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Shoulder dislocations in children - patient information

Description
This factsheet explains what a shoulder dislocation is and how it is treated in children.
Url
/Media/UHS-website-2019/Patientinformation/Childhealth/Shoulder-dislocations-in-children-3971-PIL.pdf

Simple (undisplaced) phalanx (finger) fractures in children - patient information

Description
This factsheet explains what a phalanx (finger) fracture is and how it is treated in children.
Url
/Media/UHS-website-2019/Patientinformation/Childhealth/Simple-undisplaced-phalanx-finger-fractures-in-children-3969-PIL.pdf

Clavicle (collarbone) fractures in children - patient information

Description
This factsheet explains what a clavicle fracture is and how it is treated in children.
Url
/Media/UHS-website-2019/Patientinformation/Childhealth/Clavicle-collarbone-fractures-in-children-3968-PIL.pdf

Patency capsule test - patient information

Description
This factsheet explains what a patency capsule test is and what the test involves so you know what to expect.
Url
/Media/UHS-website-2019/Patientinformation/Endoscopy/Patency-capsule-test-2914-PIL.pdf

Your preoperative observations appointment - patient information

Description
This factsheet explains what preoperative observations are and why you need them while you are on the waiting list for a knee or hip operation.
Url
/Media/UHS-website-2019/Patientinformation/Muscles,jointsandbones/Your-preoperative-observations-appointment-4082-PIL.pdf

About CICRA - better lives for children with Crohns and colitis

Description
research information support support Parent Packs CICRA supports children and families affected by all forms of Inflammatory Bowel Disease (IBD). Whilst we will never turn away anyone requiring support, our focus is supporting children before they transition to adult services. Parent Packs are sent to approximately 65 hospitals across the UK and are given to families upon diagnosis. These packs include details on membership, an up to date newsletter, and some information leaflets. Hospitals can request parent packs by emailing support@cicra.org support membership There is no fee to register as a CICRA member. People can apply online at www.cicra.org/membership, or by completing the form provided in the Parent Pack. Benefits of membership include: • Receiving up to date information and advice in our newsletters and Ezines • Being the first to hear about our in person Family Day events • A can’t wait card - which can be used to discreetly communicate that a person needs urgent access to toilet facilities • Radar key - which allow users access to locked, accessible public toilets support CICRA family days are extremely popular and are a great way for families to meet others affected by IBD. They include talks from IBD specialists on various topics, such as VEOIBD, diet and nutrition, and updates on treatment and research. They also host a Q and A panel. There are smaller group sessions for young people with IBD to meet others. 2026 days are likely to be in Southampton, Norfolk and Glasgow - dates to be confirmed soon. family days support “I have loved being a part of it and have made loads of new friends. The best thing about Epals is being able to talk to people who understand me” E pals E-pals is an email based penpal scheme, designed for CICRA members with IBD to connect with others of a similar age, going through the same thing. All E-pals adhere to a code of conduct, fostering a kind and supportive community that has led to the formation of numerous friendships. support We have a selection of leaflets available with information about IBD, and practical advice and guidance. We can send paper copies, or they can be downloaded and printed directly from our website. Our Symptom Impact Tracker allows young people to track appointments, symptoms, and side effects. literature support school support Our school support leaflets cover different stages of education, and help to ensure schools and staff understand their statutory duties to support pupils with medical conditions and put the right adjustments in place. We also provide advice around: • Individual Health Care Plans - an arrangement between the school and family, so that support needs are met • Access arrangements and special consideration for exams • what to do when a school is not meeting support needs support support/advice Our advice line and email support is available five days a week. • Open to families, schools and health professionals • Can offer practical advice/guidance • A listening ear and emotional support • Signpost to other organisations for more specialist support, such as financial advice. The information was invaluable to us, particularly at a time when we were trying to come to terms with her diagnosis, deal with her symptoms, understand the implications and manage the practicalities of daily and school life. It’s actually made it possible for her to attend school when otherwise she may have felt she couldn’t. contact us www.cicra.org support@cicra.org www.cicra.org @CICRAcharity
Url
/Media/UHS-website-2019/Docs/about-cicra-better-lives-for-children-with-crohns-and-colitis.pdf

Your breast prosthesis - patient information

Description
This factsheet explains what a breast prosthesis is, how to care for your prosthesis and when to replace your prosthesis.
Url
/Media/UHS-website-2019/Patientinformation/Womenshealth/Your-breast-prosthesis-4068-PIL.pdf

Psoralen hand and foot soak at home before PUVA treatment - patient information

Description
This factsheet contains information about psoralen hand and foot soak before psoralen ultraviolet light A (PUVA) treatment.
Url
/Media/UHS-website-2019/Patientinformation/Skin/Psoralen-hand-and-foot-soak-at-home-before-PUVA-treatment-1370-PIL.pdf

Southampton fracture liaison service (FLS) - patient information

Description
This factsheet explains what the Southampton fracture liaison service (FLS) is, why you have been referred to this service and what happens next..
Url
/Media/UHS-website-2019/Patientinformation/Muscles,jointsandbones/Southampton-fracture-liaison-service-FLS-3196-PIL.pdf

