Our Green Plan for 2025-2028

About Us

Cumbria, Northumberland, Tyne and Wear NHS Foundation Trust is one of the largest mental health and disability trusts in England. We provide mental health, learning disability and neurological care for people across the north of England as well as some national specialist services. The Trust works from more than 70 sites across Cumbria, Northumberland, Newcastle, North Tyneside, Gateshead, South Tyneside and Sunderland. We also run several regional and national specialist services. Along with partners, we deliver support to people in their own homes, and from community and hospital-based premises. We have around 9,000 people working for us and a budget of over £500 million, serving a population of around 1.7 million people.

NTW Solutions is a wholly owned subsidiary company of the Trust, providing a range of services to support better care. This includes estates, facilities, clinical and business support services. Throughout this document, references to ‘CNTW’ refers to the CNTW Group, incorporating both the Trust and NTW Solutions.

CNTW is part of the North East North Cumbria Integrated Care System (NENC ICS). The ICS is formed by NHS organisations and upper-tier local councils in the North East North Cumbria area and includes the voluntary sector, social care providers and other partners with a role in improving local health and wellbeing. By working together to develop shared plans and joined-up services we aim to improve outcomes in population health and healthcare, tackle inequalities in outcomes, experience and access, enhance productivity and value for money, and help the NHS support broader social and economic development. CNTW is one of eleven Trusts in the NENC ICS, working together as a Provider Collaborative on sustainability.

Introduction

CNTW is committed to delivering low carbon, sustainable healthcare. We recognise the relationship between our impact on the environment and the impact of climate change on public health and the services we provide. In 2020 the Trust joined a growing number of NHS organisations who responded by declaring a Climate and Ecological Emergency and acknowledge that “climate change is the defining issue of our time, and we are at a defining moment… without drastic action today, adapting to these impacts in the future will be more difficult and costly.”

This commitment is reflected in CNTW’s Strategic Ambition 4, to “be a sustainable, high performing organisation, use our resources well and be digitally enabled. We will be accountable for the money we spend; we will live within our means, and we will work in a way that is kind to the planet.” Similarly, NTW Solutions includes ‘Tackling the Climate Emergency’ as one of its five strategic aims within the NTW Solutions strategy, focussing on reducing our carbon emissions, minimising waste and efficiency, raising staff awareness and making the most of our green spaces.

We support the national NHS ambition to reach net zero carbon emissions, delivering efficiencies and value while reducing our contribution to climate change, as set out in the ‘Delivering a Net Zero National Health Service’ report. This Green Plan is a Board approved strategy for sustainable development at CNTW over the next three years and updates our existing Green Plan 2021-26 to align with Greener NHS guidance.

Our Vision

Simply put, we believe sustainable healthcare means better healthcare.

Our aim is for sustainability to be a fully integrated, core value in our organisational decision making, shaping how we evolve our healthcare services to support the communities we serve to thrive.

As a mental health and disability provider, we support some of the most vulnerable people in society, and we are aware that the use of language such as “climate emergency”, “climate crisis” and “climate chaos” could cause anxiety or distress to those we serve. We will seek to mitigate this risk wherever possible. We believe that by focussing on hope and opportunity for change and recovery, together we can make a positive impact.

Our Carbon Emissions

‘Delivering a ‘Net Zero’ National Health Service’ sets out two clear goals for carbon reduction across the NHS. CNTW adopts these targets to contribute to the national ambition. These are to achieve:

1. Net zero carbon by 2040 for the emissions we control directly. This is known as our Carbon Footprint. By 2028-2032 we will reduce our Carbon Footprint by 47%, compared to our emissions in 2019/20.
2. Net zero carbon by 2045 for emissions we can influence. This is known as our Carbon Footprint Plus. By 2036-2039 we will reduce our Carbon Footprint Plus by 73%, compared to our emissions in 2019/20.

The emission sources that are included within our Carbon Footprint and our Carbon Footprint Plus are detailed below.

