Health Business 25.5

ISSUE 25.5 www.healthbusinessuk.net

TECHNOLOGY

DESIGN & BUILD

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Healthtech That Cares,

By People Who Care Medical Systems

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Contents

Contents Health Business 25.5 7

17

NEWS

29

21

DATA

TECHNOLOGY

33

TECHNOLOGY

47

40

DESIGN & BUILD

55

WATER

63

59

HEALTHCARE ESTATES 2025

66

APPRENTICESHIPS

FRAMEWORK

70

CONFERENCES & EVENTS

Health Business magazine

FIRE SAFETY

HETT REVIEW

www.healthbusinessuk.net Issue 25.5 | HEALTH BUSINESS MAGAZINE

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C D Q M A

News

NHS

NHS to set up ‘online hospital’ The NHS has announced it will be setting up an ‘online hospital’ to give patients more control over their care.

NHS Online will digitally connect patients to expert clinicians anywhere in England.

The first patients will be able to use the service from 2027.

It is hoped that patients will be seen faster, as teams triage them quickly through the NHS App and let them book in scans at times that suit them at Community Diagnostic Centres closer to home.

After a GP appointment, patients will have the option of being referred to the online hospital for their specialist care. They can then book directly through the NHS App and have the ability to see specialists from around the country online without leaving their home or having to wait longer for a face-to-face appointment.

It is hoped NHS Online will deliver the equivalent of up to 8.5 million appointments and assessments in its first three years, helping to reduce waiting times.

At first, focus will be on a small number of planned treatment areas with the longest waits. Over time, this will be expanded to more treatment areas.

Sir Jim Mackey, NHS chief executive, said: “This is a huge step forward for the NHS and will deliver millions more appointments by the end of the decade, offering a real alternative for patients and more control over their own care...

CONTINUE READING

FUNDING

Review of GP funding for fairer distribution The government has announced plans for a review of GP funding to deliver fairer distribution of funding and tackle health inequalities.

The current formula for distributing GP funding, the Carr-Hill formula, is based on data that is around 25 years old in some cases.

The formula uses expected workload of GP practices to determine distribution of funding for GP practices across England.

Often, people in more deprived areas and coastal towns have the highest needs for the NHS, but the fewest GPs, worse performing services and longer waits. Data also shows that on average, the GP practices that close for good are in areas with areas of higher deprivation.

In London, there are 2,501 patients per GP compared to the South West, where there are 1,967 patients per GP. Minister of state for care Stephen Kinnock said: “The way GP funding is allocated is outdated and no longer fit-for-purpose – with more deprived areas and coastal communities across the country experiencing the highest levels of inequality.

“With GPs at the heart of our 10 Year Health Plan, it is vital that we don’t leave any community behind and that we end the postcode lottery of care.

“As we invest in primary care – we must prioritise the areas and communities which have the most need to drive health improvements and close the gap on these health disparities.”...

CONTINUE READING

Issue 25.5 | HEALTH BUSINESS MAGAZINE

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News

DIGITAL

Online GP appointment requests now available From 1 October, patients will be able to request appointments online throughout the day rather than calling their surgery or visiting in person.

The move is part of the government’s plan to end the 8am scramble.

GP practices are now required to keep their online consultation tools running throughout the day.

Previously, online access was patchy across the country – some GP practices would turn online requests off when they reach a certain number, while others only have the online function available for a few hours a day.

According to figures, when patients can’t get through on the phone, 6.6 per cent end up in A&E, which is worse for them and more expensive for the taxpayer.

Trials show that where practices have moved to this ‘modern general practice’ approach, both staff and patients report improved service quality. A London GP surgery that adopted this approach to online requests reduced waits from 14 days to 3, with 95 per cent of patients seen within a week.

Care minister Stephen Kinnock said: “We promised to tackle the 8am scramble and make it easier for patients to access their GP practice – and through our Plan for Change, that’s exactly what we’re delivering...

CONTINUE READING

TECHNOLOGY

Tech investment to bring down waiting lists The NHS will revamp its approach to buying medical technology to help keep patients safe and cut waiting lists.

The approach represents a switch from ‘cheapest-first’ to ‘patient-first’. The NHS currently spends around £10 billion a year on NHS technology. It is hoped that the new approach will save billions of pounds by considering how well the pioneering equipment works for patients in the long-term.

The move is part of the Government’s drive to ensure better productivity across the NHS. Health minister Zubir Ahmed said: “Our Plan for Change is boosting NHS productivity and making sure every pound of taxpayer money works harder for patients than ever before.

“As our greatest minds develop new lifesaving technology and the technological revolution takes off, we are doing away with the sticking plaster spending mentality and ensuring long term patient outcomes are at the heart of every spending decision.

“We must invest to save, and by purchasing the most effective technology, not just the cheapest, we’ll improve patient care, cut waiting times, and drive long-term cost savings – as we build an NHS fit for the future.”

Early trials of the value-based procurement guidance have already taken place, alongside engagement across the health system, including with industry and patient groups. 13 NHS Trusts will now pilot the new guidance, with rollout across the NHS expected by early 2026...

CONTINUE READING

Issue 25.5 | HEALTH BUSINESS MAGAZINE

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News

NHS

New joint executive team for DHSC & NHS England A new joint executive team for the Department of Health and Social Care (DHSC) and NHS England is to be set up as part of the transition to becoming one organisation.

The new executive team will provide unified leadership across both organisations, bringing policy and delivery together.

The team will manage directors from related work areas from 3 November 2025 and will begin to combine resources.

It was announced in March that NHS England would be brought back into DHSC to avoid duplication.

Samantha Jones, DHSC permanent secretary; Jim Mackey, CEO of NHS England; and Professor Chris Whitty, chief medical officer will all be part of the new team.

There will be joint regional teams to serve as the delivery arm of the centre.

National Priority Programmes are also being set up to drive delivery of the government’s key health priorities.

READ MORE

TECHNOLOGY

Clinical trial approval times improve with AI Following reforms backed by new digital platforms at the Medicines and Healthcare products Regulatory Agency (MHRA), the time it takes to approve clinical trials has been cut by more than half.

New research shows that it now takes just 41 days, compared to 91 days previously.

The research shows that 99 per cent of applications are reviewed within statutory timelines, and most completed well ahead of target.

The government has a goal of reducing set-up time to less than 150 days by March 2026.

The research, which was published in the British Journal of Clinical Pharmacology (BJCP), is the first comprehensive review of the MHRA’s new way of reviewing trials based on their level of risk.

A fast-track route allows some lower-risk studies to be approved in just 14 days. For example, under the 14-day notification scheme, a haemophilia A trial was able to begin several weeks earlier than expected.

AI is also being introduced to further support assessors, helping to review complex data and improve consistency.

Health minister Stephen Kinnock said: “We are halving approval times and streamlining processes, so NHS patients are at the front of the queue and receiving life-changing treatments faster than ever before.

“As we shift from analogue to digital, we are harnessing AI alongside cutting red tape and reforming bureaucratic processes so patients can receive medicines in just 41 days instead of 91...

CONTINUE READING

Issue 25.5 | HEALTH BUSINESS MAGAZINE

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News

R&D

Funding for local leaders to boost health innovation UK Research and Innovation (UKRI) is inviting a broad range of local and regional partnerships to bid for government funding to support research and innovation projects in their area through the Local Innovation Partnerships Fund.

Leaders can bid for up to £20 million of support in each new competition.

The competition is designed to back partnerships that can turn existing research breakthroughs into practical solutions that create jobs and improve people’s lives.

It is aimed at helping regions across the UK build on their existing strength.

Ten regions across the UK have already received backing through the Local Innovation Partnerships Fund, including established innovation hubs in England such as Greater Manchester, West Midlands, and West Yorkshire.

Each of these areas has already been earmarked for at least £30 million to invest in their regional innovation strengths.

Science and technology secretary Liz Kendall said: “This fund is our Plan for Change in action. It empowers local leaders, researchers, and businesses with skin in the game to deliver transformational research that creates jobs and improves lives in their area.

“Ten regions already have our support and will be able to deliver game-changing innovations to benefit their communities...

CONTINUE READING

12

ENERGY

Five NHS sites get Great British Energy solar panels The first five NHS sites have been fitted with solar panels under a government funded scheme.

This is part of £180 million for hospitals and schools to install rooftop solar as the first major project for Great British Energy.

Energy secretary Ed Miliband said: “Great British Energy is helping your local school or hospital save money on its bills, to be reinvested into the frontline, from textbooks to teachers to medical equipment.

“Across the country, solar panels are going up on rooftops or carpark canopies, to power classrooms and operating theatres with clean, homegrown power.

“This is our clean energy superpower mission in action, protecting our public services with lower bills and energy security.”

Jonathan Guppy, head of sustainability at the South Central Ambulance Service NHS Foundation Trust said: “This is a hugely important milestone for the trust as we take tangible steps to cut our energy costs and carbon footprint, and release more money to spend directly on patient care. The installation at Winchester & Eastleigh is already making a real difference and is just the beginning of a wider programme of work that will deliver long-term environmental and financial benefits across our estate.”

READ MORE

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

NHS SBS launches Digital Workplace Solutions Framework NHS SBS has launched its Digital Workplace Solutions 2 framework agreement.

The £2.5bn agreement aims to help overhaul aging legacy infrastructure across the NHS and wider public sector.

The framework is designed to give the NHS and wider public sector organisations quick, compliant access to critical infrastructure to modernise IT systems, transform workplaces and drive future innovation. £10 billion was promised at the Spending Review to accelerate digital transformation within the NHS. The framework provides buyers with access to a broad range of IT infrastructure, including on premise network infrastructure, servers/ storage, commercial off-the-shelf software licences, bespoke software licensing and enduser devices. It has just one lot.

David Holbrook, senior category manager – Digital Workforce & IT Transformation at NHS SBS said: “Fixing digital foundations starts with refreshing and securing core infrastructure – from data centres to networking equipment.

“As we move into an era dominated by AI and Internet of Things (IoT), legacy systems simply don’t have the processing power or data handling capabilities to support them. Unsupported, infrastructure doesn’t just hinder transformation, it introduces significant security risks..

CONTINUE READING

News

PROCUREMENT

More top news stories from www.healthbusinessuk.net AI technologies selected for AI Airlock programme: READ MORE First therapies enter NHS access pathway: READ MORE £50 million for mental health research: READ MORE Job advisers to be embedded in GP surgeries: READ MORE New framework for NHS transport: READ MORE New Commission to help accelerate AI use in healthcare: READ MORE DIGITAL

New family feature for NHS App A new family feature is being trialled in the NHS app to make it easier for parents and carers to manage their family’s health.

People can apply to add another profile to their NHS App online instead of having to do it in person – saving them time and cutting admin for GP practice staff.

The feature will allow parents to book GP appointments for their children, or carers to order repeat prescriptions for an elderly relative.

Almost 12,000 people have already applied through pilots in 68 GP practices, with plans to roll the service out more widely from next year.

Previously it took around half an hour to do the paperwork, with relatives having to go to the GP practice to apply.

Dr Vin Diwakar, clinical transformation director at NHS England, said: “The family access feature in the NHS App makes it much easier for parents and carers to support the health of their loved ones – and it’s as simple as switching Netflix profiles.

“It’s also hugely beneficial for GP practices, reducing the time staff spend on admin and freeing up resources, as well as improving efficiency and coordination of care.

“This is a great example of how we’re transforming healthcare by harnessing digital...

CONTINUE READING

Issue 25.5 | HEALTH BUSINESS MAGAZINE

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Bridging the gap in autism and ADHD referrals: MyCareBridge in action Provide Digital transform healthcare challenges into tailored digital solutions that enhance patient care, streamline services, and reduce operational costs

One standout example is their flagship application – MyCareBridge, a secure digital platform that is revolutionising the first step of Children’s Autism and ADHD referrals across the UK. MyCareBridge addresses a long-standing issue in healthcare: the fragmented, GP-dependent referral pathway for neurodevelopmental assessments. By moving referrals into the education setting, MyCareBridge empowers families to take an active role from the very beginning, connecting schools, families, and clinicians on a single platform, with the same visibility for everyone.

The impact is already clear. In the first four months of this product being used in Mid and South Essex, Mid and South Essex Community Collaborative saw remarkable improvements after implementing MyCareBridge: education report submission times reduced by 58 per cent (from 48 to 20 days); parent response times halved, improving by 54 per cent (from 22 to 10 days); time to clinician readiness more than halved (from 52 to 25 days); case closure times dropped by 53 per cent (from 74 to 35 days); and 691 schools registered, with 4,860 referrals received.

These results highlight how MyCareBridge accelerates handovers, eliminates bottlenecks, and improves service delivery, ensuring children and families receive timely support.

Discover more about MyCareBridge by visiting www.mycarebridge.co.uk.

At Provide Digital, their platforms are not only designed to solve logistical problems but to deliver measurable, human-centred outcomes.

