Carbon Reduction Plan

Organisation-Wide Carbon Reduction Plan

2026–2035 | All Services, Operations and Business Activities

Document status: Draft for management review and approval
Organisation: TS Healthcare LTD
Implementation period: November 2026 – December 2038
Target date: 31 December 2038
Accountable executive: Managing Directors
Operational responsibility: Senior Management Team, Registered Managers and Department Heads
Review frequency: Quarterly, with a comprehensive annual review

1. Executive Summary

TS Healthcare LTD is committed to reducing the environmental impact of its operations while maintaining the highest standards of care, safeguarding, service quality and regulatory compliance.

This Carbon Reduction Plan establishes an organisation-wide framework for measuring, managing and reducing greenhouse gas emissions across every service, location, department and business process.

The plan covers residential children’s services, domiciliary and palliative care, complex care, supported living, supported accommodation, mental health support, secure transport, emergency crisis services, staffing solutions, administrative operations, recruitment, procurement, technology, waste management and the wider supply chain.

Our 2035 commitment

TS Healthcare LTD will work towards achieving net-zero greenhouse gas emissions across its operations and value chain by 31 December 2035.

This is an ambitious organisational target. Achieving it will require measurable reductions in direct emissions, purchased energy emissions and indirect emissions associated with transport, purchasing, staffing and service delivery.

The organisation will prioritise actual emissions reductions over carbon offsetting. Any residual emissions remaining in 2035 will be independently assessed, transparently reported and addressed using credible, verified carbon removal arrangements where appropriate.

Proposed environmental objectives

Important: These are proposed targets, not claims of reductions already achieved. They must be validated against TS Healthcare’s actual emissions baseline, operational requirements and financial resources.

The plan recognises that healthcare services must remain safe, accessible and reliable. Environmental improvements must never compromise patient wellbeing, medication safety, infection prevention, safeguarding, emergency response or statutory obligations.

2. Organisational Scope and Services Covered

The Carbon Reduction Plan applies to all TS Healthcare LTD operations in England and Wales, including offices, children’s homes, supported accommodation, care delivery locations under organisational control, vehicles, remote workers and contracted activities.

2.1 Services included

The above is the service inventory identified for this draft. Before approval, management must confirm that it matches the organisation’s current regulated activities, contracts, locations and service offerings. Any additional service must automatically enter the carbon management framework.

3. Carbon Accounting and Baseline

3.1 Measurement methodology

TS Healthcare will establish a greenhouse gas inventory using the GHG Protocol Corporate Accounting and Reporting Standard.

Emissions will be categorised into three scopes.

Scope 1 — Direct emissions

Emissions from sources owned or controlled by TS Healthcare, including:

• Gas and other fuels used for heating.
• Petrol and diesel used in company-controlled vehicles.
• Fuel consumed by generators.
• Refrigerant leaks from controlled air-conditioning and refrigeration systems.

Scope 2 — Purchased energy

Emissions associated with purchased electricity and, where applicable, purchased heat or cooling used by:

• Offices and administrative buildings.
• Children’s homes.
• Supported living and accommodation properties under operational control.
• Other facilities operated by TS Healthcare.

Scope 3 — Indirect emissions

Emissions arising throughout the wider value chain, including:

• Employee commuting.
• Staff business travel in privately owned vehicles.
• Purchased goods and services.
• Food and catering.
• Medical supplies and PPE.
• Waste disposal.
• Water supply and wastewater treatment.
• IT equipment and cloud services.
• Capital purchases and building improvements.
• Third-party transportation.
• Outsourced staffing and professional services.
• Other applicable value-chain activities.

3.2 Baseline year

2027 will be the proposed baseline year, with available 2026 records used to establish an initial estimate and identify data gaps.

The baseline will be calculated using:

1. Electricity and gas bills.
2. Vehicle fuel and mileage records.
3. Fleet maintenance and leasing records.
4. Procurement and supplier expenditure.
5. Staff commuting and business travel information.
6. Waste collection and disposal records.
7. Water consumption.
8. Property and facilities information.
9. IT infrastructure and equipment inventories.
10. Outsourced service and supply-chain information.

Carbon emissions will be expressed as tonnes of carbon dioxide equivalent (tCO₂e).

The organisation will use applicable UK Government greenhouse gas conversion factors and document the calculation methodology, data sources, assumptions and uncertainties.

3.3 Reporting boundaries

Every operational property and service will be assigned a carbon reporting identifier.

Where premises are leased, shared or managed by third parties, TS Healthcare will establish whether emissions fall within its operational boundary or Scope 3.

This will prevent emissions being omitted or counted twice.

3.4 Baseline emissions register

No emissions figures have been invented for this plan. Actual measurements will populate the baseline register.

4. Governance, Leadership and Accountability

Carbon reduction will be incorporated into the organisation’s management framework rather than treated as a separate environmental initiative.

4.1 Carbon Reduction Steering Group

TS Healthcare will establish a Carbon Reduction Steering Group by January 2027.

The group will oversee environmental performance, approve improvement projects, monitor costs and ensure that environmental objectives remain compatible with care delivery.