We collect activity data for these different emissions sources and calculate the associated carbon emissions using nationally published conversion factors, guided by best practice set out in the Greenhouse Gas Protocol.  Emissions are reported in tonnes of carbon dioxide equivalent (tCO₂e), a figure that summarises all Greenhouse Gas (GHG) emissions with varying global-warming potential (GWP) into a single equivalent amount of carbon dioxide with the same global warming potential.

Our Carbon Footprint

The table below shows the breakdown of our annual Carbon Footprint since 2019/20. Energy use is associated with 88.4% of our emissions, with travel accounting for 10.5% and the remaining 1.1% from waste and water.

Overall, we have a good level of confidence in the data available and can demonstrate that our annual emissions have reduced by 1,699 tCO₂e (14%) over the last five years.

There are gaps in the data currently collated for inhalers, fugitive refrigerant gases and some energy data in buildings we lease. We will continue to improve the quality of our emissions source data to provide the transparency and completeness of our carbon reporting, and as crucial feedback on the scale and urgency of action needed to be on track to meet our carbon targets.

Breakdown of CNTW annual Carbon Footprint since 2019/20:

Our Carbon Footprint Plus

CNTW’s Carbon Footprint Plus is more difficult to measure but the indirect carbon emissions associated with NHS services are known to be significantly greater than the controllable emissions reported within the Carbon Footprint boundary.

We recently completed an assessment of our supply chain emissions, using carbon factors per £ spent on different procurement categories (see Figure 3). This initial assessment does not include emissions from staff commuting and patient and visitor travel data but still indicates that the emissions we influence are at least three times our controllable emissions (shown in Figure 4).

This highlights the importance of taking action to influence our supply chain now to enable progress towards the national Net Zero by 2045 ambition.

Breakdown of carbon emissions from CNTW supply chain:

CNTW supply chain emissions compared to emissions within our Carbon Footprint:

Pathway to Net Zero Carbon

The graphs below show the required decarbonisation pathway ranges we should aim for to keep our annual carbon emissions within (or below) to be on track to achieve the national interim carbon reduction targets for our Carbon Footprint and our Carbon Footprint Plus:

Whilst we are making good progress to reduce our Carbon Footprint emissions, with 2024/25 emissions being 1,699 tCO₂e (14%) lower than 5 years ago, our emissions level is currently above the pathway range. Annual Carbon Footprint emissions need to reduce by a further 4,187 tCO₂e over the next 4 to 7 years (i.e. between 5% and 10% year on year). As we develop our reporting capabilities for our Carbon Footprint Plus, we will monitor and report progress against the pathway shown above.

Areas of Focus

Our Green Plan covers actions across nine key areas of focus, which together will support progress towards our net zero carbon targets:

1. Workforce and leadership
2. Net zero clinical transformation
3. Digital transformation
4. Medicines
5. Travel and transport
6. Estates and facilities, including
   • Buildings & Infrastructure
   • Waste & Resources
   • Biodiversity & Green Spaces
7. Supply chain and procurement
8. Food and nutrition
9. Adaptation

Below, we provide an update on progress already made and detail our aims and prioritised actions for the next three years for each area of focus, to put us on track to achieve our net zero carbon targets.

In addition, these actions will enable CNTW to meet legislative and operational requirements, deliver efficiencies and add value to our organisation, whilst supporting the strategic priorities beyond our commitment to net zero carbon.

Workforce and leadership

The aim of this area of focus is to set out how we will support our staff and leaders to learn, innovate and embed sustainability into everyday actions. As an employer of around 9,000 staff, engaging with our people across all services at CNTW is crucial to deliver on our net zero carbon ambitions. Everyday decisions, big and small, will determine our impact and all staff can engage positively in this work, driving the improvements and innovations aligned to this Green Plan whilst delivering quality care, every day. This engagement will be supported by a clear and effective leadership structure.