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www.providedigital.com www.mycarebridge.co.uk Issue 25.5 | HEALTH BUSINESS MAGAZINE

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Advertisement Feature

Are you keeping on top of your fire risk assessments?

Fire poses a huge risk in the workplace, which makes fire risk assessments an imperative part of your business processes

Fire protection systems and processes are a legal requirement mandatory to help keep staff safe and to protect the building/premises.

The legal requirements include the Fire Safety (England) Regulations 2022 and the Fire Safety Order 2005. As stated on the Government website: “The Fire Safety (England) Regulations 2022 were laid under article 24 of the Fire Safety Order 2005. The Fire Safety Order applies to all premises including workplaces and the common parts of all multi-occupied residential buildings. It already required responsible persons where necessary to take certain steps to ensure the safety of residents.”

Fire risk assessments are a way of identifying potential fire hazards and how to reduce their risk. They also help with demonstrating compliance with the above-mentioned fire regulations.

Regular assessments Once a fire risk assessment has been completed, guidance recommends that they are redone every three years but are also reviewed annually. This is because building premises and ways of working can change, and these changes, no matter how small, can have a big impact on fire safety.

Many places still conduct these assessments using a paper checklist that very often gets completed once and filed away. The importance of these assessments cannot be emphasised enough. An article in Caring Times shared that care home owners were hit with a £120,000 fine for fire safety negligence.

This included failures in risk assessment, general fire precautions, fire detection and maintenance.

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By moving your fire risk assessments to a digital platform, you can: have an online audit trail of when the assessments were carried out; link to your tasking software, tracking what actions were taken and when; and set-up reminders so you never miss a review to ensure fire safety compliance is always upheld.

What fmfirst® can offer Our fmfirst® survey software includes a selection of pre-built templates; this includes fire risk assessments. The application allows you for the creation, completion and validation of surveys/ assessments. The templates can be built with a wide range of scoring options and reports.

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BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

Data

Data helping emergency services navigate more quickly Two new apps using data from Ordnance Survey are helping emergency services to navigate more quickly to emergency calls – cutting response times and potentially saving lives EmergencyLocate was developed by Nick, a strategic operations manager with the Scottish Ambulance Service, during the pandemic. It is designed for emergency, search and rescue organisations.

The app provides precise location pings for 999 callers from smartphones, including temporary tracking, without even needing the caller to speak. It enables two-way text messaging from control rooms to smartphone callers for situations where speech is not possible, due to safety or medical issues, with language detection and translation built in.

It also provides 3D satellite and urban building models to enhance coordination between control room, responders and multi-agency responses.

The app is supported by data from OS Emergency Services Gazetteer to supplement its mapping and to signpost responders to previously unlisted physical objects such as roundabouts or postboxes which they can reference on the ground to locate their destination.

There are also plans to incorporate information from the Vernacular Names Tool, launched by E Issue 25.5 | HEALTH BUSINESS MAGAZINE

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Data

Blue light routing identifies the fastest routes for emergency vehicles, including roads normally restricted to the public F OS last year to support emergency services by identifying locations from colloquial nicknames.

EmergencyLocate has already been used over 45,000 times across the UK, Canada, and

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Australia, supporting responses for waterbased incidents, vulnerable or missing persons, medical issues preventing clear communication with 999, as well as incidents where safety or violence is a factor.

Nick said: “For an emergency response, nothing is more critical than location. And I believe location isn’t just about the where, it’s also about how responders are able to make best use of the location data available. The EmergencyLocate platform has been built using extensive realworld experience of this problem to help pinpoint callers more effectively and efficiently.

We’re really lucky, here in the UK, to have good

Data

adoption of Advanced Mobile Location (AML) technology to provide caller’s coordinates to 999 in most cases. However, there are significant limitations that leave a sizeable gap in the provision of accurate location data, and that’s where EmergencyLocate steps in.”

Navigation Another app, Blue Light Maps, focuses on routing and navigation to incidents, leveraging OS average speed data. Blue light routing identifies the fastest routes for emergency vehicles, including roads normally restricted to the public (e.g. bus lanes, restricted turns,

“It’s inspiring to see the different ways in which our trusted and accurate location data can help shave vital time off emergency responses” pedestrian areas), where emergency service exemptions apply.

Consolidated Geospatial data offers improved situational awareness by combining OS National Geographic Database (OS NGD) address and building data with Google Street View and custom emergency service data such as fire hydrant locations.

It uses Waze to alert other drivers of approaching emergency vehicles, helping reduce blue light collisions.

The app’s creator Henry Sternberg, works as a special constable. He said: “When I was first trained to drive on blue lights, lots of new active travel schemes like Low Traffic Neighbourhoods were implemented in the area I policed. I realised that the navigation apps I relied on were taking me on longer routes, even though as an emergency service driver I was still allowed to use the old shortcuts. When I looked into this, I was amazed at how big a problem this was across the country and realised there was a vital gap in mapping solutions designed for frontline emergency services personnel.

That inspired me to create a solution.”

Integration & collaboration Nick and Henry are now working together to explore how their apps can integrate. For example, EmergencyLocate’s SAR Deploy feature could direct users to navigational apps like Blue Light Maps.

The two founders found support and mentorship with the Geovation Accelerator Programme.

John Kimmance, chief customer officer at OS, said: “Everything happens somewhere – and it’s inspiring to see the different ways in which our trusted and accurate location data can help shave vital time off emergency responses.

Ordnance Survey has a long-standing relationship with the blue light community and seeing our data supporting these innovative new apps is really rewarding.” M FURTHER INFORMATION

Read more here.

Issue 25.5 | HEALTH BUSINESS MAGAZINE

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Advertisement Feature

Transforming surgical loan kit management in the NHS Elcom’s Inventory Management System, aligned with GS1 and Scan4Safety standards, is helping trusts like Tameside and Glossop revolutionise loan kit oversight. Here’s how strategic integration is reshaping the future of NHS operations

As NHS Directors and C-suite leaders, you’re no stranger to the operational headaches and financial drains caused by inefficient surgical loan kit management. From inaccurate tracking of items to resource-heavy manual processes, these challenges disrupt purchase-to-pay cycles, inflate costs, and compromise data accuracy — all while balancing critical clinical needs. But what if you could turn this perennial pain point into a streamlined powerhouse of efficiency, compliance, and savings?

At Elcom, we advocate for three foundational pillars to revolutionise loan kit management: establishing rigorous processes for kit usage, ensuring precise data handling for all items, and leveraging automation through integrated technologies like our Inventory Management solution. This approach not only aligns with national initiatives such as Scan4Safety (S4S) and GS1 standards but also delivers measurable gains in operational agility, clinical safety, and financial control.

Consider the transformative journey of Tameside and Glossop Integrated Care NHS Foundation Trust. In 2023, a thorough process review uncovered glaring gaps: poor tracking of kits entering and exiting the organisation,

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scant oversight of non-contracted kits and their clinical justifications, burdensome manual workflows, mismatched purchase orders and invoices, escalating non-pay spend, and fragmented visibility across departments.

Leveraging Elcom’s Inventory Management System (IMS), the Trust isolated loan kit data from standard inventory, creating a dedicated framework for end-to-end efficiency. Key enhancements included building accurate product catalogues and bills of materials, while embedding GS1 traceability for seamless barcode management — from delivery through to return.

Complementing these technical upgrades, the Trust introduced a robust review protocol for loan requests. This fosters clinical innovation and dialogue while enforcing governance, demand assurance, and cost accountability. Crucially, kits are now fully traceable throughout the patient journey, boosting safety, enhancing experiences, and fully complying with S4S mandates.

Today, with the system fully operational, Tameside is reaping substantial rewards.

An ongoing impact review, complete with audited metrics, is quantifying these benefits — from reduced waste and errors to optimised resource allocation. For NHS leaders eyeing sustainable improvements, this model proves that strategic tech integration isn’t just feasible, it’s a game-changer for your organisation’s future. M FURTHER INFORMATION

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BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

Technology

Digital ECGs at Barts Health: a high-impact win for NHS digitisation Patients with chest pains and suspected heart attacks are benefitting from better informed decisions in a high-impact initiative led by clinicians, writes Dr Krishnaraj Sinhji Rathod, consultant in interventional cardiology at Barts Health NHS Trust. He explains the clinical, environmental, and efficiency significance of digitising electrocardiograms, and the opportunity to scale success more widely in the NHS Picture the moment. A patient in an ambulance, en route to hospital with new chest pain.

Paramedics understandably suspect a possible heart attack having carried out an electrocardiogram (ECG).

On arrival at the hospital, the patient’s prior ECGs are not available, with paper printouts unavailable on the ward, and potentially buried in a paper archive, or not documented in the patient record. Further clarity is needed.

Clinicians assess the patient, and they order tests such as a chest x-ray or an angiogram to help diagnose the problem and to identify the best course of action.

A different approach that has quickly become mainstream practice at Barts Health NHS Trust, is changing how clinical teams can make better

informed decisions in such situations, helping to get patients on the right pathway at the earliest opportunity.

Led by Dr. Krishnaraj Sinhji Rathod, Dr. Andrew Wragg and the trust’s interventional cardiology team and supported by the introduction of WiFienabled Baxter ECG machines, the approach has been derived from a patient safety driven project that has transformed visibility of ECGs across four of the trust’s hospitals. Clinical gains, consistently appropriate treatment, and a positive environmental impact are resulting.

The right tests, the right place, the right course of action Digitisation is providing an unprecedented availability of ECG history to clinical teams. E Issue 25.5 | HEALTH BUSINESS MAGAZINE

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Successful adoption When we started this project, less than a third of ECGs were being captured digitally across our sites. Now some 80 per cent to 90 per cent of ECGs are captured digitally at the Barts Health Centre in St Bartholomew’s Hospital, and by colleagues in Newham, The Royal London and Whipps Cross hospitals.

This has been an amazing transformation and it is still growing – with areas such as our intensive care unit and specialist beds on some wards readying to come on board with digital ECGs in the next year.

Training has been straightforward, staff have found this quick and easy to use, and our digital process is removing risk of errors.

Now some 80 per cent to 90 per cent of ECGs are captured digitally

Technology

F It means that within minutes or potentially seconds of arrival, and sometimes even before patients arrive, clinical colleagues can look on the trust’s clinical record system and examine what previous ECGs looked like.

In the scenario described at the beginning of this article, if the patient’s symptoms are not suggestive of a heart attack, despite concerns raised in the new ECG, availability of identical previous ECGs can enable a clearer decision to be made about the right course of action for that patient.

This might mean direction to a different site, or a different type of test rather than an angiogram for example, and we can accelerate the most appropriate diagnostic and care pathways.

It also means that in clinic, we can enable faster reviews of ECGs through a flow of information with district general hospitals, something not previously possible with paper records.

We made new use of the trust’s WiFi enabled Baxter ECG devices – harnessing our existing technology investments in new ways, with trust engineers and partners at technology provider Baxter working together to enable information to flow between the devices and our care record system.

This has meant that for staff the system is simple. Using the trust’s care record system, the nurse requests the right test, which is then automatically picked up on our ECG machines.

The healthcare professional using the machine, then verifies the patient name and date of birth at the bedside – using data on the machine and matching this to the patient’s wristband, allowing them to make sure data is captured for the right patient.

The ECG is then carried out and transferred immediately and directly from the Baxter device, and into the electronic care record system.

There is no longer a need to take a printed document, write a name, or manually record data – reducing inaccuracies and errors in patient care, and risks of records going missing or being misfiled.

Carbon, cost, and clinical impact Significant impact is being realised. The trust now prints far fewer ECGs. This is saving thousands of pounds in printing costs alone, and we require fewer physical machines, E

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Technology

Availability of information means that we are releasing scarce healthcare resource for those in greatest need F having reduced our reliance on printing carts. This is in turn beneficial to the trust’s environmental impact.

And though we are still to quantify many clinical benefits – impact has been very significant. Inappropriate admissions are not happening anymore. Delayed treatment of patients is now being prevented, and savings can be made on avoided inappropriate tests such as angiograms and angioplasty. Clinical risks are also being mitigated – for example the risks of inappropriate procedures that we are now better positioned to prevent through informed decisions.

Additional blood tests for troponin that might be carried out in the absence of information, are being avoided. These can lead to longer hospital stays as patients wait for results. If taken during the weekend, a patient might have been required to remain in hospital for the remainder of weekend as they wait to be reviewed by a specialist on a Monday, and might have been sent for a CT scan, or for review by other specialists – all of which can now be more easily avoided when not required.

Better compliance with national guidelines around the timeliness of key interventions, and

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‘door to balloon’ times, has also been supported.

Patients with some of the most severe heart attacks can require their artery to be opened within 90 minutes. At Barts Health we aim to do this in 60 minutes. Our compliance has improved to approximately 95 per cent in the last year, as part of a package of measures that includes more easily comparable digital ECGs. In so many ways availability of information means that we are releasing scarce healthcare resource for those in greatest need, reducing cost, improving safety of patients, and rapidly putting the patients on the right pathway.

