Category: In the News

One Connected Route. Stronger Outcomes. Clearer Progress

HealthTrust Europe (HTE) and Pagabo have announced a new strategic partnership that brings together two trusted public sector procurement specialists to create one connected route across operational procurement and capital delivery.

The partnership is designed to give NHS organisations and Local Authorities a clearer, more assured pathway from requirement through to compliant procurement and delivery, helping overstretched teams move with greater speed, confidence, clarity and control.

A Unified Pathway To Stronger Outcomes

Public sector teams often face fragmented routes across operational spend, estates, infrastructure and capital projects. By uniting HTE’s NHS‑grade commercial governance, category leadership and managed procurement services with Pagabo’s construction, consultancy and capital delivery expertise, the partnership:

• Simplifies complex procurement landscapes
• Reduces administrative burden for stretched teams
• Strengthens assurance, compliance and delivery confidence
• Connects operational procurement with capital project pathways
• Expands access to a broader, integrated supplier ecosystem – including regional SMEs

This means organisations can move from requirement to delivery faster, more transparently and with stronger governance.

Supporting NHS And Local Government Priorities

The joint proposition is built intentionally for both NHS and Local Government sectors:

For NHS Organisations

• Offers an integrated route for both operational procurement and capital projects
• Strengthens governance, auditability and commercial assurance
• Supports Trusts, ICBs and estates teams facing capacity pressures
• Helps accelerate progress in clinical, digital, infrastructure and decarbonisation programmes

For Local Authorities

• Provides compliant, assured routes across goods, services and capital delivery
• Helps councils navigate budget pressure, transformation agendas and statutory responsibilities
• Supports regeneration, infrastructure, decarbonisation and community impact
• Enables access to a wider, transparent and competitive supplier base

A Partnership Focused On Long‑Term Value

Social value and sustainability are designed in, not added on.

Together, HTE and Pagabo will help public sector organisations deliver:

• Local supply chain growth
• Job creation, skills development and apprenticeships
• Measured social impact using digital tools
• Alignment to net‑zero and long‑term community benefit

The combined capability creates a holistic, outcomes‑focused offer for organisations looking to strengthen performance and improve the lives of patients, residents and communities.

Leadership Commentary

Gary Welch, Chief Executive Officer at HealthTrust Europe, said: 

“This partnership brings together two complementary strengths to create a single, connected route that helps NHS organisations and Local Authorities buy with confidence and deliver with impact. By combining HTE’s procurement expertise with Pagabo’s capital delivery capability and digital innovation, we are strengthening assurance, accelerating outcomes and supporting better long‑term value for the communities we serve.”

Jason Stapley, Chief Procurement Officer at Pagabo, said:

“Local Government and NHS teams are under significant pressure to deliver outcomes quickly, efficiently and transparently. Working with HealthTrust Europe allows us to offer a simplified, assured pathway across operational and capital procurement – backed by strong governance, digital enablement and a diverse national and regional supplier base.”

About The Partnership

HTE and Pagabo remain independent organisations with their own brands, teams and governance.

This is a strategic partnership, not a merger – designed to enhance, not replace, the services both organisations offer.

Together, we are committed to providing the public sector with a joined‑up, clearer and more assured proposition that enables better outcomes for patients, residents and communities.

Learn More

Visit HealthTrust Europe: https://www.healthtrusteurope.com/

Visit Pagabo: https://pagabo.co.uk/

For more information on how our Frameworks and Expert Teams

can save you valuable time & resource click below:

Contract Portfolio

Stryker has confirmed that it is experiencing a global network disruption affecting its Microsoft environment following a cyber-attack. At this stage, Stryker has reported no evidence of

ransomware or malware, and the incident is believed to be contained to its internal Microsoft systems only.

Stryker’s teams are continuing to investigate the full impact on internal operations, and they have shared the following key information for customers and partners.

