Our Green Plan for 2025 to 2029 outlines the pivotal steps we will take to create both an environmentally sustainable future for our Trust, and a healthy environment for patients, staff, and the wider community.
It covers a period where the Trust will be undergoing significant change and completing largescale transformation and construction projects. These include changes to our ways of working to move from treatment to prevention, hospital to community, and analogue to digital as outlined in the Government’s 10-Year Health Plan for England, alongside the construction of a new West Suffolk Hospital in Bury St Edmunds.
This plan supports the overarching Trust Strategy 2025-2029 – compassionate care, healthier communities - which contains five connected ambitions,: high quality care, joined-up services, empowered to improve, responsible with resources, and fit for tomorrow. It sits within the ‘fit for tomorrow’ ambition, and we are clear we must act sustainably so we protect our environment, our resources and our people for the long-term. We will work hard over the coming years to reduce our carbon emissions and decrease the impact of our services on the environment.
As one of the largest employers in the region, we have a responsibility to lead by example and integrate sustainable practices into all aspects of our service. This approach will not only help us protect our planet, but the health of our communities.
Through great leadership, dedication and continued collaboration with our Integrated Care Board and West Suffolk Alliance partners, we have an opportunity to make a significant difference.
As work continues to transform our services so they are sustainable and ‘fit for the future’, where possible we must weave environmental initiatives through them. Our Green Plan outlines what we will do, and how we are doing; and demonstrates our commitment to playing a leading role in securing a healthier West Suffolk where compassionate care helps everyone to thrive .
Jonathan Rowell, interim chief finance officer
Louise Brooks, sustainability officer
A net zero NHS
In 2020 the NHS made a commitment to become the first healthcare service in the world to reach net zero. From this, the ‘For a greener NHS programme’ was launched to build on the great work that trusts across the country were already doing and to encourage shared learning on how to reduce the impact on public health and the environment. In 2022 the NHS became the first health system to embed net zero into legislation through the Health and Care Act 2022.
The NHS is the UK’s largest public sector organisation and estimated to be the 6th largest employer in the world (NHS Confederation). In 2019 The NHS's carbon footprint was around 25 million tonnes of carbon dioxide equivalent (CO2e) a year (around 4% of the UK’s total carbon emissions). As a health service, the NHS must reduce its carbon footprint, helping to reduce the threat to humanity posed by climate change.
There are two clear targets the NHS must achieve as part of their net zero commitment, we as an NHS Trust support these targets and demonstrate our commitment through this Green Plan.
For the emissions we control directly (the NHS carbon footprint): The NHS must reach net zero by 2040, with the ambition to reach an 80% reduction by 2028-2032 from a 1990 baseline, equivalent to a 47% reduction.
For the emissions we can influence (our NHS carbon footprint plus): The NHS must reach net zero by 2045, with an ambition to reach an 80% reduction by 2036-2039 from a 1990 baseline, equivalent to a 73% reduction.
Drivers for change
Drivers for change help us to take accountability for our actions, and propel and motivate us to ensure we constantly improve and are working towards a more sustainable future for healthcare. Our drivers for change will be updated with each edition of our Green Plan, to reflect how we are working with any new guidance and legislation.
Legislative
Climate Change Act 2008
Public Services (Social Values) Act 2012
Health and Social Care Act 2022
Environment Act 2021
Procurement Act 2023
Mandatory Biodiversity Net Gain 2024
Statutory guidance
Delivering a ‘Net Zero’ National Health Service Report
CQC Well Led Framework – sustainable development quality statement
NHS Estates Strategy
Green Plan guidance
There are also non-legislative and non-mandatory drivers which encourage the creation of a net zero world, such as the United Nations Sustainable Development Goals. We will use these and incorporate them into future Green Plans as appropriate.
No poverty
Zero hunger
Good health and wellbeing
Quality education
Gender equality
Clean water and sanitation
Affordable and clean energy
Decent work and economic growth
Industry, innovation and infrastructure
Reduced inequalities
Sustainable cities and communities
Responsible consumption and production
Climate action
Life below water
Life on land
Peace, justice and strong institutions
Partnerships for the goals
Climate change and human health
The World Health Organisation (WHO) states that climate change is directly contributing to humanitarian emergencies from heatwaves, wildfires, floods, tropical storms and hurricanes and they are increasing in scale, frequency, and intensity. In the UK we are experiencing an increase in severe flooding, heat waves and wildfires which have the potential to impact our health system.
