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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.
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 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.
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!”