Clinical Product & Device Safety

Stryker has confirmed that the following products and systems are safe to use and are not connected to the affected environment:

• Mako System (hip, knee, and shoulder procedures) – not a connected device.
• Vocera
• LIFEPAK 35

Mako Planning

• USB/flash drives used for Mako plans include multiple layers of security, including encryption and automatic validation checks.
• Stryker has confirmed no malware can be transferred via Mako planning files.
• Plans downloaded before the incident can be used.
• Cases can be planned locally on the Mako system; CDs can be hand‑carried to the system without requiring connectivity

Ordering, Stock & Deliveries

• Orders placed before 12:00 noon on Tuesday 11 March are expected to have been picked, packed and dispatched.
• Orders placed after the incident began are still being assessed, as Stryker currently cannot view new order details.
• Stryker has stock available, but cannot confirm what has been ordered or shipped until systems are restored.
• Customers are advised to check local stock levels and continue placing orders as usual, keeping all reference numbers for retrospective verification.
• Enterprise customers – including UCLH, Barts, Oxford, BSOL and Leeds – have already been contacted by Stryker Enterprise Account Leads, and individual sales leads are supporting the remainder of customers.

Communicating With Stryker

• It is safe to continue communicating with Stryker representatives by phone and email (using temporary contact details provided by their teams).
• Customers may receive responses from personal email accounts while corporate systems are unavailable.
• Stryker has committed to keeping partners updated and has been asked to include us in future customer communications.

For official updates, Stryker is publishing daily information at:

Stryker.com/newsroom

Clinical insourcing remains vital for reducing elective backlogs and improving access, but it must now be delivered with stronger governance, clearer accountability, and full compliance.

When done well, insourcing supports sustainable recovery. When done poorly, it creates regulatory, financial, and clinical risk. The future requires robust frameworks, strong clinical governance, and alignment with national policy.

NHSE now expects insourcing providers to operate to full NHS standards, accepting clinical responsibility, and complying with NHS Payment rules. Insourcing is no longer a short‑term workaround but a regulated model integrated into trust governance.

Why Compliance Matters

With increasing scrutiny, trusts must ensure that insourcing arrangements are:

• Fully NHSE‑compliant
• Transparent on pricing and workforce
• Clear on accountability and indemnity
• Procured through defensible, approved routes

The Value of PSR‑Aligned Procurement

Under the new Provider Selection Regime (PSR), decisions must be transparent, proportionate, and auditable.

Our Clinical Insourcing Framework is the only one explicitly aligned to deliver PSR‑compliant procurement, ensuring:

• Provider selection meets PSR principles
• Decisions stand up to audit and regulatory review
• Procurement is both fast and robust

Built for Assurance and Delivery

The framework ensures all providers:

• Take full clinical responsibility
• Maintain strong governance and quality assurance
• Hold their own indemnity
• Follow NHS Payment rules

Trusts gain safe, fast additional capacity with reduced risk.

Insourcing will remain essential for elective recovery. With a compliant, PSR-aligned framework, trusts can deploy it confidently, ensuring safe, transparent, sustainable care.

If you’d like to explore how the framework can support your organisation, contact us today at 0845 887 5000 or via email at customercare@htepg.com.

As we approach the end of 2025, I want to extend my heartfelt gratitude and warmest wishes to all our valued customers and suppliers.

This year has been filled with transformation, innovation, and collaboration. Your continued support has been instrumental in our shared successes.

Reflecting on 2025

2025 has been a landmark year for HealthTrust Europe (HTE). I have been continually inspired by the dedication and commitment of our partners and team members as we work together to deliver exceptional value across healthcare, public, and commercial sectors.

In healthcare, we have continued to support our NHS colleagues in navigating financial and operational challenges, helping them deliver the highest quality care and services to patients across the UK.

Across the wider public sector, we have strengthened partnerships to help organisations achieve their mission of providing outstanding services to their communities.

In the commercial sector, we have delivered procurement expertise and solutions that drive efficiency and value for businesses and their customers.

Your efforts have been remarkable, and I am immensely proud of what we have all achieved together.

Key Highlights from 2025

Throughout the year, we have shared many milestones and initiatives, including:

Strategic Partnerships: Our collaborations with NHS trusts, industry bodies, and regional forums have driven procurement excellence and innovation across the public sector.

New Frameworks and Solutions: We introduced innovative procurement solutions across workforce, technology, and clinical categories to meet evolving market needs.