Mitigating the effects of climate change and adapting our estate is crucial for the Trust to maintain our ability to provide high quality and safe care, protect vulnerable people in the community and ensure the resilience of our healthcare system.
To deliver this Green Plan we continue to work collaboratively with our staff, patients, communities and external stakeholders. The Trust is part of an Integrated Care System (ICS) and the West Suffolk Alliance which is comprised of other local public sector organisations. The Integrated Care Board (ICB) within the ICS aim to focus on the Centre for Sustainable Healthcare's ‘Principles of Sustainable Healthcare’.
Applying these principles ensures the Trust delivers actions in line with the ICB and underpins their ‘3 up 3 down’ approach:
Focus areas
Net Zero Delivery Group Lead: Chief people officer
Workforce and leadership ensure that sustainability initiatives are effectively implemented and supported across the entire organisation. A workforce that has the tools to deliver sustainable practices day-to-day both clinically and non-clinically will help us meet the ambitions set out in the Green Plan.
Strategic priorities for 2025-2029
Integrating sustainability into our culture and values
Engaging the workforce through green skills training and education
Promoting patient and public engagement
Embedding sustainability in decision making processes.
Strategic actions achieved so far
Appointed a designated board-level net zero lead
Sustainability is included in all job descriptions throughout the Trust
Leadership management and coaching programmes in place to support staff development
Launched a Green Champion Group to promote and deliver sustainability initiatives across the Trust, champions commit to completing the ‘Building a Net Zero NHS’ training
Collaborated with the Royal Society for the Protection of Birds (RSPB) to introduce a nature at work programme to support staff health and wellbeing by encouraging nature connectedness and encouraging pro environmental behaviours
Outdoor courtyard space at the main hospital site used for patient recovery from strokes - the courtyard is specifically designed to aid in rehabilitation
Introduced a sustainability officer apprenticeship role with level 4 training to become a corporate responsibility and sustainability practitioner.
Net Zero Delivery Group Lead: Chief operating officer
Sustainable models of care are vital for ensuring the long-term resilience and efficiency of our healthcare service. By integrating environmental, social and economic sustainability, these models will help to improve the quality of care we provide through preventative measures, holistic approaches and community-based solutions, leading to a reduction in health inequality while reducing costs.
Strategic priorities for 2025-2029
Move towards preventative and community-based care
Sustainable use of resources in our healthcare delivery
Working with clinical teams to look at the high carbon intensive departments
Implement quality improvement projects in clinical areas that aim to reduce CO2e emissions.
Strategic actions achieved
Integrated neighbourhood teams have introduced route optimisation to minimise unnecessary travel between patient visits; reducing carbon emissions
Occupational therapists have created a therapeutic garden space at Sudbury Community Health Centre to deliver clinical interventions in a green space
Virtual ward uses digital platforms and technology to monitor patients and care for people that would otherwise be in hospital.
Net Zero Delivery Group Lead: Head of digital transformation
Digital transformation is crucial to our Green Plan for both staff and patients. It will help improve the efficiency and accessibility of the care we provide. Developing digital tools will also help to break down barriers to care, reducing health inequalities.
Strategic priorities for 2025-2029
Expand telemedicine and virtual consultations
Move to digital health records and paperless systems
Evaluate digital tools such as AI to streamline our services
Optimise energy use with digital solutions and consider circular and low carbon approaches.
Strategic actions achieved
Reduction of email attachments from the community integrated neighbourhood team by transitioning to an online platform
Infrastructure in place to move to low power thin client devices running a virtualised desktop
A ‘cloud first service strategy’ in place where appropriate and work with suppliers who support this approach
Virtual consultations, remote monitoring, digital dictation, and secure clinical messaging are in place and - staff can work remotely using Microsoft Teams and Office365
Installed a single combined portal for patients attending the main hospital site to access digital appointments, clinical correspondence, and questionnaires; this system fully integrates with the national NHS App
Development of the staff platform ‘Totara’ which provides easier access to online training and wellbeing opportunities and online learning for schools which helps to reduce the number of visits for paediatric clinicians
The delivery of digital contracts supports sustainability through social value KPI’s (key performance indicators).
