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.

The MedTech Strategy: Still central to policy

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.  

Value-based procurement: Creating consistency

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.

The new MedTech Compass: Improving visibility for SMEs

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.

PIM: Strengthening health data quality

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.

Part IX Drug Tariff Reform

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 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:

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.

Preparing for a modern regulatory framework

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.

New post-market surveillance regulations

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:

• Risk-based approach: Requirements will vary depending on device classification.
• Tighter reporting timelines: Serious incident reporting deadlines have been shortened from 30 to 15 days.
• More scrutiny: Enhanced oversight by approved bodies and the MHRA.
• Improved guidance: A comprehensive guidance document was published in January 2025 and will be updated based on stakeholder feedback.

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.”

Premarket regulation reforms and international reliance

The second priority area is the forthcoming premarket regulations, which are currently being finalised following consultation. These will focus on essential changes, including:

• Introduction of unique device identifiers (UDI) for all devices.
• Alignment with international standards to support global competitiveness.
• Creation of new routes to market via international reliance.

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.

Looking ahead: AI, innovation, and continuous improvement

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.

Closing remarks

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.

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.

What is Design for Life?

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.

Aligned objectives: sustainability, cost, and growth

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.

Case study: Reusable patient warming devices at Northampton General Hospital

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.

Tackling barriers to adoption

Josh outlined the programme’s roadmap for overcoming such barriers. These include:

• Leadership and alignment: Establishing national KPIs and embedding circular goals into NHS quality frameworks to ensure consistency and clear direction.
• Behavioural change: Launching adoption working groups and developing practical materials like playbooks and guidance to support trusts.
• Commercial incentives: The NHS is moving towards a value-based procurement model that considers long-term value, not just upfront costs. Draft frameworks are being shadow tested, with live pilots planned for later this year.
• Infrastructure: A nationwide survey is underway to assess NHS decontamination capacity, with the aim of expanding support for reusable systems. In parallel, digital tracking solutions are being explored through partnerships like the DECHI programme.

What this means for industry

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.

Procurement as a force for system-wide transformation

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.

Reinforcing ambitions through national policy

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.

Collaboration and clarity at the core

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.

Social value and modern slavery: evolving expectations

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.

Next steps for medtech and healthcare suppliers

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:

1. Provide transparent reporting:
   Suppliers should prioritise accurate reporting of their environmental impact, particularly scope 3 emissions. Programmes like the NHS Evergreen Sustainable Supplier Assessment, though still evolving, provide a platform for this. Early engagement is vital.
2. Embrace the circular economy:
   Chris urged a move away from the outdated linear model of “take, make, dispose”. Instead, suppliers should design out waste, extend the life of equipment, and consider remanufacturing. Recycling, he noted, should be a last resort.
3. Redesign business models:
   Traditional capital purchase models often limit innovation. Alternatives, such as “as-a-service” models for diagnostic equipment, are already being piloted within the NHS. These approaches offer both environmental benefits and budget flexibility for NHS trusts.
4. Improve energy and material efficiency:
   Reducing the energy consumption of devices, using lighter and fewer materials, and eliminating harmful substances are all part of the sustainability toolkit. Chris also highlighted the geopolitical risks around material scarcity, citing helium as a real-world example.
5. Collaborate for impact:
   Drawing on Philips’ own carbon-neutral operations since 2020, Chris acknowledged that organisations are at different stages of their sustainability journey. However, he reinforced that this is a collective mission: “Nobody wins unless we all win.”

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:

• David Lawson, Director of Medical technology & Innovation at DHSC
• Alexandra Hammond, Associate Director, Net Zero & Sustainable Procurement for NHS England
• Dr Rob Reid, Deputy Director, Innovative Devices at the MHRA
• Josh Crosley, Design for Life Co-Lead from DHSC
• Anastasia Chalkidou, Programme Director for Healthtech Guidance Delivery at NICE
• Heather Hobson from the Office for Life Sciences
• Nata Zaman, Deputy Director of Equipping New Hospital Programme at NHS England
• Paul Gaffney, Director of Tendo
• Daniel Laing, Senior Account Director for Tendo
• Chris Corkan, Region Director & Affiliate Partnerships at MakeUK
• Chris Taylor, Sustainability & Social Value Focus Group Convenor at AXREM
• Matthew D’Arcy from Highland Marketing

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!”