Progress made so far:

• Appointed designated board-level net zero leads – the Executive Director of Finance for the Trust and the Director of Estates for NTW Solutions.
• Developed our Green Plan delivery structure, clarifying roles of responsibilities for key areas of work and creating dedicated sub-groups to coordinate Green Plan actions for many of key areas of focus.
• Members of the NTW Solutions leadership team have completed the ‘Building a Net Zero NHS’ online training.
• Hosted Carbon Accounting Training for Sustainability Leads across the North East North Cumbria ICS.
• Committed additional resource to the Sustainability Team within NTW Solutions to support delivery of the Green Plan.
• Sustainability Team members are actively involved in the North East North Cumbria Integrated Care System (NENC ICS) Provider Collaborative Sustainability Leads network and supporting sub-groups, supporting partnership working and sharing best practices.

Action Plan – Workforce and Leadership:

Net zero clinical transformation

The aim of this area of focus is ensuring high-quality, preventative, low-carbon care is provided to patients at every stage. It supports the NHS commitment to moving to out-of-hospital and digitally enabled care where clinically appropriate, improving prevention of ill health and reducing health inequalities.

Transforming the way we deliver mental health services provides an opportunity to take a whole-systems approach to sustainability and the long-term health benefits which net zero clinical transformation initiatives can deliver. By helping our patients to live well through self-management, and by providing the right support, prevention, early intervention and specialist rehabilitation, we can further promote patient mental health. This will reduce the pressures on our services and their associated environmental impacts in the longer term.

Progress made so far:

• We are a founder member of the Green Minds Network, a collaboration of Mental Health and Learning Disability Trust staff who have an interest in sustainable healthcare.
• Staff at Castleside Day Hospital formed a sustainability team and identified a range of local actions within the service to reduce the environmental impact. Activities ranged from discussing sustainability in team meeting to inspire the wider team, switching out single use items for reusables, running initiatives to improve recycling and reduce resource use with ‘think before you print’ and using the furniture reuse system, and welcomed ambulance crews into Castleside, building closer working relationships while removing the need for ambulance engines to be left running, improving local air quality and reducing tailpipe carbon emissions.

Action Plan – Net Zero Clinical Transformation:

Digital transformation

The aim of this area of focus is to maximise the benefits of digital transformation to reduce carbon emissions whilst improving patient care. Increasing demand for digital services may increase carbon emissions associated with this area but digitalisation offers huge opportunities to unlock emission savings across the organisation, driving the innovations and efficiencies that can support the delivery of our net zero carbon targets.

Progress made so far:

• Well established processes for staff to work remotely utilising Teams for online meetings, reducing commuting and inter-site travel miles.
• Achieved Digital Maturity Assessment Level 5 for Health Management Information Systems – the highest level within Mental Health providers.
• Digital services staff are allocated to support call outs close to their working base to reduce associated transport emissions from the service.
• We run an extended refresh programme for laptops, of 5 years rather than 3 years, reducing waste generation, embodied carbon emissions and reduce costs.
• Adopted a cloud-first strategy, reducing direct energy consumption on our sites for servers and data centres.
• Already paperless in most areas for core clinical services.

Action Plan – Digital Transformation:

Medicines

The aim of this area of focus is to reduce the carbon emissions associated with medicines, whilst improving patient care and reducing waste. The manufacturing and transport of medicines is a carbon-intensive activity and across the NHS medicines account for 25% of emissions. Anaesthetic gases and inhalers have been identified as two significant emissions sources to focus on nationally. As a mental health and learning disability trust, medicines account for a smaller share of our impact and anaesthetic gases are not used within our services. Our focus is on reducing the impact of inhalers and embedding sustainability best practice principles within our pharmacy services, working in partnership with other Green Plan sub-groups and regional networks.

The Trust pharmacy team includes around 117 staff, comprised of pharmacists, pharmacy technicians, pharmacy assistants and administrative support, based across four sites. The team also provides medicines optimisation services to all our mental health, learning disability and neuro-rehabilitation inpatient areas, as well as community mental health teams, crisis teams, psychiatric liaison teams, medical education teams and a variety of other specialist areas. The Outpatient Pharmacy is an NTW Solutions Ltd subsidiary service supplying medicines to CNTW community patients via 45 community bases and high-cost depot antipsychotic injections and clozapine through a dispensing robot.