Management responsibilities

Where TS Healthcare does not have a separate employee for each position, responsibility may be assigned to an existing manager.

4.2 Governance requirements

The organisation will:

1. Approve a formal environmental and carbon reduction policy.
2. Appoint a named Carbon Reduction Lead.
3. Establish departmental environmental objectives.
4. Include environmental performance in management meetings.
5. Maintain an organisation-wide emissions register.
6. Review carbon performance quarterly.
7. Allocate annual budgets to approved reduction projects.
8. Maintain evidence of completed improvements.
9. Investigate significant deviations from reduction targets.
10. Publish an annual Carbon Reduction Plan update.

4.3 Integration with quality and compliance

Carbon reduction must operate alongside:

• CQC regulatory requirements.
• CIW requirements where applicable.
• Health and safety legislation.
• Safeguarding obligations.
• Infection prevention and control.
• Fire safety.
• Medication management.
• Food safety.
• GDPR and information governance.
• Equality, accessibility and reasonable adjustments.
• Contractual and commissioning requirements.

Environmental objectives must not lead to unsafe reductions in heating, ventilation, staffing, transport availability, clinical consumables or essential equipment.

5. Carbon Reduction Programme: Buildings and Facilities

Buildings are likely to represent a significant source of emissions for a care organisation operating residential properties, supported accommodation and offices.

The actual contribution will be determined through the emissions baseline.

5.1 Building energy audits

Implementation: 2027–2028

Every property will undergo an environmental assessment covering:

Each property will receive an individual improvement plan.

5.2 Energy efficiency programme

Phase 1: Immediate improvements — 2027

• Replace suitable inefficient lighting with LED alternatives.
• Introduce energy-saving settings on office equipment.
• Ensure heating systems receive scheduled maintenance.
• Identify unnecessary electricity consumption.
• Review operating schedules for non-essential lighting.
• Introduce energy monitoring at each property.
• Repair faulty heating controls and insulation defects.
• Review electricity tariffs and renewable procurement options.

Phase 2: Property improvements — 2028–2030

• Upgrade insulation where feasible.
• Improve glazing when replacement is justified.
• Install smart heating controls where appropriate.
• Replace inefficient appliances.
• Introduce occupancy-based lighting in suitable areas.
• Investigate solar photovoltaic installations.
• Review heat pump feasibility.
• Assess hot-water efficiency improvements.

Phase 3: Deep decarbonisation — 2031–2038

• Progressively replace fossil-fuel heating where technically and financially viable.
• Complete priority building fabric improvements.
• Increase onsite renewable electricity generation.
• Evaluate energy storage where commercially justified.
• Address remaining high-consumption properties.
• Review low-carbon heating opportunities at lease renewals.

Property-specific considerations

Children’s homes: Maintain appropriate temperatures, comfort, privacy and homelike surroundings. Environmental controls must not adversely affect residents’ wellbeing.

Supported living: Include residents in suitable energy-saving activities while respecting their independence and choices.

Supported accommodation: Incorporate energy performance into property selection, refurbishment and maintenance.

Offices: Prioritise efficient lighting, heating, IT equipment and workplace occupancy management.

5.3 Building targets

Energy intensity targets must be adjusted for occupancy, building use, weather and care needs.

6. Carbon Reduction Programme: Transport and Travel

Transport will be managed as a dedicated workstream because many TS Healthcare services depend on staff mobility, urgent response and safe transportation.

6.1 Company vehicles

The organisation will establish a vehicle register covering:

• Registration and vehicle type.
• Ownership or leasing arrangements.
• Fuel type.
• Annual mileage.
• Fuel consumption.
• Vehicle age.
• Maintenance history.
• Replacement date.
• Suitability for electrification.

Vehicle transition programme

2027: Complete the fleet audit and identify suitable electric or lower-emission replacements.

2028–2030: Prioritise the replacement of high-mileage vehicles where electric alternatives are operationally suitable.

2031–2033: Expand electrification and charging arrangements.

2034–2035: Address remaining vehicles and document exceptions where suitable alternatives are unavailable.

Vehicle procurement decisions will consider total cost of ownership, operational range, accessibility, passenger safety, charging infrastructure and reliability.

6.2 Domiciliary and community care travel

Actions will include:

1. Grouping care visits geographically where compatible with individual care plans.
2. Reducing unnecessary travel between distant locations.
3. Reviewing scheduling software for route efficiency.
4. Developing local care-worker teams.
5. Minimising avoidable duplicate journeys.
6. Encouraging suitable low-emission vehicles.
7. Using remote administrative meetings where appropriate.
8. Monitoring mileage per completed care visit.
9. Reviewing travel arrangements during recruitment.
10. Ensuring emergency cover remains available.

Key principle: Travel efficiency must not reduce allocated care time, compromise continuity of care or cause missed or late visits.

6.3 Secure transport

Secure transport requires a separate reduction strategy because vehicle suitability, safeguarding, security and emergency response are essential.