Employee Development and Wellbeing: We continued to invest in leadership development, mental health support, and wellbeing initiatives, reinforcing our commitment to creating a positive and inclusive workplace for our colleagues.

Expansion of Our Portfolio Performance Service: Building on last year’s launch, we have enhanced our Managed Service offering in the public sector to deliver even greater efficiency and strategic insight for our customers.

Rebrand and Launch of ProTrust Global: This exciting evolution reflects our commitment to innovation and global reach in the commercial sector, positioning us to deliver even greater value to our customers and partners.

Launch of Our New ProTrust Global Website: Designed to provide an enhanced user experience, improved navigation, and richer content, our new site makes it easier than ever to access our services and related insights.

Community Engagement: Through volunteering and fundraising, we supported local projects and our chosen charity for 2025, making a meaningful impact beyond our business and for our citizens.

Industry Presence: We actively participated in key events such as, Procurex National, HFMA, Women in Procurement, and HCSA, sharing insights and shaping the future of healthcare procurement.

Looking Ahead to 2026

As we move into 2026, we remain focused on driving value, enhancing operational efficiency, and fostering innovation. Our commitment to supporting the financial sustainability of the NHS, improving patient outcomes through strategic partnerships and cutting-edge solutions is stronger than ever. Our work extends to benefit the wider public sector, delivering value and efficiency in delivering services to our citizens. I look forward to sharing more, exciting developments with you in the new year.

Warmest regards,

Gary Welch

Chief Executive Officer, HealthTrust Europe

HealthTrust Europe, a trusted procurement and supply chain partner for the public and private sectors, is delighted to announce that Jo Gibbs has officially joined the organisation as Vice President of Sales & Marketing.

Jo will lead our Sales and Marketing function, driving strategy to strengthen customer relationships and deliver innovative solutions that support operational efficiencies and cost savings across the healthcare and non-healthcare sectors.

Jo brings a wealth of experience from the med-tech industry, having spent 15 years at Johnson & Johnson where she progressed through senior roles including Business Unit Director and Strategy & Market Development Director.

Her background includes launching and scaling business units, driving innovation and growth across markets, forging and managing strategic partnerships, and working at the intersection of regulatory, commercial and operational excellence.

Commenting on joining HealthTrust Europe, Jo said:

“I’m delighted to be part of HealthTrust Europe’s journey, and to lead the sales and marketing function at such and exciting time for the organisation. My experience in MedTech has taught me the importance of aligning purpose with performance and building trusted relationships to deliver solutions that make a difference. I am passionate about leading with integrity, fostering innovation and creating strategies that deliver real value for our customers and partners. I am especially looking forward to working with a talented team to strengthen relationships, drive commercial growth and continue delivering exceptional service across the sectors we serve.”

Gary Welch, Chief Executive Officer at HealthTrust Europe, added:

“Jo brings a wealth of experience and a proven track record in sales and marketing leadership. Her expertise will be instrumental in helping us deliver innovative solutions and value to our customers. We are excited to welcome Jo to the team and look forward to the positive impact she will make across the organisation.”

Located in Birmingham, HealthTrust Europe has an enviable track record of delivering leading procurement solutions for the public sector and is a Trusted Procurement Partner to over 1,000 organisations. Working with over 2,500 suppliers, the company empowers public sector organisations to achieve operational efficiencies and cost savings, access innovative technologies, and strengthen the performance of their services.

For further information contact Marketing@htepg.com or call 0845 887 5000.

Discover what the NHS Medium-Term Planning Framework (2026-29) means for suppliers, longer contracts, digital-first delivery and true partnership models that reward agility and impact.

The NHS is changing how it buys, builds and partners. Suppliers who align early bringing flexibility, data capability and a long-term mindset, will lead the next wave of transformation.

The NHS’s Medium-Term Planning Framework (2026-29) marks a turning point for the supplier community.

For years, most relationships were transactional with short-term contracts, reactive renewals and price driven decisions. That era is ending.

Over the next three years, the NHS wants transformation partners. Suppliers who can evolve with it, share accountability and help shape delivery across systems and regions.

Here’s What That Means in Real Terms:

1. Multi-year contracts are the new normal.

Frameworks are stretching three to five years. The NHS is looking for suppliers who can stay the course, not just deliver and disappear.

