- Back
- Back
- Back
- Back
- Back
- Back
- Back
- Back
- Back
- Back
- Back
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.
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.
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).
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.
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!”
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)).
The British Healthcare Trades Association (BHTA) is detailing the results of its autumn 2024 membership survey, which received 38 responses.
The quarterly surveys are designed to get a snapshot of the current BHTA membership, including the members’ nature of business, annual turnover, company size, outlook for future business activity, and the challenges that members are facing.
Most of the respondents came from the mobility (12), stoma and continence (10), and independent living (9) sections, but there was representation across all 12 BHTA Sections. Manufacturers, distributors, retailers, installers, community services providers, NHS services providers, importers, and exporters all responded.
There was a good mix of sole traders, SMEs, and large businesses that participated in the survey. This ranged from two employees, to 50 employees, all the way up to over 500 employees and everything in between.
The image below shows respondents’ annual turnover for the last financial year.
When asked about how optimistic they were about the wider UK economy over the next 12 months, one respondent replied ‘very optimistic’, 10 said ‘optimistic’, 14 said ‘neutral’, 12 said ‘pessimistic’, and one said ‘very pessimistic’. This response has remained very similar compared to the BHTA’s autumn 2023 and spring 2024 membership surveys.
When asked about how optimistic they were about their organisation over the next 12 months, 18 percent said ‘very optimistic’, 61 percent said ‘optimistic’, and 21 percent said ‘neutral’. No members felt pessimistic. This is a downwards trend compared to the BHTA spring 2024 membership survey.
When asked about how optimistic they were that the UK Government understands and will address key issues facing the sector over the next 12 months, the feeling was more pessimistic overall. 11 percent felt optimistic, 16 percent felt neutral, 58 percent felt pessimistic, and 16 percent felt very pessimistic. This is a downwards trend compared to the BHTA spring 2024 membership survey.
The image below shows members’ outlook for their organisation will be in terms of investment, headcount, revenue, and export, comparing the next 12 months with the previous 12 months.
Members cited higher manufacturing costs as the main challenge facing their business. Higher distribution costs, staff recruitment, supply chain challenges, and procurement processes were also mentioned as challenges.
When asked about their business’ ability to interact with, and directly export to, foreign markets over the next 12 months, two felt very optimistic, nine felt optimistic, four felt neutral, four felt pessimistic, and two felt pessimistic. The question was not applicable to the other respondents.
In terms of receiving BHTA updates, members prefer receiving emails from their membership engagement managers, in Section meetings, or via the monthly BHTA newsletter.
The image below shows members’ feelings towards the BHTA’s work in terms of most and least important to their business.
Finally, when members were asked about what activity they would like to see the BHTA undertake in 2025, there was a range of responses. These included market sizing reports and annual trends, continuing the work to scrap VAT on defibrillators, more political engagement by building on the BHTA’s successes, seminars discussing across-industry challenges such as green procurement requirements, and continuing the work with Drug Tariff review.
The Department of Health and Social Care (DHSC) recently announced reforms and an independent commission to help improve adult social care.
As part of the plans to “transform” adult social care, the UK Government unveiled a new £86 million funding boost to the Disabled Facilities Grant (DFG) this financial year. This is in addition to the £86 million announced for the next financial year at the Autumn Budget 2024, taking the annual total for DFGs to £711 million.
As part of long-term reform of the adult social care system, the government wants to create a national care service underpinned by national standards.
As a first step, the government will launch an independent commission into adult social care, to be chaired by The Baroness Casey of Blackstock DBE CB, to inform the work needed to deliver this.
The commission, reporting to the Prime Minister, will make clear recommendations for how to rebuild the adult social care system to meet the current and future needs of the population.
Split over two phases, the commission will set out a vision for adult social care, with recommended measures and a roadmap for delivery.
The first phase, reporting in 2026, will identify the critical issues facing adult social care and set out recommendations for reform and improvement in the medium term.
It will recommend tangible, pragmatic solutions that can be implemented in a phased way to lay the foundations for a national care service. The recommendations of this phase will be aligned with the government’s spending plans, which will be set out at the Spending Review in spring.
The second phase, reporting by 2028, will make longer-term recommendations for the transformation of adult social care. It will build on the commission’s first phase to look at the model of care needed to address the UK’s ageing population, how services should be organised to deliver this, and how to best create a fair and affordable adult social care system for all.
Reacting to the plans for social care reform, David Stockdale, Chief Executive of the British Healthcare Trades Association (BHTA), commented: “The BHTA overall welcomes the government’s recent proposals for social care reform.
“The £86 million funding for DFGs is encouraging. Many of our members provide assistive products that facilitate life-changing home adaptations, so this additional funding means that more people can have access to these crucial pieces of equipment.
“However, the BHTA has previously expressed concern about the consequences of the increases in employer National Insurance Contributions and the National Living Wage on businesses.
“We again encourage the government to rethink the impact of these additional costs for businesses – which the government will rely on to deliver this additional activity within the DFG – so that wider health and social care services aren’t negatively impacted as a result.
“As for the independent commission, the government shouldn’t overlook the importance of healthcare and assistive technology products in helping people to remain independent and healthy. The right products provided in a timely manner can help avoid unnecessary hospital admissions, enable people to stay in their own homes for longer, and ease pressure off an overworked and under-resourced care sector.
“Our members provide the local expertise, products, and services required to help the government achieve its vision of a national care service that meets the needs of older and disabled people.
“However, the timeline for the commission is a major concern. There is worry about what the impact of ‘kicking the can down the road’ will be for businesses supporting social care and what the landscape will look like if no action is taken until the commission’s final publication date of 2028.
“We invite the government to engage with the BHTA and assistive technology community to see what transformational actions can be implemented now.”
The winners of the British Healthcare Trades Industry Awards 2024 have been announced across eight categories.
Hosted by the British Healthcare Trades Association (BHTA), the glittering awards ceremony celebrated excellence in the healthcare and assistive technology industry. It took place at the Grand Hotel Birmingham on 29 November to commemorate the exceptional accomplishments of BHTA members, non-BHTA members, healthcare professionals, and industry partners.
Throughout the evening, attendees had the chance to network with industry peers, enjoy a tantalising three-course dinner in the hotel’s grand ballroom, and hear about the inspirational achievements of the award winners.
Melissa Johns presented this year’s awards ceremony. She is a fierce advocate for diversity and inclusion in all industries. Born without a right forearm and hand, Melissa was named one of the UK’s 100 Most Influential Disabled People and one of JCI’s Ten Outstanding Young Persons of the World.
There were eight award categories at the British Healthcare Trades Industry Awards 2024:
Richard Holland-Oakes won the Lifetime Service Award. Over his 45 years in the industry, Richard has worked with a number of recognisable names, like Ottobock, Sunrise Medical, Permobil, and Recare. Throughout this time, he has led the industry in service standards.
The judges were particularly impressed with his passion for inclusion. His nomination made it clear that Richard doesn’t just own or help run his company; he is hands-on and actively builds a legacy of compassion, understanding, and engineering excellence. In addition, he is an active supporter of the industry as a whole and remains a staunch supporter of the BHTA, its values, and mission.
Rollz’s Motion Electric won the Product of the Year Award. The Motion Electric revolutionises mobility aids by merging the functionality of a rollator, transport chair, and electric wheelchair. This fulfils a crucial gap in the market for individuals with varying mobility needs.
A special additional Highly Commended Award was also given to Ottobock’s Genium X4, as the judges recognised this as another exceptional product. The Genium X4 microprocessor knee supports smooth, real-time transitions from sitting to activity. Each step is constantly monitored to monitor change of speed. With improved water durability and battery life, the knee is described as the ‘Swiss Army Knife’ of MPKs.
The OT Show won the Best UK Trade Show Award. This award was voted on by BHTA members, who were impressed with the variety of sessions, speakers, and workshops all supporting a common and united purpose. With a clear audience, the OT Show provided many trade opportunities for conversation and collaboration.
Mobility Scotland won the Retailer of the Year Award. Mobility Scotland’s nomination emphasised its company objectives of “Right, first time, every time”along with a commitment to value. Its unique approach of long-lasting customer relationships is supported by the fact that Mobility Scotland does not advertise through mainstream sources, relying instead on word of mouth, with over 70 percent of business coming from returning customer and referrals.
Laura Wilson won the Rising Star Award. Laura leads the Steeper Product Evaluation Group in Orthotics, and during her tenure she has streamlined the process. She has constantly sought training and new opportunities, including travelling to France and Germany to build relationships and source products. Her work has had clear success both in financial terms and in improving patient outcomes.
Care & Independence won the Manufacturer of the Year Award. The judges were impressed not only by Care & Independence’s established market presence and commitment to customer engagement, but also by its investment in and encouragement of new and innovative ways of thinking and best practices. Care & Independence has a near 40-year heritage.
Reliance Medical won the Innovation in Sustainability Award. Reliance Medical showcased a robust and thoughtful approach to sustainability, with a company fleet of electric or hybrid vehicles, an energy-efficient building complete with rooftop solar farm, and a designated employee Green Team action group. Additionally, it has launched several fully recycled and recyclable products, with a goal that all its first aid consumables will be free of plastics by 2025.
Opcare won the Outstanding Community Outreach Award. The Opcare team goes above and beyond in making a significant contribution to its community. Many new equipment users have difficulty in accessing guidance and learning about their instruments. These difficulties can include transportation, capabilities, or availability. Opcare developed a series of satellite clinics around Leicestershire, which, in addition to providing equipment and expertise, also delivered equipment to patients’ homes.
Commenting on the British Healthcare Trades Industry Awards 2024, David Stockdale, CEO of the BHTA, said: “Thank you to everyone that attended this year’s British Healthcare Trades Industry Awards and a big congratulations to all of the award winners. It was a brilliant event to celebrate the sector’s exceptional achievements.”
The British Healthcare Trades Association (BHTA) has welcomed Meyra UK as a new member. Meyra UK offers a comprehensive range of mobility solutions, which include sports wheelchairs, powerchairs for complex rehabilitation needs, and an extensive paediatric range.
The BHTA recently caught up with James Malcolm, General Sales Director UK & Ireland at Meyra UK, to find out more about James’ background in the mobility industry, the firm’s focus on strengthening partnerships with dealers and distributors, and the value of becoming a BHTA member.
James has over 15 years of experience in the mobility sector, as he explains: “It feels like a lifetime ago, but my journey in the mobility sector began in 2007 as an area sales manager.
“Since then, my career has evolved significantly. I’ve had the privilege of working with some of the leading manufacturers, service providers, and retailers in the industry, alongside many dedicated professionals committed to delivering high-quality products and services to a diverse range of end-users.
“These experiences have provided me with valuable insights and a deeper understanding of the mobility sector, fostering both my professional and personal growth. This journey has ultimately led me to my current role at Meyra UK.”
Meyra UK is part of the globally respected Meyra Group, which was founded in Germany in 1936. Renowned for its user-centred design and innovation, Meyra offers a comprehensive range of mobility solutions. These include configurable, active, and sports wheelchairs; e-powered chairs for daily use and complex rehabilitation needs from Meyra and the TA service; and the Netti range for users requiring advanced seating and positioning.
“Additionally, we offer an extensive paediatric and bariatric range,” adds James. “Our product portfolio is extensive.”
Meyra products have been in the UK for many years, but Meyra UK is now focusing on strengthening its partnerships with dealers and distributors. By collaborating closely, Meyra UK strives to provide them with the tools and support needed to deliver its innovative mobility solutions effectively across the UK and Ireland.
Meyra UK’s ethos is all about inspiring the joy of life for end-users, their families, caregivers, and all other parties involved in the process of offerings its products to the end-user.
The firm decided to become a BHTA member for multiple reasons, among them being the association’s ability to effectively lobby on behalf of its members, valuable networking opportunities, and adding credibility to the business.
“I have been a supporter of the BHTA since I entered the industry,” said James.
“Upholding ethical standards and best practices is crucial for the mobility sector, and collaboration between OEMs, service providers, and distributors is essential to ensure that users—whether accessing products through contracts or private purchase—receive high-quality solutions that adhere to best practices and the BHTA Code of Practice.
“The BHTA also plays a vital role in advocating for our industry with governments and regulatory bodies, both old and new.
“Being a member of the BHTA adds credibility to our business, provides access to valuable industry insights, and connects us with a supportive community that is dedicated to advancing healthcare and independent living solutions.”
Like all OEMs, Meyra UK faces various challenges. It focuses on leveraging advanced technologies and developing new products to meet the evolving needs of its customers. Additionally, the company is committed to environmental responsibility and sustainability in our operations and product designs.
James discusses how the BHTA can assist in this area: “The BHTA can support us by advocating for policies that promote environmental sustainability and reduce regulatory burdens. Furthermore, the BHTA can facilitate networking opportunities and partnerships within the industry to share best practices and innovations.”
One of the biggest draws for becoming a BHTA member is the chance to network with like-minded industry peers. James is already taking advantage of this.
“I recently joined an online meeting with leading retailers in the industry, which was highly informative,” he comments. “I look forward to attending additional BHTA events, as these are invaluable for staying informed on industry trends, networking with other professionals, and discussing key issues in the sector.”
There are some exciting developments ahead for Meyra UK, with new products and events on the horizon. The company will be attending Naidex 2025 and is also planning several product roadshows and workshops across the country.
“We recently showcased our innovative Gaze Driver, an eye-control system for powered wheelchairs, at Rehacare in Dusseldorf, and the response was very positive,” says James. “We are planning to launch it in the UK next year.
“Additionally, we will be unveiling new products in our Active range, thanks to our continued collaboration with designer Rainer Küschall, as well as new innovations in our E-Power range.”
Meyra UK also plans to grow the UK team and will actively be recruiting throughout 2025 as part of its expansion plans.
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) and Driving Mobility have published interim guidance for BHTA members about the UK Government’s spring 2024 update called ‘Using mobility scooters and powered wheelchairs’.
This interim guidance has been published by the BHTA and Driving Mobility following a notable (and somewhat confusing) update to the government document around “not in a class” mobility scooters and powerchairs.
“Not in a class” mobility scooters and powerchairs are a new class of mobility vehicle that was introduced in the government’s spring 2024 update. This new class has raised a lot of questions and concerns by BHTA members.
BHTA and Driving Mobility’s interim guidance is designed to help member companies understand the latest government update and outline clearly what the new ‘not in a class’ classification means.
This is followed by a series of questions (as identified by the by BHTA, Driving Mobility, and several member companies) that seek clarification from the government following its most recent update to ‘Using mobility scooters and powered wheelchairs’. The guidance will be updated in due course as the BHTA and Driving Mobility seek answers from relevant government stakeholders.
Download the BHTA guidance document in full here.
On 30 October 2024, Chancellor of the Exchequer Rachel Reeves delivered the Labour Party’s Autumn Budget to Parliament, detailing the UK Government’s tax and spending plans for the year ahead.
The topline announcements that will impact British Healthcare Trades Association (BHTA) members have been highlighted below.
Rachel Reeves announced that there will be no increase to National Insurance, VAT, or Income Tax for employees. Income Tax and National Insurance Contributions (NICs) thresholds will be unfrozen from 2028-29 onwards, which means that people will not be moved into higher tax brackets until then.
However, from 6 April 2025, the government is increasing the rate of employer NICs from 13.8 percent to 15 percent. In addition, the threshold at which businesses start paying National Insurance on a worker’s earnings will be lowered from £9,100 to £5,000.
The smallest businesses will be protected from this change, as the Employment Allowance will increase to £10,500 from £5,000 and be extended to all eligible employers by removing the £100,000 cap. The UK Government says that this means that 865,000 employers will pay no NICs next year.
The Autumn Budget 2024 also revealed that the National Minimum Wage will be increased by 6.7 percent, from £11.44 an hour to £12.21 hour, for people aged 21 and over. The National Minimum Wage will rise for people aged between 18 and 20-years old from £8.60 to £10.
Additionally, the weekly earnings limit for Carer’s Allowance will be increased to 16 hours at the National Living Wage, worth an additional £45 a week from April next year.
One of Labour’s seven key pillars for growth is to drive innovation with increased funding of STEM industries.
The chancellor also announced that Labour is setting a two percent productivity, efficiency, and savings target for 2025/26 for every government department.
Off the back of Lord Darzi’s independent review of the NHS, a 10-year plan for the NHS is due to be published by the government in spring 2025. This plan will set out reforms to transform the NHS from analogue to digital and more from model of sickness to prevention shift care from hospital to community.