Patient satisfaction Patients have remarked on their satisfaction with our new approach. Paper based ECGs that have the potential to go missing, can frustrate patients if delays ensue in recognising when they have not had a heart attack. But now, with access to ECGs from different sites, we can confidently examine a dozen or more ECGs that all look the same, and advise the patient they don’t need further tests for a heart attack, within seconds of accessing their record.

There has been a noticeable difference in the way we treat patients, and the way they feel about treatment, with many saying how impressed they are that we can make such determinations so quickly.

Analogue to digital: an opportunity to scale?

We have now carried out some 200,000 digital ECGs. If there is one negative – patients

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

This is an affordable and straightforward aspect of digitisation to deliver sometimes question why this isn’t available everywhere. My aim is to promote this digital initiative, so that as many hospitals as possible can consider incorporating similar approaches.

The opportunity is to scale this beyond Barts Health.

We are living in a world of AI, and of exciting emerging technologies. That ECGs remain on paper seems strange, and might be described as an example of Lord Darzi’s description of an NHS in the “foothills” of digital transformation.

Opportunities to unleash raw data that exists in ECGs, and to potentially leverage AI to predict what might happen to patients demonstrates that more could be done to realise even further benefits from work we have started, a conversation I am beginning to explore.

More immediately this is an affordable and straightforward aspect of digitisation to deliver – one which utilises relatively inexpensive ECG

Technology

Dr. Krishnaraj Sinhji Rathod

machines that may already be in place for many hospitals. Efficiency, high-impact possibilities, and the potential for better outcomes, might make this attractive to others.

As the NHS continues to deliver large scale digitisation programmes against a policy backdrop to shift from ‘analogue to digital’, this initiative merits attention from boards to wards. L

How AI is helping hospitals tackle security challenges Investigations: AI cameras are saving security teams countless hours of tedious work, as they can rapidly compile footage of people/ objects under investigation.

Physical threats: AI can alert security teams to weapons and aggressive behaviour. Facial recognition technology is also used to alert teams when a banned individual is spotted on site.

Health hazards: Modern sensors have built-in AI that detects vaping/smoking, poor ventilation and harmful gases in the air.

Theft: AI cameras and sensors can detect when people are loitering around pharmacies and hospital equipment.

Break-ins: AI cameras can monitor all break-in sites and alert security to intruders.

Vehicle security: Sensors can be applied to alert security when unauthorised vehicles are detected in sensitive areas.

Data protection: AI can monitor access to electronic

health records and alert IT security teams to any suspicious activity or potential GDPR breaches.

Wandering prevention: A combination of AI cameras, sensors and wearable tech can detect when vulnerable patients have left their ward and need immediate assistance.

Visitor management: AI systems can alert staff to address overcrowding and long queues before they cause serious disruption. M FURTHER INFORMATION

Find out more.

Issue 25.5 | HEALTH BUSINESS MAGAZINE

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Advertisement Feature

Circle Health Group transforms governance and patient safety with Radar Healthcare Circle Health Group, the UK’s largest private hospital group, has revolutionised its approach to governance and patient safety through a strategic partnership with Radar Healthcare The digital transformation spans all 54 hospitals, enabling faster reporting, deeper insight, and strengthening the organisation’s safety culture.

Circle Health Group wanted to move past manual processes and embed more integrated systems to improve the quality of data available to clinical teams centrally and across the organisation’s national network of hospitals.

“Previously, we couldn’t triangulate data meaningfully. Now we can overlap incidents with audits and other governance data to get a fuller picture of patient safety across the group,” said Simon Geoghegan, head of clinical data reporting and governance systems at Circle Health Group.

Radar Healthcare’s flexible platform brought together key functions including, incident reporting, PSIRF workflows, audits, action plans, and real-time analytics, into one integrated system tailored to Circle Health Group’s needs.

“We are delighted to be in partnership with Circle Health Group. Throughout our journey together, we’ve worked as a hands-on partner in quality improvement, listening, adapting, and evolving as the partnership has grown. We’re proud of what we’ve achieved together. At Radar Healthcare, we know healthcare isn’t driven by

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data or dashboards alone; it’s driven by people working collaboratively. When those connections are supported in the right way, the impact can be truly significant,” said Rhian Bulmer, chief partnerships officer at Radar Healthcare.

Key outcomes Key outcomes include incident reporting via PSIRG increasing by 98 per cent, reflecting stronger engagement and more accurate triage processes. This uplift aligns with improved integration of PSIRG into frontline workflows, resulting in more precise categorisation and faster resolution of reported incidents; an 87 per cent drop in PSII investigations; the elimination of over 12 manual processes; and streamlined meeting preparation, enabling faster, more informed decision-making. The feedback from clinicians has directly supported greater frontline participation, ensuring a stronger focus on safety.

The system’s analytics module has played a critical role. Circle Health Group’s teams now have access to live dashboards and real-time analytics, giving them opportunity to spot trends in incidents. Ultimately, making teams

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more proactive, with the ability to mitigate, manage and spot areas of risk faster than ever before.

“The analytics within Radar Healthcare are absolutely amazing,” said Sharon Stewart, director of clinical governance and quality improvement at Circle Health Group.

“With Radar Healthcare’s support, we can extract powerful real-time insights that influence the way we build our reports and ultimately shape our decision making.”

Radar Healthcare also enabled full embedding of the Patient Safety Incident Response Framework (PSIRF). The new system allows Circle’s teams to be more proactive, not only responding to incidents faster but giving colleagues meaningful insights to assist service and quality improvements initiatives at every level of the business.

“Radar Healthcare has transformed how we manage PSIRF,” said Emma Watson, PSIRF lead at Circle Health Group.

“We compare investigations live, spot themes, and make changes instantly. It’s real-time learning at its best.”

The platform supports a positive, safe culture by celebrating good practice as well as learning from incidents. It empowers staff across all levels to engage meaningfully in governance.

“Radar Healthcare’s ease of use supports our open and transparent culture,” added Sharon

Stewart, director of clinical governance and quality improvement at Circle Health Group.

“The more we use it, the more we unlock its value.”

About Radar Healthcare Radar Healthcare is a leading provider of quality, risk, and compliance software for health and social care. Its award-winning platform supports real-time oversight, smarter decisionmaking, and safer outcomes for patients and service users.

About Circle Health Group Circle Health Group is an award-winning healthcare provider operating Britain’s largest network of independent hospitals. Circle’s aim is to be the most innovative patient-focused healthcare organisation and, by equipping its people with leading-edge technology, deliver the highest quality patient care. It supports patients whether they fund their own treatment or are supported by private healthcare insurance, and the group also works in partnership with the NHS. Circle Health Group acquired BMI Healthcare in January 2020. The group operates independent hospitals, runs integrated care programmes and rehabilitation services. M FURTHER INFORMATION

www.radarhealthcare.com

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Technology

Thousands benefit from new osteoporosis medication support service A new tool from the Royal Osteoporosis Society is transforming how people with osteoporosis manage their treatment explains Erika Radford, head of information and support services at the Royal Osteoporosis Society BoneMed Online, a free service from the Royal Osteoporosis Society, is helping people to stay on track with their medicines.

3.5 million people in the UK are estimated to be living with osteoporosis, the disease which causes bones to lose their strength, with half of women over 50 expected to break a bone as a result of the condition. Broken bones can lead to devastating consequences for those affected, from being forced into early retirement or losing their independence, to permanent disability and even death. It’s estimated that osteoporosis causes 500,000 broken bones every year in the UK, costing over £4.5 billion.

Osteoporosis medicines are proven to reduce the risk of broken bones when taken over time, yet research shows that less than 12 per cent of people are still taking their medicines a year after they’re prescribed (FLS Database, KPI 11, 2025 report).

“Many people with osteoporosis have questions and concerns about their medicines or practical problems in continuing to take them. That is where our new medication support service, BoneMed Online, comes in” said Erika Radford, head of information and support services at the Royal Osteoporosis Society. E

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Technology

The service is easy to use – people can revisit the information any time they have a question or concern

How was BoneMed Online developed?

The service is easy to use – people can revisit the information any time they have a question or concern, research from Professor Rob Horne from (UCL), insights from Personia Health Ltd, and in collaboration with people living with osteoporosis.

F Here she explains more about the service and what it means for people living with the condition.

How is BoneMed Online helping people?

Thousands of people across the UK have signed up to BoneMed Online and the service is already supporting them to feel more confident in managing their osteoporosis medicines. It’s accessible and easy to navigate, explaining their prescribed medicine in a straightforward manner with no jargon or complicated messaging. As a result, people have reported feeling empowered to start, or continue, their osteoporosis medicine.

“I’m very pleased that I signed up to this service. I am someone who copes better when I have information to support my self-care. The information I received was very full and very informative.” said a BoneMed Online user.

Key benefits include tailored information, people receive information tailored to their

What is BoneMed Online?

BoneMed Online is an innovative medication support service designed to help people understand and feel confident about their osteoporosis medicine, providing vital information and support when they need it most. It’s also simple and easy to use. After a 5-minute survey, people receive an online medicine summary tailored to the medicine they’ve been prescribed and six emails over the course of a year to provide ongoing support.

Topics covered include: why the medicine was prescribed; how to take it; fitting it into your routine; and possible side effects.

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BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

Technology

Half of women and 20 per cent of men over 50 will break a bone because of osteoporosis

specific osteoporosis medicine; bite-sized information and videos that are clear and engaging; and ongoing support with emails over the course of a year to support medication adherence. The service is easy to use – people can revisit the information any time they have a question or concern.

How to access the service Signpost your patients to BoneMed Online at theros.org.uk/bonemed to support people every step of the way with their osteoporosis medicine and to reduce their chance of suffering a life-changing broken bone.

About the Royal Osteoporosis Society The Royal Osteoporosis Society (ROS) is the UK’s largest national charity dedicated to supporting the 3.5 million people who live with osteoporosis. Working with healthcare professionals and policy-makers, we’re influencing and shaping policy and practice at every level. We’re driving the research and development of new treatments, to beat osteoporosis together.

Key facts about osteoporosis Osteoporosis causes bones to lose strength and break more easily (also known as fractures).

3.5 million people in the UK are estimated to have osteoporosis.

Broken bones caused by osteoporosis can be painful, impact on daily life, reduce independence, and sometimes lead to life-changing disability.

Half of women and 20 per cent of men over 50 will break a bone because of osteoporosis.

We reach our peak bone health at the age of 30 and it begins to naturally decline as we get older, especially for women around the menopause. Osteoporosis and broken bones are not an inevitable part of ageing, however.

It is important to note that osteoporosis is not ‘brittle bone disease’. ‘Brittle bone disease’ is the term that has been adopted for a different condition called osteogenesis imperfecta.

The ROS has a web page that explains the differences and the links. ‘Fragile bones’ is the term that has been adopted in the clinical world for osteoporosis, as in ‘fragility fractures’. The term ‘weak bones’ can also be used.

Bone health is important throughout life. By adopting a healthy lifestyle, exercising regularly, eating a balanced diet with adequate calcium, and ensuring you’re getting enough vitamin D, everyone can support their bones as they get older. M FURTHER INFORMATION

theros.org.uk/bonemed Erika Radford, head of information and support services at the Royal Osteoporosis Society

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Advertisement Feature

Boosting biodiversity with a Bauder biosolar roof When Bauder oversaw the installation of a biosolar roof for a new building at the Noah’s Ark Children’s Hospice, in Barnet, it became the first community-funded scheme of its kind in the UK

Protects the roof’s structure The green roof acts as a ballast, removing the need for PV mechanical fixings that could compromise the waterproofing. This reduces the risk of leaks and extends the lifespan of the hospice’s roof – over time, this will lead to significant carbon savings as there will be less need for material manufacturing, transport, and disposal emissions.

A biosolar roof combines two sustainable technologies: green roofing and solar photovoltaic (PV) panels. In addition to its performance and aesthetic qualities, the installation of the biosolar roof at Noah’s Ark yields the following environmental benefits:

Maximises green coverage The BauderSOLAR G LIGHT PV mounting system was installed without additional ballasting, maximising the possible area available for vegetation, which further increases biodiversity potential.

Boosts biodiversity BauderGREEN Flora seed mix was planted on the new building’s Bauderflex green roof system helping boost biodiversity by supporting plant growth. This is true even in shaded areas beneath the PV panels mounted on the BauderSOLAR G LIGHT system. Containing UK provenance seeds, additional tackifier, and mycorrhizal fungi, the mix encourages strong germination and establishment, attracting diverse insect and plant species - as well as providing a rich foraging environment for bees.

Community-funded construction During early planning, a large donation for the new building was pledged on condition that a single-source green roof be fitted by specialist installers. Bauder met these criteria, offering a single-source solution and guarantee, and approving landscapers to install the roof. They also secured funding for the solar panels via Schools Energy Coop, a community fund, cutting client costs. M

Improves PV efficiency The hospice’s green roof helps maintain a lower rooftop temperature, especially in warmer months. Green roofs improve the average energy output of PV panels by approximately 6 per cent compared to those installed on a conventional roof (Green Roof & Solar Array – Comparative Research Project; University of Technology Sydney, July 2021).

