Green Plan 2025-2028

Introduction

The climate emergency is a health emergency. Climate change threatens the foundations of good health, with immediate and direct consequences for our patients, the public, and the NHS. The situation is worsening, with nine of the ten hottest years on record occurring in the last decade and nearly 900 people killed by heatwaves in England in 2019. Without accelerated action, we will face more intense heatwaves, frequent storms and flooding, and a wider spread of infectious diseases such as tick-borne encephalitis and vibriosis.

Over the past decade, the NHS has taken notable steps to reduce its impact on climate change. As the country’s largest employer, however, there is still more the NHS can do. Action must not only reduce NHS emissions—currently equivalent to 4% of England’s total carbon footprint—but also build resilience into the way care is provided.

WMAS has been at the forefront within the ambulance service, implementing significant changes that have led to reductions in both our direct and indirect carbon footprint. Key actions include:

• Implementing the Make Ready Model, reducing our estate portfolio and commissioning new build sites that meet the rigorous BREEAM standards.
• Switching to LED lighting at our sites, significantly cutting electricity usage.
• Running a fleet replacement program, ensuring no frontline operational vehicles are over five years old. WMAS now operates the most modern ambulance fleet in the country, compliant with the latest Euro emission standards.

West Midlands Ambulance Service University NHS Foundation Trust is committed to environmental protection through the development of a sustainable strategy. Sustainability is defined as meeting today’s needs without compromising the ability of future generations to meet theirs.

A sustainable health and care system is achieved by delivering high-quality care and improving public health while preserving natural resources and minimising ecological damage.

This Green Plan outlines the Trust’s commitment to ensuring proper governance and management arrangements are in place to meet both our statutory sustainability responsibilities and the NHS targets outlined in Delivering a Net Zero National Health Service (October 2020). It aligns with the Trust’s 5-year Strategy (2021-2026).

Our goal is to guide the Trust toward sustainability by promoting the efficient and responsible use of resources across key areas such as Energy and Water Management, Waste Management, Transport & Travel, Procurement, and Building Management.

The NHS has set an ambitious target to become the world’s first net zero national health service. The targets are:

• Net Zero by 2040 for emissions we directly control (NHS Carbon Footprint), with an 80% reduction (compared to 1990 levels) by 2028-2032 (Scopes 1 & 2).
• Net Zero by 2045 for emissions we can influence (NHS Carbon Footprint Plus), with an 80% reduction (compared to 1990 levels) by 2036-2039 (Scope 3).

This plan replaces the Trust’s previous Sustainability Strategy (012).

Who are we?

West Midlands Ambulance Service University NHS Foundation Trust (WMAS) is an incredibly ambitious organisation, it has been at the forefront of quality and safety, performance, and innovation for a number of years, not only within the ambulance sector, but more broadly across all types of NHS Trusts.

Some of the most notable achievements over the last five years which we are proud of include the following:

• Rated “outstanding” by the CQC in consecutive assessments – the only ambulance service to be ever “outstanding” by the CQC.
• Awarded University Teaching status, the only ambulance Trust to receive such recognition.
• Have consistently maintained a zero-vacancy rate and have not used any private sector capacity to delivery response time performance.
• Pioneered the innovative make ready system now adopted across the country (fewer, larger new ambulance hubs with onsite vehicle preparation and support to reduce the time our clinicians spent on non-clinical tasks)
• The first and only ambulance Trust to ensure there is a paramedic on every ambulance.
• The only Trust who continues to consistently achieve all its response time standard for patients (call assessing, 999 response times and patient transport)
• Ensures all its fleet remains no older than five years and is now trialling zero emission vehicles in both front line and operational support roles such as I.T. – the first Trust to do so in the UK and Europe
• Whilst achieving for patients and our staff, maintaining the lowest cost base of all English Ambulance Trusts, delivering balance budgets every year

The ambition which has driven this level of success remains undiminished, working with our partners across health and social care, WMAS is determined to be at the forefront of the delivery of Integrated Urgent and Emergency Care.

WMAS is determined to set the direction for the future of care delivery, both regionally and nationally and indeed internationally – within the Ambulance sector, but also more broadly as an NHS provider of care.