In the budget statement, the chancellor confirmed an additional £22.6 billion for day-to-day spending over two years for the Department of Health and Social Care (DHSC), supporting Labour’s goal for the NHS to deliver an extra 40,000 elective appointments per week.
The settlement also confirms capital spending for DHSC will increase by £3.1 billion in 2025‑26 compared to 2023-24 outturn, rising to £13.6 billion, representing record levels of capital investment into health and a two-year average real terms growth rate of 10.9 percent.
Further investments into the NHS included £1 billion for a special fund to address physical infrastructure plus £1.5 billion for new diagnostic centres.
Additionally, Rachel Reeves announced £600 million of new grant funding to support social care. This is alongside an £86 million increase to the Disabled Facilities Grant (DFG).
Responding to the Autumn Budget 2024, David Stockdale, Chief Executive of the BHTA, said: “While we fully welcome additional funding for the NHS and local authorities, we are deeply concerned about the impact of rising costs on the private sector.
“Many of our members are small and medium enterprises, tied to fixed-price contracts with NHS suppliers and local authorities, and rising business costs could make them completely unsustainable.
“Taking on increased National Insurance and the Minimum Wage will be particularly costly without support. In fact, we are already hearing that without support this could ‘decimate’ vital sectors, like community equipment.
“Tax increases and other escalating business expenses threaten to offset any additional investment being made by the government. The hundreds of SMEs that we represent will bear the brunt if this budget despite the fact that we supply the NHS with the essential tech and products necessary to deliver timely, effective care. We stand ready and willing to work with the Government to ensure that this investment is not eroded by increased tax burdens on businesses.”
British Healthcare Trades Association (BHTA) member Prism Healthcare has announced the acquisition of Joerns Healthcare UK on 30 October 2024.
It means that Joerns Healthcare UK’s business, which is also a BHTA member company, and its well-known Oxford range of products, is now part of the Prism Healthcare Group.
With a heritage dating back to the 1950s, Oxford is one of the leading brands in the patient handling and rehabilitation product markets. The Oxford brand specialises in clinical hoisting equipment, slings, and bathing equipment.
The Oxford product ranges represent a strategic addition to the Prism Healthcare Group, which is dedicated to transforming lives in the home, long-term care, acute care, and paediatric settings.
Prism will take on board the full Oxford product set, including the ‘Professional’ and ‘Classic’ ranges, as well as complementary bathing products, slings, and other products supplied by Joerns UK.
Within its core UK market, Joerns UK is a supplier to the community equipment market via loan store operators and independent local authorities, as well as to NHS trusts, care homes, and dealers.
The acquisition of Joerns UK is expected to strengthen Prism’s position as one of the UK’s leading providers of safe patient handling, pressure area care, and specialist seating equipment for individuals with limited mobility.
Chris Morgan, Managing Director of Joerns UK, will take on an expanded role within the enlarged Prism group. He will lead Prism’s UK Homecare and Acute Care businesses, including leading the Joerns UK team within the enlarged UK group.
Chris commented: “I am delighted to have the opportunity to join the Prism Healthcare Group in this exciting new era and to continue the positive development of our company.
“I love working with the fantastic people in this industry and am delighted that the Prism group will support us to continue our successful growth. This will be for the shared benefit of our customers, our team and our supply chain partners.”
Jason Leek, CEO Prism Healthcare Group, added: “The Oxford range of products is an exciting addition to the Prism Healthcare Group. This acquisition strengthens our product offering, supports our expansion into the acute market, and, most importantly, allows us to provide our customers a broader offer.
“I am very excited that we can expand the value-add offering for our customers as well as enhancing our relationships with our suppliers. I am delighted to welcome Chris Morgan and the Joerns team to the group and look forward to working together.”
The British Healthcare Trades Association (BHTA) has welcomed ISKOmed UK as a new member. ISKOmed UK is the UK subsidiary of ISKO Koch GmbH, which designs and manufactures specialist medical device equipment.
The BHTA recently caught up with Greg Whelan, Managing Director of ISKOmed UK, to learn more about Greg’s background, the firm’s range of specialist products, and how being part of the BHTA can help lobby for important change.
“The journey to ISKOmed UK has been quite an interesting one,” Greg exclaimed.
In 2017, Greg joined Nexus DMS (the exclusive ISKO Koch UK distributor), which was soon taken over by Apex Medical. In 2022, Greg was promoted to Director. At the same time, the ISKO Koch agreement amicably ended with the now rebranded Wellell.
Greg said: “Roll onto 2024 and I realised I loved the ISKO products and sector. The opportunity arose for me to join ISKOmed UK, and the rest is history.
“It’s been an inspirational journey in the healthcare sector so far. I’ve learnt so much from all those I’ve worked alongside, met incredible people, made local and international friends, but, most of all, being part of something that absolutely makes a difference to people’s lives, for me, is truly why I do this.”
ISKOmed UK is the UK subsidiary of ISKO Koch GmbH, which is a designer and manufacturer of specialist medical device equipment. In the UK, ISKOmed UK markets and demonstrates its range of specialist beds for individuals with more complex needs.
Greg said: “With the newly rebranded Rotadorm (previously Rotapro) representing our rotational chair bed/stand-up bed range and a much wider offering, including bariatric beds, standing frames, and physiotherapy rehabilitation couches, we are well positioned to accommodate a varied client base and their needs.”
The partnerships in the business bring in skillsets including sales and marketing, regulatory, distribution, design and manufacture, and, importantly for the UK market, a clinical input.
Stuart Barrow is the clinical director of ISKOmed UK.
“Stuart being a qualified occupational therapist for almost 25 years with an extensive background in social services and private equipment and adaptations was the perfect fit for our UK company,” Greg continued. “We are delighted to have him recently join us as our clinical director.”
Stuart continues to run Promoting Independence, a bespoke clinical practice that runs the Occupational Therapy Adaptation Conference (OTAC), making his day-to-day clinical skills and operational management a perfect fit for the business.
Being a BHTA member can give firms access to important, relevant, and timely information regarding supply chain issues.
Greg explained: “The ongoing issues facing the global economy have an impact on everyone’s daily life in some way, whether it’s cost of living, energy costs, or sourcing components.
“Our supply chain issues seem somewhat less with German manufacturing. We enjoy quick delivery times and fortunately do not suffer the well documented issues that shipping freight can be subjected too from the Far East.
“I believe that the BHTA support offered to the membership is vital where logistics is being affected, and, as a member previously, have utilised their knowledge in this area to assist the business.”
ISKOmed UK will be attending all of the remaining OTAC events in 2024 and throughout 2025. The firm is also the headliner sponsor of the Moving and Handling Conference in October 2025.
Greg added: “We are also greatly looking forward to the BHTA Awards Dinner 2024 in November, giving us a great opportunity to meet with colleagues and partners in the industry.”
Greg said that there could be more new products from ISKOmed UK very soon.
Greg has highlighted the benefits of being a member of the BHTA, which importantly includes being part of an association that represents companies’ interests and concerns and lobbies for change.
“As a recent new member and having been a member in my previous organisation, I wanted ISKOmed UK to enjoy the full benefit from being part of the association and to be an active component within it,” Greg explained.
“When you enter a marketplace in your own right, it’s important to be supported by a body that represents the interests and concerns of the healthcare sector and one that can take the voice of its membership and lobby for change on their behalf. The BHTA is that industry recognised association and, for the healthcare sector, the voice that is needed.
“Our first Section meeting is being kindly hosted by Medstrom on the 9th of October. I am personally looking forward to meeting my peers and offering relevant input as required.”
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 Manfred Sauer UK as a new member. Manfred Sauer UK is a specialist in continence management systems. Its high-quality and innovative products are often designed by end-users and healthcare professionals.
The BHTA recently caught up with Carol Hutching, Nursing Services Manager at Manfred Sauer UK, to learn more about her extensive background in nursing, all about Manfred Sauer UK and Manfred Sauer Care, and the value of BHTA membership.
Carol Hutchings is the nursing services manager at Manfred Sauer UK. She joined the company in November 2018 and has previously worked as a nurse specialist within other commercial companies. She, therefore, has a good understanding of the commercial world, but ultimately it is her patients who come first and finding the best solutions for them is foremost.
Carol began training as a nurse in September 1984 at what was then the Barking, Havering & Brentwood School of Nursing. Based at Harold Wood Hospital, Carol has fond memories of her training there and her subsequent position as a staff nurse on an acute medical ward. Carol remembers the hospital as a friendly and fun place to work. Everyone pulled together and supported each other, and the training was such that they learned ‘on the go’. Teaching and supervision were second to none, so she knew right from the start that nursing was the right pathway to follow.
Carol got married during her second year of training and had her first daughter three years later but has continued with her nursing throughout.
In 1996, by which time she was at a different hospital, Carol was feeling a bit disillusioned with the way things were managed on the wards and decided it was time to try something different. She applied for her first commercial nursing position, and, although surprised at the time, she got offered the post.
She has not looked back.
Carol enthuses: “To steal a phrase from my friend and colleague, Tracy, I feel that my job with Manfred Sauer is my ‘forever job’ and that I will be with the company until it either puts me out to grass or I give in to retirement.”
Carol says: “In spite of Manfred Sauer UK being established for over 25 years ago, many people are still unaware that Manfred Sauer is a real person. Not only that, he is an absolute inspiration!”
Manfred was born in Germany in 1944. At the age of 19 in the UK, he had a diving accident resulting in a spinal cord injury. He has had tetraplegia since 1963, and he underwent his rehabilitation at the Stoke Mandeville Spinal Unit in the days of its founder, Sir Ludwig Guttmann.
Following his accident, he noticed a real gap in continence management and a lack of options available. As a result, in 1965, he began to develop and market condom urinals or urinary sheaths. In 1976, he launched Manfred Sauer GmbH, which is now a firmly established business enjoying a large share in the rehabilitation marketplace for continence systems in Europe and an ever-growing market share in mainstream continence management in the UK.
Thanks to the insight of Manfred back in the 1960s, Manfred Sauer UK is also now well known in the continence market. The company seeks to offer high-quality, innovative products, which are often designed by end-users and healthcare professionals.
Manfred Sauer UK is based in Northampton and is the UK distributor for the Manfred Sauer product portfolio, offering users a diverse and extensive choice. The products are manufactured in Germany.
“They undergo rigorous testing before they are released into the marketplace, as we believe it is vital to get things right from the start,” adds Carol. “We offer more choices in urinary sheath sizes than any other manufacturer; leg bags with unique features and benefits which make a difference; Nephsys, a specially designed Nephrostomy system that can be worn around the waist; and more.”
Manfred Sauer Care is the company’s home delivery and nursing service division. It offers a personal service with professional care. This is delivered by a friendly and knowledgeable team that takes time to listen and understand.
“We not only offer a prescription home delivery service, but one that puts the needs of the user first,” Carol says. “We pride ourselves in the fact that we take time to ensure every order is managed with sensitivity, care and, understanding.”
The service offers a swift and efficient delivery to a chosen address on a day that suits. Personalised product customisation is available.
Manfred Sauer Care also supplies all manufacturers’ products, holding a comprehensive range to enable it to fulfil all prescriptions promptly. It accepts prescriptions by electronic prescription service, and a Popular Standing Order Service is available.
Manfred Sauer Care will dispense any brand of continence, stoma, and woundcare product available on NHS prescription, direct to the patient.
In recent years, Manfred Sauer UK has expanded significantly, as Carol explains: “We are known as a company that provides innovative products or products with a difference. We have the Bendi bag, designed specifically for wheelchair users, and the NephSys system for people struggling with the management of their nephrostomy/s.
“With the popularity of such products, our business has grown substantially over recent years. As a result, we have expanded, and we run our business over two units instead of the one, as we did for years.
“Our nursing team is growing, and our prescription team are seeing an ever-increasing number of referrals to our service.”
Manfred Sauer UK has recently joined the BHTA. As the company has a small team, one of the main benefits of becoming a BHTA member is being part of a larger industry community.
Carol says: “We are faced with constant challenges, such as trying to keep up with the impact of the Part IX consultation and changes in regulations. We hope that being a part of the community will strengthen our business relationships and increase our knowledge and understanding of industry changing events. We very much look forward to working together.”
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 ProSys International as a new member. ProSys International designs, develops, and manufactures a range of clinical supplies and medical devices for acute and secondary care environments.
The BHTA recently caught up with Gill Sims, Clinical & Commercial Director at ProSys International, to discover more about the firm, the value of being a BHTA member, and difficulties keeping up with the latest regulations.
Gill enjoyed a successful career in medical device sales for over 30 years. She has previously worked in the stoma, urology, wound, and obstetrics and gynaecology markets.
Gill recently joined ProSys International to support the firm’s vision and business development strategy in expanding its bowel management, pressure area care, and infection control portfolio in both primary and secondary care environments.
“As a registered nurse I am passionate in supporting healthcare professionals with best practice solutions to support and overcome the challenges faced in today’s clinical and home care settings,” Gill enthused. “Providing products and educational services to enable care of the highest standard is our goal and we are building a respected team to spread our reach and support at grass roots.”
Gill says that contributing to the development of exciting new products in the pipeline in a dynamic environment is incredibly rewarding. ProSys International’s overall goal is to deliver high-quality and cost-effective solutions, which involves multidisciplinary professionals supporting the firm’s projects from the outset.
The company anticipates launching its latest development in early 2025. This will mark the start of a programme that sees the true development of the ProSys International brand over the next three years.
Prosys International is a micro SME founded in the late 1990s by Graham Steer. As a mechanical and bioengineer, Graham grew the business with a focus on the design, development, and manufacturing of medical devices.
The company developed a range of products to assist in the management of highly infectious bodily fluids based upon super absorbent systems, and this subsequently led to the development of the Secco Faecal Management system. The Secco Faecal Management System Secco Protect™ is an easy-to-use system that reduces skin breakdown and pressure ulcer development, while preventing cross contamination. With its unique super absorbency technology, it contains spillages and odours as well as maintains patient dignity.
“Most recently a range of pressure relieving devices were added to the product portfolio, and this addition will be a focus for the business as we move in a new strategic direction,” Gill adds.
The ProSys International range of products are sold via a range of distribution channels including the NHS Supply Chain.
Gill explains that, for a small team, it is difficult to keep up to date with the latest regulations, as resources are stretched.
She says: “For any size organisation the trials and tribulations of endeavouring to comply with both regulatory and voluntary requirements in the 21st Century is like ‘pushing water uphill’, but with the added issue of reduced resources in a company the size of ProSys our small team can be stretched, regulatory compliance is without a doubt our biggest challenge ahead.
“Barry Holland, Regulatory Affairs Manager for the company, explains that the two main adverse events in recent history that caused most disruption within the compliance field have been the PIP Breast Implant Scandal of 2010 and Brexit in 2020.
“Regulations have been strengthened (and lengthened), Notified Bodies are now relying on State-of-the-Art obligations with typical guidelines such as MEDDEVs (although most don’t have any legal status), and now, if we’re lucky enough to sell our medical devices into Europe, our costs to comply with both the EU Medical Devices Regulations 2017/745 and the UK Medical Devices Regulations 2002 have doubled.
“Politicians continually say that “red tape” will be reduced, but unfortunately this never happens! Government Quangos continue to publish commitments that micro businesses and SMEs be given a “light touch” approach, but again we are yet to see this happen.
“The challenges for medical device compliance have never been tougher.”
Gill says that joining the BHTA as a member will help give ProSys International a collective voice. The BHTA can also provide valuable support and guidance in overcoming some of these challenges.
There are many benefits to becoming BHTA member. For Gill, the most value comes from regulatory support, networking opportunities, educational sessions, being part of a collective voice, and aligning with the BHTA Code of Practice.
Gill comments: “Joining the BHTA was a no-brainer for me, having worked for several member companies in the past, I have enjoyed the networking opportunities, educational events, and the collaborative approach to our industry challenges.
“The BHTA Code of Practice aligns so well with the ProSys mission and values and reflects a philosophy of care and support, which is very much at the forefront of all our activities.
“I am so looking forward to meeting with the Section members in the coming months and engaging in discussions that enhance quality of life for our customers whilst developing and growing our respective businesses.”
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 LendoCare as a new member. LendoCare’s goal is to simplify access to at-home medical equipment through rental models.
The BHTA recently caught up with Solomia Boretska, CEO/Co-founder of LendoCare, to find out more about the firm, its plans for the future, and how the BHTA can support with key issues.
Solomia is a neuroscientist by background, as she explained: “I volunteered with the MND Association during my studies and saw firsthand the difficulty of accessing equipment across the UK.”
That is when LendoCare was born.