UHS Green Plan 2025-2028

Description
Green Plan 2025 - 2028 Approved November 2025 Contents 1 Executive Summary 2 Introduction and Context 3 Organisational Vision 4 Review of Progress 2022-2025 5 Key Areas of Focus: Our approach for 2025-28 5.1 Workforce and System Leadership 5.2 Net Zero Clinical Transformation 5.3 Digital Transformation 5.4 Travel and Transport 5.5 Estates & Facilities 5.5.1 Energy and Water Management 5.5.2 Waste and Recycling 5.6 Green Space and Biodiversity Net Gain 5.7 Medicines and Medical Devices 5.8 Supply Chain and Procurement 5.9 Food and Nutrition 5.10 Adaptation 6 Green Plan Governance 7 Tracking and Reporting Progress 8 Supporting Resources Version First Draft (for comment) Second Draft (to UEL Board) Third Draft (to Sustainability Board) Approved Version (Trust Board) Date Sept 2025 Sept 2025 Oct 2025 Nov 2025 University Hospital Southampton Green Plan - Executive Summary Our Commitment: Climate change is the greatest public health challenge of our time. University Hospital Southampton is committed to delivering a sustainable, net zero healthcare service that benefits our patients, workforce, communities, and the environment. Purpose of the Plan: This Green Plan outlines our strategy for the next three years to embed sustainability into every part of our organisation, aligned with the national NHS Net Zero targets which are 2040 for direct emissions and 2045 for indirect emissions. Also, for ensuring compliance with the CQC environmental sustainability requirements. Our Vision: To provide outstanding care that supports people and planet, underpinned by the UN Sustainable Development Goals and the triple bottom line, improving environmental, social and financial outcomes. Key Priorities: We will deliver targeted action across 10 core areas: • Workforce & System Leadership: Empower staff to make sustainable choices. Embed the triple bottom line in processes and decision making. • Net Zero Clinical Transformation: Embed low-carbon care principles into clinical pathways. • Digital Transformation: Use digital tools to streamline care and reduce emissions and resource use. • Travel & Transport: Promote sustainable & active travel, reducing vehicle emissions. • Estates & Facilities: Reduce carbon emissions from heating & powering our estate, improving energy & water efficiency. Waste reduction & improved waste segregation. • Green Space: Enhance green spaces and improving biodiversity. • Medicines & Medical Devices: Reduce waste and overprescribing and choose lower-carbon alternatives. • Supply Chain & Procurement: Sustainable purchasing aligned with NHS supplier roadmap via reuse, refurbishment and low carbon alternatives. • Food & Nutrition: Healthier, lower-carbon food choices and reduced food waste. • Adaptation: Prepare our sites and services for the impacts of climate change. Progress to Date: Significant achievements since our first Green Plan in 2022 include digital health transformation, desflurane reduction, securing funding for new solar PV and LED installations, and successful bids for Public Sector Decarbonisation Scheme (PSDS) funding. Governance & Reporting: A dedicated Sustainability Team, senior leadership accountability, and embedded governance structures will ensure delivery and transparency. Progress will be tracked through the Green Plan Action Plan, ERIC (Estates Returns Information Collection) data, and the Greener NHS Dashboard. Delivering the Green Plan Together Delivering this Green Plan is essential for protecting health now and in the future. It requires collaboration, leadership, and innovation across every level of the Trust. Key Actions to Deliver Sustainable Healthcare • Embedding Action: Empower staff to understand sustainable healthcare and how to reduce the environmental impact of healthcare delivery. • Communicate: Ensure the Green Plan is visible and accessible, with clear points of contact, regular updates and a transparent reporting process. • Lean Pathways: Streamline patient pathways and optimise resource utilisation. • Low Carbon Alternatives: Switch to low carbon alternatives, minimise single use plastics and maximise use of reusables. • Waste Reduction: Reduce waste, maximise recycling and save energy. Foreword We recognise the importance of effective, co-ordinated action to address the impacts of climate change, and reduce the environmental impact of our Trust. Building on the progress made between 2022-25, this updated Green Plan outlines clearly the actions that will be taken by University Hospital Southampton over the next three years to become a sustainable organisation and one which remains fully compliant with the NHS Net Zero 2040 Plan. We will position sustainability at the heart of all decisions made across the Trust and the services we provide, with clear responsibility and accountability within the organisation and effective governance and leadership across sustainability topics. The actions set out in this Green Plan apply to everyone across the Trust, including our suppliers, and have been developed in collaboration with our clinical and non clinical teams. We are committed to demonstrating real, tangible progress and will work with colleagues across UHS over the next 3 years to do so. Paul Grundy, Chief Medical Officer Improving sustainability across our hospitals is a challenge that UHS are committed to meet- by recognising areas of our operations and estate that represent environmental risk, planning achievable actions to address these risks and ensuring our services remain effective, efficient, and fit for the future. We will work with internal and external partners to ensure our approach balances local action and strategic thinking, learning from best practice and supporting innovation. We understand the complexity of the challenge, but also the opportunity to embed models such as a Triple Bottom Line approach, which help us demonstrate impact across the Trust and ensure environmental impact remains a core consideration in everything we do. David Jones, Director of Estates, Facilities & Capital Development 2. Introduction and Context University Hospital Southampton NHS Foundation Trust employs approximately 13,000 staff across 6 clinical sites; the main focus of activity is at Southampton General Hospital, which incorporates Southampton Children’s Hospital and Princess Anne Hospital on neighbouring sites, and additional care services are provided at Royal South Hants, New Forest Birthing Centre and Lymington New Forest Hospital. In July 2025, University Hospitals Southampton (UHS) and Hampshire Hospitals Foundation Trust (HHFT) agreed to a combined model for management of sustainability, with a shared Head of Sustainability appointed to lead the strategic direction and a delivery team structured across both Trusts to provide better support and resilience. Whilst each Trust has an individual Green Plan, there is significant overlap between documents, and a focus on delivering combined benefits wherever possible. Southampton General Hospital Southampton Children’s Hospital Princess Anne Hospital New Forest Birth Centre