We were formed in 2006 bringing four previous ambulance services together and in January 2013, WMAS was authorised to become an NHS Foundation Trust. WMAS in 2018, also began providing Patient Transport Services across Cheshire and Merseyside too. Then in 2019, WMAS started to provide NHS 111 across the region with the exception of Staffordshire and Stoke on Trent.

We look after the people who require care across Shropshire, Herefordshire, Worcestershire, Coventry, and Warwickshire, Staffordshire and the Birmingham and Black Country conurbation. All added together, we are responsible for the immediate care needs of more than 5.5 million people, or roughly 10% of the English population.

The West Midlands is the second most ethnically diverse part of the United Kingdom after London and includes the second largest urban area in the country, the Birmingham, Solihull, and the Black Country conurbation, where 43 per cent of our population live.

WMAS is an anchor organisation within the West Midlands

• We employ around 7,000 local people, providing good quality work, terms and conditions that support those we employ and their dependents.
• We support local supply chains and industry, most of what we buy is through UK based suppliers and employers.
• We have buildings across the whole region, supporting the communities we serve.
• Ambulance Trusts are anchors within the NHS – connecting patients to a whole variety of other care outcomes – we are unique in the way that we touch every single part of health and care across such a large area.
• This year we will put close to £400m of taxpayers’ money back into the local economy.

2.1      What are our services? – supporting the needs of people within the West Midlands and beyond.

The Trust provides a range of services in a comprehensive, increasingly integrated offer, they include:

1. 999 Emergency Response
2. Non-Emergency Patient Transport
3. Specialist Operations to include Hazardous Area Response Teams and critical care infrastructure such as our “Merit Teams” – Critical Care Practitioners and Doctors, attending the most critically injured and unwell.
4. Hosting the National Ambulance Resilience Unit – the coordinating body supporting resilience planning, training, incident management delivery across the country
5. In house student paramedic training program
6. Research and practice development.

2.2      In House Student Paramedic Programmes

WMAS has led the way in training and development for over a decade, starting with its in-house student paramedic course launched in 2010. By the end of 2024, nearly 5,000 paramedics have been recruited, filling vacancies, and enabling WMAS to become self-reliant in workforce terms, an achievement unique for an NHS provider. The course has gained popularity, attracting hundreds of applications each time it is advertised. Beyond our own needs, the demand for paramedics extends across the healthcare sector, including hospitals and primary care. WMAS is now collaborating with primary care networks to support their workforce needs, further extending our impact and partnerships. This creates a significant opportunity for WMAS and our partners moving forward.

2.2      Our Strategic Framework – Vision, Values, Objectives and Organisational Culture

Alongside our vision, values, strategic objectives and culture, the board with our staff and partners have developed a new set of strategic priorities, this reflects the work to plan against what we believe our five strategic drivers of change to be, to ensure continued high quality, efficient and safe care over the coming years.

Underneath each of our five strategic objectives are our strategic priorities for the next five years, they are set out below and will align the Green Plan within the organisations overall strategic objectives, achieving Net Zero and delivering environmental sustainability carries through to our Trust Strategy and sub-strategies.

Alignment between Strategic Objectives and the Green Plan

Areas of Focus

This Green Plan is divided into eight key focus areas, each addressing significant emission sources and opportunities to reduce our carbon footprint. Every area of focus is guided by a vision that outlines our long-term approach to achieving net zero emissions.

WMAS Sustainability Journey

Since 2011, the Trust has implemented a comprehensive program to manage and reduce its carbon footprint. As a result, we achieved a 14.2% reduction in CO2 emissions from electricity at one of our major hubs in 2021. While emissions from electricity have decreased year on year from 2019 to 2024, emissions from waste have seen a slight increase between 2022 and 2024, and transport reduced in 2022/2023, but increased slightly in 2023/2024 due to fluctuations in overall operational mileage.

Our carbon footprint overall has remained steady over the past five years, and the following sections outline emission trends across each scope during this period

Scope 1 Direct

Our largest contributor to Scope 1 emissions are Vehicle Fleet, these have remained consistent over the last five years, with a slight increase in 2023/2024 driven by an increase in mileage, and engine idling time (at hospitals) from 13,847.72 tCO₂ to 14,070.39 tCO₂, which is a 1.6% increase.

Fleet vehicle emissions are the largest contributor to Scope 1 emissions. Apart from a slight reduction in fuel usage in 2022-2023, and a further reduction in 24/25.   