“I started the business with my brother and co-founder to tackle the lack of digitalisation in the equipment hire process for customers,” Solomia continued.
LendoCare is building the digital equipment hire service for the UK, offering customers easy availability and a booking platform. Its mission is to tackle the postcode lottery of care by providing affordable healthcare equipment services at a national scale. Looking ahead, LendoCare plans to expand into the electric wheelchair and scooter sector.
LendoCare decided to become a BHTA member for several reasons.
As LendoCare expands, it is seeking support with medical device registration regulations and supply chain support. These are two areas where the BHTA can offer expert guidance.
LendoCare also wants to learn from other BHTA members in the space and receive up-to-date and relevant regulatory information.
Solomia added: “I’m keen to attend some in person events as well as Section meetings.”
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 recently welcomed Stairlift Recycling Ltd as a new member.
Stairlift Recycling Ltd removes used stairlifts and refurbishes them before offering them to those in need at reduced rates. Its refurbished stairlifts come with a lifetime warranty, providing customers with peace of mind.
The company’s mission is to enhance independent living by significantly lowering the cost of mobility equipment and reducing environmental waste.
Established in 2013, Stairlift Recycling Ltd has provided affordable, high-quality stairlifts for over 10 years. Its services help bridge the gap for individuals in need of affordable mobility solutions.
Stairlift Recycling Ltd has managed to overcome challenges around people being wary of purchasing second-hand or refurbished equipment.
The company explains: “The refurbished stairlift market is highly specialised and aimed at people with mobility issues, often the elderly or disabled. Raising awareness about the benefits of reconditioned stairlifts can be difficult, especially when new stairlifts by the big companies dominate the market.
“Consumers are wary of purchasing second-hand or refurbished equipment, especially devices like stairlifts. Overcoming these concerns through marketing and advertising is crucial.”
Stairlift Recycling Ltd decided to become a BHTA member to ensure it aligns with high industry standards and gains additional credibility in the healthcare market.
The BHTA is known for its strict Code of Practice, which is approved by the Chartered Trading Standards Institute (CTSI). By joining the BHTA, Stairlift Recycling Ltd can demonstrate its commitment to ethical business practices, customer protection, and safety standards.
Stairlift Recycling Ltd adds: “Being part of the BHTA helps us to reassure customers that our products and services meet rigorous quality and safety criteria. It also enhances trust, particularly for potential customers who are hesitant about purchasing refurbished mobility equipment.
“Moreover, BHTA membership allows us to network with other reputable healthcare businesses and stay informed on industry trends and regulations.”
The company is looking forward to attending any upcoming BHTA Regional Networking Lunches alongside BHTA Stairlifts and Access Section Meetings.
Looking ahead, Stairlift Recycling Ltd will expand its operations through localised hubs nationwide, which will help the firm deliver faster installation and maintenance services. Another focus is on creating job opportunities for veterans, helping ex-servicemen and women reintegrate into society by employing them in various roles within 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 responded to Lord Darzi’s recent independent investigation into the current performance of the NHS across England and the challenges facing the healthcare system.
The report outlines areas where the NHS is performing poorly, the key reasons behind this, and some suggestions to bring the NHS back to peak performance.
Reacting to the report, David Stockdale, Chief Executive of the BHTA, commented: “Lord Darzi’s report offers a refreshing perspective as the Government faces the realities of the NHS’s current challenges. The health service, its employees, and suppliers have been undervalued and underused for too long, which this report fully acknowledges.
“I’m particularly pleased to see the stated shift in focus from hospitals to community care. The BHTA stands ready and willing to support the NHS in accelerating this transition, as our members provide both the innovations and local expertise needed to usher in a new era of healthcare in the UK.”
On 10 September 2024, the British Healthcare Trades Association (BHTA) hosted a Dementia Awareness Training session for its members.
The half-day event took place at the NSPCC National Training Centre in Leicester, and the training was delivered by Nadine from the Alzheimer’s Society.
The aim of the session was to enable staff who interact with customers, both on the phone and in person, to feel more confident and skilled in supporting customers with dementia.
Key learning outcomes were for staff to learn what dementia is and how to spot the signs and symptoms; understand how the symptoms of dementia can affect a person’s behaviour and communication; and learn practical ways to support people with dementia in a customer-facing environment.
The engaging training also touched on:
The training has received positive feedback from attending BHTA members.
Hayley Smith, Operations Manager for Wenman Healthcare, commented: “I thoroughly enjoyed this course, I would say it’s been one of the most useful and interesting training courses I have attended. The trainer was excellent and had a vast experience of working with dementia which showed during the training and shared her own experiences which really helped.
“I now feel much more confident when I go to assess someone living with a form of dementia, it’s almost made me want to campaign for The Alzheimer’s Society to get the word out there!”
Claudia Davies, Prosthetist at Opcare, enthused: “Me and my colleague Jess both found the training incredibly useful for our role. Nadine was a very good speaker. She did an excellent job, and the content and delivery were relevant and interesting.
“I am an educator in our company, and I’ll be putting forward a request to get this training included in our base training.
“The only downside was the long commute, so if there were any different closer locations in future that would be appreciated.”
Recently, the British Healthcare Trades Association (BHTA) held its inaugural regional networking event in Kent for members, which proved to be a success.
The free event took place on 4 July at The Wharf in Dartford, where attendees enjoyed a complementary buffet lunch. All BHTA member companies and staff were invited.
The informal networking lunch was a chance for members to network across all BHTA Sections, so attendees could reconnect with familiar faces and meet new people they may not ordinarily have a chance to connect with.
Here’s what attendees had to say about the regional networking event:
Oksana Pylypenko, Project Production Manager from John Florence, said it was a “fantastic networking lunch”.
Gary Tidman, Director of Only Lifts, remarked: “All in all I thought it was great, having recently attended a joint section meeting it was all very familiar faces. There seemed to be good engagement cross industry as well. Would definitely attend another.”
Kylie Evans, Head of Mobility at Mark Bates, commented: “What a fantastic regional networking lunch organised by the British Healthcare Trades Association – hopefully the first of many. It was great meeting with other companies within the industry and discussing our different experiences. Myself and Danny Bates had a great time.”
The next BHTA regional networking event is taking place in the West Midlands at The Hatton Arms on 5 September from 12pm-2pm, where attendees can enjoy a free buffet lunch. Members can register for tickets here.
At the recent British Healthcare Trades Association (BHTA) Conference 2024, Laura Squire, Chief Healthcare Quality & Access Officer at Medicines and Healthcare products Regulatory Agency (MHRA), discussed where UK medical device regulation is at now and what the future looks like.
The BHTA Conference 2024 focused on the UK healthtech landscape over the next five years. It was a chance for BHTA members to hear from senior government and NHS speakers about how the changes made today will impact the future of the health service.
Laura began by explaining the MHRA’s purpose in delivering the future regulatory framework of medical devices in the UK. Its goal is to deliver a robust and leading regulatory framework that prioritises patient and public safety. In delivering this regulatory framework, the MHRA’s chief goals are to deliver:
The new regulatory framework has been implemented via a series of Statutory Instruments (SIs), Laura explained. Further details are in the slide below.
Laura also provided details of where MHRA is at now with UK medical devices regulation and plans for 2024-2025. The slides below provide more information.
“We’re trying to be more transparent about our timescales,” Laura commented. “But it’s very difficult to be transparent about timescales when you’re doing legislative work, because there are certain things that are not within our gift in terms of timescales.”
A key point from Laura’ presentation was around international recognition. MHRA recently published a statement of policy intent, which outlined MHRA’s intention to recognise medical device approvals from Australia, the EU, Canada, and USA. It contained further details for the access routes depending on the device type, class, and prior approval.
“We are also working actively with Japan to bring them into the international recognition,” added Laura. “It’s slightly more complex there because of the population and understanding how they apply some of the international standards, but there is no doubt that Japan is a rigorous regulator, so we would trust it.
“We’re calling these comparable regulators, because I don’t like the phrase ‘trust’. It implies we don’t trust everybody else, and we do trust quite a lot of other regulators. It’s about the practicalities of making it work. At the moment, these countries are the ones that we think we can get to work, and we’ve worked with all these countries to try to design the framework.”
MHRA is testing the proposed framework in collaboration with industry and approved bodies, using a range of devices with existing approvals from these countries. Market access via international recognition would only be formally granted once the future core regulations are in force, Laura explained. The proposed framework may be updated based on these activities.
At the recent British Healthcare Trades Association (BHTA) Conference 2024, Barney Willis, Deputy Head of Life Sciences at the Department for Business and Trade (DBT), explained how DBT provides practical support to UK medtech SMEs with exporting.
The BHTA Conference 2024 focused on the UK healthtech landscape over the next five years. It was a chance for BHTA members to hear from senior government and NHS speakers about how the changes made today will impact the future of the health service.
Barney began by explaining what the DBT does. The department brings together business and trade in a single department. Export and investment are the two pillars of the department. DBT also opens up new markets for businesses by removing barriers and negotiating trade deals, which can lead to practical opportunities opening up.
Barney provided some insightful UK medtech sector statistics. See them in the slide below.
Despite the UK having an innovative, productive, and fast-growing medtech sector, UK medtech exports are low relative to international comparators, he said. The UK imports more than it exports.
The key point from Barney’s presentation is that the DBT provides practical advice and support to SMEs to help them grow and export, which involves non-stop engagement. Barney outlined some of the practical support available to SMEs in the slide below.
Barney said: “We will competitively recruit between 10 and 14 companies, which will be UK SMEs that have got something competitive that we think has a chance of being successful in an overseas market.
“For example, I’m flying to Saudi Arabia with about 10 companies, which we recruited from across the assistive tech and medtech sectors, and we will use the convening power of the British Embassy to get them into rooms they wouldn’t otherwise get into.”
Importantly for SMEs, DBT has a network of international trade advisers across the south, midlands, and north of England, Barney explained. These advisers provide businesses with free and impartial export support. Additionally, they can help firms develop their export strategy, access masterclasses, link firms to specialist export advisers, and help firms make the most of DBT’s global network so they can grow their business overseas.
DBT’s overseas network spans over 100 markets with a global reach in more than 170 countries. These include Canada, the US, Germany, UAE, Japan, Spain, New Zealand, China, and more.
Barney added: “DBT has embedded staff in most of the markets you’re likely to care about, and certainly the large ones. These will be, in many cases, specialists who know the sector in their country. They will often be locally engaged.”
At the recent British Healthcare Trades Association (BHTA) Conference 2024, Mark Chapman, Interim Director Medical Technology Digital & Diagnostics at the National Institute for Health and Care Excellence (NICE), delved into the NICE healthtech assessment lifecycle approach and innovative vs iterative healthcare products.
The BHTA Conference 2024 focused on the UK healthtech landscape over the next five years. It was a chance for BHTA members to hear from senior government and NHS speakers about how the changes made today will impact the future of the health service.
Mark began by explaining how NICE is transforming by developing guidance that is more:
Progress has been made on these changes, which are detailed on the slide below.
An important topic from Mark’s presentation was around whether products are innovative or iterative.
Mark said: “A product starts off massively transformative and innovative. Then, over time it iterates. By the end, it’s got a lot of additional items added to it. It’s the additional items that make it different to the predecessor, but you wouldn’t class it massively as innovative.
“The reason why it’s important to think about this is, for so many years, we’ve tried to polish what may just be another pair of shoes and convinced someone that they’re the better thing to have. That might be the case, but it’s not always the case.”
The MedTech Strategy touches on the right product for the right patient at the right time.
“When we think about innovation without differentiation, that’s what holds us back,” Mark explained. “Far too often, innovation has gone into the system, and the next innovation has come along. You don’t know whether the first one was the game-changer or the second one was the game-changer, because we’ve rarely done any full assessments.
“That’s what we want to shape NICE to be looking at more intentionally.”
With this in mind, NICE has introduced and refreshed its topic prioritisation programme. This allows NICE to select the right technologies for consideration of a NICE assessment, dependent on the evidence, availability, the access to it, and the need in the health and social care system.
Then, through various stages, NICE will start looking at how much this would cost, the system impact for that investment, population impact for that investment, and these may be cost saving. Whereas historically in the healthtech programme, everything was forced into proving cost saving.
“Once a product has been selected, we’ll embark upon a health technology assessment,” continued Mark. “A health technology assessment is a collective term that describes a set of methods and approaches to assess the value proposition of a technology.”
A key point from Mark’s presentation was around NICE’s life cycle approach to healthtech assessments. See the slide below for further details.
Where possible, real-world evidence (RWE) will be prioritised for late-stage healthtech assessments, added Mark.
At the recent British Healthcare Trades Association (BHTA) Conference 2024, Andrew New, CEO of NHS Supply Chain, explored how NHS Supply Chain will change over the next five years to make it better to work in and with.
The BHTA Conference 2024 focused on the UK healthtech landscape over the next five years. It was a chance for BHTA members to hear from senior government and NHS speakers about how the changes made today will impact the future of the health service.
Andrew explained the fundamentals of the organisation: “NHS Supply Chain exists to try to simplify the way marketplaces work; to try to engage trusts on a collective basis so we get consistent decision-making, and it’s not sporadic as it has been historically; and to make these markets work more effectively.
“We’ve been doing a lot over the last year or so to reorganise the way we work at the same time as continuing to run very fast in delivering the benefits that all of our supply base offer to the NHS. None of this can be done without the whole system working together, and that’s a key principle of everything we’ve done.”
Andrew highlighted that NHS Supply Chain initially started out doing a fantastic job of focusing on what it was asked to do but not doing the job the NHS needs in the future. The slide below details some of the areas where NHS Supply Chain has built on solid foundations to ensure it is fit for the future.
In one year, NHS Supply Chain and suppliers have achieved a lot, Andrew explained. Headline achievements include:
He underlined that there is an opportunity to save £40 million across the NHS, but there is a backlog of work, and it requires clinical intervention.
Andrew shared NHS Supply Chain’s strategy and corporate priorities. See the slide below for further details.
One key point from Andrew’s presentation was around NHS Supply Chain’s work to enhance the clinical voice across the organisation.
“We need to enhance that voice both in the conversations we have with trusts as well as with suppliers,” he continued. “We’ve brought in a new national clinical director, Michelle Johnson, who is bringing together a clinical community to make sure we have clinically led decision-making everywhere. That is hugely valuable to us as an organisation, and we’re already seeing the benefits.”
NHS Supply Chain is going to clinically segment products in terms of priority, importance, value, and making a difference in healthcare outcomes. The organisation also wants to simplify prices so that there are not 10 different prices for the same thing.
See the slides below for an outline on the work NHS Supply Chain is doing to transform its commercial capabilities, strengthen the supply chain, and improve processes.
At the recent British Healthcare Trades Association (BHTA) Conference 2024, Fiona Hilton, Director of Commercial Best Practice & Engagement for NHS England, discussed The Procurement Act 2023 and the Strategic Framework for NHS Commercial.
The BHTA Conference 2024 focused on the UK healthtech landscape over the next five years. It was a chance for BHTA members to hear from senior government and NHS speakers about how the changes made today will impact the future of the health service.
Fiona highlighted the NHS Commercial portfolio and how it all links together. This revolves around four central initiatives: the NHS Central Commercial Function (CCF) service offers, the Commercial Efficiencies Programme, the Procurement Act, and the Strategic Framework for NHS Commercial. See the slide below for further details.
“We’re trying to link the NHS much more into how the whole of central commercial government works, so that we can collaborate and engage with some of the standard practices that are already in place,” Fiona said.
One key point from Fiona’s presentation is that healthcare procurement is set to transform in 2024 with the introduction of two new procurement regimes: the Procurement Act 2023 and the Provider Selection Regime (PSR).
Fiona emphasised that the NHS believes that the Procurement Act 2023 is key to transforming procurement in the medtech sector. The Act will go live on 28 October 2024.
“We believe that the Procurement Act is a fundamental catalyst to enable change,” added Fiona. “It’s really key for us to be able to establish what we want to do on innovation, working with SMEs, and enabling greater transparency with our suppliers.”
The Procurement Act 2023, she said, will introduce a new competitive and flexible procedure that will enable the NHS to work innovatively and faster with suppliers. It simplifies the regulations that govern public procurement and promises increased commercial flexibility.
Additionally, within the Act, the Competitive Flexible Procedure will allow contracting authorities to design processes that best suit their needs, rather than follow suboptimal standardised procedures.
Importantly, Fiona stressed that the Act will give the NHS an enhanced to take into account poor performance suppliers and the potential debarment of those that do not improve, which will help the NHS improve outcomes.