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For more information about the Noah’s Ark Children’s Hospice project visit Bauder’s website.

FURTHER INFORMATION

Contact Bauder about your project: If you are looking for a flat roofing solution for a new build or refurbishment project, contact Bauder to discuss your project’s needs. www.bauder.co.uk/contact-us 01473 257671

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Design & Build

Modernising the NHS estate: a vital investment in patient care With the UK government pledging millions to upgrade the NHS estate, the spotlight is on the infrastructure that supports the healthcare the health service delivers. The headlines often focus on staffing shortages or waiting times, but the physical environment in which care is delivered plays a crucial, yet often overlooked, role across many aspects of the health service including patient outcomes, staff wellbeing, operational efficiency and more Back in June, the government published a 10-Year Infrastructure Strategy, designed to address the maintenance backlog in schools, colleges, hospitals and courts. The plans are backed by at least £725 billion of government funding over the coming decade, from which at least £9 billion will be allocated in 2025-26 to address the critical maintenance needs of health, education and justice estates. This will rise by over £10 billion per year by 2034-35.

In turn, it is hoped that this will increase access to quality, modern public services,

following years of underinvestment, and deliver significant real-world benefits for patients, students, staff, and communities.

There will be over £6 billion a year for the NHS estate to create safer hospital environments across England with reduced waiting times, improved patient outcomes, and better working conditions for NHS staff. With plans to eliminate RAAC concrete and address critical infrastructure risks, patients will receive care in modern facilities that support their treatment and recovery. E Issue 25.5 | HEALTH BUSINESS MAGAZINE

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In 2022, it was found that 22 per cent of 8,911 premises were built before the NHS was established in 1948

Design & Build

F The strategy directly supports the government’s mission to build an NHS fit for the future, with healthcare facilities that enable earlier diagnosis and better treatment outcomes.

Chancellor of the Exchequer, Rachel Reeves said: “Infrastructure is crucial to unlocking growth across the country, but for too long investment has been squeezed. Crumbling public buildings are a sign of the decay that has seeped into our everyday lives because of a total failure to plan and invest.

“We’re not just fixing buildings – we’re enhancing public services, improving lives and creating the conditions for sustainable economic growth in communities throughout the UK. “This will deliver the decade of national renewal we promised Britain, and fulfil our Plan for Change goals to kickstart economic growth, and build an NHS fit for the future.”

Earlier this year, the government established the National Infrastructure and Service Transformation Authority (NISTA) which will work with partners across government and industry to effectively implement the strategy across the whole of the UK. NISTA will periodically review the progress made and work with devolved governments to ensure that infrastructure strategy across the UK is joined up.

Becky Wood, chief executive officer of NISTA, said: “This investment is a welcome part of the 10 Year Infrastructure Strategy and will help us to address some of the challenges that our key public services have faced over recent years.

“Strategic preventative maintenance based on longer-term plans is a more effective approach than making decisions in the absence of certainty about the future – and will ensure our vital public services remain resilient and fit for purpose.

“By approaching replacement and maintenance of our infrastructure in an informed and systematic way, we can target interventions effectively and plan properly for the future.”

In September, it was announced that seven more hospitals have had their reinforced autoclaved aerated concrete (RAAC) removed.

A further 12 are set to be clear by March 2026.

The government has pledged to eliminate RAAC from the NHS estate by 2035.

The removal is supported by £440 million this year. E

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Advertisement Feature

Reducing healthcare waste through smarter procurement Cutting costs can be a challenge for UK healthcare organisations – but better information can help procurement professionals with more controlled spending

The pressures facing the UK’s healthcare sector are well documented, with spiralling costs and an aging population adding to the challenge.

According to data from the Office for National Statistics, healthcare represented a staggering 43 per cent of government spending on goods and services in 2024.

Against this backdrop, procurement departments – either in-house or through consortia arrangements – have an unprecedented opportunity to step up and demonstrate the value they can bring to the organisation.

While much of the medical items required in the NHS will be sourced through NHS Supply Chain – and in private hospitals by specialist medical procurement professionals – there remains a considerable spend on indirect items.

These are typically products that do not impact patient treatment but which are essential to the smooth running of a hospital or other healthcare facility. Examples include IT equipment, furniture, stationery or nonmedical equipment such as cleaning products.

Often such items are bought in an uncontrolled manner, with individual facilities purchasing them as and when they are needed.

This can often be done by receptionists or administrative staff, whose main priority is to secure what they need as quickly and with as little hassle as possible. Even where

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procurement professionals are involved, they often do not have the time to focus on such items, which can see numerous small purchases being made across significant numbers of suppliers.

Digital procurement marketplace services, such as Amazon Business, are helping healthcare organisations get control over their spend, as well as enabling them to tackle broader challenges. Purchasing through a central platform allows those tasked with buying items to access the best prices, without having to spend hours researching different options.

One healthcare business that has already benefited from a better procurement set-up is HCRG Care Group. With more than 400 people able to purchase low-value items from around 2,000 suppliers, it turned to Amazon Business to help consolidate its purchasing arrangements.

Now, healthcare staff can use a single platform to access items they need and buy from a list of preferred suppliers, freeing up time for them to spend with patients. “Getting just two or three minutes back a day for some of these healthcare workers by being able to go onto an easy-to-use system and obtain the goods they want is hugely beneficial,” says Alex Blatherwick, head of procurement at HCRG Care Group. “Their main focus needs to be the patient.” M FURTHER INFORMATION

To find out more about how Amazon Business could help boost your sustainability credentials and get more control over spend, visit https://business. amazon.co.uk/en/work-with-us/healthcare

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

The state of the estate In 2022, it was found that 22 per cent of 8,911 premises were built before the NHS was established in 1948. These buildings are cramped, crumbling, and outdated, with GPs reporting that 22.4 per cent of general practices are not fit for purpose. Ageing infrastructure brings with it a host of challenges: outdated layouts, poor energy efficiency, limited accessibility, and inadequate facilities for modern medical technologies.

This is not just a logistical issue, it’s also a clinical one. Cramped wards, poor ventilation, and lack of privacy can negatively impact

Upgraded infrastructure allows for the integration of digital health tools

recovery times, increase infection risks, and reduce patient satisfaction. For staff, working in dilapidated environments contributes to burnout and low morale. In short, the condition of NHS buildings directly affects the quality of care.

Design & Build

F The seven hospitals are Kidderminster Hospital, Kidderminster; Broomfield Hospital, Chelmsford; Homerton University Hospital, London; Scunthorpe General, Scunthorpe; Churchill Hospital, Oxford; Queen Victoria Hospital, East Grinstead; and New Cross Hospital, Wolverhampton.

How modernisation enhances patient care Modernising NHS infrastructure enables us to think about how healthcare environments can actively support healing, efficiency, and inclusivity. The design of a building can positively influence the experience of patients and the effectiveness of clinical care.

From accessibility and infection control to digital integration and environmental sustainability, healthcare infrastructure offers the means to improve patient outcomes and staff wellbeing.

Modern facilities can be built to accommodate patients with mobility issues, sensory impairments, or cognitive conditions. Wider corridors, step-free access, and intuitive signage make a huge difference in patient experience.

New buildings can be designed with infection prevention in mind, incorporating features like better airflow systems, antimicrobial surfaces, and single-occupancy rooms. This is E

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Sustainable infrastructure working with Powell Systems’ building controls for a new smart health facility BEMS integration with low-impact technologies shapes the built environment for the comfort, safety, and productivity of the London School of Hygiene and Tropical Medicine’s occupants This seamless supervision over energy, safety, and environmental impact makes TP2 very green indeed.

Within the expansion of the London School of Hygiene and Tropical Medicine (LSHTM), Powell Systems ensures a conducive work setting for their fully-revamped office and research tower, Tavistock Place 2 or TP2. Our Building Energy Management System (BEMS) comes with integrated lighting control, delivering comfort without the cost of excessive energy consumption.

Smart, sustainable design by an expert team TP2 was designed to be efficient but sustainable infrastructure for today’s hybrid learning and working environments. Cooling of the office and lab spaces is delivered through suspended chilled beams. Blue roof harvesting, an emerging innovation, substitutes collected rainwater wherever potable water is not required. Enhancing safety in the building is a tank-fed sprinkler mist system that deploys in case of fire.

All these systems and sub-systems are centrally monitored and regulated by the BEMS and the specialised lighting solution we installed, to cover TP2’s control requirements.

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Aiming for net zero The LSHTM have set demanding energy and carbon reduction targets as part of their drive for net zero by 2030. Powell Systems’ participation in integrating sustainable technologies and controls supported this effort. We do more than just install systems – we help our clients adapt to modern environmental expectations and the everchanging regulatory landscape.

We are proud that the LSHTM consistently call upon our team to meet their environmental engineering needs. Aside from projects at the Keppel Street and Tavistock Place campuses, we worked together in the Gambia as well. We have lent our expertise by using a teamwork approach, through design sessions and progress tracking.

Your BEMS provider of choice Powell Systems serve the entire health care establishment, from the industrial/commercial segments to the education/research sector as well. We offer the latest in enhanced digital technology for energy and lighting management coupled with comprehensive, long-term partnership packages to support your future building or existing needs. M FURTHER INFORMATION

Get in touch for more on how Powell Systems can work with you to improve energy utilisation; or call us at 01689 879000.

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Design & Build

Bright, well-ventilated spaces with adequate rest areas, ergonomic workstations, and access to nature can improve staff wellbeing and productivity F especially critical in the post-COVID era, where airborne pathogens remain a concern.

Upgraded infrastructure allows for the integration of digital health tools. This could include anything from electronic patient records to telemedicine suites and AI-assisted diagnostics. In turn, these technologies streamline care and reduce administrative burdens.

Modular design and adaptable layouts can help facilities to respond quickly to changing demands, such as surges in patient numbers or the need for specialised treatment areas.

Energy-efficient buildings reduce operational costs and environmental impact. Natural lighting, green spaces, and eco-friendly materials also contribute to a healing environment.

Supporting staff and services Modernising NHS buildings would also have a positive effect on staff. Staff retention and recruitment are continuing to pose challenges for the NHS, and working conditions play a significant role. Bright, well-ventilated

spaces with adequate rest areas, ergonomic workstations, and access to nature can improve staff wellbeing and productivity.

Moreover, upgraded facilities can support multidisciplinary teams and integrated care models. Co-locating services within a single site fosters collaboration and continuity of care.

Strategic investment and long-term gains The scale and ambition of the government’s infrastructure strategy mark a significant moment for the NHS estate. With billions earmarked for critical upgrades, there is now a clear pathway to address longstanding challenges in healthcare infrastructure. While the success of these plans will depend on sustained investment, strategic planning, and effective implementation, the potential benefits are substantial.

Modern, well-designed facilities can enhance patient care, improve staff wellbeing, and support more efficient service delivery. As reinforced autoclaved aerated concrete is removed, digital tools are embedded, and accessibility is prioritised, the NHS estate can evolve to meet the demands of the population it is there to serve. If delivered as intended, this programme could help ensure that patients across the UK receive care in environments that are safe, supportive, and fit for the future.

Though challenges remain, the direction of travel is promising, and with continued focus and collaboration, the NHS estate may soon reflect the high standards of care it strives to deliver every day. L Issue 25.5 | HEALTH BUSINESS MAGAZINE

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Fire Safety

Fire safety management maintaining good health The fire safety management regime within any healthcare setting must be wholly focused on protecting people and premises from fire (or the effects of fire). That objective seems straightforward, argues Peter Aldridge from NAHFO, but it will only prove to be so if organisations have competent people in post with the required levels of knowledge and experience Every time I write about fire safety within healthcare I seem to reflect the challenges that currently face the NHS and this time is no different. As the Building Safety Act evolves, the discussions about mandating accreditation for fire risk assessors continue and clarity is in place regarding the new hospital programme; the challenges continue.

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With these challenges, those responsible for delivering and managing fire safety in healthcare premises continue to balance them, whilst striving to maintain statutory compliance, financial restrictions, competency and other day-to-day responsibilities.

Although healthcare environments are very well controlled and regulated, the nature of the

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Fire Safety

The likelihood of a fire in healthcare premises may well be low, but the severity of any one fire could be catastrophic

clinical processes delivered within means that they are not risk averse. While clinical risks and patient procedures are well managed, the likelihood of harm being visited upon patients can be a more likely occurrence than any fire episode. When the plethora of risks is listed, it’s more likely patients or staff

could be harmed by those not connected with fire.

Taking this into account, fire safety professionals can begin to see fire safety management dropping down the list of priorities for host organisations. Generally speaking, this isn’t because organisations don’t understand or appreciate the risks associated with fire, but more that the occurrence of fire is low in the National Health Service (NHS). Other incidents occur more frequently and the harms associated with them divert attention.

