Welcome to the March issue of Health Industry Leaders Magazine, where we dive into key topics around sustainability, technology and innovation that are shaping the future of the Healthcare sector and beyond.
As the nation accelerates toward sustainability, digital transformation, and operational efficiency, the NHS and the wider healthcare community must lead the way in innovation and adaptation.
A central theme in this issue is sustainability— how we transition from single-use to reusable solutions, enhance energy efficiency, and lean into technological advancements with sustainability in mind. The NHS’s ambitious goal to achieve Net Zero by 2045, as we know, is a monumental challenge, one which requires significant collaboration, investment, and change across all areas of healthcare.
Our March issue brings together thought leaders, experts, and changemakers who are pushing the boundaries of what’s possible within healthcare sustainability. Whether it’s through sustainable solutions, net-zero strategies, or digital advancements, we all have a role to play in shaping the future of healthcare.
We hope that this edition of Health Industry Leaders Magazine inspires you, and outlines some of the important and impressive things going on in healthcare at the moment. Enjoy!
Carbon Catapult: Committed to Decarbonising the NHS Supply Chain
SWITCHING SINGLEUSE TO SUSTAINABLE: HOW REUSABLE CAPS ARE HELPING TOWARDS THE NHS NET ZERO GOAL
BY SOPHIE COOK
On the journey to delivering a net zero NHS, new innovations and sustainability projects are popping up in hospitals across the nation. Switching from single-use items to sustainable options is just one of the ways that the healthcare sector is working towards a carbon-free healthcare system. The NHS is responsible for around 5% of carbon emissions in the UK, and in Scotland. An important step on this mission has been the introduction and user-testing of reusable theatre caps in some hospitals, which have become a more common option for healthcare staff.
The use of single-use products is just one of the elements of the NHS that is significantly contributing to the carbon footprint of the healthcare industry - with an estimate of 100,000,000 singleuse caps reported ending up in landfill in 2023 (Eco Ninjas), which works out to be approximately 4 every single second.
Not only are disposable theatre caps a huge environmental issue, but they also contribute to staff health risks. Single-use caps have been linked to chronic heart disease, cancer, skin conditions, as well as discomfort in the theatre environment - so it’s no wonder that industry professionals are looking for alternatives to counteract this.
SCOTLAND’S FIRST PLANT-BASED
THEATRE CAP CODESIGN PROJECT
2025 kicked off with a new and exciting theatre cap co-design project popping up in Scotland, one of the most recent reusable cap creations, and the first in Scotland. The project is focused on unique plant-based biodegradable caps, co-designed by researchers at Design HOPES and the Golden Jubilee University National Hospital, in Clydebank, near Glasgow.
The theatre cap project is part of the wider Design HOPES research funded by the UK's Arts and Humanities Research Council (AHRC). Design HOPES was recently awarded more than £4.6M by the as one of four Green Transition Ecosystem (GTE) Hubs in the UK. Their overall aim is to address distinct challenges related to the climate crisis including, such as realising net zero goals.
The newly designed hospital caps are biodegradable and made from plant-based cellulosic fibre. They are colour-coded for staff in different specialities and use first names and job roles, to aid with identifiability in busy clinical environments – a benefit for staff and patients alike.
Led by the University of Strathclyde and Heriot-Watt University, the AHRC funded project has created these sustainable caps in a trial batch to address hospital medical waste and help tackle environmental challenges in healthcare. Two of the Professors heading up the project are Paul Rodgers, Professor of Design at University of Strathclyde, and Dr Euan Winton, Assistant Professor of Design at HeriotWatt University.
Discussing the mission for the theatre cap project, Paul said "The health of the planet is inextricably linked to the health of its people. We wanted to design with care and create something with care in mind. These caps have been driven by an environmental agenda, but now we can see, you know, clear socio-economic impacts as well."
Obviously, the caps are part of the mission to create a greener NHS, but they have a dual purpose. In hospital theatres “miscommunication and misidentification in that context can be catastrophic” Paul continues, “And sadly, you know, those mistakes can happen, but this (project) has the potential to massively reduce the risk.”
According to Heriot Watt, around 800,000 single-use caps are used and discarded every year in Scottish hospitals, which may take up to 300 years to decompose.
Dr Euan Winton added: “Up to 70% of women in theatre settings have been misidentified, and that misidentification can be related to incidents within theatre settings. So, the clearer we can identify people, the quicker we can improve patient safety. One suggestion at first was that names go up on a board. But if there are agency staff, and in these high-pressure situations, a name can go out the window and you don’t have time to search for that.”
When discussing the wider positive implications of the cap implementation into the Golden Jubilee hospital, Carole Anderson (Director of Transformation Strategy at NHS Golden Jubilee), said:
Up
to 70% of women in theatre settings have been misidentified
“ “
One of the key focuses for Paul, Euan and the team of researchers during the conception of the caps, was to work closely with staff at the NHS Golden Jubilee hospital, to ensure that the caps were influenced by the people that would actually be wearing them.
“Some staff felt they (singleuse caps) were uncomfortable, that they didn't fit well, because, effectively, it's sort of one size fits all, and it's so important that you're able to cover your head properly for infection control purposes in a theatre environment. So, we spent a lot of time talking to staff about their experiences, what they liked or didn't like about the existing caps. The staff were also keen to see how they might be able to use the caps to identify with their first name and colour or a design to identify the speciality that they belong to.
Credit:
Anderson continued: “This would beneficial both from a safety perspective, which would help communication, but also because the caps could be designed to look a bit brighter or more approachable - that patients seeing the staff prior to coming into theatre might feel a little bit more at ease, rather than seeing something that's very clinical and sterile.”
THE ROYAL LIVERPOOL UNIVERSITY HOSPITAL’S MISSION TO INCREASE SUSTAINABILITY
As we know, reusable hospital items and products aren’t a brand-new invention - there have been trials and creations over the years following the same mission. Back in 2019, Dr Mruga Diwan, