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7 months, 2 weeks ago

The Cyber Shift: MedTech’s Strategic Wake-Up Call

HealthPad
Directory:
Medical Technology
Tags:
commentary
compliance
cybersecurity
cyber threaths
digital immigrants
MedTech
ransomware
  • Cybersecurity is patient safety - a clinical and ethical priority, not just an IT concern
  • Outdated approaches fall short - legacy, compliance-driven tactics can’t meet today’s complex cyber threats
  • Resilience must be built-in - security should be woven into product design, systems, and leadership
  • Clinicians are frontline defenders - care teams play a vital role in sustaining secure, digital workflows
  • Trust is the new competitive edge - strong cybersecurity now drives reputation, compliance, growth, value, and long-term competitiveness

The Cyber Shift: MedTech’s Strategic Wake-Up Call

As digital systems become the backbone of healthcare delivery and MedTech innovation, cybersecurity has moved from the server room to the boardroom - no longer a narrow IT function, but a core enabler of patient safety, clinical accuracy, and operational continuity. From AI-guided diagnostics and robotic surgery to remote monitoring and cloud-based health records, the sector is undergoing a digital transformation. The promise is clear: better outcomes, more personalised care, and greater efficiency. But this promise arrives entangled with risk - cyber threats that are as much about human systems and decision-making as they are about code.

For many traditional MedTech companies - especially those built through decades of M&A - the internal architecture is a mosaic of legacy systems, misaligned processes, and entrenched silos. Layer onto this leadership teams who, though highly seasoned, are often digital immigrants navigating accelerating complexity, and a pattern emerges: operational fragmentation that resists streamlining, inhibits collaboration, and blindsides strategic oversight. In this context, even foundational goals - like predictive risk management, coordinated response, or basic cross-functional visibility - become elusive. This is not just inefficiency. It is exposure.

The modern healthcare ecosystem is powered by an intricate web of connected devices, interoperable platforms, and a relentless flow of sensitive data. Every link in this digital chain - across departments, systems, vendors, and facilities - creates a potential vulnerability. A single  ransomware attack can paralyse surgical schedules, disrupt diagnostics, and delay critical interventions. A data breach goes far beyond the erosion of patient privacy; it undermines the foundation of trust that binds clinicians, patients, and providers. Cybersecurity, in this context, is not just a technical shield - it is a direct safeguard for human life and clinical continuity.

But the threat does not stop at the bedside. When cyberattacks compromise a hospital's operations or a MedTech firm's devices, the ripple effects jeopardise not just patient safety but also the economic survival and reputational health of the entire healthcare ecosystem. As patients, regulators, and insurers become more attuned to digital risk, cybersecurity is evolving into a defining benchmark of institutional integrity, legal resilience, and market credibility. In today’s healthcare landscape, cybersecurity is not just infrastructure - it is an ethical and strategic imperative.
 
In this Commentary

This Commentary challenges MedTech leaders to rethink cybersecurity not only as a compliance exercise, but as a strategic, clinical, and competitive imperative. It explores how digitisation, AI, and global expansion have reshaped the threat landscape - and why tactical responses are no longer enough. Drawing on real-world incidents and systemic insights, it lays out a case for embedding cybersecurity into the DNA of innovation, operations, and leadership in the era of intelligent medicine. The Commentary is essential reading for health professionals and MedTech executives who must navigate the convergence of digital risk, patient safety, and organisational resilience.
 
Cyber Threats in Healthcare: The Crisis is Structural

Cyber incidents in healthcare are no longer episodic disturbances - they are systemic risks with direct implications for patient safety, institutional continuity, and public trust. High-profile ransomware attacks have forced hospitals to halt critical services, divert ambulances, and revert to analogue workflows, exposing the operational brittleness of modern care delivery. But the threat landscape extends well beyond data theft and ransom demands. Embedded vulnerabilities in medical devices - from insulin pumps to robotic surgery platforms - have triggered recalls, revealing how digital fragility can infiltrate even the most advanced clinical tools.

The 2021 recall of Zimmer Biomet’s ROSA Brain system underscores this point. A software fault in the neurosurgical navigation system raised the risk of mispositioning surgical instruments during brain procedures. The FDA’s classification of the event as a Class I recall - the most serious category - reflects how software malfunctions can destabilise trust in digital medicine. Importantly, this incident was not a failure of cybersecurity per se, but of software integrity - reminding us that in a hyperconnected clinical environment, the line between operational reliability and cybersecurity is increasingly blurred.