Additionally, Fiona encouraged medtech suppliers to become familiar with the PSR, which launched in January 2024. It represents a new set of rules governing healthcare services in England. The PSR exempts healthcare contracts from the formal public procurement regime. Fiona added that the regime enables a more flexible, proportionate process when awarding healthcare contracts.
Another important topic from the presentation was around the Strategic Framework for NHS Commercial, which aims to be globally renowned, supporting the delivery of the world-class Commercial Function in healthcare, in patient care, and in outcomes. See the slide below for more information.
Fiona explained: “The Strategic Framework was put together originally in order to be able to support the whole of commercial healthcare for outcomes, not just about value for money upfront. It was about benefitting the whole of the life cycle, and the outcomes across all of commercial.”
At the recent British Healthcare Trades Association (BHTA) Conference 2024, David Lawson, Director of MedTech for the Department of Health and Social Care (DHSC), presented an engaging presentation on value-based procurement and a MedTech Strategy update.
The BHTA Conference 2024 focused on the UK healthtech landscape over the next five years. It was a chance for BHTA members to hear from senior government and NHS speakers about how the changes made today will impact the future of the health service.
In his presentation, David remarked that it is a very active time in the procurement and medtech sectors, and that there is a genuine desire for DHSC to engage with industry, including BHTA members, to ensure its proposals are grounded and well thought-out.
David reflected on the ‘The medical technology strategy: one year on’ report, which reflects on the MedTech Strategy and provides an update on where the medtech sector is headed. Since the MedTech Strategy was published, there are multiple medtech initiatives in flight, such as the Innovative Devices Access Pathway (IDAP).
One of the central themes in David’s discussion was around value-based procurement. He stressed that the lowest price does not always equal best value.
He also highlighted some of the key problems DHSC is trying to solve in the medtech sector. See the slide below.
One issue David particularly emphasised with evaluating procurement is around validating evidence submitted by suppliers.
He said: “Can we believe the claims from industry? How do we validate that? How do we trust the information? Having good data is part of that validation process.
“At the moment, there’s an absence of clarity in terms of validation. That leads to a lack of consistency. Different trusts across the country apply value-based procurement assessment of medtech in different ways. There isn’t a methodology to set a common way of doing this. That makes it inefficient for everyone.
“It’s quite difficult to do validation on medtech, because medtech doesn’t stand still. A product is developed, it then gets iterated, more data is collected, and more evidence is collected. It’s quite hard to make a validation process that’s dynamic and that reflects the way that medtech operates, alongside the scope and scale of medtech.”
David underlined that it may take a while for DHSC to come up with an appropriate, robust, and sustainable process for validating medtech.
In addition, David outlined potential options to move work forward. See the slide below.
David said: “This question about validation of evidence, our thinking at the moment is that we need a system solution. We need some sort of portal where suppliers can submit their information, there’s a validation process, and it can be updated.”
Moreover, David underlined some of the key issues DHSC is trying to iron out to make the medtech sector work more seamlessly. See the slide below.
“From a UK perspective, the majority of our medtech industry is SME-based, so we need to make sure that at a government level and a system level that we are doing everything we can to support SMEs, not make it harder,” he commented.
The British Healthcare Trades Association (BHTA) recently hosted another successful conference that brought together healthcare leaders and suppliers to discuss how the changes made today will impact the future of the health service.
The sellout BHTA Conference 2024, ‘Health Tech in the UK: The next 5 years’, took place at the Northampton Town Centre Hotel on 21 May and was sponsored by Verlingue.
Boasting an impressive roster of key government and NHS speakers, engaging presentations throughout the day included topics on the MedTech Strategy one year on, the Procurement Act 2023, late-stage medical device assessments, practical export support for UK SMEs, UK medical device regulation changes, and much more.
Attendees had the chance to ask the speakers important questions during two Q&A panel discussions throughout the day.
The conference kicked off with a welcome from BHTA CEO David Stockdale, who highlighted some of the BHTA’s successful campaigns, how the BHTA lobbies to government to ensure its members’ voices are heard, and an overview of the BHTA Conference 2024.
Next, Lord Markham, Parliamentary Under-Secretary from the Department of Health and Social Care (DHSC), shared his opening remarks. Lord Markham outlined that the UK has massive potential to transform the medtech landscape over the next five years and highlighted relevant and successful government initiatives like Innovative Devices Access Pathway (IDAP), the MedTech Strategy, and late-stage medtech assessments.
David Lawson, Director of MedTech for DHSC, delivered a presentation titled ‘Value Not Cost’. He discussed the ‘The medical technology strategy: one year on’ report, the issues DHSC is trying to solve when it comes to the medtech sector, and value-based procurement.
Fiona Hilton, Director of Commercial Best Practice & Engagement for NHS England, discussed the Strategic Framework for NHS Commercial. Her presentation delved into how the Procurement Act 2023 will significantly change how the NHS works with suppliers and the Strategic Framework for NHS Commercial.
Andrew New, CEO of NHS Supply Chain, presented ‘One Year On – More to Come’. He talked about how NHS Supply Chain will change over the next five years to make it better to work with, and how it aims to enable an optimised, resilient, and sustainable supply chain.
Mark Chapman, Interim Director Medical Technology Digital & Diagnostics at NICE, commenced the afternoon presentations. His presentation was titled ‘NICE HealthTech Assessment: Focus on What Matters Most’. Mark explained the NICE HealthTech Assessment lifecycle approach and late-stage medical device assessments.
Barney Willis, Deputy Head of Life Sciences for the Department for Business and Trade (DBT), explained how DBT provides practical support to UK medtech SMEs with exporting. Barney provided an insight into how DBT promotes innovative UK medtech companies in key global export markets.
Before the closing remarks, Laura Squire, Chief Healthcare Quality & Access Officer at Medicines and Healthcare products Regulatory Agency (MHRA), delivered the final BHTA Conference 2024 presentation. Her talk, ‘How Regulation of Medical Devices in the UK is Changing’ explored where UK medical device regulation is at now and what the future looks like, alongside international recognition of medical devices.
Positive feedback from the day included:
“An excellent set of speakers and some thought-provoking questions. Given the make-up of BHTA membership, it was good to see several references to the importance of SME business from the speakers.”
“A very good event with really good Q&A sessions. The speakers and the topics they covered should have been of real value to members. I always go looking for 3 or 4 golden nuggets at a day like this, and there were several.”
“It was a really informative day, great speakers, content, location, room, and lunch.”
“It was obvious from how well it went that a lot of work has gone into it, so I hope all the team involved are justifiably proud of the day.”
Mobility equipment supplier Dash Rehab has introduced two new power rollators to its range, the Dash 3 in 1 power rollator and Dash Ultra 3 in 1 power rollator.
Dash Rehab is part of RHealthcare, which was formed through the purchase of Remploy Healthcare. RHealthcare is a member of the British Healthcare Trades Association (BHTA).
Each power rollator is highly adaptive and supports varying needs, including nursing, rehabilitation, exercise, and travel, through a variety of functions. It can be a rollator, powered rollator, walker, wheelchair, or electric wheelchair.
The assistive devices are designed to support people who have trouble walking or are unable to walk long distances.
Both power rollators feature a compact collapsible frame and swing-away leg rests (these are also detachable on the Ultra model), which makes storage and travel easy and convenient. The rollators are designed to slide into a boot, onto a back seat, or in a luggage compartment on public transport.
In addition, the Dash and Dash Ultra 3 in 1 power rollators boast Bluetooth functionality. This enables the user to drive the power rollator using an app downloaded to a smart phone or tablet. This option combines Bluetooth connectivity with the rollator’s powered functions to drive the rollator away into a storage space, for example, or call it closer for ease and convenience.
Alongside Bluetooth connectivity, there are front and rear controls on both models. When driving, the user can select up to five gears for speeds between 0.7 to 3.7mph forward and 0.6 to 1.3mph in reverse by pressing the gear + or gear – buttons on the front control. The joystick is tilted for the direction of travel.
When the front control is working, the rear control automatically stops, and vice versa.
Moreover, the rear control on the hand grip provides power assist when used as a wheelchair or resistance when used as a rollator. The resistance mode (Gear: 01 to 03) prevents the wheels from turning too fast. If this happens, the anti-fall function kicks in and the autobrake is applied.
The power assisted mode (Gear: C1-C3) provides automatic power assistance to push and for ease when using the wheelchair function. Power assisted brakes aid this.
Both rollators are comfortable with a supportive seat with padded cushion and backrest.
The backrest and handlebar height are adjustable. The backrest can be reversed too, offering support and giving confidence when in rollator mode. Additionally, the large spacious shopping bag means there is plenty of room for shopping and essentials when users are out and about.
The Dash 3 in 1 power rollator weighs 18.6kg and is available in black. The Ultra model weighs 21.7kg and comes in white. Bother power rollators can support up to 100kg (15.7 stone).
When used as an electric wheelchair or in power assisted mode, the Dash 3 in 1 power rollator can travel between 7.4-12.4 miles on a single charge of the 6Ah/10Ah battery, powered by two 250W motors. The charge time is four-five hours.
The Ultra is more powerful and can travel up to 9.3 miles on a single charge of the 24V 10A battery, powered by a 24V 250W motor. The charge time is six hours.
Newlife, a national charity for disabled children, has published a new report, which reveals that a growing number of disabled children are being let down due to a lack of access to essential support and specialist equipment such as wheelchairs, buggies, beds, and car seats.
The report states that there has been a big increase in the number of disabled children in the UK over the last 10 years, but that local services are not robust or responsive enough to evolving pressures. This includes a holistic and proactive approach to equipment provision.
Newlife’s report underlines that disabled children and their families are navigating a “failing system” that is too often leaving them without the specialist equipment and support they urgently need.
Four key themes have emerged: a lack of leadership at government level, a shortage of suitable professionals, increasing waiting times for assessments, and insufficient equipment budgets.
One key finding from the report is that 75 percent of professionals are concerned there are children living without essential equipment, with only 39 percent of families feeling their child has all the specialist equipment they need.
Moreover, local services provided less specialist equipment in 2022/23 than the previous year, with 41 percent cutting their equipment budgets.
In addition, there has been a 27 percent increase in disabled children waiting for assessment over the last two years – nearly a quarter of local authorities have waiting lists over one year, with some exceeding three.
Based on the report’s findings, Newlife is urging policymakers to implement a series of cost-effective recommendations to break these barriers and secure a brighter future for disabled children.
The charity has made the following recommendations to policymakers:
The British Healthcare Trades Association (BHTA) supports Newlife’s key recommendations to policymakers and urges the next government to implement them in full.
Hayley Phillippault, Chair of BHTA Children’s Equipment Section, said: “Obtaining the right equipment at the right time has been demonstrated time and again to offer huge health, economic and wellbeing benefits to disabled children, their families and UK taxpayers.
“The forthcoming UK general election presents an opportunity to transform the life chances of these children and save vital NHS resources through the adoption of the six recommendations put forward in Newlife’s policy manifesto. The BHTA Children’s Equipment Section fully support these recommendations and urge the next government to implement them in full.”
New data reveals that the NHS is missing out on procurements savings amounting to tens of millions of pounds.
In a report published today, the Public Accounts Committee (PAC) warns that NHS Supply Chain, which was created to save the NHS money through pooling hospitals’ purchasing power, has failed to persuade NHS trusts to use it to make billions in purchases.
The full report, ‘NHS Supply Chain and efficiencies in procurement: Twenty-Fourth Report of Session 2023–24’, can be read here.
NHS Supply Chain was created to solve the known problem that the NHS was not making the most of its collective buying power to get the lowest prices for its purchases.
PAC’s report finds that the organisation has so far failed to demonstrate that it is the answer the NHS needs. Of the £7.9 billion spent by NHS trusts on medical equipment and consumables, £3.4 billion is outside of NHS Supply Chain. This means that it is only achieving around 57 percent of market share to a target of 62 percent (a target revised down from an original 80 percent by 2023-24).
Trusts’ satisfaction with NHS Supply Chain is low and in steady decline (down to 54 percent in 2023-24 from a peak of 67 percent in 2021-22), according to the report. Over two-thirds of trusts say they shop elsewhere because of limited availability through NHS Supply Chain.
The report further raises concerns that a focus on costs may impact on the quality of outcomes for patients. The report, which finds that clinicians are not convinced that NHS England (NHSE) and NHS Supply Chain value quality over price, calls for clinicians to be involved in purchasing choices to ensure that better patient care is considered alongside value and cost.
David Stockdale, Chief Executive at BHTA, has underlined that the association and its members will continue to work alongside NHS Supply Chain to ensure procurement works for the whole of the medtech supply chain to ensure better patient outcomes.
“The BHTA and our members continue to be ready to work with NHS Supply Chain and the broader UK medtech supply chain to ensure procurement works for the whole of the supply chain, to ultimately deliver the patient outcomes we all want,” said David.
“We recognise the healthcare landscape is challenging for all parties currently and continue to believe that genuine engagement from all stakeholders will lead to the best outcomes.”
The report also questions the level of savings NHS Supply Chain reports it has made for the NHS. NHSE shared the organisation’s reported savings with it but using two different methods which generated two very different figures – £3.3 billion from 2016-17 to 2022-23, and £1.7 billion for the same period, risking confusion over how much NHS Supply Chain has actually saved. Trusts do not always recognise the savings that NHS Supply Chain reports, causing frustration and mistrust, PAC states.
PAC’s confidence in savings claimed by NHS Supply Chain is further undermined by the fact that the cumulative £3.3billion claimed has not been validated by either the UK Government or NHSE, with the organisation effectively marking its own homework.
Dame Meg Hillier MP, Chair of the Committee, said: “The problem NHS Supply Chain was created to address is well-established. Given the scale of the NHS’ collective billions of pounds worth of collective spend on procurement, ensuring the best value for money for the taxpayer is essential. But our report finds that trusts do not have the requisite confidence in NHS Supply Chain to utilise its services, leaving it at risk of being an answer to a question no-one is asking.
“Cost is of course only one factor when making high-stakes decisions around which equipment to use for patients, and it is essential that clinicians are given a seat at the table so that better patient care is considered alongside best value. All agree that high-quality equipment must be readily available to NHS trusts at the best possible price. The hard yards must now be put in to build trust in the systems that are there to deliver these outcomes.”
In response to PAC’s report, an NHS Supply Chain spokesperson stated: “We are committed to realising the full potential of NHS Supply Chain to deliver greater savings and efficiencies alongside a broader value proposition focussing on supply chain resilience, product safety, enabling access to innovation, social value, sustainability, and ethical considerations.
“We have redesigned NHS Supply Chain’s operating model and embarked on a major modernisation programme to upgrade key infrastructure and IT systems. We need to further improve and integrate our platforms to provide a more consistent experience for colleagues across the NHS and suppliers. As the NAO report highlighted our funding is managed on a year-by-year business cycle in line with NHS England’s business planning process.
“We are continuing to work together with the Department of Health and Social Care (DHSC), NHS England, NHS trusts, suppliers, and other system partners across the country to improve procurement in the NHS. This will be achieved through ongoing collaboration, partnership working and innovation.
“Over the last year we have been strengthening our engagement with our NHS partners to improve our understanding of their needs through our quarterly national and regional advisory forums, various panels and working groups. We are continuing to develop these engagement forums to ensure that they bring the voice of NHS colleagues and patients into the heart of our organisation. These engagement forums support our goals to make substantial improvements in satisfaction with our services by ensuring our business plans focus on those matters that will make the greatest difference to the NHS.
“NHS Supply Chain is clear that we can deliver over £1 billion of value by 2030. This can only be achieved by working in collaboration with all groups within the NHS, national bodies, industry associations, suppliers and NHS England. We have worked with NHS England and national representatives of the NHS trusts to develop a new standard saving methodology for the entire NHS and it’s expected that this method will be ready for all parties to use to calculate savings from April 2024. Our programme is aligned to this approach and reporting method.”
The British Healthcare Trades Association (BHTA) is working in partnership with Trusted Assessing and Care Training (TACT) to launch a brand-new course designed for retailers of independent living equipment.
The ‘Trusted Assessors: Assessing in the Retail Environment‘ course is designed to accredit retailer members as Trusted Assessors.
BHTA represents over 400 organisations in the UK who are involved in the manufacturing, distributing, and retailing of healthcare and assistive technology products. It operates a Code of Practice to ensure high-quality service levels for the sector.
This new training-based programme enables customer-facing staff to learn the skills involved in assessing for suitable home adaptations equipment. The course was developed by TACT in consultation with the BHTA and its members, and it is accredited by OCN London.