Royal South Hants Hospital Lymington New Forest Hospital 3. Organisational Vision At University Hospital Southampton (UHS), our mission is together we care, innovate and inspire. We see our Green plan as a core component of our strategy and mission, delivering the changes needed now, and in the future, to ensure that we can continue to support our patients and our staff. Our Green Plan aligns with the 5 strategic themes set out in our UHS Strategy 2021-2025, and with consideration of the developing 2025-2030 strategy. Recognising the financial pressures facing all Trusts, our Green Plan recognises the pressing need to balance environmental, financial and social value, and to carefully consider the impact of change across the Trust. We therefore prioritise actions that can demonstrate benefits across the triple bottom line and align with our other supporting strategies. Triple Bottom Line Organisational Vision: Improvement Opportunities It is our intention to focus on these areas as part of our organisational vision to embed sustainability across our services and meet our net zero objectives. These are key areas of opportunity to save money and improve patient care in addition to supporting our net zero goals: 4. Review of Progress: 2022-2025 We published our first Green Plan in 2022, establishing 10 key areas of focus and a set of objectives to deliver measurable progress in each area. Significant progress has been since the first document was published, which will help to prioritise the actions we take moving into the next phase of our Green Plan. Progress against each topic is described in more detail within Section 5. In the next phase of the Green Plan, we will focus on addressing challenges to sustained progress, reflecting on successes and adjusting the structure of our approach based on lessons learned and feedback from stakeholders. Sustainability & Net Zero Policy Use of Desflurane Specialists Appointed Funding for energy management measures Travel Plans Action on Waste Segregation Notable Achievements 2022-25 Sustainability Policy developed in draft, pending approval by the Trust. Sustainability Board established to oversee Green Plan delivery. Significant reduction in the use of desflurane issued by Trust pharmacy system, currently recorded as 0.4% of total volatile anaesthetic gases Appointed Head of Sustainability and Energy Manager in 2025, to support delivery of Green Plan objectives. Heat decarbonisation plans prepared for Trust sites, to inform strategic improvements to energy infrastructure and building fabric. £100k external funding secured via NHS National Energy Efficiency Fund (NEEF) for installation of LED lighting, solar panels, submetering. £46m funding secured via Public Sector Decarbonisation Scheme (PSDS) for energy infrastructure and building fabric improvements (projects underway) Travel Plans developed for all sites. Engaged with Mobilityways to support data analysis on travel demand and incentivisation of sustainable travel options. Increased cycle storage capacity and improved security. Park & Ride site opened to reduce overall parking demand and vehicle emissions on hospital site. Action on waste segregation including engagement. Training, education and auditing of clinical areas, with innovative use of the UEL Waste Management app as a monitoring and assessment tool. Challenges Financial Pressures: presenting an opportunity to progress efficiency projects but limiting scope for direct investment or spend- to-save initiatives. Strategic Uncertainty: Age and condition of existing assets impacts the scale and value of investment needed. Conflicting Priorities: Engaging across the Trust relies on staff time and recognition of competing commitments. Review of Progress: National Context NHS Carbon Footprint The Greener NHS National Programme published its strategy Delivering a net zero National Health Service in October 2020, setting out pathways and actions for the entire NHS to reach net zero by 2040 for emissions it controls directly (NHS Carbon Footprint), and 2045 for those it can influence (NHS Carbon Footprint Plus). Considerable progress has been made by the NHS to reduce its carbon footprint so far and an estimated 68% CO2e reduction has been achieved up to 2024/25, against 1990 levels. Despite this, significant CO2e reduction is still required to meet net zero. Every area of the NHS carbon footprint (illustrated to the left) will require action if net zero is to be achieved. On 1 July 2022 the NHS became the first health system to embed net zero into legislation, through the Health and Care Act 2022. This places duties on all Trusts to consider statutory emissions and environmental targets in their decisions. To establish a sustainable healthcare system that values and protects PEOPLE and PLANET, and which is underpinned by the UN Sustainable Development Goals. United Nations Sustainable Development Goals (SDGs) The Trust Green Plan will fully embrace these global goals and acknowledges that Health has a central place (SDG3) in ensuring healthy lives and wellbeing for all at all ages. Almost all the goals are related to health and aim to promote prosperity while protecting the environment and tackling climate change. National context & publicly stated NHS commitments 2025 1 October 2025 Green Plan Refresh All Systems and Trusts to have new Green Plans signed off and published on their website 6 2026 Leak detection systems NHS trusts and NHS foundation trusts to review options to install water leak detection systems 7 2026 Landfill elimination NHS Trusts and NHS foundation trusts to eliminate waste sent to landfill 2 2025 Adaptation Plan ICSs to use organisational plans for flooding and overheating to develop and prioritise actions in each ICS long term adaptation plan. 5 2026 Salary Sacrifice All salary sacrifice schemes will offer electric vehicles only 8 2027 Owned/Leased vehicles All new vehicles owned or leased by the NHS will be zero emission (excluding ambulances) 3 2025 EV Infrastructure Plan NHS trusts, NHS foundation trusts and ICSs to plan deployment of EV infrastructure by identifying local/regional grid capacity and work with local network operators and/or local authority to plan for increased capacity where necessary 4 2026 Sustainable Travel Strategy All NHS organisations will develop a net zero travel and transport strategy detailing their plans for a net zero fleet and increase of active travel and use of public transport 9 2027 2028 CRP for suppliers All suppliers will be required to publicly report targets, emissions and publish a CRP for global emissions aligned to the NHS net zero target, for all their Scope 1, 2 and 3 emissions. A 2045 Net Zero Challenge This graph, taken from the 2022-2025 plan, illustrates the carbon reduction challenge that the Trust is seeking to address. The focus for the current Green Plan will therefore be reducing fossil fuel dependency and operational processes at our existing sites and updating our net zero roadmap to reflect associated projects across our estate, delivered in line with heat decarbonisation studies and estate development plans Targets: Net Zero NHS Carbon Footprint by 2040 (Scope 1 & 2) Emissions directly controlled by the NHS, such as energy use, own vehicles, medical gases, with an interim goal of reducing emissions by 80% between 2028 and 2032. Approx. 