This distinction matters. It highlights that the solution is not to slow down digital innovation, but to embed more robust, intelligent, and unified digital architectures throughout the healthcare enterprise. AI systems - when properly integrated - can help detect anomalous behaviour, flag emerging vulnerabilities, and streamline responses in real time. Rather than relying on reactive, fragmented tactics to manage cyber threats, healthcare organisations must embrace AI not just as a diagnostic or administrative tool, but as an operational backbone for cyber resilience. Zimmer Biomet’s case should be seen not as a cautionary tale against AI, but as a call to evolve from patchwork governance to intelligent systems design - where cybersecurity is embedded, continuous, and strategic.

Ultimately, the crisis is not just one of exposure but of posture. Until cybersecurity is understood as inseparable from clinical safety and organisational strategy, healthcare will remain structurally vulnerable - even to failures that have nothing to do with hostile intent.
 
Why Tactical Cybersecurity No Longer Holds

For years, MedTech’s approach to cybersecurity has remained largely procedural - a function of compliance rather than a lever of strategic control. Routine patching, periodic documentation, and third-party penetration testing - often outsourced to firms with military or law enforcement pedigrees - have defined the industry's default security posture. These activities are not without merit, but they are inherently backward-facing - optimised to meet baseline requirements or respond to threats that have already materialised.

That approach is showing its limits.

The digital perimeter around MedTech is no longer stable - it is dissolving. Remote diagnostics, AI-driven clinical workflows, cloud-integrated devices, and globally distributed codebases have redrawn the boundaries of exposure. At the same time, threat actors are shifting from opportunistic data theft to systemic disruption, probing for weaknesses not just in software, but in the architectures and operational dependencies that underpin care delivery itself.

Yet inside many MedTech organisations, cybersecurity remains conceptually mispositioned - functionally siloed in IT, disconnected from product development, and often driven by consultants whose expertise may skew technical but lacks integration into the broader digital product lifecycle. This produces a strategic lag: organisations innovating with frontier technologies while defending themselves with legacy assumptions.

This misalignment becomes even more acute as MedTechs scale into emerging markets - regions rich in growth potential but often marked by fragmented regulation, uneven infrastructure, and nascent cyber norms. In these environments, traditional governance models strain under the weight of distributed operations and variable risk tolerances.

The path forward is not more of the same, only faster. It is a reframing. Cybersecurity in MedTech must graduate from a tactical afterthought to a strategic enabler - embedded early in product design, integral to global expansion plans, and inseparable from long-term trust in the technology itself. The objective is not to simply reduce risk, but to architect resilience into the fabric of innovation.

Minerals, MedTech & Power Plays: The Global Race Reshaping Healthcare , the new episode of HealthPadTalks, the podcast from HealthPad, is available now!

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The Strategic Shift: What It Requires

To reposition cybersecurity as a strategic asset rather than a tactical safeguard, MedTech firms must confront not just technical debt, but organisational inertia. The shift is not just about tooling - it is about intent, design, and governance. It requires cybersecurity to be reframed not as a risk to be minimised, but as an enabler of trust, reliability, and competitive advantage in an increasingly digitised care environment.

This evolution begins at the source: with the way products are conceived and built. As medical technologies grow more software-centric, cloud-connected, and AI-augmented, security can no longer be treated as a boundary function. It must be architected into the product itself - from the earliest stages of code development through to deployment and continuous operation. Features such as autonomous threat detection, runtime observability, and self-healing systems should be viewed not as security enhancements, but as preconditions for safety and performance.

Equally pressing is the need to address the digital foundations on which many MedTech platforms still rely. Legacy architectures, fragmented tech stacks, and opaque software supply chains create systemic vulnerabilities that cannot be patched into compliance. Transitioning to zero-trust models, redesigning identity and access frameworks, and critically evaluating third-party and open-source dependencies are all strategic acts - ones that demand investment and board-level sponsorship.

But this is not just a technical pivot. It is a leadership challenge - and for many traditional MedTechs, an uncomfortable one. These are organisations whose historical strengths lie in regulated manufacturing, hardware engineering, and clinical validation - domains where cybersecurity has largely been peripheral. As a result, many executive teams lack both the digital fluency and the institutional will to lead this transition from the top.