Scope 2 Direct

Our consumption of electricity has reduced over the years and has reduced significantly comparing 2019/2020 to 2023/2024 by 25%.

Electricity use has remained steady, contributing to Scope 2 emissions. Reducing consumption and switching to renewables are key to cutting our carbon footprint. The graphs below show CO₂ emissions per site and per square metre.

Carbon Emissions Scoped 1-3 2020-2024

Scope 3 NHS Carbon Footprint+

Our largest contributor to Scope 3 emissions is waste. This has decreased in 2023-2024.

Scope 3 emissions, from sources outside the Trust’s direct control, are tracked through waste disposal and water use. While these are only part of our Scope 3 footprint, they offer key improvement opportunities. Waste streams have remained stable, with a slight reduction in 2021-22. Increasing recycling, reducing general waste, and diverting food waste will further cut emissions.

Waste Emissions 2020-21 to 2023-24

Scope 3+

Like most NHS Trusts, our biggest emissions come from the supply chain. Scope 3+ covers indirect emissions beyond traditional Scope 3, including supply chain activities, commuting, and product use. Tackling these requires assessing our value chain, working with stakeholders, adopting low-carbon solutions, and setting clear reduction targets. This approach supports compliance, sustainability leadership, and environmental impact.

Workforce & System Leadership

Within WMAS, there are a high number of individuals working within the Trust that understand the need to embed sustainability into their everyday working lives. We, as a Trust need to harness this into a cohesive force to effect behavioural change in Trust activities. Engagement at all levels can provide the basis for positive action at every level.

A Trust’s Sustainability Working Group is in the process of being launched and will be responsible of raising awareness of sustainability across all Trust sites by creating Hub Champions. This will be delivered though regular meetings with Hub Champions to assist the Sustainability Manager in achieving carbon reduction schemes at all sites.

All Trust employees are responsible for the following:

• Supporting and participating in implementing agreed environmental action plans
• Familiarising themselves with the Trust’s Green Plan
• Supporting the Trust’s commitment towards environmental management in all aspects of their work and putting forward suggestions for environmental improvements (Sustainability Working Group)
• Minimising energy and utility usage by observing good housekeeping measures.
• Participating in environmental training as appropriate
• Assisting in minimising the production of waste and maximising the reuse and recycling of waste material

The Trust is also working collaboratively with the partners in the Black Country ICB to ensure our objectives are aligned.

Sustainable Models of Care

The objectives as set out in the Clinical Strategy 2023-2028 identify that innovation, transformation, collaboration and engagement are key aspects to the Trust delivering sustainable services. The delivery of a well trained, and educated workforce to support prioritising prevention, developing systems and services with partners to deliver care closer to home, working to empower patients and signpost to appropriate services.

In developing these approaches, this promotes improved efficiency, effectiveness, appropriate use of services that reduces our carbon footprint and using lower carbon alternatives, whilst delivering effective, sustainable health care.

Medicines

Medicines account for 25% of emissions within the NHS. A small number of medicines account for a large portion of these emissions, and there is already a significant focus on two such groups – anaesthetic gases, which contributes to 2% of emissions, and inhalers, which contributes to 3% of emissions at the ‘point of use’.

A key focus for the Trust is to continually deliver appropriate and sustainable care to patients, to support their care when medicines are required for treatment. This can be delivered effectively and efficiently through use of technology and working collaboratively to support patients without the need for direct face to face attendance. This approach reducing the Trusts carbon footprint and still delivering high quality care, this working alongside the continued work with procuring appropriate, sustainable packaging and products when they are still required.

Digital Transformation

Since 2016, the Trust has rapidly progressed with its ambition to remain at the forefront of digital innovation, utilising technology as an enabler, not only to provide the best possible care to patients, but also to support other Trust ambitions, such as sustainability and net zero carbon.  We started with the 100% implementation of the electronic patient record by mid-2016.  Since the Trust has been focusing on the removal of all paper in processes across the organisation.

We are guiding staff in the appropriate digitisation of legacy processes and combining the latest techniques and best practices such as automation, with a cloud-first approach, to bring efficiencies and improve the quality and availability of data. This data directly informs decision making and future improvements.