Measures will include:

• Preventive vehicle maintenance.
• Fuel-efficiency monitoring.
• Avoidance of unnecessary engine idling where safe.
• Efficient journey planning.
• Vehicle selection appropriate to each service user’s needs.
• Monitoring mileage per completed journey.
• Reviewing electric vehicle suitability.
• Coordinating transport requirements where lawful and appropriate.
• Maintaining appropriate backup vehicles.
• Training drivers in safe, fuel-efficient driving.

Transport requirements relating to restraint, escort staffing, vehicle configuration and emergency procedures will take precedence over emissions targets.

6.4 Staff commuting and business travel

The organisation will:

• Conduct an annual staff travel survey.
• Introduce a virtual-meeting-first approach for suitable administrative meetings.
• Encourage public transport where practical.
• Explore cycle-to-work initiatives.
• Consider flexible working for eligible office-based roles.
• Reduce unnecessary inter-office travel.
• Encourage local recruitment.
• Review company mileage reimbursement policies.
• Explore workplace charging opportunities.
• Track business travel emissions.

6.5 Transport targets

All percentage reductions are proposed relative to the 2027 baseline.

7. Service-Specific Carbon Reduction Strategies

7.1 Children’s Residential Homes

Objective: Reduce the environmental footprint of residential care while preserving a safe, comfortable and nurturing environment.

Operational processes covered

• Residential accommodation.
• Heating and lighting.
• Food preparation.
• Laundry.
• Cleaning.
• Personal care.
• Educational support.
• Recreational activities.
• Transport.
• Staff shifts.
• Property maintenance.
• Purchasing.
• Waste management.
• Administrative records.

Required actions

Energy management

Install efficient lighting, maintain heating equipment and assess insulation improvements.

Food and catering

Introduce responsible meal planning, reduce avoidable food waste and prioritise suitable seasonal products.

Laundry

Use efficient washing machines and appropriate wash settings while following hygiene and infection prevention requirements.

Transport

Coordinate suitable appointments and activities without limiting children’s opportunities or access to services.

Activities

Include age-appropriate environmental education, gardening, recycling and conservation activities.

Purchasing

Prioritise durable furniture, repairable equipment and responsibly sourced household goods.

Waste

Introduce suitable recycling arrangements and reduce unnecessary packaging.

Performance measures

• Energy use per occupied bed-night.
• Food waste per resident.
• Waste recycling rate.
• Transport emissions.
• Property maintenance emissions.
• Sustainable purchasing percentage.

7.2 Domiciliary Care

Objective: Deliver safe, effective care while reducing travel emissions and unnecessary resource consumption.

Processes covered

• Referral and assessment.
• Care planning.
• Staff allocation.
• Scheduling.
• Home visits.
• Personal care.
• Medication support.
• PPE.
• Care documentation.
• Supervision.
• Quality monitoring.
• Emergency cover.

Required actions

• Implement geographically efficient rotas.
• Recruit care workers within appropriate local areas.
• Use electronic care records where suitable.
• Reduce unnecessary paper documentation.
• Coordinate staff travel without compromising visit schedules.
• Review PPE purchasing and packaging.
• Monitor mileage and fuel consumption.
• Introduce electronic supervision where appropriate.
• Reduce avoidable duplicate assessments.
• Use secure digital communication.

KPIs

• Kilometres travelled per care hour.
• Emissions per completed visit.
• Percentage of digital records.
• PPE waste by category.
• Missed visits attributable to transport changes, with a target of zero.

7.3 Palliative Care

Objective: Reduce environmental impacts while maintaining dignity, comfort and responsive care.

Required actions

• Coordinate multidisciplinary communication.
• Avoid unnecessary administrative travel.
• Improve supply forecasting.
• Reduce avoidable medication and consumable waste through compliant processes.
• Use energy-efficient equipment where suitable.
• Optimise staff travel.
• Review suppliers’ environmental performance.
• Maintain appropriate clinical waste segregation.

Safeguard: No environmental target may delay symptom management, urgent visits, medication provision or essential clinical support.

7.4 TDDI and Nurse-Led Complex Care

Objective: Reduce emissions associated with specialist clinical care without compromising safety or treatment effectiveness.

Processes covered

• Clinical assessments.
• Care planning.
• Nursing visits.
• Specialist equipment.
• Medical consumables.
• Medication support.
• Infection prevention.
• Equipment maintenance.
• Clinical waste.
• Staff training.
• Emergency escalation.

Required actions

1. Establish an inventory of specialist equipment.
2. Assess equipment energy consumption.
3. Prioritise durable and repairable devices where clinically appropriate.
4. Introduce preventive maintenance.
5. Review consumable ordering quantities.
6. Reduce unnecessary stock expiry.
7. Work with suppliers on lower-impact packaging.
8. Improve clinical waste segregation.
9. Consolidate appropriate deliveries.
10. Introduce digital documentation.
11. Assess the environmental performance of clinical suppliers.
12. Monitor emissions per comparable care package.

Single-use clinical items must never be reused unless the product is specifically designed and approved for such use and the applicable reprocessing requirements are satisfied.