Progress made so far:

• Invested in leading edge pharmacy technologies, including telepharmacy and ward based automated medicines cabinets (Omnicell), for which we have won a national efficiency award.
• Set up a staff-led sustainability group within the Pharmacy service, running a local “Switch It Off” awareness campaign, investigating opportunities to reduce resource use and increase recycling, and looking at options to streamline pharmacy distribution and delivery processes, recognising travel for pharmacy distribution logistics as a key emissions source.
• Developed a Return for Reuse protocol (rolled out in April 2025) to reduce wastage of medicines which have been unopened after they have been returned to pharmacy from community teams. The protocol involved multiple contacts with professional regulatory groups and CNTW governance approval via the Trust Medicines Optimisation Group. Demonstrating the strict rigorous supply chain involved in keeping the medicine safely within manufacturer storage conditions and safe custody. The new protocol reduces procurement costs and avoids disposal of unused unopened medicines.

Action Plan – Medicines:

Travel and transport

The aim of this area of focus is to reduce transport-related emissions. Fleet and business travel account for over 10% of our Trust’s Carbon Footprint. Emissions relating to commissioned travel services, staff commuting, and patient and visitor travel fall within our Carbon Footprint Plus.

Our Trust operates a diverse vehicle fleet and travel system, with over 6 million business miles travelled annually across lease vehicles, grey fleet, booked travel, and fleet transport. The priorities and actions set out below are guided by the NHS Net Zero Travel and Transport Strategy, and aim to embed sustainability into every journey, promoting healthier travel options to support staff wellbeing and reducing carbon emissions by electrifying our fleet and improving access to low-carbon transport options for all.

Progress made so far:

• Over 90% of the Trust’s fleet is ultra-low or zero-emission, supported by a clear replacement policy prioritising electric vehicles at renewal.
• Staff are supported with initiatives encouraging active and public transport, alongside emerging incentives such as the ‘NearlyEV’ scheme, aiming to reduce the cost of electric vehicles to increase access to a wider group of staff.
• Travel data capture and monitoring have improved with dashboard development covering grey fleet, lease cars, and pool vehicles, enabling carbon impact analysis.
• Our business travel policy has been updated to promote lower-carbon choices, including integration of sustainability considerations into travel contracts and procurement.
• We have a well-established electric vehicle charging infrastructure, strategically placed across our sites to give good coverage across the Cumbria, Northumberland and Tyne and Wear region.
• We are working on a project funded by the North East Combined Authority with other Trusts in the area, to understand our staff commuting patterns and help inform future regional investment to support lower carbon, improved public transport services.

Action Plan – Travel and Transport:

Buildings and Infrastructure

Part of the wider ‘Estates and Facilities’ area of work, this section focusses on reducing the carbon emissions from our built estate, associated with energy and water use, and from fugitive refrigerant gases from our cooling systems.

Carbon emissions from energy use (from fossil fuels, imported grid electricity and well-to-tank emissions released from source to our sites) makes up 88% of our Trust Carbon Footprint. Water supply and treatment accounts for less than 1% of our Carbon Footprint but water efficiency improvements reduce demand for hot water, also reducing energy use and a larger share of associated emissions. Data on fugitive refrigerant gases is not yet captured in carbon emissions terms but is expected to be a very small contributor to our overall Carbon Footprint.

Progress made so far:

• Between 2019 and 2025, we have reduced our annual carbon emissions from energy use by 1,186 tCO2e (an 11% reduction). Our dependence on fossil fuel use has reduced by 15%, whilst electricity use has increased by 6%. This is a positive trend and reflects the successful replacement of gas-fired heating plant with efficient electric heat pumps technologies.
• Dedicated annual capital budget for investment in sustainability schemes. This is predominantly used for energy projects such as LED lighting, building management system upgrades, electrification of domestic hot water replacing gas and installation of additional electric vehicle charging points, to support the decarbonisation of our travel.
• Proactively applied for grant funding via the Low Carbon Skills Fund, Public Sector Decarbonisation Scheme, NHS Energy Efficiency Fund and other routes. Whilst several of our applications were unsuccessful due to the high demand for these schemes, we have successfully secured external grant funding via all these schemes, totalling almost £6m.
• Installed solar photovoltaic panels on 25 of our buildings.
• Installed Automatic Meter Reading (AMR) loggers on all water supplies, providing more granular data on water consumption and enable prompt responses to increase water use/leaks.