Net Zero Delivery Group Lead: Travel manager
Travel and transport are essential to the services we provide from transporting patients and ensuring accessible routes to our healthcare sites, to the delivery of goods and medical supplies to teams working out in the community. Having a well thought out travel and transport plan is crucial to us reducing our CO2 emissions, improving air quality and ensuring the timely delivery of the goods and services needed.
Strategic priorities for 2025-2029
Reduce air pollution through all Trust vehicles, salary sacrifice, lease and some onsite hire cars to be zero emission vehicles (ZEVS)
Develop a sustainable travel plan to be incorporated into the Green Plan by December 2026
Encourage sustainable travel for patients, visitors and staff through the implementation of the travel, transport and access plan
Conduct annual review of the Travel Plan, and encourage staff to take part in a travel survey
Sustainable delivery and logistics to reduce the environmental impact of transporting the goods and services we procure.
Collaboration with local and national authorities.
Strategic actions achieved
Collaborated with Suffolk County Council to increase bus routes to the main hospital site
The Trust only lease cars that are ultra-low emission vehicles (ULEZ) or zero emission vehicles (ZEV)
Patient transport contracts for taxis and ambulances include a no engine idling requirement
new national specifications for zero emission ambulances are published.
2026
Sustainable travel strategies will be developed and incorporated into NHS organisations’ Green Plans.
All vehicles offered through NHS vehicle salary sacrifice schemes will be electric.
2027
All new vehicles owned or leased by the NHS will be zero emission (excluding ambulances).
2030
All new ambulances will be zero emission.
2033
Increased uptake of active travel, public and shared transport and zero emission vehicles will reduce staff commuting emissions by 50%.
2035
All vehicles owned or leased by the NHS will be zero emissions (excluding ambulances)
All non-emergency patient transport will be undertaken in zero emission vehicles.
2036
Over 50% of the ambulance fleet will be zero emission.
2040
The full fleet will be decarbonised and all owned, leased, and commissioned vehicles will be zero emission
All business travel will be zero emission.
Net Zero Delivery Group Leads: Associate Director of Estates and Facilities
Estates and facilities will continue to be at the forefront of us achieving our net zero targets. We will continue to reduce our carbon emissions by adopting sustainable building practices, retrofitting our existing estate, decarbonising our heating and transport systems and improving our green spaces. These all contribute to mitigating the effects of climate change on human health.
The delivery of our targets in this focus area will be guided by the NHS's ambitions for its estate to become 'net zero'.
Strategic priorities for 2025-2029
Improve energy efficiency and security
Decarbonise our estate through the development of a heat decarbonisation plan (HDP)
Water conservation
Sustainable design and infrastructure through the NHS Net Zero Building Standards
Climate resilience and adaptation.
Strategic actions achieved
Introduced reusable cleaning equipment to reduce single use items such as mop heads and cleaning cloths
Built a Nearly Net Zero Build (NZEB) Community Diagnostic Centre (CDC) at Newmarket Community Hospital that
saved 238 tonnes of carbon in the construction
has PV and heat pump technology contributing to 45% of the building energy requirements
provides hot water solely by air source heat pumps
achieved 10% biodiversity net gain in the build
Increased electric vehicle (EV) chargers - we now have seventeen charging spaces and a mix of single and double 22kw fast chargers
Installed energy metering at building level that provide real-time monitoring and control of energy use.
Net Zero Delivery Group Leads:- Future systems team and head of development
The Trust’s strategy for all new build and refurbishment construction projects, including the replacement net zero hospital in Bury St Edmunds, shall question and challenge standard approaches by exploring the art of the possible, through:
Construction
Net Zero Carbon, Why Can’t we?
Be lean - use less energy
It is anticipated that the thermal envelope performances will follow the Passivhaus standards, which are informed by detailed thermal analysis, optimising this approach with the energy strategy.
Be clean - supply energy efficiency
The energy supply to all Trust owned buildings will be through electrification and the continued use of decarbonised grid electricity replicating the national drive for all future designs to be fully electric.
Be green - low or zero carbon energy sources
An all-electric strategy, using a combination of air and ground source heat pumps and onsite generation of electricity, will greatly reduce CO2 emissions. With electricity in the UK significantly decarbonised already and projected to continue decarbonising so that it is close to or net zero carbon in the future, constructing and refurbishing the WSFT estate to 100% electric servicing strategies are a futureproof solution.
