yesterday about reforms to the civil service and the way the UK Government works.
The Prime Minister said the decision to abolish NHSE will avoid excessive duplication and inefficiencies between NHSE and the Department for Health and Social Care (DHSC).
It is a move designed to “cut bureaucracy across the state”, “focus government on the priorities of working people”, and “shift money to the frontline”, according to Keir Starmer.
“That will put the NHS back at the heart of government where it belongs”, the Prime Minister remarked.
This major reform also claims to free up capacity and deliver savings of hundreds of millions of pounds a year.
NHSE leads the National Health Service (NHS) in England. NHSE is an executive non-departmental public body, sponsored by the DHSC. The organisation was created in 2012 by the then Conservative Government to handle day-to-day running as part of a reorganisation of the NHS.
The government says that work will begin immediately to return many of NHSE’s current functions to DHSC. Health and Social Care Secretary, Wes Streeting, said that NHSE will be brought into the DHSC entirely over the next two years.
Importantly, DHSC says that it will also realise the untapped potential of the NHS as a single payer system, using its centralised model to procure cutting-edge technology more rapidly, get a better deal for taxpayers on procurement, and work more closely with the life sciences sector to develop the treatments of the future.
The abolishment of NHSE also promises to give more power and autonomy to local leaders and systems so they are given the tools and are trusted to deliver health services for the local communities they serve with more freedom to tailor provision to meet local needs.
For BHTA members, many of whom provide essential healthcare equipment and assistive technologies to the NHS and local authorities, this promise of less bureaucracy and more rapid deployment of cutting-edge technology through a more centralised procurement model should come as welcome news. Although, it is not yet clear how the abolishment of NHSE will affect NHS Supply Chain and its procurement activities. It leads to questions about the broader NHS infrastructure as well.
David Stockdale, Chief Executive of the British Healthcare Trades Association (BHTA), commented on the news: “In theory, the idea of abolishing NHS England to reduce duplication across NHSE and DHSC and speed up procurement of cutting-edge technology is great news.
“We’ve heard from members many times that the procurement process across the NHS is fragmented, inconsistent, and unnecessarily complicated.
“In practice, we hope that this major change leads to our members not having to re-submit the same details every time they apply for an NHS contract, local NHS systems selecting innovative and value-adding healthcare products over simply the lowest price, and a consistent, straightforward procurement process across England.
“Our upcoming conference is a great chance for BHTA members and non-members alike to hear directly from senior leaders at NHS Supply Chain who will be able to shed some light on this major reform. Conference tickets can be purchased here.”