Most notably in terms of the Green Plan may be the implementation of the Trust’s Sustainability App, which records monthly carbon footprint data for each site, which can then be visualised through reporting and used directly in the planning of future improvements.

We have continued the drive to review and where appropriate replace all paper-based processes, aside from those required for Business Continuity, with digital alternatives.

Examples of developments over the last three years, which positively impact on sustainability within the Trust are:

Uniform Ordering:

Implementation of a Trust wide uniform ordering system which removes all paper-based actions in relation to the ordering, approving, and delivering of Trust uniform, whilst significantly improving the experience for the end user. This system digitises the end-to-end internal process between the staff member and the Uniform team, giving the staff member full sight of the progress of their request, through submission, approval, preparation, and delivery.

Personal Development Conversations (PDC’s)

Implementation of a Trust wide system for the management of all staff annual Performance and Development Conversations (PDCs). Originally this was paper based for all staff, and over the last 3 years we have gradually brought more cohorts of staff on board, with the PDC system for 2025/26 being inclusive of all staff regardless of banding. Not only does this remove large volumes of paper, but it also allows for more accurate recording and tracking of actions, reminders when reviews are due and enables the conversation to be automatically uploaded to the staff member’s file with no manual input required.

Digital Make Ready

Since 2022, following the success of Digital Make Ready within frontline Operations, we have worked with our Patient Transport Services (PTS) and Distribution Teams to develop equivalent platforms for their areas, removing paper-based processes and enabling more effective ways of working. These continue to be improved and enhanced for future benefit, with the data they generate being used to inform decision making and efficiency.

Incident Reporting

In recent years we migrated our ability to report and manage incidents from paper and electronic solutions, into a digital platform. This has served us well, with data being available which can be used in the prevent of future incidents and management of risks. Within the last year we have developed a new iteration of this system, using the most innovative technology available, building on what we learned from the predecessor and bringing in new requirements from changes in legislation and best practice.

Audit System

Similarly to Incident Reporting, over the last year we have used the latest technology we have available to develop a replacement to our previous Audit solution. This now enables all audits, regardless of content to be fully designed by the person leading the audit, including questions and potential answers. It allows for use across all devices, including mobile devices, so audits can be accurately completed whilst in front of the asset in question, removing paper notes and the transposing of details, and enables us to more easily retrieve the data gathered for analysis and visualisation.

Visitor Logbook

Historically we had a serious of paper notebooks on entry to all sites, to record the details of visitors and their vehicles. We implemented a digital system at the three largest Trust sites which records the visitor’s details, including their car if they have one and notifies the appropriate person internal to WMAS of their arrival, in order that they may be met at reception. Not only does this improve security on site and enable a roll call feature in case of building emergency, but it also removes the paper visitor logbooks and name badges and is more efficient for administration staff. We plan to evaluate deploying this to all sites in due course.

Various Tracker Systems:

Since 2022 we have improved many processes, which were previously either paper or electronic through the development of tracking applications, allowing data to be more reliable and readily accessible. Again, these are enabled for use on Trust mobile devices to allow for completion in appropriate locations, rather than making paper notes which could be incorrectly transposed.

Themes for these trackers include:

• Vehicle trackers, for example tracking mileage and defect resolution.
• Training and assessment completion where the data is then used to monitor compliance. For example, Safe Working at Heights (SWAH), Clinical Supervision, Newly Qualified Paramedics, Critical Care Paramedic Portfolios, Bariatric training, driving assessments.
• Stock checking and the appropriate ordering of required equipment and medication.
• Lease car application, approval, and delivery trackers.
• Expression of Interest forms for staff development, and awards tracking.
• Daily training school registers, which were previously paper based.