25% of UHS emissions. Net Zero NHS Carbon Footprint Plus by 2045 (Scope 3) Emissions from the NHS supply chain, patient and visitor travel and construction, with an interim goal of an 80% reduction between 2036 and 2039. Approx. 75% of UHS emissions. 5. Ten Key Areas Our ten key areas of focus: The following pages includes section for each of these key areas outlining our achievements so far, our future aims, objectives and how progress towards these will be measured. 5. Ten Key Areas - Priorities 5. Key areas of focus 2025-2028 Top-down actions: Reliant on governance structure to mandate and enforce change Strategy Workforce & System Leadership: Setting out the structure for communicating, embedding and reviewing Green Plan activities Net Zero Clinical Transformation: Incorporating social value, quality improvement and innovation to deliver sustainable care Digital Transformation: Linking digital strategy and sustainability outputs Estates & Facilities: Links estate strategy, energy resilience and associated risk, & specifies operational processes that support Green Plan objectives Adaptation: Assessing risks from environmental impacts and climate change, setting mitigation actions Supply Chain & Procurement: Embedding sustainability scoping and reporting in all purchasing processes Delivery Medicines & Medical Devices: Changes to care processes to reduce environmental impact Green Space & Biodiversity Net Gain: Protecting and enhancing green spaces across Trust sites Travel & Transport: Transitioning away from carbon intensive travel, and reducing air quality impacts from transport activities Food & Nutrition: Delivering low carbon catering options and reducing waste Energy & Water Management: Reducing reliance on fossil fuels for heating, improving insulation and building fabric, increasing energy generation from renewables Waste & Recycling: Reducing the volume of waste generated, increasing reuse of items and optimising recycling processes When considering how we will deliver progress, we have split actions across our key areas of focus into two sub-groups: those that require top-down governance to mandate change, and those that are driven by bottom-up actions at an operational level. We have also identified Energy & Water management and Waste & Recycling as distinct topics in terms of actions and progress reporting. These actions are not independent and rely on careful alignment to maximise the impact of the Green Plan. Bottom-up actions: Measuring and reporting operational change at a local level 5. Key areas of focus 2025-2028 The below table outlines the key objectives that we will be delivering and monitoring performance against. The following sections provide more detail against each priority area. Chapter Objective KPI (aligned with Greener NHS data collection) Workforce, Net Zero • Inclusion of sustainability within Trust/divisional goals, objectives, • Sustainability referenced within goals/objectives and reporting. Clinical Transformation targets and reporting. • CQC inspection score for the environmental sustainability Well Led section. Workforce, Digital, Estates, NZ Clinical T • Incorporation of triple bottom line within Trust strategies and within • Sustainability included in all Trust strategies, with clear links to Green Plan. leadership management and decision-making practices. • Increase number of sustainability QI projects, and provision of training Travel and Transport • Promote sustainable and active travel. • Meet transport-based pollution targets to hit DEFRA & WHO limits. • Reduce single occupancy vehicles. • Transition Trust fleet to Zero emissions vehicles. • Establish baseline for air quality, and set reduction targets • Reduce staff single occupancy car use to 35% by 2028 (align with Travel Plan). • By 2027 all new vehicles owned and leased by the Trust to be zero emission. Estate and Facilities • Reduce energy use per m2. • Reduce gas consumption. • Increase energy generated by renewables. • Increase LED lighting coverage. • Reduce energy use per m2 by type and site (kWh): 2023/24 baseline 658kWh per m2, 2028 Target 645kWh per m2 • Reduce gas consumption as a % of energy consumption: 2023/24 baseline 87.6%, 2028 Target 50% • Increase % of energy generated by renewables: 2023/24 baseline 0%, 2028 Target 2% • Increase LED lighting cover: 2023/24 baseline 64.5%, 2028 Target 75% Waste, Food and Nutrition • Reduction in total waste cost per tonne on 23/24 baseline. • Reduction in total waste volume per patient on 23/24 baseline. • 20:20:60 waste segregation target performance. • Increase recycling rate. • Reduce total waste cost per tonne: 2023/24 baseline £957 per tonne, 2028 target £500 per tonne. • Reduce total waste volume per patient: 2023/24 baseline 3.0kg per patient, 2028 target 2.5kg per patient • Clinical waste segregation as per the NHSE 20:20:60 target. Currently 1:99:0 • Percentage of trust waste recycled. Green Space • Ensure that all Capital Projects include maximum improvement of • Measurement of biodiversity net gain for all Trust development project, to natural spaces (where possible) for people and nature. achieve at least the minimum requirement of a 10% increase. Procurement, Medical & • 100% of contracts > £5 million will include Carbon Reduction Plan • % of contracts > £5m included a CRP - Yes/No Medical Devices • 100% of suppliers complete Evergreen Sustainability Assessment. • % of suppliers completing Evergreen assessment - Yes/No Adaptation • Develop a Climate Change Risk Assessment (CCRA) and Adaptation Plan. • CCRA Produced by end FY 2025/26. 5.1 Workforce and System Leadership University Hospital Southampton will support our staff and leaders to build their knowledge and skills in environmental sustainability, and to innovate and embed sustainability into our strategy, polices, procedures and processes. We will encourage leaders to embed triple bottom line principles into strategic and operational management practices and decision making, ensuring that delivering environmental sustainability improvements is integrated and balanced alongside achieving financial sustainability and improving the safety and quality of care. Our achievements so far  Appointed a Board member, Senior clinician, Clinical Lead (Div A) and Sustainability Board to take responsibility for climate change and net zero implementation.  Created specialist groups to tackle specific areas of the Green Plan  Ensured that environmental sustainability has been included in our Trust Strategy and Clinical Strategy.  Increased staff awareness and education on environmental sustainability, via clean air days, sustainability newsletters and engagement with Trust ‘Always Improving’ events.  Climate action and sustainability intranet information hub created.  