7.5 Supported Living

Objective: Support environmentally responsible living while respecting independence, choice and individual support needs.

Required actions

• Encourage energy-efficient household practices.
• Support suitable recycling.
• Promote food waste reduction.
• Provide accessible environmental information.
• Encourage sustainable travel where appropriate.
• Include residents in suitable environmental decisions.
• Reduce unnecessary household purchases.
• Maintain efficient heating and appliances.
• Support responsible water consumption.
• Incorporate environmental objectives into property management.

Participation in environmental activities must remain appropriate to each person’s abilities, preferences and support arrangements.

7.6 Supported Accommodation

Objective: Improve property efficiency and reduce emissions throughout accommodation management.

Required actions

• Include energy efficiency in property selection.
• Complete property energy assessments.
• Review insulation and heating systems.
• Procure durable furniture.
• Reuse suitable furnishings.
• Reduce refurbishment waste.
• Introduce responsible maintenance purchasing.
• Improve waste collection arrangements.
• Monitor electricity, gas and water.
• Engage landlords on building improvements.

Environmental improvements must comply with tenancy arrangements, fire safety requirements and accommodation standards.

7.7 Mental Health Support

Objective: Reduce administrative, transport and accommodation-related emissions while maintaining therapeutic and support outcomes.

Required actions

• Reduce unnecessary staff travel.
• Use secure remote meetings where clinically appropriate.
• Coordinate appointments.
• Introduce electronic administrative records.
• Improve building energy performance.
• Reduce printing.
• Support suitable outdoor and community-based activities.
• Prioritise local service delivery.
• Review supply purchasing.
• Monitor travel-related emissions.

Remote contact must not replace face-to-face support where this would adversely affect engagement, risk management or service quality.

7.8 CAFSS and Family Support Services

Objective: Reduce emissions from assessments, family support, travel and administration.

Required actions

• Coordinate staff journeys.
• Reduce duplicate administrative visits.
• Use secure digital case records.
• Introduce electronic forms.
• Reduce printing.
• Consider virtual professional meetings.
• Review office energy use.
• Purchase durable equipment.
• Improve scheduling.
• Monitor emissions per case or support episode.

Any changes to contact arrangements must protect safeguarding requirements, court directions and children’s welfare.

7.9 Secure Transport Services

Objective: Reduce fuel consumption and transport emissions while maintaining secure, reliable and appropriate journeys.

Required actions

• Maintain a dedicated fleet emissions register.
• Monitor vehicle fuel efficiency.
• Implement planned maintenance.
• Review journey planning.
• Avoid unnecessary empty mileage.
• Assess vehicle replacement options.
• Introduce suitable low-emission vehicles.
• Train drivers in efficient driving.
• Maintain emergency transport capacity.
• Review vehicle supplier emissions.

Primary KPI: kgCO₂e per completed journey, alongside safety, punctuality and safeguarding indicators.

7.10 Emergency Crisis Support

Objective: Minimise avoidable emissions while preserving immediate response capability.

Required actions

• Establish geographically distributed response resources where feasible.
• Review standby vehicle arrangements.
• Maintain accurate staffing availability.
• Reduce avoidable mobilisation journeys.
• Improve communication between response teams.
• Review temporary accommodation energy performance.
• Reduce unnecessary equipment purchases.
• Maintain reusable emergency equipment where safe.
• Improve stock control.
• Monitor emissions per crisis response.

Critical requirement: Carbon reduction must never delay urgent safeguarding intervention or emergency response.

7.11 Staffing Solutions and Emergency Staffing

Objective: Reduce emissions throughout recruitment, placement, deployment and workforce administration.

Required actions

• Introduce online recruitment processes.
• Use electronic application forms.
• Conduct suitable preliminary interviews remotely.
• Reduce unnecessary candidate travel.
• Introduce electronic onboarding.
• Use digital employment documentation.
• Develop regional staffing pools.
• Prioritise local placements where appropriate.
• Monitor agency-worker travel.
• Reduce unnecessary temporary accommodation.
• Review staffing suppliers’ environmental commitments.

KPIs

• Recruitment-related travel emissions.
• Percentage of electronic onboarding.
• Average travel distance per placement.
• Percentage of locally filled shifts.
• Printing per recruitment campaign.

7.12 Community and Children’s Support Services

The organisation will incorporate environmental considerations into:

• Community activities.
• Family visits.
• Educational support.
• Appointments.
• Transport arrangements.
• Recreational activities.
• Equipment purchasing.
• Community engagement.
• Documentation.
• Staff deployment.

Local activities, shared resources and sustainable purchasing will be encouraged where appropriate.

However, access to education, recreation, social inclusion and essential appointments must not be restricted solely to reduce emissions.

8. Procurement and Supply Chain Management

Procurement is expected to be an important component of TS Healthcare’s indirect emissions.

The organisation will introduce a Sustainable Procurement Policy covering all purchasing categories.

8.1 Procurement categories

8.2 Supplier assessment

From 2028, material suppliers will be assessed against relevant environmental criteria.