Strategic priorities for 2025-2029
In compliance with UK law, all developments will have set targets for biodiversity net gain as a fundamental aspect of the design and construction. Mitigation strategies will be developed to minimise loss of biodiversity.
The landscape strategies set out the Trust’s ambition to create therapeutic inspired patient gardens - existing landscapes will be used, and new habitats provided
All build projects will follow the procedures defined in the NHS Net Zero Building Standards to achieve a reduced carbon footprint in the materials used for construction.
Net Zero Delivery Group Leads: Associate Director of Estates and Facilities and Sustainability Officer
Green spaces on our healthcare sites contribute to both environmental sustainability and health and wellbeing for staff and patients. Preserving our green spaces could help to reduce the effects of climate change such as air pollution, flooding and extreme heat.
Strategic priorities for 2025-2029
Improve our connection to nature through sustainability and environmental education
Increase greenspace availability
Pollinator-friendly initiatives
Therapeutic garden spaces
Green space accessibility and inclusivity.
Strategic actions achieved
Corporate volunteers help to maintain the hospital site courtyard gardens increasing their organisation’s social value as well as maintaining green spaces
Introduced bird boxes and bug hotels to our various green spaces
10% biodiversity net gain introduced as mandatory for capital development projects to help protect green space
Carried out an ecological survey of the new hospital site and successfully relocated a rare species of fungi
The Trust participates in 'no mow may' leaving designated areas for wildlife.
Net Zero Delivery Group Leads: Associate Director of Estates and Facilities and Energy and Waste Manager
Waste management and the circular economy are essential for our contributions towards net zero. Incorporating waste reduction and circular economy principles will help us to reduce our carbon emissions, optimise resource use and support innovation.
Strategic priorities for 2025-2029
Reduce the overall amount of waste created across the Trust, developing metrics that allow this to be tracked whilst accounting for growth
Move from waste to resource, through application of circular economy principles (the waste hierarchy ) – prevent, re-use, recycle, recover an disposal.
Further application of the waste hierarchy.
Strategic actions achieved
Introduced offensive waste stream, resulting in fewer carbon emissions produced when waste is incinerated
Over the past four years we have implemented the waste hierarchy through the correct segregation of waste- the overall recycling rate at the West Suffolk Hospital (WSH) from 2019-2024 was 22% and 11% at Newmarket Community Hospital (NCH)
Two silver awards from the NHS’s Awards for Excellence in Waste Management for the biggest reduction of carbon emissions and the best reduction of clinical waste for the year (2024)
Developed the ‘Exchange Hub’, an internal reuse network for non-clinical items such as desks, chairs and cabinets
Repurposed used food containers into battery bins
Introduced a pallet reuse scheme
Expanded recycling streams to include rigid plastic, non-confidential paper and card, soft plastics, aluminium, and infectious metals
Continued provision of reusable sharps containers instead of single-use at both WSH and NCH
The Trust is the second contract in the UK to be connected to the ‘Tell Us Once’ service, this will further increase the opportunities for the return and reuse of community equipment.
Net Zero Delivery Group Lead: Chief Pharmacist
Medicines are an important area of focus for the Trust and a key component in delivering healthcare to our patients. From production to the disposal process, medicines are the second biggest contributor to scope 3 emissions and account for 25% of emissions produced by the NHS.
Strategic priorities for 2025-2029
Introduce low carbon alternative inhalers where appropriate
Reduce pharmaceutical packaging
Reduce wastage during the use of Entonox in maternity services
Medicines optimisation.
Strategic actions achieved
Eliminated desflurane anaesthetic gas in our theatres, only allowing exceptional use
Reuse of patients own medication on admission
Avoidance of dispensing medications on discharge if patients have sufficient supply at home
Return and reuse of stock and temporary stock items issued to clinical areas where storage conditions are appropriate
Regular review of stock holding in pharmacy with the aim to hold no more than 20 days of stock
Ensure appropriate stock management to prevent waste from expiry dates
Removed plastic carrier bags for medication and replaced with paper where appropriate
Improved use of pharmacy ‘reuseable green bags’ to transfer medicines form pharmacy to wards
Received funding from NHS England to decommission our piped supply of nitrous oxide and moved to a leaner portable supply to reduce our use and mitigate the waste from a harmful greenhouse gas
Medicines wholesalers delivering in reusable plastic tote bags or recyclable carboard boxes and bulk fluid delivery on reusable pallets.