Travel & Transport

Fleet progress towards delivering a Net Zero NHS includes the following steps already taken:

• 5 Year Front Line Operational vehicle life
• WMAS Van conversions lightest weight in the country – National Specification based on WMAS design.
• NHSI Benchmarking 2017 – WMAS Front Line Emergency Ambulance model lowest TCO (total cost of ownership) in the country.
• NHSI Benchmarking 2020 – WMAS Front Line Emergency Ambulance model lowest TCO in the country.
• Latest generation Front Line Emergency Ambulance delivered further weight savings – 7%mpg improvement.
• Whole Fleet compliant with the Birmingham ULEZ (from the outset)
• Mileage is a growing story, more miles = more fossil fuel = higher emissions

ZERO Emissions 

• EDCA – First in the Country
• OM Cars – Built on fully electric Jaguar I-Paces – a further 5 electric response cars being delivered in 2025/2026
• EPTS – 2x in operation x1 sitter and stretcher vehicle
• Under 3.5 tonnes – Zero emission by 2028

Our fleet emissions are the biggest contributor to our carbon footprint and are within our direct control. The NHS England Net Zero Travel and Transport Strategy outlines an ambitious plan to decarbonise our fleet as shown in Roadmap below. There are currently 61 electric vehicles in use within the organisation, including RRV vehicles, and there are 75 electric vehicle charge points sockets across the organisation, these are largely 7kW with 22kW sockets, we also have a small amount of rapid DC chargers.  There is a programme being delivered at the time of writing this document to install a further 24 electric chargers across the organisation which will total 99 electric chargers.

Fleet Department Delivery Plan

Improvements made during previous Green Plan 2021-2025

• Deliver into operations Zero Emission RRV’s and PTS Vehicles – Complete
• Implement a Lease Car Policy that encourages staff to opt for Hybrid or Zero Emission Vehicles. All Lease Cars now must be electric – Complete.
• Cost and prepare a Business Case to implement EV Charging Infrastructure on Hubs for Operational vehicles and latterly for staff use – Complete – will be a continued focus areas for capital investment for future years to support BEV Fleet growth.
• All new vehicles under 3.5 tonnes will be Zero Emission
• Continue to leverage technology to implement low and zero emission vehicles into our operational Fleet.
• Reduce business mileage.
• Encourage staff to use public transport.
• Encourage staff to use the Salary Sacrifice Scheme –
• Cycle to Work

Risks and Challenges

A significant challenge the trust is facing is the amount of time our ambulance fleet spends waiting at hospitals to hand patients over. We have observed delays lasting several hours, and during this time, we must maintain the temperature of the saloon area and ensure that our medical equipment remains fully charged. To achieve this, the vehicle’s engine needs to be left running, which burns fuel and generates emissions.

Although our vehicles are equipped with anti-idling technology, the engine must run to control the saloon temperature and power supply. This issue is currently being addressed by NHSE and hospital teams, who are working to implement improvements that will reduce the amount of time our crews spend waiting.

During the year 2024/2025 the table below summaries the position.

A significant challenge the trust is facing is the amount of time our ambulance fleet spends waiting at hospitals to hand patients over. We have observed delays lasting several hours, and during this time, we must maintain the temperature of the saloon area and ensure that our medical equipment remains fully charged. To achieve this, the vehicle’s engine needs to be left running, which burns fuel and generates emissions.

Although our vehicles are equipped with anti-idling technology, the engine must run to control the saloon temperature and power supply. This issue is currently being addressed by NHSE and hospital teams, who are working to implement improvements that will reduce the amount of time our crews spend waiting. During the year 2024/2025 the table below summaries the position.

Another challenge is the availability of technology, especially for decarbonising the emergency fleet.  The transition of the electric ambulances is complex, vehicle manufacturers are focussing development on high volume vehicle categories – sub 3.5tonne gross vehicle weight.

Estates & Facilities

The Estates Department’s progress toward achieving a Net Zero NHS, based on 2011-2021 data, included the following steps shown in the table below. However, as outlined below, and in detail in the Action Plan at the end of this document, significant progress has been made sense then with major projects underway.

Progress to date

West Midlands Ambulance Service has set up 75 AC chargers, with capacities between 7kW and 22kW, along with 5 DC chargers to support its electric vehicle fleet. Looking forward, 24 more chargers are scheduled for installation in 2025/26, further enhancing its sustainable transport infrastructure.

Decarbonisation: In 2023, we successfully secured funding through a Salix Project to refurbish the Hereford Hub. This project focuses on energy efficiency and decarbonisation by installing a solar PV system with battery storage, replacing the old boiler with a VRF heat pump, increasing the site’s incoming power capacity, and upgrading the building’s glazing. This will provide a carbon saving of around 30 tonnes in Year 1 and 355 tonnes to 2039.