David Stockdale, Chief Executive at BHTA, commented: “This programme underlines BHTA’s commitment to quality and raising standards in the sector.
“The Trusted Assessor model is known and in widespread practice in health, social care, and housing services across the UK. This initiative enables our retail members to be aligned with a best practice approach in assessing for equipment that in turn means they can be integrated into local pathways.
“Older and disabled people can expect to gain faster access to important solutions for their independence and be confident in the impartial advice provided.”
Retailers of equipment for independent living are experts in the product solutions they range, and this enables them to check suitability and tailor products to individual people’s needs. Many retailers are relied on in their local areas to visit people at home and demonstrate equipment to help people to live independently.
The Trusted Assessor model is based in occupational therapy models of practice and learning this approach enables an Assessor to evaluate the person and their environment in a systematic way to identify the best solution. Assessors are taught when to refer a case to an occupational therapist (OT), and this ensures best use of staff and resources whilst speeding up access to much-needed equipment.
“We’re delighted to be working with BHTA to provide this Trusted Assessor course to their members,” said Clare Barber, Director of TACT and an OT specialising in this field. “It’s a splendid example of how staff already visiting older and disabled people at home can be taught to carry out simple assessments for home adaptations with a best practice approach based on the Comptency Framework.
“Expanding the range of Assessors working in the UK by harnessing the skills of this specialist retail sector is an innovative way of speeding up access to much-needed equipment.”
The announcement of the new course follows several months of consultation with the BHTA and its members.
The course has also received positive feedback from TPG DisableAids, a mobility equipment retailer and a member of the BHTA.
Alastair Gibbs, the director of TPG DisableAids, commented: “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.”
BHTA members can find out more by email TACT on info@trustedassessing.com or visiting the TACT website and completing an enquiry.
The British Healthcare Trades Association (BHTA) has recently welcomed Vanilla Blush as a new member. Vanilla Blush specialises in intimate healthcare apparel and devices for individuals who have undergone abdominal wall surgery.
The BHTA recently caught up with Nicola Dames, CEO of Vanilla Blush, to hear more about how the firm began, its unique products that combine fashion and healthcare while improving the lives of patients, and the tangible benefits of BHTA membership.
Nicola Dames, originally from Dublin, embarked on her journey toward nursing by leaving Ireland in 1998 to pursue a nursing course at Kingston University and St. George’s Hospital in Tooting, London. Before venturing into nursing, Nicola gained experience working in pharmacies across Dublin, where she served notable figures such as Fr. Ted and Lisa Stansfield.
Her career path took her to Brown Thomas, a prestigious department store, where she further honed her skills in customer service and retail. After qualifying as a nurse, Nicola discovered her passion for neurology, particularly within the realm of neuro-intensive care units (ITU).
However, her journey took an unexpected turn when she was diagnosed with ulcerative colitis. Despite this challenge, she found unwavering support in her now-husband, who accepted her illness without hesitation and proposed to her.
Following their marriage, Nicola and her husband, a secondary school teacher and fellow ITU nurse, made the bold decision to leave their jobs and embark on a new adventure in Spain.
Nicola commented: “After our time in Spain, my illness started to resurface, and despite medication, it became increasingly difficult to manage. Following two hospitalisations, the realisation dawned that I needed to be closer to home for better medical support. With my husband being Scottish, we made the decision to settle in Glasgow.
“In 2006, just one year into our marriage, I received the joyous news that I was pregnant. However, this happiness was short-lived as I was soon admitted to the hospital due to complications. Within a few weeks, I experienced the heart-breaking loss of both the baby and my large bowel. It was during this tumultuous time that I underwent surgery, resulting in the creation of a stoma (Ileostomy).”
Vanilla Blush was born out of this journey.
Vanilla Blush unfolds a compelling narrative rooted in Nicola’s transformative journey from nursing to fashion, coupled with her personal battle with ulcerative colitis. This distinctive fusion of healthcare and design expertise propels the creation of intimate health apparel and medical devices for individuals with stoma/ostomy or hernias post-surgery.
Noteworthy milestones, such as winning awards, launching medical devices, and delving into university-led research, underscore the company’s commitment to innovation and enhancing the lives of those who’ve undergone major surgeries.
The global reach, team expansion, and recent initiatives, like the launch of a new website, signify continued growth and impact. Furthermore, the emphasis on working collaboratively with all partners in the industry, making Vanilla Blush data-rich, adds a layer of sophistication to its narrative—highlighting a commitment to comprehensive industry engagement and knowledge.
Overall, it’s a story of resilience, purpose, and ongoing dedication to advancing healthcare solutions.
Discussing some of the challenges Vanilla Blush faces, Nicola commented: “As a small business deeply rooted in patient care, we understand the critical balance between clinical necessity and patient experience. In the dynamic landscape of cost-saving initiatives within the NHS, where decisions often hinge on distinguishing between luxury and clinical need, we proudly stand as innovators who prioritise both.
“Our garments, born out of empathy and expertise, are more than just products; they are solutions meticulously crafted to enhance patient well-being.
“While larger competitors may have the resources to reach decision-makers first, we advocate for a fair and inclusive evaluation of innovative solutions from small businesses. Our commitment to excellence isn’t measured by the size of our team, but by the impact of our patient-centric approach.
“We invite policy and regulation decisionmakers to recognise the unique value that smaller, innovative businesses bring to the healthcare landscape – a value that extends beyond the balance sheets to the very lives we aim to improve.”
Vanilla Blush decided to become a BHTA member for several compelling reasons, as Nicola explained: “First and foremost, our commitment to providing high-quality products and services aligned closely with the BHTA’s mission to promote excellence within the healthcare industry. We first heard about the BHTA through industry networks and recognised it as a reputable and influential organisation within the healthcare sector.”
Nicola added that by joining the association, Vanilla Blush gains access to a wealth of resources, expertise, and networking opportunities.
“This includes access to training and educational programs, regulatory guidance, and industry updates, all of which are invaluable for staying abreast of the latest developments and best practices in our field,” continued Nicola.
“Furthermore, being a member of the BHTA provides us with a platform to engage with other industry professionals, exchange ideas, and collaborate on initiatives that benefit the wider healthcare community. This not only enhances our visibility and credibility within the industry but also fosters partnerships and opportunities for growth.
“Specifically for our business, the BHTA can support us in various ways. This includes advocacy and representation on regulatory matters, ensuring that our interests are effectively represented at the policy level. Additionally, the association offers support with compliance and quality assurance, helping us to uphold the highest standards of product safety and efficacy.
“Moreover, being part of a larger association like the BHTA provides us with a sense of belonging to a community of like-minded professionals who share our commitment to excellence in healthcare. This collective strength enables us to amplify our voice, influence positive change, and drive innovation within the industry.
“In summary, our decision to become a BHTA member was driven by our shared values, the tangible benefits of membership, and the opportunities for collaboration and growth that it affords. We are confident that our partnership with the BHTA will not only support our business goals but also contribute to advancing healthcare standards and improving patient outcomes.”
To find out more about how the BHTA can support your business and how to become a BHTA member, visit this page.
Topro, a manufacturer of mobility products that help people regain their independence, has recently become a member of the British Healthcare Trades Association (BHTA). The company is best known for its high-quality rollators.
The BHTA recently caught up with Terence Clark, UK Country Director for Topro, to delve into Topro’s product offering, how joining the BHTA helps the firm to be more credible, and its future plans.
Terence joined Topro after considerable experience in the stairlift sector.
“Previously I worked for 10 years at Stannah Stairlifts as its local authority sales manager and before that for 24 years as Head of Sales at Clark and Partners, our own large dealership with multiple outlets and substantial sales into the public sector,” said Terence. “Both these companies would have been considered the best in field, and when I was considering leaving Stannah I knew I wanted to work for a company with similar values and levels of expertise.”
Always committing to the business he works for, Terence wanted a position at a smaller firm where he could have a larger impact. He saw the Topro job advertised in THIIS and called to have a chat.
“I found an instant rapport with the company and its aims,” he recalled. “The role at Topro is a good combination of the elements I liked in both previous roles/companies and allows me to use my strengths and my experience to good effect.”
Topro mobility products are manufactured in Norway. They are the “best in class”, according to Terence.
“Coming from Stannah, I knew that quality products are a huge part of the success of any organisation. We have also invested heavily in logistics, staffing, IT, and systems to equip the new Topro UK to compete at every level with new products in the pipeline to further complement our current ranges.”
Topro’s range of rollators include the new feature-rich indoor rollator Hestia, the indoor/outdoor hard-working Original, the multi-option 5G, the rugged Olympus ATR (All Terrian Rollator), and the attractive and advanced Pegasus carbon rollator.
In addition, there is the Neuro, which uses reverse logic braking to help clients with conditions like Parkinson’s to stay safe and active as long as possible. Lastly, the Forearm Walker2, one of Topro’s best-sellers, is a practical, lightweight, and stable forearm walker designed to provide great upper body support.
Terence added: “Taurus dealers have access to the Taurus range of walkers. With its growing use throughout the NHS and rehab centres, Taurus offers flexibility and stability, helping clients relearn to walk after surgery or other conditions where they may have become unstable or unsteady.
“The significant investment of the owners has meant that Topro competes at the highest standard on the world stage, and it was decided to look for a larger UK market share and a wider profile within the dealership network and the NHS. I was tasked with overhauling the whole UK business, and this is what has happened.”
Discussing overcoming challenges in the current business climate, Terence commented: “There are always challenges in business, and the impact of the cost-of-living crisis, coupled with various supply issues over past years, and of course Brexit and the changes that has created in legislation etc. are felt by all companies.
“We have a team committed to providing added value and an extremely well-regarded product offering working alongside the BHTA; we really are ready for the future.”
Becoming a BHTA member adds credibility to Topro.
Terence said: “I have been involved with the BHTA for decades and value its purposes, input, and advice.
“At Topro UK, I recognise that in order to be credible we need to connect with other manufacturers and dealers and gain depth of understanding of new and existing legislation and how this affects our world.
“We will be involved and a proactive part of BHTA. I look forward to integrating, meeting, and renewing friendships over the coming months.”
Topro will be attending several large exhibitions and conferences in 2024, including Naidex, the British Orthopaedic Conference, and the OT show.
Beyond this, Topro will be building on its reputation on the following five pillars, based on Terence’s knowledge of what is important to dealerships after 24 years as a mobility dealer:
To find out more about how the BHTA can support your business and how to become a BHTA member, visit this page.
Foundations recently announced the winners of its National Healthy Housing Awards 2023, which celebrate the inspirational achievements of frontline staff, council teams, and charities in supporting people to live independently.
The awards, which took place on 5 December at the National Football Museum in Manchester, highlight the efforts of those working in the sector who ensure vulnerable and disabled people live in safe and accessible homes.
Recognising the invaluable contributions that housing occupational therapists make in the health, social care, and assistive technology sectors, the British Healthcare Trades Association (BHTA) sponsored this year’s Housing Occupational Therapist of the Year award.
Presenting the award at the event, David Stockdale, Chief Executive of the BHTA, said: “I’m delighted to be here on behalf of the British Healthcare Trades Association. We represent over 400 companies providing products and services for the health and social care sector.
“Our members know how critical it is to partner with you all to deliver the best possible outcomes that we can, so I’m delighted on behalf of our members to be sponsoring the Housing Occupational Therapist of the Year Award.”
The Housing Occupational Therapist of the Year award recognises the outstanding efforts of occupational therapists to enhance individual’s lives, overcome challenges, and contribute to the progress of the adaptations sector.
Neil Withnell, from Gloucestershire Health and Care NHS Foundation Trust, was crowned as Housing Occupational Therapist of the Year with two entries. Described as an asset to the team and having single-handedly accomplished many great outcomes in 2023, Neil’s dedication impressed the entire judging panel. His efforts have resulted in the fast-tracking of adaptations for many living with deteriorating conditions.
On winning the prestigious award, Neil commented: “I was proud to be nominated for Housing OT of the Year 2023, by two of the organisations I work for, earlier this year. I could not really believe that I had won in Manchester – it has taken a few days to sink in! I am humbled and delighted to be awarded this accolade especially considering the strength of my co nominees, who all work tirelessly to improve lives.
“I work as a Specialist Housing OT in a newly commissioned role to develop and redesign housing and adaptation services, as well as provide specialist advice and expertise on housing, disability and relevant legal issues in partnership with Gloucestershire Health and Care, NHS Gloucestershire ICB, district housing partners, clients and carers.
“I have worked on a number of projects over the last 18 months, including the development of a Trusted Assessor model for the Disabled Facility Grant (DFG) and adaptations processes with nine Band 4 assessors now in post, as well as the development of a new fast-track pathway for those with rapidly-deteriorating conditions. I also campaign for new build accessible housing to be included in local plans and review plans for district councils. We intend to implement an accessible housing register for social housing in Gloucestershire next year to ensure best use of the precious resource we have of adapted or accessible homes.
“I want to thank Foundations for a day of celebrations at the awards and the British Health Care Trades Association for sponsoring this important award – it really helps the sector, in the wider world of Health and Social care, to get this work recognised.”
British Healthcare Trades Association (BHTA) member company Access BDD, a manufacturer of stairlifts and homelifts, has reported a “hugely” successful OT Show, engaging with many attending occupational therapists (OTs).
The working models of the HomeGlide straight stairlift and Flow X curved stairlift proved to be very popular with visitors to the stand over the two days, Access BDD says.
Both lifts meet the EN 81-40:2020 stairlift safety standard that came into effect in April this year. The show was a great opportunity for the Access BDD team to explain these new regulations and what they mean to qualified and student OTs, many of whom had little knowledge of this latest development within the stairlift industry.
“The OT Show was another great success for us as it enabled us to engage with a sometimes hard-to-reach audience and have some great conversations,” commented Andrew Musson, Access BDD Sales Manager for the UK.
“It’s more than just good to share; it’s about exchanging views, understanding needs, and exploring resolutions through responsible and innovative manufacturing.
“This event is vital for connecting with Occupational Therapists who are often involved in working with clients who are looking to invest in a stairlift and therefore have to navigate around the latest equipment and stay on top of the latest regulations.
“At The OT Show, we don’t just attend – we thrive in conversations that propel us forward.”
The HomeGlide stairlift is designed to meet all straight staircase requirements and comes with “luxurious” seat padding, armrest detection, and an emergency stop button as standard. This lift has a generous weight capacity of up to 160kg and can be installed on staircases as narrow as 740mm.
For added comfort, the Extra package is available with a powered swivel seat and linked footrest. For outdoor environments, the HomeGlide Outdoor package has a weatherproof coating to protect against rain, dust, and direct sunlight and has a weight capacity of 125kg.
The Flow X curved stairlift features Advanced Swivel and Levelling (ASL) technology, which enables the stairlift to rotate and swivel during travel, ensuring the stairlift is always in the safest and most comfortable position.
With ASL technology, the footrest remains independent from the drive unit and swivels with the seat, ensuring better posture and reduced knee bending.
The Flow X offers four rail options, including standard drop nose, vertical ‘short-start’ drop nose, horizontal overrun, and parking curve, meaning it can be installed on almost any staircase. It can support a maximum weight of 125kg and can fit on narrow staircases as small as 610mm. It has no visible mechanical parts.
British Healthcare Trades Association (BHTA) member Stiltz, supported by Occupational Therapist (OT) Stuart Barrow, will unveil the new Trio Classic L Homelift alongside showcase theatre sessions at the OT Show.
The Trio Classic L Homelift is designed to provide greater accessibility and comfort for manual and powered wheelchair users. It features a large platform size and specialist features that cater for diverse mobility requirements, Stiltz says.
Its future-proofing design also maintains suitability if users’ needs change over time, which is important for when OTs are assessing a client’s prognosis, according to Stiltz.
The Trio Classic L will be available for live trials on stand E35, and its ability to provide better client outcomes will be explained in the Stiltz Showcase Theatre sessions.
‘Introducing Trio Classic L – the new versatile homelift from Stiltz’ will be delivered in the Showcase Theatre at the OT Show at 12-12.30pm on 22 November and 11.30am-12pm on 23 November.
In the presentation, Mike Lord, Stiltz CEO; Gino Farruggio, Stiltz Trade Sales Director; and OT Stuart Barrow will highlight how the new homelift resolves challenging transfers for carers and wheelchair users with more complex needs.
Stuart will discuss the advantages of the Trio Classic L from an occupational point of view, Mike will provide a holistic overview of the business, and Gino will illustrate the latest assistive technology from Stiltz thatincludes remote diagnostics.