This gap must be acknowledged, not ignored. Boards and CEOs will need to make deliberate decisions: whether to upskill from within, bring in cyber-savvy leadership from adjacent sectors, or build new operating constructs that allow cybersecurity to participate meaningfully in innovation and growth. Episodic advice from legacy consultants will not bridge the divide. What is required is sustained internal capability - leaders who can translate cyber strategy into product architecture, supply chain integrity, and patient-facing trust.

Ultimately, this is about shifting how cybersecurity is valued. Not as a constraint on speed, but as a discipline that enables scale without fragility. Not as an operational cost centre, but as a marker of product maturity and market readiness. The firms that succeed will not be the ones with the most detailed compliance checklists - but the ones that treat resilience as a design principle, embed it into how they grow, and make it intelligible at the executive table.
 
What Healthcare Professionals and MedTech Executives Need to Know

Cybersecurity is no longer just an IT issue - it is a frontline concern with direct consequences for patient safety, care delivery, and institutional trust. When digital systems fail, diagnoses are delayed, communication breaks down, and care grinds to a halt.

For healthcare professionals, this is not about becoming security experts, but about recognising their role as active participants in a secure clinical environment. Cyber hygiene – avoiding phishing, safeguarding credentials, reporting anomalies - is now as fundamental as infection control.

But the burden does not fall on clinicians alone. MedTech executives have a strategic role to play. Security must be built into devices and platforms from the ground up - not bolted on as an afterthought. Transparent data flows, resilient design, and clear incident protocols are now competitive differentiators.

Clinicians should be empowered to ask questions about the tools they use. And MedTechs should be prepared to answer them - with clarity, transparency, and proof of robustness. This is no longer a compliance checkbox - it is a trust contract.

The convergence of clinical care and cyber resilience is not optional. It is a shared imperative. When both clinicians and MedTechs treat cybersecurity as integral to care - not adjacent to it - everyone wins - patients, providers, and the bottom line.
 
From Risk to Differentiator

Cybersecurity, long treated as a compliance burden or operational cost, is emerging as a strategic lever - one that can define leadership in an industry under growing scrutiny. In an era where digital interdependence amplifies both opportunity and exposure, the ability to safeguard data, devices, and systems is no longer peripheral to market success - it is a precondition for trust. And trust, in healthcare, is the ultimate currency.

The firms that recognise this shift early - those that move cybersecurity from the margins of risk management to the centre of value creation - will earn more than regulatory approval. They will distinguish themselves to providers, payers, and patients as credible partners in an increasingly volatile landscape. But this transformation is neither intuitive nor easy, particularly for legacy MedTech companies still shaped by industrial-era logistics.

Many of these organisations are led by seasoned executives whose strengths lie in operational rigour, market consolidation, and hardware-driven innovation. Their playbooks were built in a pre-digital world. As a result, cybersecurity often remains treated as a technical function, isolated from strategic and design conversations. Yet the demands of digital health - interoperability, cloud architecture, real-time data flows - require a different mindset: one in which security is not an add-on, but an ethos.

To lead, MedTech firms must reframe cybersecurity as a dimension of product integrity and brand credibility. This means investing not just in perimeter defences, but in structural clarity - streamlined architectures, secure development lifecycles, and resilient supply chains. It also means showing up early in regulatory dialogues - not reactively, but as co-creators of the frameworks that will govern the next decade of digital care.

The cost of inertia is rising. Firms that cling to outdated assumptions will face more than technical debt - they will face escalating insurance premiums, investor scepticism, and reputational fragility. In a sector where innovation moves fast but trust moves slowly, cybersecurity is no longer a checkbox. It is a differentiator. Perhaps even the differentiator.
 
A Call to Action for the Industry

The future will not be secured by digital immigrants marking old playbooks. The age of incremental adaptation has ended. As healthcare becomes irreversibly digital - interconnected, algorithmically driven, and vulnerable at scale - cybersecurity must be recast not as an operational safeguard, but as a strategic discipline integral to how MedTech companies create value, protect reputation, and remain viable in an AI-mediated world.

This is not a technical fix. It is a leadership reckoning.

Cybersecurity must now shape the logic of innovation itself. Boards can no longer afford to treat it as a downstream concern, or a matter left to IT. It is a boardroom issue because it is a business continuity issue, a regulatory risk, a brand risk, and increasingly, a differentiator in markets that are defined by trust. Strategy today demands fluency not only in markets and mergers, but in models of digital resilience.