The assessment will consider:

1. Environmental policies.
2. Carbon reduction commitments.
3. Emissions reporting.
4. Energy efficiency.
5. Packaging.
6. Transport and delivery.
7. Waste management.
8. Product durability.
9. Responsible sourcing.
10. Evidence supporting environmental claims.

Supplier assessments must remain proportionate to the size and nature of the contract.

8.3 Sustainable purchasing rules

Before purchasing goods or equipment, staff should consider:

• Is the purchase necessary?
• Can existing equipment be repaired?
• Is an approved reusable alternative available?
• Can deliveries be consolidated?
• Is a lower-impact product available?
• Is the product suitable for healthcare use?
• Can the supplier provide environmental information?
• How will the product be disposed of?

Target: All material procurement categories will be covered by sustainable purchasing procedures by 2028.

9. Waste Management and Circular Economy

9.1 Waste streams

TS Healthcare will identify and manage:

• General waste.
• Dry mixed recycling.
• Food waste.
• Confidential paper waste.
• Electronic waste.
• Furniture and bulky waste.
• Clinical waste.
• Sharps.
• Pharmaceutical waste.
• Hazardous waste.
• Packaging.
• Maintenance and refurbishment waste.

9.2 Waste hierarchy

The organisation will follow the principles of:

Prevent → Reduce → Reuse → Recycle → Recover → Dispose

Clinical and hazardous waste must follow applicable legal requirements and approved disposal routes.

9.3 Waste reduction programme

2027

Complete waste audits at all relevant locations and establish collection arrangements.

2028

Introduce standard waste segregation guidance and staff training.

2029–2030

Reduce avoidable general waste, food waste and unnecessary packaging.

2031–2035

Increase appropriate reuse and recycling while continuing to reduce waste generated per unit of service.

Waste KPIs

10. Food, Catering and Household Operations

This workstream applies particularly to children’s homes, supported accommodation and other settings where TS Healthcare is responsible for food purchasing or preparation.

10.1 Food purchasing

The organisation will:

• Improve meal planning.
• Reduce avoidable over-ordering.
• Monitor food waste.
• Review suitable seasonal produce.
• Consider lower-emission menu options while maintaining nutritional adequacy.
• Reduce unnecessary packaging.
• Improve stock rotation.
• Consolidate deliveries.
• Monitor supplier environmental performance.
• Respect residents’ dietary needs, cultural preferences and choices.

10.2 Kitchen operations

• Maintain efficient refrigerators and freezers.
• Review equipment replacement needs.
• Reduce avoidable energy consumption.
• Maintain safe food storage.
• Use suitable water-saving practices.
• Improve food waste segregation.
• Review cooking equipment efficiency.

10.3 Laundry and cleaning

• Use efficient appliances.
• Avoid unnecessary wash cycles.
• Maintain equipment.
• Review detergent dosing.
• Select suitable cleaning products.
• Improve stock management.
• Reduce avoidable packaging.

Infection prevention and hygiene requirements will always take precedence.

11. Information Technology and Digital Operations

TS Healthcare’s IT systems, websites, electronic care records, cloud platforms and administrative equipment will be included in the Carbon Reduction Plan.

11.1 IT equipment

The IT department will:

1. Maintain a complete device inventory.
2. Record purchase and replacement dates.
3. Extend device lifecycles where secure and practical.
4. Prioritise energy-efficient equipment.
5. Repair suitable devices rather than replacing them unnecessarily.
6. Introduce power management policies.
7. Review printer usage.
8. Ensure secure disposal of obsolete equipment.
9. Use appropriately licensed electronic waste contractors.
10. Maintain evidence of secure data destruction.

11.2 Cloud and hosting services

Actions will include:

• Reviewing cloud infrastructure usage.
• Removing unnecessary resources.
• Assessing provider sustainability information.
• Reducing unnecessary storage duplication.
• Reviewing backup retention requirements.
• Improving website performance.
• Monitoring infrastructure costs and utilisation.
• Assessing the environmental impact of new digital systems.

Environmental optimisation must not compromise cybersecurity, disaster recovery, record retention or data protection.

11.3 Digital administration

The organisation will expand suitable use of:

• Electronic recruitment.
• Digital employee onboarding.
• Electronic timesheets.
• Online training.
• Digital invoices.
• Electronic care documentation.
• Secure document sharing.
• Digital staff communications.
• Electronic quality audits.
• Online management meetings.

Digital systems must remain accessible and comply with information governance requirements.

11.4 IT targets

12. Human Resources, Recruitment and Training

12.1 Recruitment

TS Healthcare will reduce recruitment-related emissions through:

• Online vacancy advertising.
• Electronic applications.
• Remote preliminary interviews.
• Digital reference requests.
• Electronic documentation.
• Digital induction materials.
• Local recruitment initiatives.
• Reduced unnecessary candidate travel.

12.2 Employee onboarding

New employees will receive environmental information covering:

• Energy-saving practices.
• Responsible travel.
• Waste segregation.
• Sustainable purchasing.
• Equipment management.
• Environmental incident reporting.

12.3 Staff training

A structured environmental training programme will be introduced.