In addition, the latest Stiltz customer video will be broadcast, which highlights the occupational advantages of a homelift for paediatric clients and their families.
The Trio Classic L Homelift has a wider, fully powered door, which facilitates easier ingress for larger powered wheelchairs, enhanced by near-level access. The lift car is fully enclosed for added safety and reassurance, whether standing or in a wheelchair. There is the option for full or half-height doors. The homelift has a safe working load of 250kg.
Stuart commented: “As an Occupational Therapist when working with a client and looking at their home environment there are key considerations during the assessment process.
“I would look at mobility and can this be enhanced or maintained. Independence in daily activities. Safety and falls prevention. Mental health, social engagement, ageing in place and customisation and specific needs of the client and if applicable their family.
“I would then look at energy conservation, hobbies, leisure and interests at home, and how to support care givers when looking at suitable adaptations. It is great to have this new homelift to complement the existing Stiltz range as this opens up more options to facilitate identified needs at home.”
Abacus Specialist Bathroom Solutions, in association with The OT Service, will be presenting its popular on-stand and theatre-based CPD sessions at the OT Show at the NEC in Birmingham on 22 and 23 November 2023.
Winner of the ‘best on-stand education’ at the 2022 OT Show, Abacus is a manufacturer of accessible baths for adults and children with disabilities. It is a member of the British Healthcare Trades Association (BHTA), adhering to the association’s recognised Code of Practice to ensure fair and ethical selling of healthcare products and services.
Part of the Gainsborough Healthcare Group, Abacus works closely with occupational therapists (OTs), bathers, and families to ensure positive bathing outcomes. Its Abacus Academy educational programme is available free to all healthcare professionals responsible for clinical reasoning in the accessible bathroom environment. OTs can benefit from free ‘Lunch ‘n’ Learn’ sessions, bath demonstrations, and client assessments thanks to the fleet of Abacus educational vehicles.
The ‘express’ Abacus Academy CPD presentations at the OT Show will be delivered by OT Louise Sharp:
Stand F25
22 November, 10.30–10.50am
23 November, 10–10.20am
The session will explore attachment theory and reflect specifically on the impact on children with a disability. It will discuss the impact of bathing on positive attachment and reflect on intervention plans that support the building of relationships and positive connection.
Stand F25
22 November, 1–1.20pm
23 November, 12.15–12.35pm
Bathing is often overlooked as a meaningful occupation. This session reflects on bathing assessments and challenges their client centredness. Louise will discuss purposeful and meaningful occupation, reflecting on why we bathe and how to address this in practice.
Stand F25
22 November, 2–2.20pm
23 November, 1.15–1.35pm
How often do OTs walk past a stand and think “they’re expensive so won’t be approved”? The term expensive relates to perception about an initial one-off cost, but what about the long-term impact of that spend?
This session looks to challenge the issue of cost, reflecting on the financial impact of equipment and adaptations. It focuses specifically on bathing and considers whether the installation of a specialist bath can justifiably be used to save money through care reduction and facilitation of health and well-being.
Innovation Theatre
22 November, 11.50 – 12.20pm
23 November, 11.20 – 11.50am
Moving and handling can often feel daunting, particularly for bathing, when the perceived risks created by the environment often lead to alternative recommendations. This session looks to break down some of those barriers, using clinical examples to reflect on scenarios and find realistic solutions, whilst supporting meaningful, occupational bathing through positive risk taking.
Visit the BHTA on stand J57 at the OT Show 2023 to find out more about the association and why buying from a BHTA member company increases consumer protection.
Shaun Masters, Occupational Therapist (OT), will be presenting a new approach to ‘Getting legs into bed’ on Theraposture’s stand at the OT Show 2023. This CPD opportunity will present equipment solutions to the everyday issue.
Theraposture is a member of the British Healthcare Trades Association (BHTA) and will be on stand H52 at this year’s OT Show.
Shaun’s CPD seminar, ‘Getting legs into bed – redefined’, will take place on the Theraposture stand on 22 and 23 November at 10am, 11am, 12pm, 2pm, and 3pm.
In his presentation, Shaun will explore the latest solutions to help with safe and independent transfers into, out of, and away from a bed. From a clinical point of view, Shaun will demonstrate why a Theracare Leg Lifter and the Theraposture Rotating Bed range can improve occupational performance in a variety of client scenarios.
The award-winning Rotating Bed range is further enhanced by the addition of Theraposture’s new Orbit 235, being launched at this year’s event. The Orbit 235 can be adjusted to each client’s size, height, ergonomic, and positional preferences, making it truly modular and easy to reissue.
Learning objectives of the CPD session include:
On stand H52, Theraposture trusted assessors will be available to explain how they can assist OTs with demonstrations, assessments, and free trials of equipment as well as its free ‘Lunch n Learn’ product demonstrations and live CPD webinars.
In addition to training guidance, the Theraposture team will be showcasing its rapid delivery padded care cot packages, ‘challenge us!’ price matching promise, and free home and video client product assessments.
Visit the BHTA on stand J57 at the OT Show 2023 to find out more about the association and why buying from a BHTA member company increases consumer protection.
The British Healthcare Trades Association (BHTA) has published a helpful guide on using a tourniquet. This advice is about the haemorrhage control pathway following a catastrophic bleed. It also contains important information about the different methods of treating a catastrophic haemorrhage depending on the severity and location of the injury.
Encourage consumers to ask questions about the policies and practices your company has in place to ensure the safe handling, storage, and disposal of Li Batts by you as a retailer and your staff. Be prepared to explain how you approach:
As the UK’s industry representative for assistive technology in the health & social care sector (H&SC), the British Healthcare Trades Association (BHTA) and its members are committed to helping people live healthier, more independent lives. Our member-companies do this by providing safe, effective, and environmentally responsible technologies – the right products and services, at the right time, and the right value.
Like other products powered by rechargeable batteries, mobility scooters, powered wheelchairs, and homelifts increasingly feature Lithium Battery (Li Batt) technology. BHTA has been asked by its members to highlight safe practices for use, maintenance, and disposal of Li Batts.
Working with industry, policy-makers, and environmental advisors, BHTA is assembling B2B guidance for each of the participants in the Li Batt lifecycle – manufacturers, distributors, and retailers[i]. Given Li Batts’ unique health & safety and environmental risks, however, we are publishing immediately this B2C guidance for retailers to provide to consumers.
[i] This guidance will comprise five parts; the first two will support assistive technology companies that make, sell, or use Li Batts with their own practices; the final three will define processes and responsibilities between the four parties with a stake in Li Batt lifecycle responsibility (Manufacturers, Distributors, Retailers, Consumers). The five parts – and the topics covered in each – are:
Since December 2019, people who access NHS wheelchair services in England now have a legal right to a personal wheelchair budget (PWB). A PWB is a resource available to support your choice of wheelchair, whether accessed within the NHS wheelchair service or utilising the funding they provide in the private sector. PWBs enable postural and mobility needs to be included in wider care planning and can support you to access a wider choice of wheelchair or accessories.
PWBs have replaced NHS wheelchair voucher scheme. They build on progress to offer personal health budgets (PHBs) to more groups of people and ensure people receive care that is right for them.
PWBs have been developed by NHS England’s Personalised Care Group to empower people and their families to have far greater control over their own care and break down barriers between health and social care.
Wheelchair services tend each to have their own criteria to be met to supply a person’s basic mobility needs. Thus, a chair that can get you around on level pavements and in your home may be what you are offered but may not give you full access to the lifestyle you seek.
The aim of PWBs is to give the option to be able to upgrade your basic mobility option to one with extras that meet your broader needs. The PWB will have the value of the basic chair as a starting point, and this can be supplemented from your PHB, from your social services personal budget, from educational funds, from charity funds, and/or from your own personal funds.
As one client observed: “The wheelchair service option on its own was like my mum picking my clothes for me, whereas the PWB process treated me as an individual. It helped me feel more independent.”
The NHS England website has various blogs on it showing different benefits that different clients have gained from the extra options that their PWB has offered. These have included seat-raiser options to help the client get up to eye level with standing people, electric powered leg-lifters to handle swelling of the feet, lighter weight chairs than on the basic offer, better quality cushions or other accessories, etc.
In many parts of England, you can take your PWB to a manufacturer or retailer and get the solution you need. This does have an element of postcode lottery to it, as the details depend on where you live and your local wheelchair service’s policies.
A note of caution, though: The wheelchair services often have contracts with manufacturers where the price is lower than on the high street, but the choice will be limited to what is on the contract. Also, your local service may wish to offer a refurbished chair that has been returned from another client. If what the service offers meets your need, that’s great, but if it does not you can go to the private sector to supplement what the wheelchair service has to offer or for the complete solution.
You would be advised to go to a company that is a BHTA member. The BHTA is the first trade body within the healthcare industry to have a code of practice overseen by the Chartered Trading Standards Institute (CTSI). All BHTA members adhere to the Code of Practice ensuring you get appropriate advice and guidance about products that you may need to maintain independent living.
The NHS England website is also an excellent resource to give you more information, including answers to frequently asked questions. A number of these have been condensed into this article:
With a personal wheelchair budget, you should expect to have:
The PWB model is for people who have been referred to, and meet the eligibility criteria of, their local NHS wheelchair service and receive a face-to-face assessment with a clinician. People who are already registered with the wheelchair service are eligible when they require a new wheelchair, either through a change in clinical needs or in the condition of their current chair.
Note: Local eligibility criteria for wheelchair prescription vary, and these variations still apply.
The amount will be based upon what it would cost the NHS to meet your assessed postural and mobility needs via your wheelchair service. (Note: The amount varies from service to service.)
For those who have additional health and social care needs, the PWB could be pooled with funding from other statutory services, such as your PHB, your social care personal budget or your education support. (This needs to be agreed by all services involved as meeting the person’s assessed needs and is cost effective.)
Yes. You can contribute to the cost of your wheelchair. You can also choose to access non-statutory funding that may be available via voluntary support or charitable organisations, both nationally and locally.
A PWB can be managed in the following ways:
Note: Your local wheelchair service may have limitations on various of these options, such as requiring you to use service-approved third-party providers.
PWBs will not be right for everyone. Once you have been found to be eligible for a wheelchair, your healthcare professional will discuss with you the options for how this can be provided. Everyone should have an assessment focused on the health and wellbeing outcomes and goals they wish to achieve and have the opportunity to have their wider needs considered.
Note: It may not be clinically appropriate for someone with rapidly changing, or very complex needs, to use their PWB outside the wheelchair service as regular adaptations and changes may be required which would be likely to require close monitoring and adjustment. They could, however, be offered a notional budget. Such decisions will be made on a case-by-case basis, rather than using set criteria that restrict people who have certain conditions or diagnoses from accessing the full range of options.
As part of the care and support planning process, the PWB will need to be agreed by the responsible clinician involved in your care and that the wheelchair chosen is the correct specification to meet your assessed clinical needs.
BHTA independent supplier members sign up to a Code of Practice that gives a level of accreditation to give you confidence that you are dealing with people able to make appropriate decisions about meeting the aims of your assessment.
No, in that PWBs do not change the duty on statutory services to assess a person’s needs for a wheelchair. A PWB is for the equipment only.
Yes. A third-party PWB and direct payment (where the money is spent outside the NHS) should include a contribution towards the repair and maintenance costs. If a notional budget is taken, repair and maintenance will be provided via the wheelchair service. If the notional budget includes contributions to the cost of extra features, such as a seat riser, then repair or replacement of these features may not be covered by the wheelchair service.
People who take a third-party PWB become the owner of the equipment, whereas wheelchairs accessed via a notional PWB remain the property of the NHS. Where there are multiple funding streams involved, the ownership of the wheelchair needs to be agreed locally on a case-by-case basis.
If you choose to use your PWB outside of the wheelchair service and your assessment indicates the clinical need for accessories (this could for example include specialist seating or pressure-relieving cushions), then the NHS has a duty to provide these either as part of the PWB, or via the wheelchair service.
NHS wheelchair service provision is accessed via a referral from a healthcare professional. This could be obtained through consultation with your GP or issued via a therapist that you work with.
We all come across items in our daily lives that are regulated by standards, even if we do not know it. Meeting standards leads to increased safety, better compatibility between items, and better practice.
In this article, we cover the hierarchy of standards across the world as they benefit us in the UK and reflect on their importance, with particular reference to medical devices and ultimately the safety of our customers, clients, and patients.
Most of us will have come across the BSI Kitemark™. The BSI Kitemark originated as the British Standards Mark in 1903 for use on tramway rails when standardisation reduced the number of rail sizes from 75 to five. Today the BSI Kitemark can be seen on hundreds of products from manhole covers to condoms, from security locks to fire extinguishers and riding helmets.
Having a BSI Kitemark associated with a product or service confirms that it conforms to a particular standard: each BSI Kitemark scheme involves a determination of conformity to the relevant standard or specification of the product and an assessment of the management system operated by the supplier. This symbol is one that is trusted across the UK, and indeed across the world.
So what are these standards that are being referred to?
A standard is an agreed way of doing something. It could be about making a product, managing a process, delivering a service, or supplying materials. Standards can cover a huge range of activities undertaken by organisations and used by their customers.
Standards are the distilled wisdom of people with expertise in their subject matter and who know the needs of the organisations they represent, such as manufacturers, sellers, buyers, customers, trade associations, users, or regulators.
BSI, in its role as the UK National Standards Body, has a portfolio that extends to more than 30,000 current standards. They are designed for voluntary use so it’s up to you – you’re not forced to follow a set of rules that make life harder for you, you’re offered ways to do your work better.
Standards are knowledge. They are powerful tools that can help drive innovation and increase productivity. They can make organisations more successful and people’s everyday lives easier, safer, and healthier.
As a result, standards share good ideas and solutions, technological know-how, and best management practices. They identify safety issues of products and services and make products compatible so that they fit and work well with each other. An example of the latter are the HDMI or USB ports on your computer.
There is a generally accepted hierarchy of standards, starting with the International Organization for Standardization (ISO*) being adopted worldwide, the European Committee for Standardization (CEN)’s EN standards being adopted across Europe, and national standards being created and adopted by individual countries (e.g. BS standards in Britain, under the auspices of the BSI (British Standards Institute)).
Some International standards will have been adopted (and ‘harmonised’) across the EU and also adopted in, say, the UK, and as a result will have the letters BS, as well as EN and ISO, in front of them.
The added bit of fun is that at each level, the adopting body can add its own foreword to make minor alterations to the standard, for their local jurisdiction.
*Notice that ISO’s acronym doesn’t match ISO’s name? It’s not meant to. “ISO” is derived from the Greek word isos (equal), so that it’s the same in all languages.
Standards are prepared by Technical Committees (TCs – e.g. ISO TC173 Assistive Products or CEN TC 293 Assistive Products and Accessibility). Each TC has its own field of operation (scope) within which a work programme of identified standards is developed and executed. TCs work on the basis of national participation by the ISO or CEN Members, where delegates represent their respective national points of view. This principle allows the TCs to take balanced decisions that reflect a wide consensus.
A Subcommittee (SC) can be established within a TC, in the case of large programmes of work. The real standards development is undertaken by Working Groups (WGs) where experts, nominated and appointed by the ISO or CEN country members, but speaking in a personal capacity, come together and develop a draft that will become the future standard. This reflects an embedded principle of ‘direct participation’ in the standardisation activities.
The aim of the WGs is to have a balance across potential stakeholders, from commercial providers, public sector, etc, through to end user.
Individual countries opt to be participating members of any committee, or observers (where in this case they do not have a vote), or decide not to participate at all. Each country that participates tends to have its own national ‘mirror’ group, which feeds back each country’s comments and votes to the TCs and thereby the WGs.
In addition to ‘normative’ (i.e. prescriptive) standards, some will be called Technical Reports (TR) or Technical Specifications (TS), and these are informative.
A number of these informative standards become updated to become normative standards, as the material in them has been shown to stand the test of time. In the UK, BSI also produces Publicly Available Specifications (PAS), which, with time, can move onto being BS (British Standard) versions.
Standards go through an iterative process on the road to final acceptance and publication. ISO tends to have more steps than CEN or BSI. The ISO steps are generally as follows, though often the Working Groups get permission to skip a step or two. The earliest stage is when a perceived need for a new standard, or revision of a standard, has been identified, and this goes out to international vote, at which stage it is called a NWIP (New Work Item Proposal). When approved by a minimum of 5 countries (who also have to put forward experts to work on the project), it becomes an AWI (Approved Work Item).