For clinicians, this moment calls for an expanded view of professional responsibility. Digital vigilance must be understood as part of clinical excellence, embedded into training and practice alongside patient safety and infection control. The tools clinicians rely on - whether diagnostic algorithms or remote monitoring platforms must be interrogated for integrity, transparency, and resilience.

For MedTech leaders, the implication is clear: cybersecurity must move from the periphery of compliance into the heart of corporate strategy. This means building organisations capable of anticipating, adapting, and learning in real time. It means hiring cyber leaders who can speak not just to risk but to growth. It means shedding legacy architectures in favour of streamlined, AI-enabled ecosystems designed to defend and evolve.

Boards must now ask themselves hard questions. Who at this table understands the strategic dimensions of cyber risk? Are we prepared to steer this company through the next decade of intelligent healthcare, or are we still playing defence with yesterday’s tools and instincts? Involvement in cyber strategy can no longer be delegated - it must be owned, shaped, and animated by those charged with steering the future.

And beyond the walls of individual organisations, the sector must mature into a posture of deep collaboration. Cyber risk is systemic, diffuse, and evolving faster than any single actor can manage alone. This calls for shared threat intelligence, co-developed standards, and new public-private architectures for digital trust.

The age of digital medicine is not arriving - it is already here. Whether it becomes a moment of significant progress, or a cascade of preventable failures depends on how seriously we choose to lead now.
 
Takeaways

The uncomfortable truth is this: many MedTech companies are building the future of healthcare on digital foundations they barely control and scarcely understand. In an industry where lives are on the line, treating cybersecurity as a technical afterthought is no longer just negligent - it is dangerous. The next breach will not just compromise data; it will compromise trust, delay care, and potentially cost lives. And in a market where regulators are sharpening their focus and patients are becoming more digitally aware, that trust - once lost - will not be easy to recover.

Cybersecurity must become a core expression of leadership, not a delegated function buried in the IT org chart. It must be part of your value proposition, your innovation roadmap, and your boardroom agenda. The companies that win the future will not just be those with the smartest algorithms or sleekest hardware - they will be the ones that embed digital trust into every product, every decision, and every line of code.

This is your moment to lead. Not with slogans or slide decks, but with action. Cyber resilience is not a checkbox. It is your license to operate in the age of intelligent medicine. Do not just adapt - redefine the standard.
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1 year, 9 months ago

The Shifting Landscape of ESG Reporting in the MedTech Industry

HealthPad
Directory:
Medical Technology
Tags:
commentary
compliance
ESG
social responsibility
sustainability
  • MedTech ESG reporting is transitioning from compliance to strategic value creation
  • Increasingly MedTech leaders recognise ESG's role beyond compliance, focusing on sustainability and social responsibility
  • The significance of ESG criteria in healthcare procurement decisions is increasingly acknowledged
  • MedTech leaders are embracing circularity, energy efficiency, and waste reduction to differentiate their companies, capture market share and add value
 
The Shifting Landscape of ESG Reporting in the MedTech Industry
 
The MedTech industry is witnessing an evolution in its attitudes and practices regarding ESG reporting. ESG, short for environmental, social, and governance reporting, encompasses a set of standards defining criteria within these areas. These criteria serve as benchmarks for socially conscious individuals and stakeholders to evaluate the ethical stance of organisations. In their analysis, those engaging in investments are increasingly integrating these non-financial factors to assess both risks and growth prospects. Once considered primarily as a means of compliance, ESG reporting is now emerging as a strategic imperative for value creation and differentiation. This transformation reflects a broader societal shift towards sustainability, ethics, and responsible corporate behaviour. However, despite this momentum, the MedTech sector faces challenges and opportunities in fully integrating ESG considerations into its operations.
 
In this Commentary
 
This Commentary describes the evolving landscape of ESG reporting within the MedTech industry, highlighting its transformation from a compliance-driven activity to a strategic imperative for value creation and differentiation. We mention how increasing pressure from stakeholders and a broader societal shift towards sustainability have influenced this change in mindset, despite the sector's historical focus on regulatory compliance and product innovation. Through insights from recent surveys and industry analysis, we uncover the growing recognition of ESG's relevance among healthcare providers and the opportunities it presents for MedTech leaders to differentiate their enterprises. Additionally, we address the challenges faced by the industry in fully integrating ESG considerations into its operations, ranging from complex supply chains to regulatory constraints. Finally, we make some suggestions for enhancing the effectiveness of ESG reporting, emphasising the importance of standardisation, enhanced disclosure, and investor engagement. Through this exploration, we describe some actionable insights for MedTech leaders navigating the shifting landscape of ESG reporting to drive sustainable growth and long-term value creation.
 