Installation of Solar PV Systems at our HQ and a site in Stafford: Tollgate Unit 2 will receive a 150kW solar system, expected to generate 128,996 kWh annually and reduce carbon emissions by 24,838 kg in the first year. Meanwhile, Millennium Point will be fitted with a 99kW solar system, projected to produce 86,337 kWh per year, cutting carbon emissions by 18,223 kg annually. Both installations are targeted for completion by the end of March 2025.

Improvements made during previous Green Plan 2021-2025

• Adaptations to buildings to ensure effective energy savings and reduced carbon footprint – complete
• Purchasing 100% renewable energy – complete
• Replace lighting with LED alternatives where possible during routine maintenance, which has now been completed across the Estate.
• Mature our data capture and reporting capabilities in this space – produce high quality MI to enable data driven decision making, which is ongoing.
• Disabling vehicle Pressure Washer diesel fired heating systems, which has been completed.
• Identify opportunities in the existing estate to deliver further sustainable initiative.
• A 7,000 m² purpose-built Hub has been built in the Oldbury area of the West Midlands.
  This building has been designed to achieve an Excellent BREEAM Status.

Calculated emissions are 15.2kg Co₂ per m^2.

1. 85kw Photo Voltaic array on the roof (currently no battery storage)
2. Installation of LED lighting throughout
3. Installation of x20 Electric Vehicle Charging Points

• Complete the upgrade to LED lighting across all sites – Complete.
• Commission into service new sites to further improve facilities – an important enabler to operational delivery – works ongoing to replace Shrewsbury Hub with a new site.
• Introduction of recycling at all sites, which was completed in 2023.
• Link heaters in Workshop/Garage Areas to shut off when roller shutter doors are open.
• Insulate existing buildings, which has now been successfully completed.
• Reduce temperature of buildings by turning down the heat by 1^oc
• Moving hot water systems to Air Source Heat Pumps
• Install smart meters at all sites to remotely monitor utility usage.
• Water saving measures by introducing taps with diffusers which can save up to 50% water or install sensor taps at all sites.
• Delivery of a Solar Voltaic System to our HQ, 111, and EOC in Stafford – Complete

Waste Management

The Trust has undertaken a survey for the implementation of recycling processes for the control and segregation of domestic waste.

To support sustainable waste management and ensure compliance with upcoming regulations, dedicated recycling areas are in place across all Trust sites. These areas will provide clearly marked bins for different waste streams, including paper, plastic, and eventually food waste. By making recycling more accessible and organised, we can increase recycling rates, reduce contamination in waste streams, and ensure that more materials are send to energy recovery and avoid landfill or incineration.

In late 2023, the Trust made a significant investment in a Cardboard Compactor, which is now located at the Sandwell Hub. This initiative was introduced to improve our waste management processes and ensure that cardboard waste is disposed of in an environmentally responsible way. The compactor works by compressing large volumes of cardboard, making storage and transportation more efficient and reducing the overall waste footprint.

Not only does this support the Trust’s commitment to sustainability by promoting recycling and reducing landfill waste, but it also provides a financial benefit. The compacted cardboard generates an income of approximately £110 per tonne. This revenue helps offset operational costs and contributes to the Trust’s broader environmental and financial objectives.

Moving forward, the Trust will continue to explore further waste reduction initiatives and sustainability projects to enhance our environmental impact and efficiency.

Simpler Recycling

In April 2025, new food waste disposal regulations will come into effect, requiring businesses to adopt more sustainable waste management practices. These regulations require the separation of recyclable materials, including glass, metal, plastic, paper, and card, —as well as food waste from general waste streams. The goal is to significantly reduce the amount of waste sent to landfill, minimise emissions, and support the UK’s wider environmental sustainability efforts.

To ensure compliance with these new regulations, the Trust has proactively taken steps to enhance its waste management infrastructure. Food waste bins have been ordered for external areas across the Trust’s portfolio, providing designated disposal points to streamline waste collection and recycling. Additionally, internal waste bins will be installed within sites to facilitate correct waste segregation. These measures will not only ensure adherence to the new legal requirements but also contribute to a more responsible and environmentally conscious waste management system.

As part of this transition, the Trust will also focus on raising awareness and educating staff about the importance of waste separation and recycling. Clear signage, training, and ongoing monitoring will be implemented to ensure effective adoption of these new waste disposal practices. By taking these proactive steps, the Trust is reinforcing its commitment to sustainability and environmental responsibility.