The document itself it may start as a WD (Working Draft) or as a CD (Committee Draft), which is put out for international comments and vote. The Working Group then works through the comments, and if the feeling is that these have been addressed, the next stage is a DIS (Draft International Standard – the European equivalent is prEN) (or else it goes back for another round of CD comments and voting).
At the DIS stage any technical concerns should have been addressed, so when this draft goes out for voting, any comments coming back should really be editorial, unless some technical issues had been overlooked. If everyone agrees technically with the DIS, then it can be agreed to go straight to publication (with any editorial corrections addressed), or else it goes for one more round of voting as an FDIS (Final Draft International Standard – the European equivalent is FprEN), after which with majority approval it can be published. The drafts from DIS onwards can be referenced and worked with in the public domain.
Most standards have to be purchased, and are available through the BSI shop. For the ISO standards, it is possible to download the Introduction, Scope, and Terms and Definitions, for each standard for free from the platform: https://www.iso.org/obp/ui
Medical devices are placed on the market with specific clinically-related claims. The manufacturer has to justify these claims and also show that the product is safe and fit for purpose. Testing to, and passing, recognised standards is part of this process. If the manufacturer claims that their product is a medical device, they have to have it CE/UKCA marked in the EU and Great Britain respectively.
The placement of a CE or UKCA mark, and the MD symbol, on the product and its packaging, indicate that the product has been assessed against these criteria and registered in the relevant marketplaces.
Testing to ISO standards is voluntary, but if a manufacturer chooses to take another route, they need to have strong justifications not to use a recognised published standard. Where a product is sold in the EU or Northern Ireland, and there is a harmonised EN standard, then it is appropriate that the standard be followed.
Outside the regulatory framework above, as a prescriber you are following better practice for client safety and product assurance if you select an item that has been tested to, and passed, one or more of these recognised standards, than if the product is selected on, say, purely price grounds. The price may be slightly higher, but you will have the peace of mind that the manufacturer has picked up the costs of product testing, and thereby that your client is protected.
While some standards cover product testing, others provide guidance to best clinical practice, as well. Over and above the latter standards, there are also other sources of guidelines, such as the BHTA range of guidance publications, the Posture and Mobility Group Best Practice Guidelines, and RESNA’s position papers, all of which are free to download from these respective organisations.
BSI, and the Working Groups, welcome all applications to become a standards maker: you only need to have relevant knowledge and experience, or to represent a relevant group of stakeholders such as BHTA.
Please get in contact with BSI via standardsmakers@bsigroup.com
Technical Committee: TC173 Assistive Products*
Sub-committees:
TC173 SC1 Wheelchairs, which has four active Working Groups
TC173 SC2 Classification and terminology
TC173 SC3 Aids for Ostomy and Incontinence
TC173 SC7 Assistive products for persons with impaired sensory functions
TC173 also has the following individual Working Groups:
Technical committee: TC293 Assistive Products and
Accessibility, which has a number of working groups:
Working Groups are disbanded when the standard they have been working on has been published, and they have nothing else currently on their work programme. TC293 Working Groups WG2, WG3, WG4, and WG8 are currently inactive for this reason.
CH 173 – ISO TC173 and TC293 Mirror Group
CH 173/1 – ISO TC173 SC1 and TC293 WG9 Mirror Group
*ISO TC173 has a website from which it is possible to link with some of the TC173 activities, and access documents which are in the public domain: https://committee.iso.org/home/tc173
This document was created in association with NHS Supply Chain and is endorsed by the Chartered Society of Physiotherapy.
View and download this guidance as a PDF here.
For years, the experience of patients trying to find the right walking aid has been a confusing one. Suppliers and manufacturers have described products in different ways, and the way patients are measured to find the right one for them has also differed.
To improve the experience for walking aid users and the professionals who support them, NHS Supply Chain has engaged with the British Healthcare Trades Association (BHTA) members, professional bodies and their members, suppliers and walking aid users to develop industry standard terminology, sizing criteria and ways of measuring patients.
NHS Supply Chain is asking everyone to adopt the first wrist crease as the initial measurement point, prior to using clinical reasoning and patient comfort in the final height decision.
The following terms and ranges have been agreed for implementation by NHS Supply Chain. Suppliers and distributors are being encouraged to adopt the same.
Width – Ultra Narrow, Narrow, Standard Width, Wide, and Extra Wide
Height – Small, Medium, Large, and Extra Large.
The agreed measurements of the above are detailed below.
| Ultra Narrow | ≤499mm |
| Narrow | 500mm – 550mm |
| Standard Width | 551mm – 600mm |
| Wide | 601mm – 650mm |
| Extra Wide | 651mm – no upper limit |
| Small | ≤649mm |
| Medium | 650mm – 849mm |
| Large | 850mm – 949mm |
| Extra Large | 950mm – no upper limit |
Where a product spans multiple height ranges then the naming convention would be the start and end bracket. For example, a product with a height of 720mm-1,010mm would be termed Medium-Extra Large.
An example product description would be: Double Adjustable Crutch, Medium-Large (650-900mm), SWL 160kg.
There are currently over 23 million households in the UK, many in buildings more than 50 years old and most of which contain steps. This isn’t a problem when you have no difficulty climbing stairs, but if – for whatever reason – even a couple of steps becomes a major barrier or physical hazard, your own home can suddenly quite seriously disable you.
When this happens, you are left with four choices: do nothing, all too quickly losing the ability to live independently in your own home; you can re-organise the house in order to live and sleep downstairs; you can move to a bungalow or ground floor flat; or you can install some form of domestic lift, such as a stairlift or a through-the-floor lift. This last option is likely to be the least distressing, the most practical, and financially prudent means of ensuring you retain as much independence as possible.
When installing a domestic lift, your first move should be to get an independent assessment of your daily living needs by a BHTA stairlift member. Occupational therapists (OTs) and other healthcare professionals can often offer independent advice, not only on potential access solutions, but also on the variety of grants and funding options that may be available to help with the cost, which will be financially means tested.
Independent Living Centres can also help. This discussion will help you to decide how best to solve your problems, and you’ll be in a much better position to get the support and facilities you need.
Domestic lifts, such as a stairlift or a through-the-floor lift, come in a variety of forms; your final choice ultimately depends on your own particular needs and situation. There is a misconception that many people think that stairlifts are fixed to the wall. All stairlifts are fixed to the stairs, not the wall.
Fixed stairlifts are powered mechanisms mounted on stair-fixed tracks, which follow the line of the stairwell (so can be either “straight” or “curved”). A majority of these are used by people who can walk but find stairs a problem; the user is normally seated during transfer, although some models allow you to perch or stand, which might be preferable if you have difficulty bending your knees.
There are also fixed stairlifts with a wheelchair platform, but although the platform usually folds up against the wall, they do take up a lot of room and many domestic stairwells may not be broad enough.
A through-floor or homelift may be ideal if you are able to stand or sit and come in compact or wheelchair accessible sizes.
Naturally, building work is involved to create the aperture for a lift, but your homelift provider will be able to take care of that for you. Homelifts are more expensive than some stairlifts.
Short rise lifts are ideal for coping with small changes in floor level – at a front step or in a split-level hallway – where there is insufficient space to put a ramp. Some structural work may be required to ensure that the main mechanism is sunk below ground level.
The value of a professional assessment by a local BHTA stairlift member cannot be over-emphasised, as there are lots of questions that need to be answered before you can proceed. For example:
Your physical condition could deteriorate, so it may be wiser to consider installing a through-the-floor lift so that, in the future, it can accommodate a wheelchair.
You need to take into consideration the home environment, not just in relation to the physical things like doors, bulkheads, and radiators, but also family members, pets, and visitors.
Make sure a stairlift covers the whole length of the staircase if you’re buying second-hand; one that covers 11 stairs in one house might only cover 10 in yours.
All installations should be carried out by a manufacturer-trained engineer. It is advisable not to use untrained staff for installation.
Check whether the company you’re dealing with is a member of the BHTA. All BHTA members commit to a Code of Practice, approved by the Chartered Trading Standards Institute. The code sets out the levels of service you can expect from the company.
Choosing the right stairlift will make a great deal of difference to your comfort and confidence in using it. There are various aspects to consider and products designed to suit different needs.
Stairlifts can be fitted to most properties. If you have a curved, spiral, or unusually shaped staircase it may be possible to install a more specialist product. Outdoor steps and stairs can also be accommodated. These come with water-resistant components and covers protecting them from the elements.
All manufacturers make lifts for straight stairs, so there are many models to choose from.
You might feel able to get off the lift and walk up the last few steps, but you need to decide if you are likely to be able to go on doing this. If you need to travel the entire way to the top of the staircase, you may need to consider a curved stairlift from the outset. Always seek advice from your stairlift installer if you are unsure of the right model for your application.
Curved stairlifts are made bespoke to the staircase and, in some cases, can even be fitted to spiral stairs.
You always have to think about how much room you need for your knees or feet to accommodate you on a stairlift in a seated position. It is worth talking to a specialist BHTA member, as there are variations between models and they can guide you through the assessment.
If there is a door close to the bottom of the stairs, the stairlift may have to travel across it. To avoid everyone using the door and stepping over the rail, most lifts have folding rails as an optional extra, which lift the rail up and out of the way. Changing the stairlift to the opposite side of the staircase may be another solution.
In most houses, there is enough space at the top and bottom of the stairs for getting on and off the lift comfortably. In some houses, you have to be careful not to bang your knees on radiators or other obstructions. Consider removing any obstructions (radiators may be re-sited or replaced with smaller models for convenience). Seek advice from your stairlift installer.
You can park the lift at the top or the bottom because you can send it back up or down the stairs once you have got off. Some curved lifts can also have intermediate park points.
If you use a wheelchair, you need to be able to transfer on and off a stairlift seat and to sit in it safely. If you cannot transfer, you will need to think about a stairlift with a wheelchair platform or a vertical lift.
Stairlifts need to be comfortable to sit on. All the models come with a safety belt that you should always use. If you have stiff limbs or difficulty bending your knees, it may be easier to choose a lift with a footrest you stand on and a perching stairlift, which has a small, high seat or ledge to give support during travel. You may consider a downward facing seat.
If other people use the stairs and you have a narrow hall and landing, you will probably need to fold the lift up when you are not using it. The armrests and footrests fold on all models with seats. The seats fold too on most models, although, on some, only the front section of the seat flips up.
How easy it will be to get on and off a stairlift is affected by the height of the seat and the amount of space in your hall and landing, so seek advice from your BHTA stairlift member company, which will recommend the best solution for you and your stairs.
As a guide, your minimum seat height should be the distance from the crease at the back of your knee to the floor. Some models have adjustable seat heights, and some will have a one size fits all.
All stairlifts with a seat have two armrests. All armrests lift up to fold back. These can be raised separately to assist you when transferring or standing up. This is particularly helpful if you are transferring across from a wheelchair.
Your BHTA specialist will give you helpful advice and user tips when carrying out an assessment.
Swivel seats help, because you can swing round to face away from the stairs and towards the landing. The swivel is operated by levers which are usually on the side and just below the seat cushion. The size and shape of these varies. Some manufacturers offer a powered swivel option.
Stairlifts usually have two controls – one to switch the power on and off, and one to make the lift move up or down. Most up/down controls are either operated by a joystick or pushbutton, dependent on the model.
On stairlifts the controls are usually on the armrest – either on the top or on the end; but make sure that it is not where you might accidentally switch it on when you are getting on or off the stairlift. This can be a problem if your hand slips easily or if you make involuntary movements.
On standing and perching lifts, the controls are on the guard rail or on the armrest – you can reach them when the seat is folded up. You do have to press the up/down control continuously while the lift is moving – if you don’t it will stop.
Most lifts are supplied with wall-mounted call and send switches at the top and bottom of the stairs. Some manufacturers and suppliers provide handheld and remote call and send switches with their lifts.
All stairlifts are supplied with a seat belt. Some are retractable belts, and some are lap straps. Most manufacturers also offer a harness option.
Diagnostic lamps or displays can guide you should the lift not operate correctly. This is especially helpful when contacting the service engineer. Many simple issues can be resolved over the phone saving on callouts.
The lift can be installed quickly if you are buying directly, using your own money. But it can take several months if you are waiting for a grant.
Installation itself is usually done in a day. You might not be able to use the stairs while the work is being done. Installation will need a power socket so that the stairlift can remain plugged in or wired directly to the spur socket and must remain switched on at all times.
Homelifts and vertical through-floor models will need building work, and this needs to be considered as part of the planning before installation.
If you buy a stairlift direct, the manufacturer or distributor will deliver and install it. This will include all electrical work and the removal of any obstructions on the stairway, such as a handrail. Ask the installer what alterations will be needed, and who will be responsible for them, including any making good.
The running rail for most stairlifts is fitted directly on to the stair treads, so holes have to be made through the carpets. Decorations are affected where the controls are fitted to the walls.
The installer will show you how to operate the stairlift and make sure that you can manage it and that you are comfortable on it. He/she should make any necessary adjustments. Make sure that your feet fit on to the footrest and that it is a comfortable distance from the seat.
You should be given written instructions and a telephone number to use if you have any queries or problems. It’s a good idea to stick the number on the lift.
Any stairlift should meet European Standard BS EN 81-40 as well as the relevant European CE marking. Through-the-floor lifts should meet British Standard BS5900, which covers the installation and the use of powered homelifts.
European Standard BS EN 81-40 requires a number of safety features:
A stairlift is one of the more significant pieces of equipment you are likely to buy to make your house easier to live in. If you do not have the funds yourself, there are different ways to access grants or other financial help.
Grants are available through local authorities for house adaptations and equipment. The main sources are: Disabled Facilities Grant (DFGs) in England, Wales, and Northern Ireland or an Equipment and Adaptations Grant in Scotland. You must apply before buying the stairlift and starting any work.
DFGs are available to disabled people who own or rent their home. They can also be paid to landlords on behalf of tenants. The grant is means-tested, so the amount paid depends on your income and savings. The authority pays the grant but has to consult the social services department to find out if you need the adaptation or equipment and whether it will be appropriate for you. The whole process can take some months and can be subject to a priority waiting list.
DFGs may be mandatory or discretionary. If the work is essential for you to be able to move around your home, you will be considered for a mandatory grant. You may qualify for a grant if your disability makes climbing the stairs virtually impossible and if you need the stairs to reach an essential facility such as a bathroom.
At the time of publishing this article, the latest information about grants and repair assistance is available at the following web addresses:
If you live in housing association property, you may be eligible for the grants described above. Alternatively, a grant can be paid to the housing association if you are assessed as needing an adaptation or equipment.
In England and Wales, grants are available through the Housing Corporation; in Scotland through Scottish Homes; and in Northern Ireland grants come direct from the Department of Environment, Northern Ireland.
If you do not qualify for a grant, or it does not cover the full cost of your stairlift, and you cannot afford the sum required, you might consider approaching social services for some assistance.
National and local fund-giving bodies and charities may be able to give you financial help. Local libraries have directories of these. The Disabled Living Foundation publishes a free fact sheet on sources of finance for disabled people.
You may not have to pay Valued Added Tax (VAT) if you are buying a lift for your own use or you may only have to pay a reduced VAT rate of five percent. You do not have to be registered disabled. The supplier will give you a form to complete if you are eligible.
All new lifts come with a minimum guarantee of 12 months. This covers the cost of parts, labour, and callouts. Most firms supplying second hand lifts give a six- or twelve-month guarantee. Beyond that, the main types of aftersales support are:
As recommended by British safety standards, it is imperative that your lift is serviced annually. This safety check is very important, as it can identify if the lift safety features are all working correctly, and bolts and fittings are tightened and checked.
This is generally an extension of the guarantee. The cost varies between companies and according to how many years you opt for. This cover includes parts, labour callouts, and servicing checks.
This is a cheaper alternative to an extended warranty. It may be the only option available for lifts bought second hand. You book a service, once a year. The cost covers labour, but you have to pay for any replacement parts.
If the lift breaks down and you don’t have a maintenance contract, you will need to call out the manufacturer, retailer, or a repair firm. Typical costs will be comparable to a plumber or electrician’s callout charge, excluding parts. Before taking on any type of maintenance contract, check what it includes and hours of callout availability.
Depending on where you live and how you buy your stairlift, you may be able to get help with servicing costs from your council, registered social landlord, or social services. This is dependent on local policies, but it is worth making enquiries before you enter into any service agreement. Check if you are required to pay for any maintenance work if the lift is supplied as part of a grant.
The warranties offered by stairlift firms cover the lift only for mechanical failure. If you want cover against accidental damage, and things like fire, theft, or flooding, you will need to take out insurance on the lift.