Green Guardians Network established, with members encouraged and supported across the Trust and Green Team Competitions run to increase engagement and staff knowledge and expertise on sustainability. Our aims over the next three years? • Assess workforce capacity and skill requirements for delivering the Green Plan. • Increase the scope and visibility of the Sustainability Team, and engagement across sustainability topics. • Put sustainability at the core of good leadership and decision making, embedding the triple bottom line. • Embed sustainability into our people processes, staff engagement practices and training packages – creating a sustainability culture. • Support our people to learn, innovate and embed sustainability into everyday decisions and processes. • Communicate with stakeholders and collaborate on research and quality improvement. 5.1 Workforce and System Leadership What are our objectives/deliverables? 1. Incorporate sustainability into wider organisational strategy through Trust, divisional and departmental objectives that reflect the CQC Well Led requirements for environmental sustainability. 2. Embed sustainability into leadership practices and decision making via the triple bottom line model. 3. Embed sustainability within our people polices, procedures and processes including job descriptions, person specifications, induction and appraisals to make sustainability relevant to everyone. 4. Incorporate sustainability into relevant existing learning and development processes and training schemes e.g. apprenticeship programmes, leadership training, clinical training and staff induction etc. 5. Engagement with clinical and non-clinical staff at all levels to raise awareness and action on environmental sustainability. 6. Embed consideration of and action on sustainability within key processes, such as business cases, quality improvement, project management and fit for the future workstreams. 7. Promote good practice and innovation, such as sustainability hybrid roles, apprenticeships, fellowships. How will we measure success?  Incorporation of triple bottom line within Trust strategies and within leadership management and decision-making practices. Senior leaders modelling exemplar behaviour.  Inclusion of sustainability within Trust/divisional goals, objectives, targets and reporting.  Widespread awareness of the CQC Well Led requirements on environmental sustainability, with leaders taking active steps to achieve positive results.  Sustainability embedded within our people processes including job descriptions, induction and appraisals.  Embedding sustainability into learning and development processes and training schemes resulting in increased staff awareness and action. Increased number of sustainability training sessions completed, on our Virtual Learning Environment and on the Greener NHS Training Hub.  Promotion of specialist training for staff groups who underpin the delivery of green plans, such as board members, procurement, finance, estates and facilities staff and clinicians.  Incorporation of sustainability within project management, quality improvement and business case processes and other key processes and templates.  Increased number of staff signed up to a network of Green Guardians.  Increased number of employees undertaking sustainability apprenticeships and hybrid roles, with support from managers. 5.2 Net Zero Clinical Transformation University Hospital Southampton aims to reduce emissions across care pathways by ensuring the principles of net zero care are embedded in the planning and delivery of our services while maintaining outstanding patient care. Our achievements so far  Appointment of a clinical lead with oversight of net zero clinical transformation.  Engagement with patient pathways, including the recognition of sustainability priorities in Quality and Patient Safety Partnerships  Support for direct action by clinical teams to implement operational change projects- for example reducing the use of printers in endoscopy department  Removal of routine use of desflurane  Decommissioning of Nitrous oxide manifolds, transitioning to cylinders  Introduction of reusable theatre caps  Improved waste segregation compliance in theatres, and ICUs  PAeds ED - cessation of single use inhalers  Pharmacy - transition from Ventolin to Salamol branded inhalers, halving GHG emission eCO2  Change back to reusable tourniquets in phlebotomy service  RCN-led Gloves Off campaign to reduce unnecessary single use glove use.  Formation of a Theatres Sustainability Working Group Our aims over the next three years? • Incorporate the triple bottom line approach into care planning, delivery and reporting. • Establish a sustainability lead and reporting processes in divisional governance meetings • Decommission remaining nitrous oxide manifolds at Princess Anne • Lean pathways - reduce emissions across care pathways in line with the latest evidence e.g. GIRFT Greener Pathways guidance and embed net zero principles within service change. • Embedding evidence-based sustainability guidance and good practice, e.g. RCP Green Physician Toolkit and Green Surgery Guide. • Focus on disease prevention, early diagnosis, streamlining care and reducing unnecessary admissions. • Low carbon alternatives - establish preferences for lower-carbon interventions and alternatives where they are clinically equivalent. • Embracing digital care and using telemedicine, virtual wards and appropriate use of AI to deliver efficient care pathways. • Build capability & capacity for staff to identify how environmental sustainability relates to their practice and changes that can be made to improve the sustainability of care delivery. • Reduce waste from clinical pathways (e.g. reusable theatre gowns), ensure correct waste segregation and maximise recycling and reuse. • Reduction of unnecessary testing and waste from expired medication. 5.2 Net Zero Clinical Transformation What are our objectives/deliverables? 1. Incorporate triple bottom line approach into care planning, delivery and reporting. 2. Lean pathways: departments and specialties encouraged to optimize and streamline care pathways in line with the latest evidence (e.g. GIRFT Greener Pathways). 3. Embed evidence based good practice into care delivery e.g. RCS Sustainability Guide, Green Theatre Checklist, RCP Green Physician Toolkit, Nursing for the Planet etc. 4. Raise awareness of the need for low carbon care and the principles of sustainable healthcare. E.g. Use of Green Team Competition to educate, support and drive change. 5. Low carbon alternatives: switch to lower carbon interventions and pathways where they maintain or increase the quality of patient care. 6. Reduction in the unnecessary use of diagnostic tests and procedures. 7. Ensure all Quality Improvement projects consider and incorporate sustainability 8. Use digital solutions to streamline care, including appropriate use of AI, and increase the number of virtual/telephone appointments in line with national targets. 9. Reduce clinical waste, e.g. reduce unnecessary use of PPE. Increase recycling and ensure correct waste segregation, especially for clinical waste streams. How will we measure success?  