Action Plan – Buildings and Infrastructure:

Waste and Resources

This area of focus outlines CNTW’s approach to sustainable waste management and circular economy practices. It covers the generation, segregation, reuse, recycling, and disposal of both clinical and domestic waste across the Trust. The aim is to reduce the environmental impact of waste, improve operational efficiency, and ensure compliance with regulatory and NHS net zero requirements.

CNTW operates a large multi-site estate that generates over 1,000 tonnes of waste annually across a variety of clinical and non-clinical streams. Waste management infrastructure includes reusable sharps, food waste separation, and furniture reuse platforms. A programme of waste audits and monitoring tools are in place to support data-led performance improvements, and we are working with our waste contractors to improve segregation, tracking, and recycling across all sites.

Progress made so far:

• Reusable sharps bins have been introduced at our Walkergate Park site, replacing single-use plastic containers and reducing CO₂ emissions by six tonnes during the trial phase.
• Re-tendered our general waste contract, integrating sustainability criteria to encourage joint working with our contractors to support waste improvement practices.
• Removal of individual waste bins in favour of centralised waste stations is underway.
• Continue to use Warp-It to facilitate the internal reuse of furniture across our sites, reducing unnecessary procurement and waste generation, saving both carbon and costs. This has been particularly successful with site moves as part of our ongoing estate refurbishment and development programmes.

Action Plan – Waste and Resources:

Biodiversity and Green Spaces

This area of focus is protecting, enhancing and expanding biodiversity and green spaces across CNTW sites. Greenspace and nature are important for the health and wellbeing of patients and colleagues alike. At a global scale, greenspace affects the planet’s ability to absorb carbon dioxide and reduce the impact of climate change and can also contribute to improved local air quality and noise reduction. By embedding biodiversity into the planning, design, and management of our estate and improving staff, patient and visitor access to nature whilst on our sites, we aim to strengthen climate resilience, improve patient and staff wellbeing, and protect natural ecosystems.

Progress made so far:

• Four of our main sites have had baseline ecological surveys, generating site-specific biodiversity action plans with recommendations on how we can improve the quality of biodiversity.
• We have numerous areas of our grounds that are set aside each year for ‘No Mow May’.
• Planted around 1,500 new trees since 2021.  The trees are selected for their suitability to the local environment and to the conditions on each site, with a focus on native species.
• Planted 50,000 spring and summer flowering bulbs and 635 m² of wildflower seeds designed to attract at Carlton Clinic to boost pollinator habitats and improve the aesthetic quality of the grounds.
• Offer horticulture projects at Hopewood Park, Carleton Clinic and Northgate and gardening activities for patients from our inpatient wards.
• To help our staff and service users stay active, we have signposted walking routes at many of our sites.

Action Plan – Biodiversity and Green Spaces:

Supply chain and procurement

This area of focus outlines CNTW’s approach to sustainable procurement and supply chain transformation. It covers how the Trust engages with suppliers, embeds sustainability into our management processes, and tracks the indirect carbon emissions from the goods and services we purchase. This is a high impact area of work as these emissions make up the majority of our Carbon Footprint Plus.

CNTW manages a complex and wide-reaching supply chain, covering clinical, estates, digital, and support services across a large multi-site estate.