Insurance companies vary in whether they insure stairlifts under contents or buildings policies, or indeed at all. Always tell your insurance company when you are having a stairlift installed.
If your local authority is responsible for the stairlift and for servicing, it might also pay for insuring it.
Specialist insurers are able to give specific policies for stairlifts. Information on these can be acquired from your stairlift supplier.
A national charity providing independent advice on mobility aids, disability aids, daily living equipment. Certified as a producer of reliable health and social care information.
Telephone: 0300 999 0004
Offering clear, practical advice, this is a website that lets you read reviews of products and add your own comments.
Tel: 020 3141 4600
An independent research charity providing free practical and detailed guidance for older and disabled consumers. RiDC has an online guide to choosing and buying a stairlift.
Telephone: 020 7427 2460
Mobility equipment supplier Dash Rehab has introduced the second smart powerchair in its range, the Robooter E40.
Dash Rehab is part of RHealthcare, which was formed through the purchase of Remploy Healthcare. RHealthcare is a member of the British Healthcare Trades Association (BHTA).
The Robooter E40 is a 4mph manual-fold powered aluminium wheelchair, which can be controlled with a smartphone and comes with added features built into the chair. These include the ability to change the voice on the chair and cruise control.
A ‘fault find’ feature highlights if there is an issue with the chair and the end-user can receive handy updates via an app.
Built-in Bluetooth technology also turns a smart phone into an attendant control. The E40 can be ‘sent away’ or up a ramp into a car, for example.
Navigation is made easier with lighting to the front and rear of the chair.
Brent McIvor, sales and marketing director at Dash Rehab, commented: “The Robooter E40 is a great follow-on product from the X40 model. Our focus is to move the design and technology forward with this latest release, appealing to an increasingly tech-savvy end user. So far, we are encouraged by the positive feedback from end users.”
The Robooter E40 and X40 are exclusive to Dash Rehab in the UK and Ireland.
The E40 features a streamlined design. Its classic curves and contours are enhanced by a range of contemporary colours: pearl white, peacock blue, modern grey, ink lake green, and graphite black. The main frame is powder coated for a superior and long-lasting smooth finish.
Ergonomically, the E40 is designed to offer an immersive seating experience. The backrest is integrated with the ergonomic seat. The backrest mesh fits the body curve better providing support for the lumbar spine and helping muscles stay more relaxed when sitting for a long time. Luxe leather on the armrests adds to the user experience.
The E40 has a travelling distance of 16 miles, powered by a 20amp lithium battery.
It is easily transported due to its weight and compact size. The overall lifting weight is 21kg, excluding battery, with a maximum user weight of 150kg. The powerchair can be folded at the touch of a button.
With rear pneumatic tyres and honeycomb front castors, the E40 is designed for everyday terrain. It can also be used on a bus or train.
To discuss the E40 in more detail, call 0845 146 0600 or email sales@rhealthcare.co.uk.
Dash Rehab will also be exhibiting at this year’s OT Show on 22-23 November at the NEC, Birmingham on stand D33.
Tri-Chair, a specialist posture and pressure care management seating firm that recently became a member of the British Healthcare Trades Association (BHTA), has helped Rob Burrow MBE get a modular chair that meets his changing needs.
Rob was born in West Yorkshire in 1982. Having made his rugby league debut for Leeds Rhinos in 2001, Rob went on to become a legend of the game, making 493 appearances for his club, winning eight Super League titles, two Challenge Cups, three World Club trophies, and three League Leader’s Shields.
Rob also made 22 appearances representing England, Great Britain, and Yorkshire, and was inducted into the Leeds Rhinos hall of fame in 2020.
In 2019, Rob was diagnosed with motor neurone disease (MND), which is a degenerative neurological condition affecting the neurones in the brain and spinal cord, impacting on movement, body control, speech, and all muscular control.
Rob initially noticed some problems with his speech that led to investigations, including an MRI and nerve conduction studies, the results of which were confirmed by a neurologist.
Over the last four years, Rob’s condition has progressed, and he is now reliant on support for all activities of daily living (ADLs).
Despite Rob’s initial reluctance to seek help, he had a visit from an occupational therapist who made recommendations for seating specifically. Rob uses a profiling bed, which he says has been a “real lifesaver”. It enables him to change his position regularly and remain comfortable.
After some time, Rob posted a Tweet (now X) stating he felt it was “time to consider a specialist chair”. This is when a mutual friend introduced Rob to Shaun McCluskey, who works with Channel Healthcare and Tri-Chair.
Shaun took time to get to know Rob and his family. For Shaun and Rob, it was crucial that the equipment recommendation process was clear, transparent, and focused on what Rob and his family wanted to achieve, while providing information that empowered them to make an informed, capacitated decision.
Rob was able to clearly identify his goals for seating. He said: “To be able to sit comfortably for prolonged periods of time and to ensure that I don’t develop pressure areas/sores. I have drinks and eat my meals in the chair, so I need to have adequate head and trunk support for feeding.
“It is essential that I have good sitting posture for everyday tasks such as eating and drinking. I use a communication device, so I need to have good posture to be able to use my machine to communicate using my eye movement.”
Rob also made it clear that he and his wife wanted to avoid turning the house into a healthcare setting. Equipment needed to be aesthetically pleasing as well as unintrusive.
Rob becomes tired quickly, and this impacts on both posture and his ability to engage in activities that are meaningful to him, particularly with his family.
The chair that Rob was sitting on initially did not provide any pressure relief and was actively generating heat and encouraging sheer. Due to Rob’s reduced core strength and balance, he was leaning to his left side, with pressure mapping conducted to provide key evidence that would support Shaun’s recommendations and Rob’s decisions.
The pressure mapping identified some key areas of risk, including the left buttock, ischial tuberosity, and right thigh due to windswept posture.
Rob’s sitting posture, particularly relating to trunk and head support, was compromising a safe swallow and therefore increasing chances of aspiration.
Each of the above challenges impacted on Rob’s ability to engage in meaningful activities and ADLs. His roles were being even more greatly affected, and this was impacting on carers around him.
Through a combination of time spent with Rob and his family, listening carefully to his views and goals, and providing evidence to support the rationale, Shaun recommended the Tri- Chair Three. This is a tilt-in-space, adjustable seating system, which, as it’s modular, can be adapted to meet Rob’s changing needs.
The Tri-Chair team also recommended a moulded seat and backrest, which provide more support when Rob gets particularly tired. As well as supporting Rob’s goals, this option allows Rob, his wife, and care team to interchange cushions, depending on the social situation and environment, in order to reduce the healthcare look and feel of the chair whenever that is appropriate for them.
Rob had a trial of the Tri-Chair Three, supported by Shaun and the team, so that it could be altered to meet Rob’s specific needs. This included a pommel to prevent further adduction and the moulded seat so that pressure was redistributed more evenly without Rob having to be in a tilted position so regularly.
This in turn meant that Rob could be more engaged and communicate with good eye contact, promoting dignity and respect.
The outcome was the product of a collaborative process, built on trust.
Rob concluded: “The design of the chair means that it can be adapted to meet my needs. For example, I felt that the trunk support was too restrictive on one of my chairs, so the pads were removed without compromising my overall comfort or posture in the chair. Extra padding/support can be added, and the chairs can be tilted with feet up/down, which helps alleviate pressure.
“The Tri-Chair has improved my quality of life.
“I don’t think I would cope without the chair, which was tailor made for me. I certainly miss my Tri-Chair when I get away somewhere. I have to look forward to the time I have my home comforts.”
Terry Lifts has recently become a member of the British Healthcare Trades Association (BHTA).
For more than 50 years Terry Lifts has designed and manufactured lifts in Cheshire. It now supplies lifts globally. Each lift has been developed to enable users and their loved ones to overcome barriers, revolutionise their quality of life, allow them to remain in the family home, and to restore some independence.
BHTA recently caught up with Steve Hill, National Sales Manager at Terry Lifts, to discover more about the firm, how being a BHTA member can help better regulate compliance in the lifts sector, and the importance of networking with peers.
Steve’s journey into the lift industry was a “happy accident”. Originally, Steve wanted to be an electronics design engineer but started exploring more interesting career paths after finishing college. Steve soon spotted a trainee draftsman job at Terry Lifts.
“I excelled in technical drawing at school and thought my dad would be impressed as he had followed a similar path when he was young, and so I gave it a try,” recalls Steve.
“Later in my career, I was attracted to field sales. I relished the opportunity to design and survey sites and loved the idea of meeting customers and helping people to get the correct solution. I could also apply my skills as a draftsman to produce drawings for the builders. That brought me to a position of being a manager, and then on to my current role as national sales manager.”
Terry Lifts’ product range includes through-floor homelifts; platform lifts; step lifts; and its award-winning temporary access solution, the portable access platform lift. It offers a comprehensive and complete service, which includes surveying, preparatory works, installation, and ongoing maintenance.
“Our offices and factory are based on a trading estate in Knutsford,” Steve explains. “Here we have our fabrication shop, powder coating facility, a purpose-built training academy and a fully equipped showroom that is open to both trade and the public.”
As the firm supplies both domestic and public access markets, it has a broad customer base. These include private individuals, occupational therapists, local authority procurement, adaptation and housing service teams, trade agents, and export partners.
Steve adds: “Our best-selling product aimed at the domestic market is our Harmony home lift which can be partially or fully enclosed (Harmony FE). The launch of the Harmony was an industry-first. Today, both are available in a range of sizes from compact to longer and wider and can be customised.”
One of the many reasons a firm may decide to become a BHTA member is to become part of a larger, collective voice to help drive positive change within a sector.
This is one of the reasons that Terry Lifts joined the association.
Steve explains:“We believe our greatest challenge is unfair trading. There are discrepancies within the lift industry regarding standards and certification, and this means we are not operating on a level playing field.
“With its respected Code of Practice, we instantly recognised that BHTA can support us in driving positive change. We wish to look at how we can better regulate compliance and the section meetings will help us achieve this, providing a safe space for debate and lobbying which can be used to influence decision-making.”
Terry Lifts had previously been a BHTA member, but this lapsed as management changed. However, the lifts manufacturer has recently evolved under the stewardship of Managing Director Dave Allen, who appreciates the benefits and opportunities of being a BHTA member.
Now, Terry Lifts is excited to support the BHTA’s current offering while sharing its expertise and experience within the organisation and its peer group.
“Our customers are also reassured by our BHTA status,” adds Steve. “It gives confidence. They can trust that we are verified and abide by the BHTA Code of Practice. This is invaluable because as we know the Code of Practice is approved by the Trading Standards Institute.”
Terry Lifts’ plans for the future involve several developments for the domestic market. These range from the development of a completely new lift to a compact version of an existing lift and improving the features and design of another current lift.
“We have incredibly robust R&D processes which involve all departments and external advisors,” Steve emphasises. “Currently, we are on track for a launch by the end of the year.”
The lift supplier will also be attending a few more events and exhibitions in 2023, which include Foundations Liverpool, Kidz to Adultz North, the OT Show, and Interlift.
Steve and a colleague will be attending their first BHTA Stairlifts & Access Section Meeting on 11 October too.
“We are very happy to be adding the BHTA section meeting to our event calendar,” says Steve. We value all networking and relish this opportunity to engage with our peer group.
“We’re hopeful that it will be both interesting and rewarding. Beyond this, we look forward to the BHTA 2024 event calendar and making the most of the member opportunities.”
To find out more about how the BHTA can support your business and how to become a BHTA member, visit this page.
Sigvaris Group Britain has recently become a member of the British Healthcare Trades Association (BHTA). It is a medical compression therapy firm offering a wide range of innovative products to cater for different needs and indications.
BHTA recently caught up with Emma Deakin, General Manager of Sigvaris Group Britain, to find out more about the company, the importance of aligning to the BHTA’s professional standards, and its plans for the future.
BHTA: How did you start at Sigvaris Group Britain?
Emma: “My whole career has been in healthcare, originally an accident and emergency specialist nurse. I then moved to stoma care and took the leap to what used to be known in the NHS as the ‘dark side’ into industry over 20 years ago. I have enjoyed roles across clinical, sales, marketing, management, and at board level in medical devices.
“I have joined Sigvaris drawn by the true people culture combined with a desire and drive to offer high-quality innovative products. Sigvaris Britain has huge potential; we have an expert team locally and globally, able to drive the UK position of Sigvaris Britain to one of market leadership.”
BHTA: What is Sigvaris Group Britain?
Emma: “Sigvaris Group is 100 percent family-owned since it was founded in 1864 in Winterthur by Moritz Ganzoni-Sträuli and his associate Niklaus Barthelts. From 1958 to 1960, the company collaborated with the phlebologist Dr. Karl Sigg and developed a medical compression stocking to improve venous function and relieve venous-related conditions.
“Today, Sigvaris Group is committed to helping people feel their best with high-quality and innovative offerings in medical compression therapy. Every day. Worldwide. Our portfolio caters to a wide range of different needs and indications.
“With headquarters in Switzerland, we operate our own production plants in Switzerland, France, Poland, the US and Brazil. We are close to our customers, having subsidiaries in Germany, Austria, England, Italy, Canada, China, Australia, Mexico and a branch in the United Arab Emirates as well as distributors in more than 70 countries on all continents. We combine Swiss heritage with local craftsmanship.
“At Sigvaris Group Britain, we are proud to be celebrating our 30th year of operating in Great Britain.
“We are renowned for making exceptional products that combine advance technology and quality craftsmanship with diverse styles that fit modern lives.
“With the new Style Patterns range, this is no exception. Smooth seams reduce the friction against the limb and the lower compression offers containment of tissues to reduce oedema and pain in legs, thereby easing the discomfort people experience, which in turn improves mobility.
“Style Patterns offers contemporary, comfortable hosiery for everyday wear for mild to moderate lipoedema and lymphoedema. With a choice of three patterns, Polka Dot, Chequered and Mosaic in below knee, thigh high and tights, customers’ compression stockings can be that bit more fashionable.”
BHTA: What are Sigvaris Group Britain’s plans for the future?
Emma: “Sigvaris Britain is increasing its clinical resource. Due to the success of its highly valuable educational programmes, digital solutions are a priority area, with several new technologies and products due to be launched in the near future, supporting health care professionals in delivering a quality service and ensuring patients receive the most suitable products and support for them.”
BHTA: Why did Sigvaris Group Britain decide to become a BHTA member?
Emma: “I have worked in previous organisations who have benefitted from being a BHTA member. There are benefits for our employees as well as our customers in having the assurance we are aligned to an industry body and their professional standards and access to additional knowledge and resources ensuring we are always providing the most professional service to all of our customers aligned to the latest policies.”
BHTA: How can the BHTA help your business with any challenges that you’re currently facing?
Emma: “Some challenges relating to modern slavery and CRP requirements for tender as we don’t have dedicated GB resource in these areas. BHTA can offer guidance and support on how best to address and fulfil requirements.”
BHTA: What upcoming BHTA events are you looking forward to or planning to attend?
Emma: “We will be attending as many section meetings as possible to maintain industry changes and opportunities knowledge and build a strong network, while working together with industry partners to ensure compression products remain available, accessible and continually innovating, ensuring they fulfil the needs of all customers.”
To find out more about how the BHTA can support your business and how to become a BHTA member, visit this page.
Date and time:
22 November 2023 from 9am-5.30pm
23 November 2023 from 9am-4.30pm
Location:
NEC
Marston Green Birmingham
B40 1NT
Event organiser:
CloserStill Media
The show’s driving force is to make it easier for occupational therapists to find updated information, new resources, and support from peers, all in one place.
Free to attend, delegates will have access to the show’s unmatched CPD accredited conference programme, spread across six different theatres, over two days.
The educational programme is specifically designed by occupational therapists for occupational therapists.
The speakers are carefully selected, and the content is thoughtfully curated for all bands and specialisms working within health organisations, social care services, housing, education, voluntary organisations, or as independent practitioners.
Occupational therapists can walk through the OT Show’s exhibition hall showcasing the latest products and services to gain expert advice and ensure their clients have the right options to assist them with independent living.
As a partner of the OT Show 2023, the British Healthcare Trades Association (BHTA) will be exhibiting on stand J57 to promote its Code of Practice, which requires member companies to offer a level of service above and beyond the legal requirements.
The association will also be promoting AT Today on stand J57, a BHTA-owned news website for health and social care professionals that keeps them informed about the latest assistive technology advancements. Attendees will have the chance to sign up to AT Today’s free weekly newsletter on the BHTA stand to keep up to date with the busy assistive technology sector.
To book your free tickets to attend the OT Show 2023, click here.