The likelihood of a fire in healthcare premises may well be low, but the severity of any one fire could be catastrophic. In premises with patients who cannot do anything for themselves, are wired to life-critical support systems or who simply don’t know what to do, organisations must discharge their statutory duties. Indeed, a key element of any healthcare sector fire safety professionals’ role is to consistently remind the host organisation that the severity of fire is more important than the likelihood.

Examining the challenges Now that there is clarity on the New Hospitals Programme, there are NHS organisations that will experience delays to their anticipated builds. Such organisations may well have had E

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Fire Safety

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F plans in place that have limited investment into existing premises. If builds are delayed this means that investment priorities will need to change and deficiencies to fire safety standards that have been risk managed will now need to be re-assessed. Against a backdrop of lack of capital this is going to be a real challenge for NHS organisations and fire safety professionals.

NHS organisations seemed to be experiencing unprecedented demands on services. The traditional winter bed pressure season has seemed to be in place unabated since last winter. Such demand on services has seen healthcare facilities having to enact surge plans on a consistent basis. Whilst the need to treat patients is fully understood, organisations have had to work with fire safety professionals to balance the consequences of not treating patients with the need to assure safe evacuation. Not having the means of escape compromised, having sufficient staff to evacuate and risks such as oxygen are a vital consideration. During periods of surge, a constant review of fire risk assessments, training and fire safety housekeeping are essential.

Legislation change post-Grenfell has continued to be implemented. There is debate around whether there are unintended consequences arising from the Building Safety Act 2022 that contradict the Regulatory Reform (Fire Safety) Order 2005.

Some NHS Trusts have sought legal clarification regarding their compliance with the Building Safety Act and the potential unintended consequences of breeching their statutory obligations relating to compliance with the Fire Safety Order. Prior to the Building Safety Act, an organisation would have a programme of works unearthed by the significant findings of fire risk assessments that they would then undertake to comply with the Fire Safety Order.

These significant findings would then be recorded on the Risk Register and, upon the allocation of annual capital funding, form part of the organisation’s agreed programme for reducing critical infrastructure risk. A business case for the funding and the Scope of Works would be prepared in advance of the capital financial year, with the work commencing from April onwards.

This process generally enabled an organisation to discharge its duties under the Fire Safety Order by reducing the identified risks to acceptable levels. The identified programme

It’s simply not adequate to have a one-size-fits-all training programme

All in the planning While statutory compliance should be the foundation of an organisation’s approach to fire safety, the internal planning of works for risk reduction is a significant consideration.

The NHS Trust needs to plan for the closure of bed spaces, bed bays, restriction of the means of escape and the isolation of fire alarms, etc in order to progress works in many areas. Given the patient flow through hospitals, clinical backlogs and other day-to-day pressures impacting the delivery of clinical services, securing the occupancy of specific areas requires a level of detailed planning.

To comply with the Building Safety Act, organisations have sought to discharge their statutory duties under both that Act of Parliament and the Fire Safety Order. Following detailed consultation, organisations’ current positions on several fire safety schemes are to seek the authority and approval of the Building

Fire safety training is a fundamental part of any organisation’s fire safety management plan

Fire Safety

of works would allow the organisation to demonstrate to statutory enforcers (and other parties) at what juncture risks would be reduced and allow for internal planning around this.

Safety Regulator prior to commencement. In doing so, these organisations have become concerned that the delays witnessed in beginning any work is realising several unintended consequences.

For instance, there have been delays in schemes with identified risks starting on site.

There’s often an inability to plan work to start on site due to a lack of timescales from the regulator. There’s also the inability to engage contractors to plan works on site. Delivering clinical services involves significant planning detail and the dates are critical for dealing with winter bed pressures, programming elective services for patients and other matters of ‘clinical flow’.

There’s a danger that the key findings of fire risk assessments will take more time to action.

Further, there could be additional difficulty E

43

Fire Safety F in demonstrating statutory compliance, while funding streams may be placed at risk.

Such issues duly identified under the fire risk assessment programme may have limited mitigation attached to them other than closing specific areas of a given facility, which then has the potential to induce clinical risks.

Put simply, NHS Trusts cannot demonstrate that there are detailed action plans for mitigating and reducing risks without detailed timescales. In complying with the Building Safety Act, NHS Trusts may be compromising their compliance with the Fire Safety Order and, potentially, breaching their statutory duties.

Fire safety training Fire safety training is a fundamental part of any organisation’s fire safety management plan.

In healthcare, the challenges of releasing staff for training are increasing with the clinical pressures and the need for staff to be fully engaged in maintaining flow. However, as discussed earlier, the likelihood of hospitals having to surge capacity because of patient flow and as such patient to staff ratios being a challenge, the need to train staff effectively in evacuation procedures is essential. All staff,

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irrespective of their designation must be able to understand their responsibilities in fire; raising the alarm, fire prevention, evacuation and basic use of fire equipment are fundamental. In almost all healthcare settings, the needs of patients and visitors will differ greatly; some will be very dependant, hooked up to equipment and oxygen, others will have mobility issues and others will need staff guidance. The delivery of training for staff groups, commensurate with their expected responsibilities in a fire, must be subject to robust risk assessment and a training needs analysis, it’s simply not adequate to have a one-size-fits-all training programme. It is very difficult to carry out fire drills in the traditional sense because to move patients could see care compromised, but simply doing nothing should not be accepted either. Staff familiarity with challenges during evacuation should be discussed, talked through and demonstrated. It’s unlikely that just e-learning would skill someone working in an ICU to have all the knowledge and skills necessary to evacuate critically ill people in a fire, but a blended approach of e-learning, practical and competency assessment may.

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

Fire Safety

Public sector finances Finances in the public sector are always under scrutiny. Any delay in conducting necessary project works will always carry the risk of seeing planned spend being diverted to other emerging risks. Clarity of purpose is everything.

If those works are for premises that fall within scope of higher-risk buildings, then to not advance this work will mean progressive horizontal evacuation in a hospital cannot be achieved. The unmitigated spread of fire also becomes a risk.

In the event of any fire episode and subsequent investigation, NHS Trusts might well have to account for why identified and funded work designed to reduce known fire risk, and that would lessen the risk posed to the life safety of extremely dependant patients, has not been undertaken due to having to wait for Building Safety Regulator approval.

The $64,000 question arises. ‘Is noncompliance with the Building Safety Act deemed to be less of an offence in terms of its true practical consequence than noncompliance with the Fire Safety Order? If an NHS Trust applies for Building Safety Regulator approval and proceeds with the work to reduce the known risks from fire in lieu of full consent being received, but the fire risks are demonstrably reduced, is the Trust then in a defensible position?

Delivering fire safety planning and management within the healthcare sector remains a difficult task. Thankfully, the

dedication, professionalism and experience exhibited by those practitioners within the National Association of Healthcare Fire Officers will continue to keep patients, visitors and staff, not to mention premises and equipment, safe from fire and the effects of fire. M

Peter Aldridge is general secretary of the National Association of Healthcare Fire Officers.

FURTHER INFORMATION

www.nahfo.org

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Advertisement Feature

TMVs—should they be used and the importance of servicing Whoever the user, whether that be healthcare professional, patient, or service user, protect against hot water scalding through thorough assessment and installation of thermostatic mixing valves Thermostatic mixing valves (TMVs) are designed to mix hot and cold water to provide scald protection in a water system.

The use of TMVs has become common place, especially in healthcare and care facilities, but overuse can increase the risk of issues on site.

TMVs work by blending hot and cold water to a preset temperature through a valve body (or tap cartridge), which are composed of multiple parts including the main casing, strainers, O-rings, thermostatic piston, springs and seals.

Some TMVs can be broken down into up to 30 constituent parts.

Every element of this unit has the capacity to allow for biofilm development. Combine this with the fact that the valve actively blends water to a temperature that is within the typical growth range of legionella bacteria, and you have a very real possibility of an increased risk of bacterial proliferation in your water system.

These units can be invaluable in the safety of vulnerable users, however their potential to increase bacterial risk means it is important to ensure that their use is controlled.

So how do I know if I require one? The water system should be subjected to a scald risk assessment to identify areas that valves are required and areas that the scald risk can be controlled by alternative methods such as mixer taps or caution hot water notifications.

This type of assessment will consider the type of user (staff, service user, patient etc), the vulnerability of that user, the environment in which the outlet is installed, and more to determine the requirement for the level of scald protection.

Once areas requiring TMVs have been identified, it is important to action this by

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either installation of required valves or potential removal of existing valves, replacing them with an alternative method of scald control.

If valves are installed, they must be subjected to a rigorous and routine servicing programme.

This servicing programme should cover six main elements: removal of the TMV, stripping it down into constituent parts for descaling and disinfection; the replacement of worn or damaged O-rings to reduce the potential for leaks; lubrication of the piston, if required; reinstatement of the valve; temperature setting; and failsafe testing.

This servicing reduces the risk of biofilm development and bacterial growth, ensures ‘safe’ temperatures are dispensed from the outlet and that the valve will correctly shut off if there is a disruption in water pressure to the valve.

The team at HC Legionella Ltd are on hand if you require any support for TMV servicing or for scald risk assessments. M FURTHER INFORMATION

www.hclegionella.co.uk

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

Water

How to manage and reduce Legionella risk in a mixed property portfolio This blog written by Charlie Brain, senior consultant, Water Hygiene Centre aims to explore how organisations can effectively manage Legionella bacteria in mixed property portfolios ACoP L8 Guidance To cover the basics, all organisations must, as stated in ACoP L8: identify and assess sources of risk; prepare a written scheme for preventing or controlling the risk; implement, manage and monitor precautions; keep water safety records of the precautions; and appoint a competent person.

In some instances, that can be fairly straightforward, especially when only a single building is being managed, but there are some additional considerations and pitfalls when it comes to managing several buildings, particularly when they differ in more ways than one.

Different buildings will always require different management Ways they could vary include: the size and complexity of the water/risk systems; how often the building and water systems are used; the susceptibility of the occupants exposed; being managed by different persons, i.e. by a different organisation on your behalf; and the location of the building.

For an organisation that has more than one building to manage, there are elements of the management that will cover all of them.

Typically, an organisation will have a single policy, training may be managed centrally and the persons undertaking the required E Issue 25.5 | HEALTH BUSINESS MAGAZINE

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Robust pumping solutions that save NHS trusts thousands Pump service specialists Dura Pump has solved a significant sewage headache for a large hospital in the Midlands, saving the NHS trust three-quarters of a million pounds per year. Here’s how they did it

All too frequent blockages from floating debris, plus fats, oils and greases had rendered the existing system unfit for purpose—with NHS hospitals facing constant downtime and the very costly need for tankers to remove the accumulated waste.

To address the issue with a far more robust solution that would be able to handle the high solids content, Dura Pump installed its latest offering, Velocity Sentinam, making use of two submersible Chopper Pumps, made by Landia.

“We’ve always had very good experiences when using Landia’s pumps.”

In addition to installing the new, much tougher 15kW pumps, Dura Pump upgraded the hospital’s effluent system with a new twin control panel that is fully integrated with the site building management system (BMS). The Dura Pump SenIQ panel includes inverters, a radar to measure the tank level, and a program to deliver intelligent pumping controls and warning alerts.

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A word from expert John Calder Dura Pump’s technical director, John Calder, said: “We’ve always had good experiences when using Landia’s pumps, so we were confident that these reliable tools could more than handle this challenging hospital application. Previously, when providing sewage solutions for prisons, we saw that not even shoes, jeans or bed sheets have been able to stop the Landia Chopper Pumps from running.”

With the new advanced software system designed by Dura Pump, the wastewater is pumped down to the base of the pumps, allowing them to skim all the floating debris off the surface. This can be repeated multiple times during the day.

By regularly skimming the tank, the level of fat buildup is significantly reduced. This is further enhanced by having an adjustable stop/start level that prevents the fat building up at one specific start/stop point.

“The hospital now operates far more smoothly, with downtime and disruption to daily operations minimised.”

With full BMS integration, it means the system operates with minimal manual input while providing the hospital with detailed performance insights.

John Calder, added: “No longer facing repeated pipe blockages, the hospital now operates far more smoothly, with downtime and disruption to daily operations minimised. Together with our bespoke system, the Landia Chopper Pumps play an important part in helping us deliver better cost management and energy savings for our customers.” M FURTHER INFORMATION

www.landia.co.uk/chopperpumps

BUSINESS INFORMATION FOR HEALTHCARE PROFESSIONALS | www.healthbusinessuk.net

Assessing the need for a Legionella Risk Assessment The first task an organisation may undertake is to identify which buildings should be considered for risk assessment. This can be achieved by undertaking a property risk screen. A property risk screen would categorise a mixed property portfolio by risk. It would consider occupant susceptibility, the number of occupants, duration of potential exposure, and types of water and risk systems.

Prioritising mixed properties by foreseen risk would allow an organisation to undertake Legionella risk assessments in a manageable way. It may also show which properties may not require a risk assessment and/or elaborate control measures.