2. Digital is the baseline, not the bonus.

Every service must have a digital or data edge. Interoperability, analytics or automation that supports smarter decision making.

3. Value means productivity + outcomes.

It’s not about being cheapest. It’s about helping the NHS do more with less and improving patient outcomes.

4. Community health is where growth happens.

The shift to neighbourhood and preventative care opens new opportunities remote in monitoring, telehealth and diagnostics closer to home.

5. Contracts will flex.

Expect variable payments tied to performance and shared risk/reward. Suppliers will need to prove outcomes, not just outputs.

6. Scale and adaptability win.

Whether you’re a national player or niche specialist, the ability to integrate quickly and scale regionally will be key.

7. Engage early.

Don’t wait for the tender notice. Systems are already shaping plans for 2026-29. Be part of the conversation before procurement formally begins.

How the Best Practice Summary Model Looks:

What HealthTrust Europe Looks For:

• A clear multi-year delivery roadmap
• Proven digital and data credentials
• A collaborative approach to solution design
• Built-in flexibility and transparent value models
• Strong governance on data, sustainability and outcomes

In a Nutshell:

The NHS wants long term transformation partners, not one-year vendors. The next three years will reward readiness, agility and real partnership. If you can show up early, adapt fast and deliver measurable change, you’ll stand out.

At HealthTrust Europe, we’re evolving our frameworks to make that possible. Connecting suppliers & systems who are ready to build the future, together.

Explore how NHS procurement leaders can adapt to the new Medium-Term Planning Framework (2026-29). From annual contracts to long-term partnerships that deliver transformation & performance.

The NHS Medium-Term Planning Framework is reshaping how the system plans, spends and delivers. For procurement leaders, it’s an opportunity to think bigger and to move from transaction to transformation.

If you work in NHS procurement, the new Medium-Term Planning Framework (2026–29) isn’t just another policy document, it’s your roadmap for the next three years.

For too long, we’ve been caught in annual contracting cycles. Reacting to budgets, responding to pressures and renewing what already exists. This framework finally gives the NHS space to breathe and to plan ahead, align strategy with spend and build partnerships that last.

It’s more than operational reform, it’s a shift in mindset.

Multi-year planning means procurement can drive system outcomes, not just savings. Here’s what that looks like in practice:

Key Shifts to Watch:

1. Think long-term, not one-year.

Multi-year funding allows procurement to align contracts with transformation goals. Move from ‘what can we afford this year?’ to ‘what delivers real impact over three?’.

2. Buy for prevention and digital-first delivery.

Growth is happening in community care, prevention & digital services. Build those into your category plans early.

3. Balance recovery & reform.

Procurement has to deliver short-term performance improvements and enable long-term change. Contracts should reward both efficiency and innovation.

4. Map the new decision makers.

Influence is shifting toward ICB’s, regions, and neighbourhood teams. Build relationships where future decisions will actually be made.

5. Look for supplier partnerships, not transactions.

Frameworks are evolving into long-term collaborations. Value flexibility, innovation and shared outcomes, not just lowest price.

6. Build in governance and resilience.

As autonomy grows, so does risk. Procurement must champion data security, interoperability & financial discipline at every stage.

Your Clear Roadmap:

Five Questions to Ask Your Suppliers Now:

1. Can you commit to a 3-5 year roadmap, not just a 12-month plan?
2. How do you help us digitise, analyse and adapt faster?
3. What measurable productivity gains can you prove?
4. Can your contract flex as the system evolves?
5. How do you enable prevention, not just service delivery?

How the Best Practice Model Looks:

In short, the MTPF gives us breathing space but also raises the bar. Procurement needs to be bolder, earlier and more strategic. The future isn’t about running tenders faster, it’s about shaping how the NHS collaborates with its partners for the long term.

The UK government’s recently announced immigration changes, set to take effect from 22 July 2025, represent one of the most significant shifts in skilled worker policy in recent memory. With sweeping alterations to skills thresholds, salary levels, and eligibility criteria, health and care organisations face new operational pressures, particularly those reliant on international recruitment.