Triple bottom line incorporated into clinical leadership, management and reporting.  Number of care pathways reviewed and optimised.  Increased awareness of net zero care principles and evidence based good practice.  Number of Quality Improvement and other projects with positive sustainability impacts.  Increased number of virtual/telephone outpatient appointments.  Incorporation of digital solutions to streamline care, including use of AI.  Reduced procurement and waste of consumable items, especially those made of single use plastics. E.g. Reduction in the unnecessary use of PPE and switching to reusables instead of single use disposable items, where clinically appropriate. 5.3 Digital transformation University Hospital Southampton aims to maximise the benefits of digital transformation to reduce emissions and improve patient care. Integrated and effective digital systems are essential for improving access to our services, providing quality care, improving productivity and reaching our net zero targets. Our achievements so far • UHS recognised as a Global Digital Exemplar, selected by the Department of Health and Social Care as a centre of excellence to develop and share digital innovations. • UHS Digital has overseen the development of a wide range of pioneering projects, to improve the delivery and efficiency of healthcare services, and to improve patient outcomes while also supporting improved sustainability. • The use of digiRounds to reduce the time taken to see patient vital signs and results, improving staff efficiency, patient care and reducing the use of paper in critical care. • My Medical Record implemented to provide a digital version of patient’s personal and medical health records. Providing better access for patients to their records via an app and reducing paper use. • Metavision digital system implemented streamlining complex workflows and improving clinical decision-making. • Sample 360 an electronic blood tracking systems using barcoded wristbands for patients which can be scanned to accurately label samples and prevent errors. Our aims over the next three years • Continue to implement digital systems to increase our digital capabilities and system interconnectedness. • Mainstream digitally-enabled care across all areas of the Trust to provide efficient and joined up care which benefits our patients. • Use circular and low carbon approaches to IT service delivery, including low carbon hosting and data hygiene. • Investigate use of AI to support efficient and effective working practices. • Reduce our use of office paper and printing through increased digitisation. What are our objectives/deliverables? 1. Incorporate net zero principles into the digital strategy. 2. Complete digitisation of medical records ensuring secure and instant access to data. 3. Implement key digital systems including: Electronic Paediatric Early Warning System (EPEWS), e-clerking, ewardround, e-consent and pilot use of AI. 4. Utilise methods to improve energy efficiency of digital systems and reduce energy use (e.g. purchasing energy efficient equipment, switching off computers and monitors overnight and decommissioning systems that are no longer required). 5. Continue to increase the interconnectedness of digital systems internally and regionally. E.g. SWASH+ imaging sharing. 6. Use circular and low-carbon approaches to IT procurement, hardware management and online storage, including procuring energy efficient and lower carbon digital products and services. How will we measure success?  Implementation of key electronic systems e.g. EPEWS, e-clerking, e-wardround and e-consent. Pilot use of AI.  Increased virtual patient monitoring and care delivery via virtual wards.  Sustainability incorporated into IT procurement and management.  Improvement in the energy efficiency of equipment and systems in place to reduce energy use.  Reduced quantity of printing/paper procured by the Trust. 5.4 Travel and Transport Southampton Hospital Southampton recognises the critical role that sustainable and active travel plays in reducing harmful emissions, improving air quality, and supporting public health. As transport contributes significantly to our carbon footprint, both through our operational fleet and staff and patient travel, our aim is to reduce transport-related emissions in line with NHS England’s net zero targets. We will invest in infrastructure that supports walking, wheeling, cycling and public transport, and develop a comprehensive sustainable travel plan that reflects opportunities and the needs of our patients, visitors, staff and organisation. Our achievements so far  Reduced patient travel through digital care redesign.  Reduced business travel by utilising virtual meetings and promoting regular bus services between the hospital, city centre and park & ride site.  Developed a Sustainable Travel Strategy and appointed consultant support to develop a Sustainable Travel Plan covering all UHS sites.  Engagement with local authority and business partners to coordinate action on air quality monitoring. How will we measure success?  Reduce transport-based pollution to hit DEFRA & WHO limits  Reduce single-occupancy-vehicles • 2023/24 Baseline: 43% of staff • 2028 target: 35% of staff  Transition Trust fleet to Zero emissions vehicles to hit NHSE requirement • From 2027 all new vehicles owned and leased to be zero emission vehicles. Current UHS/UEL Fleet = 25 vehicles, with 4 EV and 21 ICE vehicles. Our aims over the next three years? • By Dec 2026 publish a Sustainable Travel Plan, with resource to deliver and monitor progress via measures identified within the plan. • Develop a policy position on Business Travel, to target associated emissions and ensure travel is undertaken for valid reasons. • Reduce usage of taxis, promoting travel by more sustainable means, and reduce taxi emissions via procurement processes • Develop a calendar of engagement events and initiatives to encourage staff, patients and visitors to travel actively and sustainably. • Combine messaging on active travel, air quality and health benefits, for example by co-ordinating with smoke-free communications • Reduce business mileage and fleet air pollutant emissions • Plan deployment of EV infrastructure, including working with local network operations on grid capacity and engaging with local stakeholders and neighbouring landowners. • Reduce emissions and pollution from delivery of goods and services to our sites by working with suppliers and Local Authorities • Adopt strategies and processes to align with NHS England Travel and Transport requirements and targets, including: o From 2026 staff salary sacrifice scheme to offer only electric vehicles, as per central NHS England requirements. o From 2027 all new vehicles owned and leased to be zero emission vehicles, as required in the NHS Net zero Travel and Transport Strategy. o Plan deployment of EV infrastructure by identifying local/regional grid capacity and work with local network operators and/or local authority to plan for increased capacity where necessary 5.5 Estates and Facilities The Trust estate represents a major contributor to direct carbon emissions, with significant reliance on fossil fuel heating systems. The age and condition of our buildings and infrastructure presents a significant challenge in terms of adapting, upgrading and managing our hospital sites, to provide a sustainable service. Achievements so far  Secured £100k grant funding during the 2024/25 financial year for energy improvement projects across the Trust (submetering, LED lighting upgrades)  Produced Heat Decarbonisation Plans for all Trust Hospitals.  