Navigating the Evolving Landscape of ESG Reporting in MedTechs

Historically, the MedTech industry has lagged sectors like industrials and technology in prioritising ESG reporting. While these industries have long recognised the importance of sustainability and ethical business practices, MedTechs have traditionally focused more on regulatory compliance and product innovation. However, recent years have witnessed a significant change in this narrative.
 
Driven by increasing pressure from investors, customers, and regulatory bodies, the industry is now acknowledging the importance of addressing sustainability and social responsibility concerns. This shift in mindset is further driven by the realisation of the potential impact of MedTech products and operations on environmental and social issues. Despite progress, the industry grapples with challenges such as complex supply chains, regulatory constraints, and unique ethical dilemmas inherent in healthcare delivery.
 
A recent (2023) survey undertaken by Bain, a consulting firm, underscores the growing recognition of ESG's significance among healthcare providers. The findings reveal a widespread anticipation of an uptick in the importance of ESG criteria in procurement decisions over the next five years. Notably, while certain factors like corruption, transparency, and employee safety are already deemed essential, others such as diversity, equity, inclusion, and environmental sustainability are positioned to gain prominence.
 
In this rapidly changing ecosystem, MedTech companies have an opportunity to distinguish themselves by embracing ESG initiatives that deliver tangible value. Practices such as circularity [production and consumption, which involves sharing, reusing, and repairing existing materials and products], energy efficiency improvements, and waste reduction resonate strongly with customers across different regions. Moreover, the Bain research highlights a spectrum of ESG leadership among MedTech companies, suggesting room for differentiation and competitive advantage.
 
As ESG continues to increase in importance, industry leaders should consider adopting a proactive approach to value creation. This involves strategic decisions on meeting minimum requirements to mitigate risk while also investing in areas that exceed industry standards. By focusing on selected areas of ESG differentiation, companies can not only win over procurement leaders but also capture significant market share in the evolving environment of healthcare procurement.
 
ESG Reporting in MedTechs

For MedTechs, ESG reporting serves the purpose of ensuring socially responsible and sustainable operations while driving healthcare innovation. Environmental concerns involve minimising waste, energy consumption, and carbon emissions, as well as encouraging eco-friendly materials and sustainable packaging practices. Social considerations encompass labour practices, diversity and inclusion, community engagement, and the imperative of prioritising employee wellbeing while maintaining standards across supply chains. Governance pertains to internal policies, leadership structures, transparency, and accountability mechanisms, ensuring ethical behaviour and regulatory compliance. By integrating ESG principles, enterprises not only mitigate risks but also enhance their reputation, attract investors, and contribute positively to society and the environment while advancing healthcare innovation. ESG reporting is pivotal for MedTechs, showcasing accountability, transparency, and sustainability efforts. It enhances reputation and trust among stakeholders, aids in effective risk management, provides access to capital, drives innovation and competitive advantage, ensures regulatory compliance, and fosters shareholder engagement. Ultimately, ESG reporting aligns financial performance with positive social and environmental impacts, supporting MedTech's pursuit of sustainable growth and long-term value creation for all stakeholders.
 
Challenges in ESG Reporting

The absence of standardised frameworks and metrics hinders comparison of ESG performance among MedTech companies, making it difficult for stakeholders to assess sustainability and social responsibility accurately. Without clear standards and oversight, there is a risk of greenwashing where companies exaggerate or misrepresent their environmental or social initiatives to appear more responsible than they are, undermining the credibility of ESG reporting. Despite its increased emphasis, some MedTechs provide limited or selective information, particularly regarding social and governance practices, complicating stakeholders' ability to gauge a company's societal impact fully.
 