Our aim is to reduce the environmental impact of our supply chain in line with NHS Net Zero ambitions and ensure social and environmental value is delivered alongside cost and quality considerations in our procurement decisions. We will approach this by reviewing our internal policies and practices to support our sustainability commitments, identifying continuing professional development opportunities for colleagues in our Procurement Team aligned with sustainable procurement best practice standards,  and work collaboratively with our suppliers, using our influence to raise the sustainability standards we expect from our supply chain, and increasing the transparency of the carbon impact of purchased good and services to improve our ability to monitor and report progress in this area.

Progress made so far:

• A Procurement Plan has been developed and refined in collaboration with stakeholders. Long-term sustainability priorities are embedded into supplier engagement, with a focus on clearly defining sustainability expectations for suppliers and evaluating how seriously suppliers address sustainability and social value.
• Developed standard wording and evaluation criteria for inclusion in all contracts to ensure consistency in sustainability requirements. This includes direct reference to the national Net Zero Supplier Roadmap objectives and timeframes.
• Sustainability criteria are now routinely included in contracts and reviewed at award stage. Selected contracts include sustainability KPIs, and contractor sustainability scores are tracked and reviewed annually in line with Net Zero expectations.
• Conducted research into how other NHS Trusts approach Scope 3 procurement emissions to inform CNTW’s methodology.
• Completed an initial spend-based analysis to calculate Scope 3 emissions from procurement activity in 2023/24
• Invested in Smart Carbon monitoring software to improve the accuracy and visibility of Scope 3 procurement emissions

Action Plan – Supply Chain and Procurement:

Food and nutrition

This area of focus outlines CNTW’s approach to reducing the carbon impact of our food services. The food we eat has a significant effect on the environment, with wasted food and high carbon foods contributing significantly to our emissions. A healthier, more sustainable diet not only has lower associated emissions but helps to improve the physical wellbeing of staff and patients through the prevention of diet-related illness and provides wider social benefits for local communities through the procurement of locally sourced food. This is reflected in the NHS Long Term Plan commitment to promote plant-forward diets and reduce unhealthy options like sugary drinks on NHS premises.

We will continue implementing the National standards for healthcare food and drink and respond to increasing requirements to segregate our food waste disposal and monitor the different sources of food waste across our Trust to meet national reporting requirements. This will also provide us with improved insights into potential efficiency projects associated with food purchasing, preparation, distribution and disposal to reduce costs and our carbon impact.

Progress made so far:

• Introduced a food waste monitoring process, with data collected on different food waste streams and collated in online dashboards to monitor trends between sites.
• Started reviewing café menus, trialling initiatives such as ‘Too good to go’ to reduce food waste and discounts applied to customers using reusable cups and containers.
• Delivered projects to evaluate portion size of patient meals to increase patient satisfaction and reduce food waste.
• We offer a wide choice of meals for inpatients, staff and visitor including vegetarian and vegan options and other dietary requirements.
• Invested in a food waste dewatering plant at Northgate Hospital, reduced food waste disposal weights and associated costs.

Action Plan – Food and Nutrition:

Adaptation

Whilst the other areas of this Green Plan are primarily focussed on mitigating CNTW’s contribution to climate change by reducing the carbon emissions associated with delivering of our services, this section is focussed on how we can adapt to the unavoidable and increasing risks of extreme weather, such as heatwaves, droughts and flooding. The aim is to embed resilience into our healthcare services to minimise disruption and support our ongoing ability to operate effectively for the patients and communities we serve. The effect of climate change on health is well documented and the financial risks associated with climate change are becoming more apparent.

There is a wide range of actions that can be taken to adapt and prepare for sever weather events, that can broadly be grouped under four main categories:

• Hard interventions, such as modifying our buildings and infrastructure
• Guidance and planning, such as understanding our risks and integrating climate change risks into our Emergency Preparedness, Resilience and Response (EPRR) plans
• Behaviour, from training programmes, awareness campaigns and integrating adaptation into policy and governance, and
• Nature-based solutions (NBS) including green (trees and plants) and blue (water) infrastructure that mitigate against overheating and/or flood risk.

Adaptation is becoming an increasingly important area of work, and our action plan sets out how we intend to increase our adaptation activities over the next three years.