Once a Legionella risk assessment has been completed, this will hopefully begin to steer an organisation in the right direction for managing the risk. The risk assessment should indicate the inherent risk of a building. This will do two things; ensure the control measures (including resources) are proportionate to the risk; and understand what the full exposure could be if controls fail.

Understanding which are the “riskier” buildings will help organisations “cut their cloth” accordingly and allocate reasonable resources.

Prioritising mixed properties by foreseen risk would allow an organisation to undertake Legionella risk assessments in a manageable way

Water

F management and technical tasks maybe the same.

“Cutting the cloth” is understandably very difficult for an organisation to do, but a good risk assessment will enable appropriate action to be taken. Smaller buildings with simple water systems will require less management, especially where there are no highly susceptible occupants. Mains cold water, for example, requires less management than cold water storage tanks. Point of use water heaters, in contrast, require less maintenance than large circulating hot water systems.

Residential accommodation v healthcare The HSE also provides advice on residential accommodation. Where an organisation, such as a local government, manages large public buildings and a housing stock, there are simpler management tasks outlined in HSG 274, part 2, such as simpler checks.

Where an organisation has a mixed occupant susceptibility across their property portfolio, such as an NHS Trust with hospitals and office blocks, Legionella management would naturally differ. Fewer resources could be spent on staff E

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Water

F buildings compared to patient use buildings.

The additional control measures listed in the HTMs do not have to be applied to nonhealthcare buildings, where the HSG documents are less demanding.

The more varied your property portfolio is, the trickier it will be to manage

Legionella written scheme of control and water safety plans Satisfying the Legionella written scheme of control requirement of ACoP L8 is another sometimes tricky task. There must be a document that states what risk systems are within a building and how an organisation will manage those risks. Developing a written scheme document for each building may be too difficult to manage and keep track of, so a more holistic water safety plan, supported by asset registers, for the organisation may be more manageable.

Perhaps the most challenging part of Legionella management across a mixed property portfolio is planning preventative maintenance and maintaining a water safety record.

being filled in after a task had been completed. But the requirement to audit these records and keep track of them becomes very difficult.

The perhaps more modern approach is to embrace technology and utilise electronic logbooks and software that can store records and be accessed centrally. This would allow different parties, such as contractors, to access records at all times. Some record-keeping software also allows for the analysis of data, dashboards, and handy reports to make Legionella management easier.

There is no escaping the fact that the more varied your property portfolio is, the trickier it will be to manage. Striving for simplicity and consistency has its limits. If all buildings were the same, they would be naturally easier to manage (think a UK-wide purple hotel chain and a worldwide fast-food burger outlet).

Perhaps the key to it is to bring consistency to the inconsistencies where you can; develop overarching documents, use the same risk assessor, use the same training company, use the same logbook format, and use the same record-keeping structure. There are technologies and tools to help you. M

How to create a logbook Once the control measures are identified by the Legionella risk assessment and confirmed through the written scheme, a logbook of maintenance tasks will typically be formed.

Maintenance tasks will vary and include: monthly sentinel temperature checks; infrequently used outlet flushing records; shower head and hose cleaning; TMV servicing; and water sampling records.

Perhaps the more traditional approach was to have hard copy log books at each site, thus

FURTHER INFORMATION

www.waterhygienecentre.com Issue 25.5 | HEALTH BUSINESS MAGAZINE

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Advertisement Feature

Industry Insight: getting TMV servicing right Thermostatic mixing valves (TMVs) play a vital role in NHS water safety, balancing scald prevention with microbial risk. But there are gaps in compliance - Claire Jackson from HC Legionella explains What role do TMVs play in managing water temperature and preventing Legionella growth in NHS buildings?

The role of a TMV is to provide system users with warm water, generally 39-43˚C, reducing scald risk from our hot water. However, this does introduce a pathogen risk if the valve is not maintained appropriately.

It’s a trade-off that can be very fruitful, if used correctly. We must remember that Legionella is not the only risk pathogen, as outlined in the HTM04-01 and DO8 guidance.

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What are the current legal or recommended standards for TMV servicing in health service environments – and where are the biggest gaps in compliance?

There is no direct legal driver for TMV Servicing other than reverting to Health and Safety at Work Act or Health and Social Care Act. Guidance on TMV Servicing, however, starts in HSG 274 Part 2 Table 2.1; this guidance states that our first question should be ‘do we still need this outlet to be TMV fed?’. We are

Why do you think TMV servicing standards have slipped in some areas recently, and what are the risks of neglecting this maintenance?

Cost and competence are the biggest drivers in service standards reducing. Firstly, when ordering a TMV Service, do you, as a buyer, know what you’re expecting at the end of it? Have you specified that you want a TMV Service or that you want a “Full TMV Service including Strip down disinfection”?

If you want a job done right, then you need to know the person carrying it out is competent to do so. TMV Servicing is a common Water Hygiene task, you should be able to ask for the training and competence records of an engineer and these should be readily available at any time.

Failing to do the job right can lead to potential scalding events, but can also lead to water system issues such as cross flow of hot water into the cold services or vice-versa, reduced flow rate from blocked strainers and potential bacterial proliferation within the water system, this can lead to site-wide contamination as the water (and any bacteria in it) move around your water system.

Additionally, due to the extensive surface area within these valves, they can develop substantial biofilm levels, a known breeding ground for bacteria.

Claire Jackson, authorising engineer (water), HC Legionella

Advertisement Feature

back to basic principals in COSHH, and the first consideration is ‘can we eliminate the risk by removal?’. The same principal is applied using the D08 TMV guidance, supplementary to HTM04-01.

Where a TMV is justified, it requires routine maintenance. The frequency is defined in your risk assessment, but the guidance in HTM04-01 is for annual servicing.

This document advises, where integral, inspect, clean, descale and disinfect any strainers or filters associated with TMVs. Fail-safe checks of TMVs are routinely carried out. This is essential to ensuring that if there is disruption to supply services that the valve locks out distribution preventing extreme temperature changes for the user. It is an important step in the process; but it does not include a clean, de-scale and disinfection, Unfortunately, we do see TMV servicing being recorded with only a failsafe check carried out and the disinfections never being completed or only being done if a failsafe does not work correctly.

Not only does a client need to be specific about what they want, they need to ensure that this is what is in fact being sold to them.

Claire has 20 years’ experience in water hygiene, undertaking a variety of roles including: legionella risk assessor, water hygiene technician, microbiology laboratory technician, environmental monitoring/water hygiene/ microbiology lab team leader, contract manager, senior contract manager and authorising engineer (water).

In addition, Claire has been actively involved in the composition of case study articles published in both the IHEEM Health Estates Journal and the Water Management Societies Waterline Journal.

What practical steps can building managers take to improve TMV servicing standards across their estates?

Be aware of what service you want and understand that these tasks take time, a full service of a TMV can take up to 45 minutes to complete properly depending on access, isolation valves, chemical contact and reinstallation time. If one engineer is servicing 50 TMVs in a day, it is unlikely the task is being fully completed in line with the D08 guidance.

Secondly, ask for method statements before buying and compare them to the DO8; do the method and times match. Ask what completion evidence you are going to be sent; will this be a full break down of the service and include representative photos? Go and spot check the Service Engineer. Check the sites afterward; it’s usually easy to see if a TMV has not been removed by the amount of scale around the isolation and access points.

If you need external support with TMV Servicing then HC Legionella Ltd can help you from risk identification though to managing through to resolution. It’s often the case that when failing TMVs have been left for a period of time, we have wider system issues and this is where the need for real expert help is required. M FURTHER INFORMATION

www.hclegionella.co.uk Issue 25.5 | HEALTH BUSINESS MAGAZINE

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Overcladding outcomes assured

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To discuss your individual overcladding requirements see us at IHEEM or contact Cliff: 07894 256471 E: cliff@dbfacades.com

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Healthcare Estates 2025

Healthcare sector gears up for Healthcare Estates 2025 Professionals and organisations across the healthcare engineering, estates & facilities and supporting sectors are gearing up for Healthcare Estates 2025 – IHEEM’s flagship annual event – which takes place at Manchester Central on 21-22 October 2025 Featuring Keynote sessions, expert presentations, debates, roundtables, and a major exhibition with over 230 leading companies and industry associations, Healthcare Estates offers an unparalleled platform for informed debate, practical learning, investigation of the latest offerings from the commercial world, and identification of technical solutions.

Entry to the Healthcare Estates Exhibition Hall is free with an Exhibition Visitor Pass, giving attendees access to the UK’s largest showcase of products and services for the healthcare estates and facilities sector, plus entry to all Keynote sessions and to the six Exhibition Theatres.

Those looking to dive deeper into the key strategic and operational challenges for the sector can upgrade to a Conference Delegate Pass. This gives exclusive access to over 40 sessions of additional premium content, including a choice of interactive roundtable workshops, plus a range of on-site benefits.

Keynote Programme sets the tone for two days of learning and informed discussion on “Prevention is Better Than Cure” The Keynote sessions at Healthcare Estates are open to all attendees set the tone for the entire event. Delivered by high-profile thought E Issue 25.5 | HEALTH BUSINESS MAGAZINE

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Healthcare Estates 2025

F leaders, these sessions will provide strategic insight, provoke discussion, and inspire action across the NHS estate, built environment and healthcare infrastructure sectors. Each session includes live Q&A. This year’s over-arching event theme is “Prevention is Better Than Cure”, reflecting the need to plan proactively to avoid repeating mistakes, reduce risk, and ensure that new and existing healthcare facilities meet the needs of patients, staff and communities.

Attendees will be immersed in this critical theme from the very first Keynote session of the event, and throughout the event. The two day programme builds to an interactive closing Keynote session entitled, “Where Do We Go From Here?”, where attendees can come together with healthcare leaders and subject-matter experts to share and discuss key takeaways on “Prevention is Better than Cure”, and explore how we move forward.

This year’s lineup of Keynote speakers: Day 1 – 21 October Keynote 1 – “Prevention is Better Than Cure”: Simon Corben, director and head of profession, NHS Estates and Facilities, NHS England; Stuart Douglas, director, NHS Wales Shared Services Partnership - Specialist Estates Services; and Eddie McLaughlan, former assistant director of health facilities, NHS National Services Scotland.

Keynote 2 – Medical Engineering & Healthcare Engineering: Vaishnavi Rudra and Aaron Lord, National Big Bang Fair award winners; and Ir Prof P L Yeun, chair, IHEEM Hong Kong Branch and chairman of the International Engineering Technologists Agreement (IETA).

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Keynote 3 – Digital Technology and Innovation: Dr Carl-Magnus von Behr, director, innex.a; and David Evans, global segment director for healthcare, Schneider Electric.

Keynote 4 – Estates and facilities Services: Mary Aladegbola, Senior Net Zero Technical Energy Lead, NHS England; and Clive Nattrass, programme manager NHPower, and founder of the Carbon and Energy Fund.

Day 2 – 22 October Keynote 1 – Strategic Health & Social Care Planning: Natalie Forrest, chief operating officer, New Hospital Programme; Rick Lennard, commercial director, New Hospital Programme; Doug Baldock, technical services director, New Hospital Programme; and Matt Ward, national strategy director, NHS England.

Keynote 2 – Governance, Assurance and Compliance: Brian Clark, chief executive, Just Contract Management; Anisha Mayor, director – UK head of healthcare, WSP; and Steve Lawley, IHEEM West Midlands Branch chair.

Keynote 3 – “NHS England – Engineering the Future – Workforce, Leadership, and Innovation in NHS Estates”: Simon Corben, director and head of profession, NHS Estates and Facilities, NHS England; and Fiona Daly, director of estates Sustainability and Workforce, NHS England.

Keynote 4 – “Where Do We Go From Here?” (including IHEEM Branch Awards, Networking and refreshments): chairs: Pete Sellars, CEO, IHEEM and Paul Fenton, former president, IHEEM; Simon Corben; and Stuart Douglas. Plus a panel of selected speakers who have contributed to the Healthcare Estates “Prevention is Better Than Cure” Digest.

Healthcare Estates 2025

Takeaway digest – exclusively available to Day 2 attendees In advance of the event, the organisers are working with speakers to identify and collate key insights into a Healthcare Estates “Prevention is Better than Cure” Digest – featuring submissions from selected speakers sharing key insights and lessons from their presentations – which is made available to all attendees of Day 2 of the event.

Largest-ever exhibition The Exhibition continues to grow year-on-year, with 2025’s floorplan the biggest ever and over 230 exhibitors. Collectively, this provides an unmatched opportunity to stay connected with existing suppliers, discover potential new partners, and explore the latest innovations firsthand – all in one place.

Visitors can make the most of their time at the Exhibition by using the interactive Exhibitor List on the event website to plan their visit in advance. This easy-to-use tool provides exhibitor profiles, contact details and additional media, and can be filtered by supplier category or searched alphabetically to help attendees quickly find the companies, products, equipment and services most relevant to their needs.

Huge choice of presentations All attendees have access to the Exhibition Theatre Programme – a comprehensive, free-to-attend content programme running in six themed theatres within the Exhibition Hall. Themes for these theatres are: Design & Construction; Energy & Sustainability; Water Safety & Infection Control; Performance & Compliance; Engineering for Resilience; and Smart Hospitals & Digital Innovation.