Training will be appropriate to job responsibilities and available in accessible formats.

13. Finance, Administration and Business Processes

Carbon reduction will be integrated into everyday business decision-making.

13.1 Finance and accounting

The Finance Department will:

• Track expenditure associated with environmental improvements.
• Identify energy-related cost savings.
• Monitor fuel expenditure.
• Review paper-based accounting processes.
• Use electronic invoicing.
• Consider lifecycle costs when approving purchases.
• Support emissions reporting through expenditure data.
• Monitor investment performance.
• Include environmental considerations in annual budgets.

13.2 Contract management

Environmental requirements will be considered in:

• Supplier contracts.
• Property leases.
• Transport agreements.
• Maintenance contracts.
• Waste contracts.
• IT contracts.
• Agency staffing arrangements.
• Major procurement exercises.

13.3 Administrative processes

13.4 Business continuity

Environmental changes will be reviewed against business continuity requirements.

The organisation will retain suitable contingency arrangements for:

• Power outages.
• Heating failures.
• Transport disruption.
• IT system outages.
• Emergency staffing.
• Critical medical equipment.
• Severe weather.
• Supply-chain failures.

14. Water Management

Although water consumption is not itself a direct greenhouse gas emission, water supply and wastewater treatment create associated emissions.

TS Healthcare will therefore include water management in its environmental programme.

14.1 Actions

• Monitor water consumption.
• Identify leaks.
• Repair faulty plumbing.
• Install suitable water-efficient fittings.
• Maintain hot-water systems.
• Reduce unnecessary water consumption.
• Review laundry water efficiency.
• Improve kitchen water management.
• Provide staff awareness training.

14.2 Targets

Water conservation must not compromise personal hygiene, infection prevention, hydration, cleaning or care quality.

15. Property Development, Maintenance and Refurbishment

Any new property, refurbishment or major maintenance project will undergo an environmental review.

15.1 Property acquisition and leasing

The organisation will consider:

• Energy performance.
• Heating systems.
• Insulation.
• Transport accessibility.
• Building condition.
• Renewable energy potential.
• Water efficiency.
• Maintenance requirements.
• Suitability for care delivery.

15.2 Refurbishment

Projects will consider:

• Retaining suitable existing materials.
• Reusing appropriate fixtures.
• Lower-impact construction materials.
• Efficient lighting.
• Improved insulation.
• Low-carbon heating.
• Waste segregation.
• Responsible contractor selection.
• Durable furnishings.

15.3 Contractor requirements

Contractors undertaking material projects will be asked to provide relevant information on waste disposal, material sourcing and environmental practices.

Projects must continue to comply with building regulations, fire safety, accessibility and care accommodation requirements.

16. Community Engagement and Environmental Awareness

TS Healthcare will encourage appropriate environmental participation among employees, residents, service users, families and local communities.

Activities may include:

• Community gardening.
• Recycling awareness.
• Environmental education.
• Local conservation activities.
• Sustainable travel awareness.
• Food waste reduction.
• Community clean-up initiatives.
• Responsible purchasing.
• Environmental awareness events.

Participation must remain voluntary and appropriate to individual circumstances.

Environmental activities should support wellbeing, independence, community engagement and positive social outcomes.

17. Implementation Roadmap: 2026–2038

The programme will be delivered through five phases, with measurable milestones and formal management approval at each stage.

Phase 1: Preparation and Governance

November 2026 – March 2027

Goal: Establish the management structure, reporting systems and policies needed to implement the plan.

Phase 1 deliverables

By March 2027, TS Healthcare should have:

• An approved Carbon Reduction Policy.
• A named environmental lead.
• A complete operational register.
• Defined departmental responsibilities.
• A standard emissions reporting process.
• A carbon reduction project register.
• An agreed implementation budget.

Phase 2: Baseline and Initial Improvements

April 2027 – December 2028

Goal: Measure emissions and implement immediate improvements.

Expected outcome

By the end of 2028, TS Healthcare should have reliable emissions information, clear departmental accountability and evidence of implemented reduction measures.

Phase 3: Accelerated Carbon Reduction

2029–2030

Goal: Achieve substantial reductions in energy, transport and purchasing emissions.

Priority activities:

1. Complete suitable LED lighting upgrades.
2. Increase renewable electricity procurement.
3. Implement priority building insulation improvements.
4. Expand low-emission fleet replacements.
5. Improve staff scheduling and travel efficiency.
6. Introduce supplier environmental assessments.
7. Reduce food and general waste.
8. Improve IT equipment efficiency.
9. Expand digital administrative processes.
10. Review progress against the 2030 emissions targets.

2030 milestone

Proposed organisational target:

• 50% reduction in Scope 1 and 2 emissions.
• 30% reduction in material Scope 3 emissions.
• Renewable electricity procurement across all eligible operations.
• Sustainable procurement requirements embedded across departments.

The Steering Group will determine whether the organisation is on course to achieve its 2035 objectives.

Phase 4: Deep Decarbonisation

2031–2033

Goal: Address more complex emissions sources requiring investment, infrastructure changes or supplier collaboration.