At HealthTrust Europe (HTE), we recognise the profound impact these changes will have on the NHS, social care providers, and wider health sector partners. As a leading procurement and workforce solutions partner to the UK public sector, we are committed to equipping our partners with the clarity, tools, and strategies needed to adapt.

A Shift Toward Higher Skilled, Domestic Recruitment

The new rules raise the Skilled Worker Visa threshold from RQF level 3 (A-level equivalent) to RQF level 6 (graduate level), effectively removing 112 previously eligible occupations. This change, combined with the closure of the Social Care Worker Visa route for new applicants, will significantly narrow the scope for overseas recruitment in key frontline roles.

From July, only time-limited recruitment into below degree roles (RQF 3–5) will be allowed via the Immigration Salary List (ISL) or Temporary Shortage List (TSL), and even then, with restrictions such as no dependants. For employers, this means a substantial acceleration in building sustainable, domestic workforce pipelines.

Facing the Workforce Challenge Head-On

While most Health and Care Visa holders paid according to national pay scales remain unaffected (salary thresholds still at £25,000), the broader context is clear: immigration is tightening. Roles such as care workers and senior care workers, once a lifeline for care providers facing critical shortages, will no longer be open to new overseas applicants.

With a transition period until 2028, employers must now prepare not only for immediate operational continuity but for a long-term workforce model that is less reliant on international recruitment for entry-level roles.

What Should Providers Be Doing Now?

HTE’s Total HR Solutions team is actively supporting organisations in navigating these upcoming immigration reforms. To ensure readiness and resilience, we recommend the following strategic actions:

1. Conducting Workforce Impact Assessments
   Identify which current employees may be impacted by changes to visa eligibility or salary thresholds. Employers should communicate early and clearly to support staff and manage retention risks.
2. Accelerating Certificate of Sponsorship (CoS) Applications
   If your organisation is planning to hire or renew skilled worker visas, submit CoS before 22 July so candidates can be assessed under current rules. CoS are valid for three months, offering a crucial window.
3. Reassessing Recruitment and Retention Strategies
   With many RQF 3 to 5 roles being phased out of sponsorship, employers must strengthen their domestic pipelines. This includes expanding outreach, investing in training, and leveraging local partnerships.
4. Reviewing Occupation Codes and Compliance
   Understand which roles remain eligible via the ISL or TSL and the restrictions that apply. Some roles (e.g., nursing auxiliaries) are now further defined to prevent misuse, requiring close attention to job descriptions and duties.

Building Workforce Resilience Through Strategic Partnerships

These immigration reforms mark a strategic pivot by government, one that prioritises high-skilled migration and places the onus on UK-based talent development. While challenging, this change also presents a vital opportunity for transformation.

At HTE, we believe that strategic workforce planning, supported by data, technology, and trusted partnerships, is the key to resilience. Our Total HR Solutions are designed to help public sector organisations navigate regulatory complexity, source talent ethically and efficiently, and build long-term capacity.

As the Migration Advisory Committee (MAC) continues to review eligible roles, we will keep you updated.

For more information on how HTE can help your organisation navigate these changes, contact THRS@htepg.com.

The UK Government’s newly launched NHS 10-Year Health Plan sets out a bold and comprehensive roadmap for transforming health and care services across England. With sweeping reforms across finance, performance, technology, workforce, innovation, and care quality, the plan has significant implications for NHS procurement professionals.

Here are the key elements and what they could mean for NHS procurement teams:

1.Financial Reform and Budget Discipline

Deficit support funding will be removed from 2026, requiring all NHS bodies to meet operational planning targets without exception.

Budgets may be legally capped, similar to local councils, if financial discipline is not restored.

Mandatory 3% annual budget carve-out for service transformation will become standard.

Tariff pricing will shift from average cost models to best clinical practice benchmarks.

Implications for Procurement:

• Procurement teams will need to support more strategic, value-based purchasing decisions.
• There will be increased scrutiny on cost-effectiveness and alignment with transformation goals.
• Contracting will need to reflect new tariff structures and prioritise outcomes over inputs.

2.Shift to Community and Neighbourhood Care

A “decisive shift” in investment from hospitals to community care is planned over the next decade.

