In recent years our responsibilities as individuals, businesses and operators towards the environment and sustainability have become more and more visible, apparent and important.

Finally it is now becoming recognised not only as “the right thing to do” but something we will be held accountable for by the CQC, banks and the public, to name a few.

The CQC are now focusing on this with their new quality statement:

“We understand any negative impact of our activities on the environment and we strive to make a positive contribution in reducing it and support people to do the same.”

The question is: how do we approach this process? And how do we evidence our progress and its impact? How much does it cost? Is it achievable? What are the benefits to our organisation?

It has been reported that UK health organisations and social care in particular are lagging behind compared to other sectors. A recent survey suggests that more than 50% of operators have no strategy to address this and no plan to cut carbon emissions! For me this is hardly surprising due to the recent crisis our sector has gone through, in terms of the pandemic and all it had to throw at us, the staffing crisis and declining occupancy. However, as we emerge from this crisis, we should see this as an opportunity to carve out a strategy as the benefits are there for the taking.

Aside from the fundamental and obvious reasons for focusing on sustainability in order to improve our planet, there are wider implications.

As momentum increases and public perception demands more action, our operational reputation comes under the spotlight.

The recent staffing crisis has meant we have had to be creative and innovative in order to attract new recruits, but a recent UK survey suggests that younger people in particular really do care about a company’s approach to sustainability. So much so that up to 40% will leave their role if they are not satisfied with their company’s commitment to the environment and governance. Even more will leave if there is no plan in place at all.

This could seriously impact our workforces unless action is taken.

This must start from the top of an organisation and become embedded in its culture and values, and the CQC will focus on this in terms of Well-led.

How do we approach this? There are many companies that can guide you through the process and create a strategy, but they will charge, and with finances still in recovery mode we may wish to start small. Asking your bank for advice and understanding what your peer groups are doing is a free and effective approach. Discuss with your CQC inspector what they expect to see, find out how they can help you and finally do research. There is an incredible amount of advice and guidance out there for us all to draw from.

Most importantly for me is to embed sustainability and its benefits into the fabric of your organisation. This is the foundation to your strategy and will determine its success.

Tips

• Technology can help in many ways, especially with care planning which has been the largest consumer of paper over the years. It can be argued that the workforce becomes more efficient as a result of moving to e-plans, and auditing becomes more accessible.
• Monitor temperatures across your home and adapt.
• Turn lights off when not needed. Change to energy efficient fittings.
• Print less.
• Car share.
• Renewable energy projects.
• Monitor food wastage.
• Avoid overuse of chemical dosing systems.
• Check there is sufficient insulation in your building to stop your expensive heat from escaping.

It all counts!

One thing for sure is that this cannot be ignored. Recruitment and retention can be impacted in a positive way, and public perception will no doubt affect occupancy in the future if they see you are operating ethically and efficiently.

For me it’s a win-win. Your organisation becomes more efficient, your overheads reduce, your staffing increases and occupancy recovers – or at least that’s the plan!