Priority projects:

• Replace suitable fossil-fuel heating systems.
• Continue property insulation upgrades.
• Expand vehicle electrification.
• Improve charging infrastructure.
• Work with major suppliers to reduce product-related emissions.
• Reduce remaining avoidable waste.
• Assess low-carbon property refurbishment.
• Review outsourced transport emissions.
• Improve supply-chain emissions data.
• Evaluate residual emissions and reduction barriers.

Expected outcome

By December 2033, most technically and financially achievable operational reduction measures should be implemented or formally scheduled for completion.

Phase 5: Final Reductions and Net-Zero Assessment

2034–2035

Goal: Complete the remaining reduction programme and determine whether the organisation has achieved its net-zero commitment.

Final target: 31 December 2035.

Net-zero achievement must only be declared if supported by a complete, credible emissions inventory, sufficient reductions and an appropriate treatment of residual emissions. Purchasing offsets alone will not constitute achievement.

18. Annual Carbon Reduction Targets

The following trajectory provides a proposed framework for monitoring progress.

All reductions are measured against the 2027 baseline.

Target qualification: These are planning assumptions, not independently validated science-based targets. They require review following completion of the baseline and feasibility assessments.

The organisation will separately track absolute emissions and emissions intensity so that business expansion does not conceal increases in total emissions.

19. Carbon Reduction Key Performance Indicators

A central dashboard will track performance across every department.

19.1 Organisation-wide KPIs

19.2 Service-specific KPIs

These intensity indicators are intended to support internal comparisons. They must be interpreted alongside absolute emissions, service complexity, occupancy and care quality.

20. Carbon Reporting and Monitoring

20.1 Monthly reporting

Each department will submit relevant information, including:

• Energy consumption.
• Vehicle mileage.
• Fuel consumption.
• Waste records.
• Water consumption.
• Major purchasing activity.
• Environmental improvement projects.
• Operational barriers.

20.2 Quarterly management reviews

The Steering Group will review:

1. Progress against targets.
2. Departmental emissions trends.
3. Carbon reduction projects.
4. Financial expenditure.
5. Supplier performance.
6. Staff training.
7. Emerging risks.
8. Required corrective actions.

20.3 Annual carbon reporting

The annual report will include:

• Reporting year and organisational boundary.
• Baseline emissions.
• Current emissions.
• Scope 1, 2 and 3 emissions.
• Emissions calculation methodology.
• Reduction targets.
• Progress against previous years.
• Completed environmental improvements.
• Planned future measures.
• Significant operational changes.
• Data limitations.
• Director approval.

The organisation should publish the approved report on its website and make it available to commissioners and relevant stakeholders.

21. Regulatory and Procurement Alignment

TS Healthcare should structure its Carbon Reduction Plan to support applicable UK procurement requirements.

The principal references are:

PPN 006 – Carbon Reduction Plan Technical Standard

This provides the UK Government’s technical guidance for preparing Carbon Reduction Plans used in relevant public procurement.

NHS England – 2027 Carbon Reduction Plan Requirements

NHS England’s published 2027 requirements introduce reporting of all relevant Scope 1, 2 and 3 emissions for in-scope procurements from April 2027. These requirements are particularly relevant if TS Healthcare supplies services through applicable NHS procurement arrangements. (NHS England)

UK Government Greenhouse Gas Conversion Factors 2026

These factors support the calculation of greenhouse gas emissions from fuel, electricity, transport and other relevant activities. Updated factors should be used for subsequent reporting years. (GOV.UK)

Procurement readiness

Before using this plan in a public-sector tender, TS Healthcare should confirm:

• That the legal entity and organisational boundary are correct.
• That baseline and current emissions have been calculated.
• That all required Scope 3 categories have been assessed.
• That the document meets the applicable procurement specification.
• That reduction commitments have director approval.
• That the published version includes a signed declaration.
• That the document has been updated within the required reporting period.

This draft is not yet a procurement-compliant, completed Carbon Reduction Plan, because the actual emissions baseline, current emissions and formal approval have not been supplied.

22. Financial Planning and Investment

The organisation will establish an annual environmental improvement budget.

Expenditure will be prioritised according to carbon reduction potential, care safety, regulatory requirements, financial feasibility and operational benefit.

22.1 Investment categories

22.2 Investment approval process

Every significant environmental investment should include:

1. Project description.
2. Expected emissions reduction.
3. Initial capital cost.
4. Annual operating cost.
5. Expected financial savings.
6. Payback period.
7. Operational risks.
8. Care quality implications.
9. Implementation timeframe.
10. Monitoring arrangements.

Projects should be evaluated using both financial and environmental performance rather than payback alone.

23. Risk Management

The Carbon Reduction Plan will be supported by a formal environmental risk register.

Every significant risk will have a named owner, risk rating, mitigation plan and review date.

24. Environmental Incident Management

TS Healthcare will introduce procedures for identifying and addressing environmental incidents.