Neighbourhood health centres will be rolled out nationally, starting with public sector capital and potentially expanding via public-private partnerships.

Outpatient care will be restructured, with most services delivered outside hospitals by 2035.

Implications for Procurement:

• Procurement professionals will need to support the commissioning of services and infrastructure for neighbourhood health centres.
• This includes sourcing community-based providers, digital platforms, and integrated care solutions.

3.Organisational and Structural Changes

All NHS providers are expected to become Foundation Trusts (FTs) by 2035.

High-performing FTs may evolve into Integrated Health Organisations (IHOs), managing entire health budgets for defined populations.

Capital approval processes will be streamlined, with greater flexibility in multi-year planning.

Implications for Procurement:

• Procurement teams will need to adapt to new governance models and support IHOs with integrated procurement strategies.
• There will be opportunities to consolidate contracts and align procurement with population health outcomes.

4.Workforce and Quality Standards

A new 10-Year Workforce Plan will be published later this year.

Minimum employment standards will be introduced in April 2026.

The National Quality Board will be reformed, and new service frameworks will be developed for priority areas such as cardiovascular disease and dementia.

Implications for Procurement:

• Procurement will play a role in sourcing workforce-related services, training platforms, and quality improvement tools.
• Contracts will need to reflect new employment standards and support continuous quality monitoring.

5.Technology and Data Integration

The NHS App will become the “full front door” to the NHS by 2028.

A single patient record (SPR) will be legislated, with data contributions from validated wearables.

Ambient voice technology will be introduced in hospitals and GP practices.

Implications for Procurement:

• Procurement professionals will need to engage with digital health suppliers, manage interoperability requirements, and ensure compliance with data governance standards.
• Value-based procurement for digital tools will become a priority.

6.Innovation and Industry Partnerships

Regional Health Innovation Zones will be established to foster radical innovation.

A new innovation passport and value-based procurement guidance for devices and digital products will be introduced.

The NHS will seek genuine partnerships with industry, moving beyond transactional relationships.

Implications for Procurement:

• Procurement teams will need to support agile sourcing models, pilot new technologies, and collaborate closely with suppliers to co-develop solutions.
• Frameworks must be flexible enough to accommodate rapid innovation cycles.

Conclusion

The NHS 10-Year Health Plan represents a fundamental shift in how health services are funded, delivered, and evaluated.

For NHS procurement professionals, it calls for a more strategic, integrated, and outcomes-focused approach.

Staying informed and agile will be key to navigating these changes and ensuring procurement continues to deliver value across the system.

Backed by HealthTrust Europe, ProTrust Global (PTG) unveils a rebrand and expanded category offering designed to help private-sector partners streamline procurement and reduce costs.

Right product, Right place, Right price, Right now.

ProTrust Global (PTG), a trusted procurement partner backed by HealthTrust Europe, today announced its official rebrand and the launch of a significantly expanded service offering. The transformation reflects PTG’s strategic growth and commitment to delivering smarter, more efficient procurement solutions to private-sector organisations.

The new brand identity, accompanied by a refreshed website, marks a pivotal step in PTG’s evolution. With a bold new look and enhanced digital presence, PTG is better positioned to support members with innovative tools and tailored services.

Key highlights of the launch include:

• Expanded Procurement Categories – PTG now offers access to a broader range of procurement categories, including chemicals, technology, and packaging, enabling members to consolidate suppliers and drive greater value.
• Custom Sourcing Services – Members can now benefit from bespoke sourcing solutions, including e-auctions, to secure the best value and streamline procurement processes.
• Unified Hub Launch – PTG introduces a centralised digital platform for contract access and spend management, empowering members with real-time insights and control over their procurement activities.
• Member Engagement Opportunities – PTG invites members to participate in online review meetings, offering immediate opportunities to explore new services and provide feedback. Book now!

“This rebrand is more than a new name and logo—it’s a reflection of our commitment to innovation, efficiency, and partnership,” said a PTG spokesperson. “We’re excited to offer our members even more value through expanded services and smarter procurement tools.”

For more information, visit www.protrustglobal.com or contact customercare@protrustglobal.com | 0845 887 4950 | Request Appointment