Firstkind’s Sustainability Strategy: A Benchmark or a Business Card?

Firstkind’s recent publication of its Carbon Reduction Plan and sustainability progress is a textbook example of how healthcare companies can leverage sustainability not just as a checkbox, but as a strategic differentiator. Their alignment with UK public-sector procurement requirements and NHS Net Zero targets signals a savvy understanding that sustainability credentials are increasingly non-negotiable for winning contracts and gaining market access. However, the commitment to Net Zero by 2045, while commendable, feels more like a cautious industry standard than a bold leadership stance. In an era where climate urgency demands accelerated action, healthcare companies should be pushing for earlier targets and more aggressive decarbonization pathways.

The EcoVadis “Committed” rating is a double-edged sword. On one hand, it provides independent validation that Firstkind’s sustainability management is structured and improving, reassuring stakeholders and buyers. On the other, a score of 45+ in 2025 places them in the middle tier of sustainability performance, not exactly a trailblazer. For healthcare marketers, this signals an opportunity to craft narratives that underscore continuous improvement while recognizing that the sustainability race is far from won. The industry must move from “compliance” to “leadership” if it wants to truly influence purchasing decisions and regulatory frameworks.

What sets Firstkind apart is their integration of sustainability with clinical impact, exemplified by their WeCare programme and the geko device’s role in chronic wound care. This is the kind of meaningful innovation that healthcare marketing professionals should highlight: sustainability that delivers tangible patient outcomes and system efficiencies, not just greenwashed claims. Reducing clinical waste and CareMiles through faster healing is a compelling story that aligns environmental goals with the core mission of healthcare—improving patient health.

Their proactive approach to product lifecycle responsibility, including the UK Device Take-Back and Recycling Pilot, demonstrates an understanding that sustainability extends beyond product design to circular economy principles. Collaborations with unexpected partners like The Royal Mint add credibility and creativity to their strategy. Yet, these initiatives should not be viewed as mere PR exercises but as essential components of a long-term sustainability roadmap that others in the medical device sector must emulate.

In conclusion, Firstkind’s sustainability narrative is a solid foundation but not without room for growth. For healthcare marketing professionals, the lesson is clear: sustainability claims must be substantiated by independent validation and linked to clinical and operational value. The industry is watching, and the bar for meaningful sustainability leadership is only rising. Firstkind’s journey offers a valuable case study, but the call to action is for all players to accelerate their efforts and avoid complacency in this critical arena.