Taking place in dedicated Conference Rooms at Manchester Central, the Healthcare Estates Conference programme offers over 25 hours of additional premium content specially selected by the IHEEM Conference Committee, on five further themes: Strategic Health & Social Care Planning; Governance, Assurance & Compliance; Digital Technology & Innovation; Medical Engineering & Healthcare Engineering; and Estates & Facilities Services.

Conference Delegates have an enhanced opportunity to gain valuable knowledge, debate the latest thinking with like-minded attendees, and return to their organisations with actionable insights.

Conference content is certified CPD. At the event, IHEEM members can log attendance of

each Conference session on the MyIHEEM CPD platform, with convenient QR codes provided in the Event Programme to facilitate real-time updates to their CPD records via any mobile device.

The Healthcare Estates IHEEM Awards & Dinner The prestigious Healthcare Estates Awards are presented on the evening of 21 October at Manchester’s Kimpton Clocktower Hotel. As the centrepiece of the annual IHEEM Gala Dinner, the Awards celebrate excellence and innovation across the healthcare engineering and estates and facilities management professions.

Recognising outstanding organisations, teams and individuals, the Awards honour achievements that demonstrate exceptional originality, innovation and quality of delivery.

The shortlists in twelve categories – including the always hotly contested “New Build Project of the Year”, “Estates & Facilities Team of the Year”, “Healthcare Supplier of the Year” and “Apprentice of the Year” categories – were announced in August and can be reviewed here.

This sparkling occasion is one of the annual highlights of the healthcare estates profession’s calendar, providing an evening of celebration and networking with peers from across the profession. This year’s proceedings are further elevated by the presence of special guest Michael Portillo – distinguished journalist, broadcaster and former MP – who will mingle with guests at the pre-dinner reception before delivering the after-dinner speech and then presenting the Awards. M FURTHER INFORMATION

For more information and to book, visit www.healthcare-estates.com for the full event programme, exhibitor list, Awards Shortlists and to book Event Passes and Gala Dinner places.

Issue 25.5 | HEALTH BUSINESS MAGAZINE

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SWL Healthcare Ltd Innovative Automated Pneumatic Solutions for Modern Healthcare

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Automated Pneumatic Tube Systems – fast, secure transport of samples, medications, and supplies tailored to your site.

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Framework

NHS SBS Building Safety and Fire Compliance Framework The Building Safety and Fire Compliance Framework Agreement from NHS SBS provides services from passive and active fire safety to asbestos management and PAT testing Active until February 2029, the framework is open to the NHS and UK public sector organisations.

The framework agreement provides a flexible offer for compliant and regulated services for building safety and fire compliance for both planned and reactive works.

Context NHS England currently has an estimated maintenance backlog cost of £13.8 billion, which is more than the cost of running the entire estate

at £13.6 billion. Lord Darzi’s 2024 Independent Investigation of the National Health Service in England, also known as the Darzi report, found that NHS capital budgets had regularly been raided to plug holes in day-to-day spending, resulting in an estate “starved of capital”.

Crumbling buildings disrupted 13 hospitals each day in 2022-23, and the National Audit Office reported 5,4000 clinical incidents in 2023-24 due to infrastructure failures and poor conditions. E Issue 25.5 | HEALTH BUSINESS MAGAZINE

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Framework

The maintenance, design and installation of lifts is found under Lot 3, Legionella and water treatment services under Lot 4, and PAT testing under Lot 5.

Lot 6 comprises authorising engineer and Lot 7 handles pneumatic tube systems.

You can run a further competition, or choose to direct award in compliance with Regulation 33 of the Public Contracts Regulations.

Benefits Valued at £200 million, this framework agreement from NHS SBS has numerous benefits, largely that customers can procure all of their building safety and compliance needs in one place. All providers meet British standards, Health Technical Memoranda (HTM) and all relevant industry accreditation, as well as being compliant with Asbestos Regulations 2012.

You can run a further competition, or choose to direct award to a supplier F The government has since allocated £1 billion to tackle critical repairs and address a mounting maintenance backlog, with £102 million to start upgrading GP surgeries, which are also suffering from capital deprivation. The New Hospital Programme is an NHS initiative to rebuild and modernise healthcare facilities, including creating new hospitals, which has been injected with £15 billion in funding, and aims to deliver upgrades and new builds in five-year waves. The framework will be vital for hospitals undergoing upgrades, as well as those being built now, in ensuring that these buildings are safe and fire compliant.

Framework details This framework agreement has been split into ten different lots, organised by category.

Lot 1.1, 1.2, and 1.3 deal with fire safety, the former on passive fire safety, the middle on active fire safety, and the lattermost on fire risk assessments and consultancy services. Lots 2.1 and 2.2 concern asbestos management and removal, respectively.

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All providers meet British standards, Health Technical Memoranda (HTM) and all relevant industry accreditation

Framework

NHS SBS’s combination of both passive and active fire safety measures makes it an indispensable resource, covering the implementation of fire-resistant materials and structures like fire doors and fire-resistant walls, as well as the installation and maintenance of fire detection and suppression systems, such as smoke alarms, fire extinguishers, and sprinkler systems.

Senior category manager at NHS SBS, Brendan Griffin-Ryan, said: “The increased emphasis on fire safety brought about by the dreadful Grenfell Tower disaster has shown that some NHS buildings fail to meet modern safety standards and underscores why fire safety compliance and protocols are paramount.

“The NHS must prioritise fire safety to prevent incidents similar to Grenfell from occurring in healthcare settings, where the impact could be catastrophic.

“Our framework agreement provides the NHS with a comprehensive range of services. It aligns with key health and safety regulations – ensuring seamless integration and adherence to all compliance in critical areas like fire safety, water treatment, and asbestos management, crucial for maintaining the safety and integrity of NHS buildings, protecting patients, staff, and visitors.” M FURTHER INFORMATION

The framework can be found here.

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Apprenticeships

Building a resilient public sector workforce with apprenticeships Apprenticeships are helping the public sector tackle workforce challenges with long-term, inclusive solutions. Emily Rock, CEO of the Association of Apprentices, explores how structured development, peer networks, and strategic mentorship are building a resilient pipeline of future public service leaders From frontline services to digital transformation, the public sector faces workforce challenges that demand innovative, long-term solutions. As government departments seek to future-proof public services, apprenticeships are emerging as a strategic tool to close skills gaps, strengthen resilience, and build a workforce that will shape public services for decades to come.

At the Association of Apprentices (AoA), we champion apprenticeships as a critical investment, not only for public sector employers but for the individuals who choose this rewarding career path. Our mission is to ensure apprentices succeed during their training and continue to thrive long after, contributing meaningfully to a sector that underpins society.

Meeting public sector workforce needs Public sector organisations face unique recruitment and retention challenges.

Budget constraints, competition for talent, and the need for specialised skills create a complex environment for workforce planning. Apprenticeships offer a multifaceted solution: they attract new talent from diverse backgrounds; provide structured development aligned with public service values; and help build a pipeline of future leaders equipped with both technical and interpersonal skills.

Developing skills for tomorrow’s public services While technical expertise is essential, successful public servants also need core professional E Issue 25.5 | HEALTH BUSINESS MAGAZINE

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Apprenticeships

F skills: communication, problem-solving, leadership, teamwork, and resilience. These capabilities can be particularly challenging for those entering the workforce for the first time.

The most effective apprenticeship programmes recognise that technical training alone isn’t enough. Many organisations are now creating development pathways that combine jobspecific training with structured opportunities to build these core skills.

Apprentice Richard H says: “The AoA is a great resource for me and fellow apprentices in the department. I’m really looking forward to attending my first AoA End Point Assessment webinar as I move towards the end of my apprenticeship.”

Feedback from AoA partners suggests that apprentices who access our development resources and peer networks demonstrate stronger commitment to their roles, fostering loyalty and improving retention.

Empowering managers to mentor effectively Line managers play a decisive role in apprenticeship outcomes, yet many enter this mentoring role without adequate preparation.

Supporting managers to mentor effectively is essential for programme success.

When public sector organisations invest in developing their managers, equipping them with the skills, tools, and confidence to mentor effectively, the benefits extend far beyond the apprentice. Strong mentorship builds team cohesion, boosts productivity and creates a culture of learning and support.

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Supporting managers to mentor effectively is essential for programme success Building communities Apprentices often report feeling isolated, especially when they’re the only one in their department. This isolation can impact retention and development. Forward-thinking employers are addressing this by enabling apprentices to connect with communities of peers across departments and organisations.

Current apprentice Sophie W accessing AoA Connect explains: “Being able to connect with other apprentices facing similar challenges was transformative for me… The peer support network helped me overcome obstacles I couldn’t have managed alone.”

Similarly, apprentice Esme M highlights: “AoA is the perfect place to connect with other apprentices, especially during tough times when you need support.”

Apprentice Muneehah H, shares: “Being part of the AoA community helps me create a network where I can both give and receive advice. It makes me feel less isolated and more confident in my role.”

These communities extend beyond individual organisations. AoA networks and events help apprentices build valuable connections across the UK public sector which is particularly beneficial for those in smaller teams or remote locations.

Apprenticeships

Apprentices themselves are increasingly contributing to policy discussions that shape the future of these programmes Recognising achievement and promoting progression The apprenticeship journey doesn’t end with training. Public sector employers recognise the importance of continued professional development and formal recognition for apprenticeship achievements and are including a post-apprenticeship vision right from the outset – something apprentices tell us is important to them staying motivated and committed.

Adrian K, who completed his apprenticeship and received recognition through the Post Apprenticeship Recognition Scheme (PARS), shared: “Using my post-nominal letters on LinkedIn and my CV quickly communicates my qualifications to professionals, earning me greater respect.”

This professional recognition serves multiple purposes. It validates the apprenticeship pathway, boosts confidence, and creates visible role models for future apprentices.

Amplifying apprentice voices in policy Perhaps most significantly, apprentices themselves are increasingly contributing to policy discussions that shape the future of these programmes. In April 2025, AoA presented evidence to the Education Select Committee,

ensuring the voices of current and former apprentices were heard and considered in shaping national policy.

Insights from The BIG Apprenticeship Survey 2024 highlighted how apprentice feedback is driving change, from improving alignment between off-the-job training and workplace responsibilities to uncovering challenges and opportunities within the apprenticeship system.

Looking ahead: a strong and inclusive public sector As a not for profit with purpose, the Association of Apprentices is committed to ensuring every apprentice, regardless of background or circumstance, has the tools, opportunities and support to succeed. We lead collaborative efforts across training providers, public sector employers, and representative bodies to maximise the impact of apprenticeships.

By working together, we can support public sector efforts to build a workforce that is skilled, resilient, and truly reflective of the communities it serves. Where every apprentice thrives, and every public service is strengthened through their contribution.

Apprenticeships are not just training programmes; they are transformative experiences that unlock potential and drive organisational success. For the public sector, they offer a sustainable, inclusive, and impactful solution to workforce challenges. M FURTHER INFORMATION

Discover how AoA can help your organisation harness the full potential of apprenticeships.

Visit our website or contact us here.

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Conferences & Events

Events: the hidden engine of public sector innovation From predictive analytics to active travel, public sector events are quietly powering innovation across the UK. Championing collaboration, cost-effective learning and cross-sector breakthroughs, the Events Industry Alliance highlights how conferences and exhibitions help deliver smarter services and stronger communities Imagine a council facing a surge in social care referrals. At a regional conference, its officers hear how a peer authority has used predictive analytics to manage similar pressures. Within months, the council applies the lessons learned, reporting faster processing and more efficient use of resources. Scenarios like this are echoed across the UK’s public sector – from councils and NHS trusts to central government departments. The catalyst? Face-to-face gatherings where practitioners exchange ideas, solutions and trust.

This network of professional events is championed by the Events Industry Alliance (EIA) – the collective voice of the UK’s conference, exhibition and events sector.

EIA brings together the Association of Event Organisers (AEO), the Association of Event

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Venues (AEV), and the Event Supplier and Services Association (ESSA). Collectively, they shape best practice, advocate for professional gatherings, and ensure that events continue driving innovation in public services. Its directors, Anna Golden, Rachel Parker and Andrew Harrison are clear: the value of events for the public sector has never been greater.

The power of borrowed brilliance As we face an era of complex social challenges, rapid technological change and rising public expectations, the public sector is under pressure to innovate, collaborate and adapt.

Events provide a unique opportunity to meet those demands. When leveraged strategically, they are catalysts for professional development, knowledge transfer and meaningful engagement with stakeholders.

Rachel Parker, AEV & EIA director, explains: “Events create space for co-production and knowledge transfer at scale. The EIA represents world-class venues, helping organisers host high-profile shows across key business sectors serviced by accredited suppliers. We aim to be the voice of the events industry – representing business events. These events are about even more than that – they are about ideas, innovation and impact.”