Progress made so far:

• Attended regional workshops with other Trusts in the NENC ICS, exploring climate change risks appropriate to our sites and services, and identifying collaborative opportunities for action.
• Have established Practice Guidance Notes for adverse weather and health, covering heat and winter response plans.

Action Plan – Adaptation:

Communications and Engagement

Communications activities and campaigns are key to supporting changes in behaviour and adoption of new processes such as reducing energy consumption, waste reduction, training uptake, and medicines management. The Trust engages with patients and service users, carers, staff, Board members, partners in the wider health and care system, and our wider community through a range of communications channels. The Trust and NTW Solutions Communications Teams are working closely together to support work going on throughout the CNTW group to meet the objectives laid out in this Green Plan. We are also focussed on embedding messages about sustainability into our everyday communications. Our success will be measured against the achievement of the objectives and metrics outlined in the rest of this Green Plan. We will also use staff survey results, and levels of participation in our Teams space and other sustainability initiatives, to help measure our impact.

Action Plan – Communications and Engagement:

Governance and delivery model

A clear governance structure and ongoing leadership is key to the success of our Green Plan.

Green Plan Management Group

This is the central committee responsible for monitoring our performance both in terms of tracking our carbon emissions against national targets and progress towards the actions set out in our Green Plan for each area of focus. The group is chaired by our Board-level Net Zero Leads and membership consists of the Net Zero Programme Lead and strategic leads for each area of work (see Figure 7). Meetings are held quarterly, and the group delivers onward progress reports to the CNTW BDG- Finance group and NTW Solutions Leadership Team throughout the year, and the Annual Green Plan Delivery Report onwards to Trust and NTW Solutions Boards.

Green Plan Management Group Membership:

• Chair & Board-level Net Zero Lead: Executive Director of Finance (CNTW)
• Deputy Chair & Board-level Net Zero Lead: Director of Estates (NTWS)
• Sustainability Team Lead: Net Zero Programme Lead (NTWS)
• Net Zero Clinical Transformation Lead: Deputy Chief Operating Officer (CNTW)
• Digital Transformation Lead: Chief Information Officer (CNTW)
• Medicines Lead: Chief Pharmacist (CNTW)
• Travel & Transport Lead: Commercial Director (NTWS)
• Buildings & Infrastructure Lead: Head of Estates (NTWS)
• Waste & Resources Lead: Director of Facilities (NTWS)
• Biodiversity & Green Spaces Lead: Sustainability Manager (NTWS)
• Supply Chain & Procurement Lead: Head of Procurement (NTW)
• Food & Nutrition Lead: Dietetics Professional Lead (CNTW)
• Communications lead: Communications Specialist (CNTW)

Green Plan Subgroups

These groups coordinate the delivery of activities required to achieve the actions detailed within our Green Plan. Membership consists of colleagues with operational responsibilities for each area of focus and the group leads report progress into the Green Plan Management Group on a quarterly basis.

Green Plan Delivery and Governance Structure:

Monitoring and Reporting

Annual Report

As part of the NHS standard contract, we are required to report an annual summary of progress made against this Green Plan that is presented to our board and published within our annual report. This annual report will include an update on how we are progressing towards of net zero carbon targets, tracking CNTW’s carbon impact both in terms of our ‘Carbon Footprint’ and our ‘Carbon Footprint Plus’. We will also report on the actions taken and planned for each area of focus, identifying any challenges and risks to delivery, and highlighting positive improvements made and celebrating our successes.

Quarterly Progress Tracking

Subgroups for each area of focus will maintain a live action plan and provide a quarterly progress update to the Green Plan Management Group. The reports will provide narrative updates on progress to date and key achievements, highlight the delivery of key milestones and raise any risks to future delivery. Updated quantitative progress figures for each group (as applicable) will also be provided. Appendix A details the metrics that will be tracked for each area of focus. A quarterly Carbon Footprint monitoring report will also be presented at the Green Plan Management Group, tracking actual carbon emissions against the decarbonisation pathways towards our net zero targets.