Secured a combined £46m funding from the Public Sector Decarbonisation Scheme, to deliver energy infrastructure upgrades, renewable energy generation and building fabric improvements.  Appointed an Energy Manager to supporting the organisation to deliver energy saving projects.  Improved monitoring of energy and water use and increased the number of smart energy meters.  Implemented efficiency measures: upgraded to 64.5% LED lighting coverage.  Installed solar panels across several buildings and continue to purchase 100% certified renewable electricity or zero carbon for business. Our aims over the next three years • Ensure consistent application of the NHS Net Zero Building Standard for all Trust development projects • Fully deliver Public Sector Decarbonisation Scheme (PSDS) projects and assess impact against Heat Decarbonisation Plan projections • Co-ordinate with local authority and industry partners on local energy demand modelling and planning, to maximise opportunities for energy solutions that deliver the greatest value (district heating, for example) • Increase the energy efficiency of our existing buildings, Improve data collection to maximise low carbon funding opportunities • Create comfortable climate resilient buildings that enhance the landscape and improve biodiversity • Use water more efficiently, minimise waste and investigate reuse of grey water Our objectives and deliverables 1. Investigate opportunities that will deliver our decarbonisation plans, preparing for a switch to electricity-led heating and increased on-site renewables. 2. Increase sub-metering and utilise new smart metering technology to inform our decision making. 3. Involve employees in energy saving through effective awareness campaigns. 4. Look at how we can include Building Information Modelling (BIM) and whole-life costing approach in business decisions for capital planning, water and energy equipment. 5. Investigate how best to integrate Sustainability in our capital and refurbishment projects and provide role-specific sustainability training. 6. Provide regular training and engagement for employees to improve waste segregation. 5.5.1 Estates & Facilities: Energy & Water Management The Greener NHS Dashboard provides useful comparison dashboard for Trusts, taken from Estates Return Information Collection (ERIC) data. We will: • Use this data as a primary assessment tool for estates & facilities processes • Use the dashboard as a progress comparator against other Trusts • Set specific targets based on these dashboards Measuring Success  Reduce energy use per m2 by type and site (kWh): 2023/24 baseline 658kWh per m2, 2028 Target 645kWh per m2  Reduce gas consumption as a % of energy consumption: 2023/24 baseline 87.6%, 2028 Target 50%  Increase percentage of energy generated by renewables : 2023/24 baseline 0%, 2028 Target 2%  Increase LED lighting cover across Trust estate: 2023/24 baseline 64.5%, 2028 Target 75%  Reduce annual water use per site (m3)  Reduce water use intensity (tCO2e) per m3 and per patient contact Source: Greener NHS Dashboard 5.5.2 Estates and Facilities: Waste & Recycling Achievements so far 20:20:60 Waste Segregation Target  Acted upon audit feedback following issues with waste segregation in some areas of the hospital, which has impacted our current reporting percentages; 99% reported incineration during 2023/24 is a direct result of ISSL and SRCL audit feedback and short-term corrective actions  Appointed a Waste Manager to improve waste management processes and practices across the Trust.  Invested in a cardboard bailer which crushes used cardboard boxes enabling us to significantly increase the volume of cardboard recycled.  Introduced processes to facilitate reuse of office equipment, donated uniforms for reuse and sent our food waste for off-site anaerobic digestion.  Improved monitoring of waste.  Education and changes to improve the segregation of clinical waste. This resulted in improved waste segregation during 2025 and is enabling us to send less waste to high temperature incineration, addressing the trend shown in our segregation data.  Improvement to waste management and collection processes which should result in increased recycling rates in theatres. Our objectives and deliverables 1. Procure waste contracts that support a net zero waste hierarchy approach. 2. Comply with the requirements within the NHS England clinical waste strategy. 3. Maximise recycling and improve our recycling rate. 4. Reduce waste wherever possible via prevention and a switch to reusables or remanufactured devices. 5. Provide regular training and engagement for employees to improve waste segregation Our aims over the next three years • Reduce waste through prevention and reuse. • Improve recycling of unavoidable waste. • Align waste practices and priorities with the NHS England Clinical Waste Strategy. The Waste Hierarchy Source: NHS England Clinical Waste Strategy Measuring Success  Engage with clinical staff and increase availability of information and support on waste management  Reduce total waste cost per tonne: 2023/24 baseline £957 per tonne, 2028 target £500 per tonne  Reduce total waste volume per patient: 2023/24 baseline 3.0kg per patient, 2028 target 2.5kg per patient  I-AUDITOR Scores: 90% minimum acceptance across internal waste audits  Reduced annual waste volumes by site and by waste category (tons)  Increased recycling rate  Comply with the NHS England clinical waste segregation target of 20:20:60 for High Temperature Incineration, Alternative Treatment and Offensive Waste, respectively. 5.6 Green Space and Biodiversity Net Gain Green space is limited across the Trust estate but is valued by both our patients and our staff. We will establish processes to ensure we protect the green areas of our estate, enhance the quality and diversity of those areas, and allow our community to enjoy them. Our achievements so far  Agreement for 10% biodiversity net gain in future projects, in line with national requirements.  Rooftop Garden created at Princess Anne Hospital, with wildlife-friendly planting to attract pollinators.  Use of resident hawks to manage pigeon populations on UHS site, rather than chemical measures Our aims over the next three years • Produce baseline site plans for each UHS site to record and monitor green space and Biodiversity Net Gain. • Provide healthy green spaces on our estate for the improved well-being of staff, patients, visitors and the local community. • Improve biodiversity across our main sites. • Increase access to our existing green spaces. What are our objectives/deliverables? 