Examples include:

• Fuel spills.
• Refrigerant leaks.
• Incorrect clinical waste disposal.
• Hazardous waste incidents.
• Excessive water leaks.
• Equipment failures causing unusual energy consumption.
• Unauthorised waste disposal.
• Significant supplier environmental breaches.

Incident response procedure

Step 1 — Identify and report

Employees report the incident to their manager using the established incident reporting system.

Step 2 — Protect people and the environment

Immediate safety measures are taken.

Step 3 — Escalate

The manager informs the appropriate operational, facilities or compliance lead.

Step 4 — Investigate

The organisation identifies the cause, consequences and corrective actions.

Step 5 — Record

The incident and supporting evidence are documented.

Step 6 — Prevent recurrence

Corrective actions are assigned and monitored.

Statutory notifications will be made where required.

25. Internal Environmental Audits

The Quality and Compliance Team will incorporate environmental performance into the organisation’s internal audit programme.

25.1 Audit frequency

25.2 Audit requirements

Audits should verify:

• Whether procedures are being followed.
• Whether reported data is supported by evidence.
• Whether targets are being achieved.
• Whether corrective actions have been completed.
• Whether care quality remains protected.
• Whether the organisation is meeting applicable legal and contractual requirements.

Audit findings will be assigned to responsible managers and tracked until completion.

26. Continuous Improvement Framework

TS Healthcare will apply a Plan–Do–Check–Act approach.

Plan

Identify emissions sources, establish targets and approve improvements.

Do

Implement approved carbon reduction activities.

Check

Measure results, review emissions and conduct audits.

Act

Correct underperformance, improve procedures and update targets.

This cycle will operate at organisational, departmental and service levels.

27. First 90-Day Implementation Plan

The first 90 days will focus on establishing the practical foundations of the programme.

Required outputs after 90 days

The organisation should have an operational carbon management system, identified emissions sources, accountable managers and an approved programme for completing its baseline assessment.

28. Organisational Carbon Reduction Policy Statement

TS Healthcare LTD – Environmental and Carbon Reduction Commitment

TS Healthcare LTD recognises the importance of environmental sustainability and its responsibility to minimise the environmental impact of its activities.

The organisation is committed to working towards net-zero greenhouse gas emissions by 31 December 2035.

This commitment applies to all services, operational locations, business activities, employees and relevant supply-chain arrangements.

TS Healthcare will seek to achieve this commitment through:

1. Measuring and monitoring greenhouse gas emissions.
2. Improving energy efficiency across operational properties.
3. Reducing emissions associated with transport and travel.
4. Introducing responsible and sustainable procurement practices.
5. Reducing waste and improving resource efficiency.
6. Supporting appropriate renewable energy solutions.
7. Improving the environmental performance of IT and administrative processes.
8. Engaging employees, suppliers and relevant stakeholders.
9. Establishing measurable environmental objectives.
10. Reviewing and publicly reporting progress.

Environmental considerations will be integrated into organisational planning, purchasing, operational management and service development.

The organisation will maintain its commitment to safe, compassionate, person-centred care and will ensure that environmental improvements do not compromise safeguarding, clinical safety, accessibility, service quality or regulatory compliance.

This policy will be reviewed annually and updated to reflect organisational developments, environmental performance and applicable requirements.

29. Director Approval and Declaration

The following declaration is intended for completion once the plan has been reviewed, emissions data has been verified and management has formally approved the commitments.

Carbon Reduction Plan Declaration

TS Healthcare LTD confirms its commitment to working towards achieving net-zero greenhouse gas emissions by 31 December 2035.

The organisation will implement the measures described in this Carbon Reduction Plan, monitor progress and review its environmental performance annually.

Following approval, the organisation will maintain appropriate records supporting its reported emissions, reduction activities and progress against targets.

Status: Awaiting management approval.

30. Final Recommendations and Implementation Priorities

To make this plan operational, TS Healthcare should prioritise five immediate outcomes.

Priority 1 — Establish an accurate carbon baseline. Without reliable emissions data, the organisation cannot demonstrate reductions or substantiate progress towards net zero.

Priority 2 — Introduce accountability across every service. Every residential home, supported accommodation setting, care team, transport operation and corporate department should have a named manager responsible for relevant environmental actions.

Priority 3 — Focus investment on the largest emissions sources. Once measured, priority should be given to high-impact improvements, which may include heating, electricity, vehicles, staff travel and purchased goods.

Priority 4 — Embed sustainability into existing business processes. Carbon reduction should become part of procurement, recruitment, scheduling, maintenance, financial planning, IT management and quality assurance.

Priority 5 — Maintain transparent annual reporting. The organisation should publish measurable progress, disclose limitations and update its reduction strategy whenever operational circumstances change.

Final Organisational Objective

By 31 December 2038, TS Healthcare LTD aims to have transformed its operations into a substantially lower-carbon organisation through measurable improvements in buildings, transport, care delivery, procurement, technology, waste management and the wider supply chain.

The success of the programme will be measured not simply by the number of environmental initiatives introduced, but by verified reductions in greenhouse gas emissions while maintaining safe, effective and high-quality care.

Created and published : 27/10/2026

Next Review : 12/01/2027