Implementing effective ESG reporting faces several challenges, including cost and complexity. It can be expensive and resource-intensive, particularly for smaller companies with limited budgets and capacity. It requires investment in data collection, analysis, and reporting systems, as well as specialised expertise to interpret and communicate ESG performance effectively. Furthermore, ESG ratings and assessments frequently involve subjectivity and depend on various methodologies and criteria, resulting in discrepancies and confusion among those involved. This absence of standardisation presents challenges for investors, consumers, and other interested parties in accurately comparing the ESG performance of various companies.
 
Furthermore, ESG reporting is largely unregulated, allowing companies to choose what and how they disclose information, leading to inconsistencies in reporting practices and undermining the credibility and reliability of ESG disclosures. Conflicts of interest, such as consulting relationships between rating agencies and the companies they evaluate, may influence ESG ratings and assessments, raising concerns about objectivity and independence. Data collection can be challenging, particularly for MedTechs with complex operations and supply chains, requiring robust data collection processes, verification mechanisms, and transparency in reporting practices.
 
Integrating ESG considerations into business strategy and decision-making entails alignment across various functions and levels of the organisation, which can be demanding, particularly if ESG goals clash with short-term financial objectives or if there is limited comprehension of the business case for sustainability. Effective ESG reporting also demands meaningful engagement with various parties, including investors, employees, customers, communities, and civil society organisations. However, practices related to engaging stakeholders may exhibit inconsistencies or inadequacies, resulting in gaps in understanding and addressing key ESG issues.
 
Tackling these challenges necessitates concerted efforts from companies, investors, regulators, and other interested parties to enhance transparency, standardisation, and accountability in ESG reporting practices. This might entail establishing industry-wide standards and guidelines, reinforcing regulatory oversight, improving data quality and verification processes, and promoting increased collaboration and engagement among involved parties.
 
Enhancing the Effectiveness of ESG Reporting

To enhance the effectiveness of ESG reporting and leverage it as a strategic tool for positive change and to add value, consider: (i) Fostering the development and adoption of standardised frameworks and reporting guidelines for ESG disclosure. Collaborate with industry associations, regulatory bodies, and standard-setting organisations to promote consistency and comparability in ESG reporting practices. Support initiatives aimed at harmonising its requirements across jurisdictions to streamline compliance and enable meaningful cross-border comparisons. (ii) Advocate for stronger regulatory mandates regarding ESG disclosure, including the mandatory reporting of material ESG risks, opportunities, and performance indicators. Encourage your company to provide detailed and transparent ESG disclosures, encompassing quantitative data, targets, and progress toward sustainability objectives. Promote the adoption of integrated reporting frameworks that merge financial and ESG information to offer a comprehensive view of your company's performance and value creation. (iii) Develop educational programmes and training initiatives to underscore the significance of ESG factors in decision-making, risk management, and the establishment of long-term strategic value. Cultivate productive dialogue and interaction between your company and interested parties on ESG matters, encouraging avenues for shareholder resolutions, proxy voting, and direct engagement with board members and management. Advocate the integration of ESG considerations into investment processes, asset allocation strategies, and stewardship activities, including the integration of ESG criteria into investment policies and portfolio construction.
 
By implementing these recommendations, stakeholders can collaborate to bolster ESG reporting practices, enhance transparency and accountability, and foster sustainable business approaches that deliver enduring value for investors, companies, and society at large.
 
Takeaways

The MedTech industry is experiencing a shift in its approach to ESG reporting, moving beyond compliance to embrace it as a strategic tool for value creation and differentiation. This transformation reflects a broader societal trend towards sustainability, ethics, and responsible corporate behaviour. While historically lagging other sectors in prioritising ESG reporting, recent years have seen MedTech companies recognising the significance of sustainability and social responsibility, driven by pressure from investors, customers, and regulators. Despite facing unique challenges such as complex supply chains and regulatory constraints, the industry is increasingly acknowledging the potential impact of its products and operations on environmental and social issues. The growing recognition of ESG's relevance, as evidenced by surveys indicating its increasing importance in procurement decisions, underscores the need for companies to embrace ESG initiatives that deliver tangible value. By focusing on areas such as circularity, energy efficiency, and waste reduction, MedTechs can differentiate themselves in the market and gain a competitive advantage. Furthermore, there are opportunities for leaders in the field to proactively invest in surpassing prevailing standards, thus seizing market share, and fostering sustained value creation in the evolving landscape of healthcare procurement. As ESG continues to rise in importance, embracing these principles will not only enhance the reputation and sustainability of MedTech companies but also contribute to positive societal and environmental outcomes.
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