Net Zero Delivery Group Lead: Head of procurement
Supply chain and procurement directly influence both our environmental sustainability and operational efficiency and are responsible for scope 3 emissions. We will be working with suppliers to promote ethical sourcing, minimising waste and supporting local economies. This will help improve health outcomes, contribute to system change and generate long-term cost savings.
Collaboration and partnership with other NHS Trusts and suppliers
Carbon footprint reduction
Looking into more reusable items over single use.
Strategic actions achieved
Embedded 10% social values into all tenders
Created KPI templates for ongoing monitoring of social value
Embedded carbon reduction plans on all procurements over £5 million
Recycling contracts in place for plastics, cooking oil, food waste, paper, metal, wood, cardboard, furniture, textiles and waste electrical and electronic equipment (WEEE)
The Trust procures 100% renewable electricity from the grid and has installed five solar PV systems at the main hospital site and between 2023-2024 generated 50,157 kwh of energy.
Net Zero Delivery Group Lead: Associate Director of Estates and Facilities
Food and nutrition play a crucial role in supporting the health and wellbeing of our patients and staff but also in driving environmental sustainability improvements. Sustainable food practices reduce carbon emissions, waste and can also have a cost saving.
Strategic priorities for 2025-2029
Reduce food waste across the organisation
Install digital technology to streamline ordering
Provide lower carbon meal options.
Strategic actions achieved
Regularly review and adapt menus to ensure they are healthy
Installed an electronic meal ordering system at NCH , plans in place to install this at WSH
We hold the food for life bronze award
Meals are prepared and cooked fresh on site by our catering team
Measure our food waste via our plated meal service
Purchase our produce locally where possible e.g. our meat supplier is 10 minutes away from our main hospital site and our fresh fruit and vegetables are from Norfolk, offering a seasonal choice and reducing the need for higher carbon out of season produce
All our fish is sustainably sourced
All our meat is red tractor certified.
Net Zero Delivery Group Lead: Emergency Planning and Business Continuity Manager and head of development
Climate adaptation is the process we will go through to adjust our systems, practices and policies to minimise the negative effects of climate change. Adaptation is an essential strategy for the Trust to help maintain the quality and resilience of our healthcare service. Protecting patient and staff health, improving infrastructure and optimising operational efficiency will help to support our sustainability goals, reducing risk and cost, and allowing us to contribute positively to public health and climate resilience.
Strategic priorities for 2025-2029
Climate risk assessment and monitoring
Building climate resilient infrastructure.
Strategic actions achieved
The Trust has a named adaptation lead.
The key focus areas that continue to feature in our Green Plan are essential to us delivering a sustainable healthcare system for our patients, staff and the wider community. Providing a sustainable health service means a ‘systems thinking’ approach to the environmental, social and economic aspect of everything we do. The strategic priorities within the Green Plan will aim to support the Principles of Sustainable Value and The Principles of Sustainable Healthcare.
Sustainable Value =
Outcomes for patients and populations
Environmental + Social + Financial Impacts
To ensure we deliver the actions in our Green Plan we must maintain good governance, monitoring and reporting through the following channels:
Trust Board: The Net Zero Board Lead is responsible for the delivery of the Green Plan and along with other members of the Board, provides strategic oversight and support where necessary.
Sustainability Net Zero Steering Group (SNZSG):The Sustainability Net Zero Steering Group meet monthly to ensure the Green Plan actions are being implemented; they report bi-annually to the Insight Committee and annually to the Board.
Net Zero Delivery Groups: The Net Zero Delivery Groups are the stakeholders (often the heads of departments) who are responsible for the individual focus areas; they will ensure that sustainability is embedded across their departments, provide KPI measurements and report back to the SNZSG.
Green Champions: The Green Champions play a pivotal role in our Green Plan by promoting, encouraging and facilitating sustainability initiatives across the Trust; the champions report up to the SNZSG through the sustainability officer.
The Trust reports quarterly and annually to the Greener NHS to ensure we are contributing to the wider NHS net zero targets.