Independent reviews, including by the National Audit Office, confirm that shared learning environments like conferences deliver skills development more cost-effectively than standalone training programmes. Councils and agencies frequently report that practical solutions gained at conferences – whether strategies for reducing waste or improving procurement – more than repay the cost of attendance.

Conferences & Events

Accelerating knowledge cost-effectively For many public servants, a conference is a chance to step away from day-to-day pressures and focus on learning, new connections and fresh ideas. With training budgets under pressure and workloads rising, structured opportunities for development can be hard to come by.

CPD-accredited seminars, interactive training streams and targeted workshops offer a cost-effective way to upskill staff and share knowledge across councils, agencies and departments. Civil Service Live, for example, now welcomes thousands of delegates each year for workshops, peer problem-solving and innovation showcases. Participants hear success stories, test solutions and exchange ideas in real time.

Sector-specific forums such as NHS ConfedExpo at Manchester Central bring together policymakers, frontline workers, academics, private sector partners and service users. These gatherings allow professionals to step outside their immediate operational contexts and engage with ideas and innovations beyond their usual duties.

Events provide the spaces for collaboration that daily routines often don’t allow Breaking down the silos Events provide the spaces for collaboration that daily routines often don’t allow. At GovTech and digital government summits, for example, housing officers have discovered tools developed by education or health teams that were easily adapted for their own services – reducing response times and freeing staff to focus on complex casework.

As Dr Sarah Chen of the Institute for Government observes: “Modern public challenges like climate change, demographic shifts, or digital transformation don’t fit within silos – and events are where cross-pollination happens.”

Public health teams attending transport conferences have gone on to support active travel programmes, while police working with housing forums have strengthened Neighbourhood Watch and local crime prevention partnerships. These kinds of breakthroughs flourish in shared spaces. E Issue 25.5 | HEALTH BUSINESS MAGAZINE

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Conferences & Events

Events also play a crucial role in future-proofing the workforce F The ROI reality check It’s reasonable to question whether events are worth the investment. But independent local government reviews have repeatedly shown that the savings and service improvements generated from knowledge shared at events can significantly outweigh their costs.

The benefits go beyond the financial.

Conferences help build networks and relationships that last. Time and again, public sector leaders point to connections made at events as the reason they could find answers, share resources, or collaborate more quickly when challenges arise, speeding up progress in ways that simply wouldn’t happen otherwise.

Training and development: building for the future Events also play a crucial role in future-proofing the workforce. Tailored gatherings provide

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opportunities for seasoned civil servants as well as early-career professionals. Some start even before full-time employment, such as ‘Step Up Expo,’ ‘What University? What Career? Live’ at Olympia and NEC Birmingham and the ‘London School & College Leaver Festival’ at Excel London.

By equipping young professionals with the tools and networks to thrive, these events support the pipeline of public sector talent.

Sector-specific training – from procurement law and emergency response coordination to strategic communications – ensures public servants remain up to date with the latest information and regulations.

The trust dividend Public sector conferences are not only inward-looking. They also serve as bridges to citizens, civil society and the private sector.

Involving external stakeholders builds trust, demystifies policy processes and generates valuable feedback on service design and delivery.

Local youth summits, for example, have brought together council staff, young people and service providers to co-design employment

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Conferences & Events

These collaborations can drive procurement innovation and better align public needs with market capabilities innovation and better align public needs with market capabilities.

and training initiatives – with some reporting significant reductions in youth unemployment and stronger community-led strategies.

Public-private events such as GovTech summits extend possibilities further, enabling partnerships with start-ups, consultancies and large technology providers. These collaborations can drive procurement

The collaboration imperative The EIA itself plays a unique role in this landscape. Over the past four years, it has hosted two parliamentary receptions, giving ministers, shadow cabinet members and MPs the chance to hear directly from organisers, venues and suppliers. These occasions also introduced the EIA manifesto, aimed at building understanding and collaboration across party lines.

The manifesto champions five pillars crucial to public policy and service delivery: maintaining recovery, supporting growth, positioning the UK as the world’s meeting place, embedding sustainability, and developing skills and talent.

Andrew Harrison, ESSA & EIA director, sums it up: “Our manifesto advocates for a stronger strategic role for business events. These events help shape markets, build professional capacity and support domestic and international trade – all priorities for public policy.”

Conclusion: events as catalysts The UK events industry already drives £70bn of trade into the economy and supports 180,000 businesses – but its value to the public sector goes far beyond economics.

Think back to that council tackling social care pressures. Multiply that story across every department and agency, from housing and education to policing and climate resilience.

Conferences and events give public servants the chance to share what works, avoid costly mistakes and build partnerships that make a tangible difference in people’s lives.

As Anna Golden, AEO & EIA director, notes: “Events give the public sector a chance to step outside daily pressures, share ideas and discover solutions that can transform communities.”

The public sector cannot afford to overlook the potential of conferences and events. Harnessed well, they are catalysts for progress. M FURTHER INFORMATION

www.eventsindustryalliance.com Issue 25.5 | HEALTH BUSINESS MAGAZINE

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HETT Review

© James Wills Photography

HETT 2025 Healthcare Excellence Through Technology took place at London ExCeL at the start of October. Over two days, speakers, exhibitors and visitors expressed a desire for policy, commitment, and innovation to bring about transformative change In a special address to the HETT audience, newly appointed Parliamentary UnderSecretary of State of the Department of Health and Social Care, Dr Zubir Ahmed MP told visitors that he was “restless for change.”

Dr Ahmed, who is a surgeon by background, highlighted in his speech his particular interest in robotic surgery, emphasising technologies that can support patients both before and after operations, helping them prepare for treatment and facilitating their recovery.

The transplant and vascular surgeon, who became a health minister this summer, said he could see huge potential for digital. “Our challenge now is delivery,” he said, “and to get this technology into the hands of the many, not the few.”

National plans, national foundations A succession of key digital voices from NHS England told HETT that the groundwork has been laid with the 10 Year Plan and its three shifts from hospital to community, treatment to prevention, and analogue to digital.

Of these shifts, they argued, digital is the most critical component, as it enables these the shifts to take place. Alec Price Forbes, the national chief clinical information officer, said the NHS should be “digital by default.” It will not

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be enough to extend digital tools into existing workflows, he stressed: “We need to see digital used to transform services.”

Ming Tang, interim chief digital and information officer at NHS England, said three big national projects will underpin change across the system. The first is the NHS App, during Tang’s Afternoon Keynote in the Infrastructure, Data and Cyber Security theatre, she described the NHS App as the “trojan door” for changing people’s journey through health and care services.

The second is the single patient record, which Tang said will collate information and make it available to clinicians and patients for specific use cases, starting with maternity. Finally, the third is the Federated Data Platform, which will not only enable the NHS to make better use of its data, but also enable it to become “a growth platform for the UK” through supporting research and innovation.

“It is all coming together and now we need to make sure we work together to ensure we can do all the things we want,” Tang said. “Ten years is a long time. We need to focus on the next two to three years to deliver things [that will] change the environment, create tools people want, and make an impact on some of the big challenges we face.”

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Implementation and the team HETT didn’t just cover government policy or National Programmes, on Day Two, Sonia Patel chief information officer at NHS England, took part in a fireside chat about the future of NHS infrastructure and hospital trust IT deployments.

Patel outlined a streamlined relationship between the centre, regions, and the frontline, underpinned by a new ‘public digital infrastructure,’ and the creation of a flexible, standards-based blueprint for the deployment of technology to support new models of care.

Shortly afterwards, Will Monaghan, group chief digital information officer at University Hospitals of Leicester and Nottingham University Hospitals NHS trusts, reflected on the progress it is making in deploying the

HETT didn’t just cover government policy or National Programmes

HETT Review

Ayub Bhayat, director of data services and deputy chief data and analytics officer at NHS England, joined a panel at the Digital Maturity Forum discussing the Single Patient Record.

He explained that three prototypes are being developed: one following a “hub and spoke model,” leveraging existing investments in shared care records; one built around a “central model”; and one based on a “data layer”.

Liz Clow, director of digital products at NHS England, told a session on the future of the NHS App that three early priorities include developing “intelligent triage,” building the digital hospital and NHS Online, and, more immediately, “rolling out HPV self-service screening for women who may not access traditional screening services.”

Nervecentre electronic patient record across the East Midlands.

He said something to bear in mind “if you want to go fast, you go alone, but if you want to go far, you go with others.” In other words, the project sometimes had to slow down to get everybody on board, but now they are starting to reap benefits from having everybody working in the same way with the same system.

In a lively session with Dame Laura Kenny, HETT’s very first celebrity guest speaker, the spotlight was on the importance of setting common goals and discovering the best ways to communicate them to people with different perspectives. The five-time Olympic cycling champion reflected on her career and her experience of the NHS in conversation with Ayesha Rahim, Chief Medical Information Officer at Surrey and Borders Partnership NHS Foundation Trust.

To close her session, Dame Laura was asked for any “words of wisdom” for her audience, she said: “There is no journey that comes without hurdles… but every barrier can be broken down. And communication really [does] matter.

Really understanding the team has been key to my success.” M FURTHER INFORMATION

www.hettshow.co.uk

© James Wills Photography

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Product Finders

FURNITURE MURRAY EQUIPMENT 01243811881 sales@murrayequipment.co.uk

www.murrayequipment.co.uk

At Murray’s we provide premium, bespoke medical and dental operator seating in a wide range of colours, with a focus on comfort and infection prevention.

All our seating is hand made in the UK. Please don’t hesitate to give us a call or email.

HEALTHCARE ESTATES GPT CONSULT 01858 90 40 10 contact@gptconsult.com

www.gptconsult.com

Our team of experienced, IHEEM-registered engineers can support with a range of specialisms within healthcare engineering. We can also provide authorising engineer support for a range of capital projects.

LEGIONELLA AQUA PROTEC 01386 426 987 info@aquaprotec.com

www.aquaprotec.co.uk

Aqua Protec provides expert water hygiene services including Legionella risk assessments, monitoring, sampling, TMV servicing, and innovative digital solutions like Aqua Remote™ and Aqua ProTrack™. Trusted by the NHS since 1990.

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Product Finders

LEGIONELLA HC LEGIONELLA LTD 07958 913 622 claire@hclegionella.co.uk

www.hclegionella.co.uk

HC Legionella Ltd offer services focusing on the control and prevention of legionella bacteria in water systems. ‘Managing through to resolution’ means that we will provide whatever is necessary to make sure you as our customer have the best advice, service, and a resolution to meet your requirements.

MEDICAL TECHNOLOGY FORTRESS DIAGNOSTICS LTD +44 02894 487676 info@fortressdiagnostis.com

www.fortressdiagnostics.com

Fortress Diagnostics is trusted worldwide for its innovative diagnostic products. With the launch of Fortress Clinical, the company expands its expertise into advanced laboratory services, delivering precise testing, expert analysis, and cutting-edge technology. Together, they provide accurate results, personalised patient care, and significantly better health outcomes across healthcare systems worldwide.

TECHNOLOGY CLINISYS 01932 581 200 info-uk@clinisys.com

www.clinisys.com

Clinisys is a global provider of intelligent diagnostic informatics solutions and expertise designed to redefine the modern laboratory across healthcare, life sciences, and public health. Millions of diagnostic results and data insights are generated every day using Clinisys’ Laboratory Information Systems and Order Communication solutions in over 4,000 laboratories across 39 countries.

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Product Finders

MEDICAL ALERT DEVICES & SYSTEM FREQUENCY PRECISION LIMITED 01837 810590 contact@frequencyprecision.com

frequencyprecision.com

Frequency Precision understands the importance of keeping loved ones safe and free from harm, offering a wide range of medical alert devices, using Airlert technology to help with care.

The company specialises in providing high quality care home and hospital sensors which are utilised across the private and public sectors.

ADVERTISERS INDEX

The publishers accept no responsibility for errors or omissions in this free service Amazon Business

36

HC Legionella

46, 52, 73

Aqua Protec

72

Hydrosense

50

Asckey Data Services

16

Jones AV

4

Avigilon

25

Landia UK

48

Bauder

32

Murray Equipment

72

Clinisys UK

73

Philips Monitors

22

D + B Facades

54

Powell System Engineering

38

D J Hill Engineering Services

IFC

Provide Enterprises

DRLC

8

Radar Healthcare

26

Dukefield Group

28

Survey Solutions

10

Elcom

20

SWL Healthcare

58

Fortress Diagnostics

73

Venesta

6

Frequency Precision

74

Yeoman Shield

34

GPT Consult

72

Cover, 14

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Health Business is a member of the Independent Press Standards Organisation (which regulates the UK’s magazine and newspaper industry). We abide by the Editors’ Code of Practice and are committed to upholding the highest standards of journalism. If you think that we have not met those standards and want to make a complaint please contact Polly Jones or Angela Pisanu on 0208 532 0055. If we are unable to resolve your complaint, or if you would like more information about IPSO or the Editors’ Code, contact IPSO on 0300 123 2220 or visit www.ipso.co.uk

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