Cleaning Product Management

Reducing single-use plastics has become a key focus in the sustainability journey for the Cleaning Contract. Since 2019, Churchill Contract Services has made significant strides by switching to PVA water-soluble sachets, saving over 24 metric tonnes of plastic waste in 2020 alone, equivalent to the weight of four grown elephants or 16 family-sized cars.

Under the new contract with Churchill, we continue to support this initiative and benefit from ongoing plastic reduction. Since 2020, Churchill Services have demonstrated savings as a business and have saved 4,999.33kg of plastic across the Trust.

In addition to the plastic reductions, these new products are safer for the environment and for both cleaning staff and Trust employees. The lightweight nature of the products reduces the risk of harmful exposure and helps lower our carbon footprint.

The products used have earned Gold Sustainability Awards across the range. With Churchill Contract Cleaning Services as a partner, they lead the FM industry in sustainability and have been awarded a Silver Sustainability trophy for environmental best practice at the Green Apple Awards for two consecutive years. Churchill has also introduced a 100% sustainable cleaning solution to the Trust, reducing plastic consumption, CO2 emissions, and improving health and safety standards. They were honoured with the 2021 PFM ‘Partners in Sustainability’ award for Large Estates.

Total Plastic Saved by Year

2021 – 460.03kg

2022 – 1,642.63kg

2023 – 1,865.11kg

2024 – 960.15kg

2025 – 71.42kg

Total plastic saved to date – 4,999.33kg

Total Plastic Saved by Site

WMAS – 108.94kg

Hollymoor Hub – 69.76kg

Bromsgrove Hub – 60.81kg

Tollgate Unit 2 – 60.73kg

Warwick Hub – 54.96kg

Erdington Hub – 49.73kg

Donnington Hub – 48.99kg

Willenhall Hub – 48.14kg

Dudley Hub – 41.27kg

Hereford Hub – 39.02kg

Worcester Hub – 35.09kg

Coventry Bodmin PTS – 30.76kg

Dudley Academy – 29.6kg

Gravelly PTS – 29.15kg

Shrewsbury Hub – 27.6kg

Millennium Point  – 26kg

Coventry Hub – 23.76kg

Wolverhampton PTS – 22.24kg

Frankley PTS – 21.95kg

Stoke Hub – 21.11kg

Garage – 20.76kg

Tatenhill Air Ambulance – 20.29kg

Supply Chain & Procurement

The NHS Supply Chain accounts for approximately 62% of total carbon emissions, but it also offers opportunities to generate savings, environmental improvement, and social value. The NHS has identified three ways that it can reduce emissions from its supply chain, these are:

• Sustainable Procurement: The NHS seeks to prioritise products and services with lower carbon footprints by working with suppliers to meet environmental standards and promote eco-friendly materials, packaging, and processes.
• Low Carbon Transport and Logistics: The NHS aims to reduce emissions in transportation by optimizing logistics, using electric or low-emission vehicles, and exploring more energy-efficient delivery methods.
• Circular Economy Practices: The NHS aims to adopt circular economy principles by reusing and recycling materials, extending product lifecycles, reducing single-use items, and repurposing medical equipment to cut environmental impact.

Reducing the Trust’s carbon footprint from the procurement of goods and services requires a focus on the contracts the Trust enters, as well as more collaborative procurement arrangements with NHS Supply Chains and suppliers.

WMAS will ensure that a strategic plan is in place upon contract award to establish a baseline for emissions, using its PowerApp system at the start of the contract. This will help track initiatives aimed at reducing emissions over the 5-year contract term.

Over the past eight years, WMAS has undertaken various initiatives to reduce CO2 emissions, which are outlined in the WMAS Green Plan. WMAS has primarily focused on upstream initiatives to reduce CO2 and NOx emissions from its fleet, estate, Make Ready implementation, waste management, cleaning, procurement, and travel. These efforts have led to significant reductions in downstream CO2 and NOx emissions, which have been reported to the Board in compliance with our statutory duties as an NHS organisation.

WMAS’s fleet fully complies with Euro 6 emission standards, making it the only Trust in the country at this level. Significant investments have also been made in electric vehicles and supporting infrastructure in recent years.