1. Increase engagement with staff, patients and visitors about the benefits of quality green spaces and how they can positively impact our health and wellbeing. 2. Provide more biodiverse spaces for wildlife, using native species that provide food and shelter. 3. Look to engage with NHS Forest annually to maximise the free resources they offer. 4. Ensure that all Capital Projects includes maximum improvement of natural spaces (where possible) for people and nature. 5. Embed a new governance structure where our Sustainability Board/Biodiversity sub-group is consulted on for each Capital Project to highlight the wellbeing and biodiversity risks associated with changes to green space. How will we measure success?  Look to use DEFRA’s Biodiversity metric 3.0 to assess the value of projects or developments to wildlife within Capital Projects during initial project investigation phases.  Annual biodiversity survey in Aug/Sept, showing a year-on-year increase in species.  Increased number of UHS species recordings on the iNaturalist APP.  Increased hits on the green spaces intranet page for staff. 5.7 Medicines and Medical Devices Medicines and medical equipment account for approximately 35% of NHS carbon emissions, with inhalers and anaesthetic gases alone contributing 5%. University Hospital Southampton is committed to reducing the environmental impact of medicines and medical devices while maintaining high standards of patient care. We aim to minimise waste, promote the use of reusables and lower-carbon alternatives where clinically appropriate, and optimise prescribing practices. Our achievements so far  Significantly reduced the use of the anaesthetic gas desflurane and switched to lower carbon alternatives (currently 0.4% of total volatile anaesthetic gas use across the Trust).  Implemented reusable fabric gowns and hats in theatres.  Switched some medical items from single use to reusable and to some lower carbon medications.  Introduced systems and processes to reduce medication waste and return any unused medication to the pharmacy.  Implemented a walking aid reuse scheme across all three sites reducing waste and saving money.  Introduced remanufactured catheters in cardiac treatment pathways Our aims over the next three years • Lean practices: reduce carbon emissions related to the prescribing and use of medicines and medical products by streamlining care, optimising resource utilisation, use of best practices and standardising processes. • Low carbon alternatives: switch to lower carbon alternatives for medicines and medical equipment, where clinically appropriate. • Reducing waste: reduce waste wherever possible from medicines, medical equipment and packaging, minimising single use items and embracing circular economy principles. What are our objectives/deliverables? 1. Streamline care practices to optimise medication and equipment utilisation and standardise processes. 2. Reduction in emissions from anaesthetic gases, including reducing nitrous oxide waste from medical gas pipeline systems (MGPS) by progressing the actions outlined in the updated nitrous oxide waste mitigation toolkit. 3. Support high-quality, lower-carbon respiratory care in secondary care, including supporting patients to choose the most appropriate inhaler(s) in alignment with clinical guidelines, prioritising use of dry powder inhalers over metered-dose inhalers where clinically appropriate. Performing inhaler technique checks with patients and promoting the appropriate disposal of inhalers. 4. Medicines optimisation which aligns with national guidelines to reduce overprescribing and improve outcomes. Including deprescribing where medications are no longer beneficial or appropriate. 5. Continued implementation of systems and processes to reduce medication waste, including effective stock management, moving medication with patients and returning unused medications to the pharmacy. 6. Minimise use of single use disposable devices and switch to reusables, where possible. 7. Eliminate unnecessary waste, e.g. remove unused items from surgical packs and stop unnecessary PPE use and couch roll use. 8. Progress self accreditation via the Royal Pharmaceutical Society Greener Pharmacy Toolkit, targeting ‘Gold’ level How will we measure success?  Reduction in volume of clinical single use items per patient.  Increase in use of reusable and remanufactured items.  Reduction in the use of unnecessary equipment e.g. PPE, couch roll.  Reduction in the number of medical gas pipeline systems, reducing nitrous oxide waste.  Reduction in carbon emissions from inhaler prescribing (average emissions per inhaler CO2e) and dispensing of dry powder inhalers.  Engagement with procurement to identify the highest emission items and take steps to reduce emissions from these items.  Product review group in place to identify alternative low carbon and low waste options and support their implementation where clinically appropriate.  Medicines optimisation processes and procedures in place which align with national guidelines.  Continued reduction in medication waste and overprescribing. 5.8 Supply Chain and Procurement Procurement and supply chain activities account for a significant portion of the NHS’s total carbon footprint. Reducing emissions and waste from the goods and services we buy is essential to achieving our environmental goals, while also offering opportunities to improve efficiency and reduce costs. We are committed to embedding sustainability criteria into all relevant procurements and encouraging suppliers to align with our net zero ambition, in line with the NHS Net Zero Supplier Roadmap. We also aim to reduce reliance on single-use items and prioritise reusable, remanufactured or recycled products, supporting a circular economy where clinically appropriate. Our achievements so far  Conducted Scope 3 Greenhouse Gas carbon impact analysis and identified procurement hotspots.  Identified our top 10 carbon-intensive suppliers and engaged them to pursue net zero commitments and Carbon Reduction Plans (CRPs).  Using Vanguard Medical Remanufacturing at the Trust to restore used medical device to “as new” functional and safety standard with matching warranty.  Ensure 100% of procurements apply a minimum 10% weighting for Net Zero and Social Value, aligned with PPN 06/20 and NHS England’s Net Zero Roadmap.  Appointed a board-level Net Zero and Social Value Lead to the Sustainability Board. Our aims over the next three years • Reduce carbon embedded in supply chains through reuse, refurbishment, and low-carbon alternatives. • Reduce clinical single-use plastic usage where applicable. • Embed product-level carbon foot printing into supplier requirements and tender documentation. • Adopt a 'Triple Bottom Line' approach (People, Profit, Planet) to procurement decisions — embedding environmental, social, and economic value into financial modelling and contract evaluation, ensuring every £1 spent delivers holistic returns across community wellbe
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