To monitor and manage emissions from service delivery, WMAS submits monthly data returns to NHSE and ICB, demonstrating positive reductions in CO2 and NOx emissions. WMAS has partnered with consultants to develop a PowerApp system for collating and analysing data on CO2 and NOx emissions. This system provides real-time, centralised reporting, enabling WMAS to strategically plan, invest, and meet the NHS provider carbon target objectives of the Trusts Green Plan, while identifying further areas for innovation.

Additionally, WMAS entered into a three-year Cleaning Contract, where the contractor is responsible for supplying sustainable cleaning products. This change has led to a more than 50% reduction in single-use plastics.

Adaptation

The WMAS Business Continuity Management System (BCMS) will consider short-term and long-term impacts on the organisation including climate change adaption planning

To facilitate the integration of climate risk management into the WMAS BCMS, reference is made to the current BC standards ISO 22301 and ISO 22313. These represent best practice, with ISO 22301 specifying the requirements while ISO 22313 provides supporting guidance

WMAS has specific plans to address climate change, including extreme weather, flooding, and related incidents.

Evidence suggests the UK will face hotter, drier summers and warmer, wetter winters, with more frequent and severe weather events. Adaptation and mitigation must go hand in hand to ensure a balanced and effective response.

New ISO requirement to support climate agenda

ISO standards drive climate action by promoting sustainable practices. They help organisations reduce emissions, improve product footprints, and transition to a green economy.

ISO has updated its management system standards, requiring companies to assess climate risks in their contextual analysis. This change aligns with the ISO London Declaration’s commitment to climate action.

Inserted in Chapter 4, the amendment ensures organizations consider climate change in management system design if relevant. Climate concerns have been a global priority for over 30 years, involving governments, businesses, and society.

The amendment in Chapter 4 of the Harmonised Structure (Annex SL) adds:

4.1: Organisations must assess if climate change is a relevant issue.

4.2: Interested parties may have climate-related requirements.

If climate change is relevant, it must be integrated into the management system. Addressing emissions is crucial, as climate change remains a global priority.

Our Commitment

• Embed climate change and adaptation into WMAS business continuity planning.
• Ensure staff are trained and aware of climate impacts to enhance resilience.
• Continuously engage with partners to assess risks, improve resilience, and adapt to climate change.
• Integrate net-zero actions into the Emergency Preparedness, Resilience, and Response (EPRR) Framework.
• Meet future EPRR Framework assurance and contractual standards.

Governance

The Board receives an annual update on sustainability progress, focusing on the sections identified in the Green Plan. Additionally, sustainability is reported quarterly as part of Health, Safety & Risk and included in the annual Quality Account presented to the Board.

WMAS’s Annual Report outlines sustainability efforts and provides a carbon footprint report for the previous financial year.

Other committees and groups may receive updates or information on the Green Plan and its objectives. However, there are no formal governance structures in place for these groups.

Risks and Challenges

Funding remains the biggest obstacle to achieving net zero. To address this, net-zero initiatives are included in the capital plan, with efforts to secure external funding and integrate sustainability into decision-making.

Another challenge is the availability of technology, especially for decarbonising the emergency fleet. The transition to electric ambulances is complex, but ongoing technological advancements and national research efforts support progress.

Competing priorities and an uncertain environment also pose risks. However, legal obligations, strategic goals, and embedding sustainability into decision-making help mitigate these challenges.

Annual Carbon Footprint 2023-2024

The annual carbon footprint will be updated each year to track progress against the Green Plan and the goal of achieving net zero. The total carbon footprint for 2023-24 has increased compared to the baseline year (2020/21) but has decreased from the previous year’s emissions. The table below provides a summary of emissions during 2023/2024 (left hand column), compared to 2022/2023 (right hand column). 

• A decrease in emissions from energy usage of 6%
• An increase in transport emissions of 1.6%.
• A slight decrease in waste emissions of 0.3%
• A decrease in water and sewage emissions of 30%

Annual Action Plan

The list below outlines all requirements for delivering carbon reductions, as well as associated plans and strategies, according to the documents identified above. Different coloured tabs mark the start of each new year, highlighting the specific targets for that period. Links to relevant national documents are provided for guidance, along with progress updates to date.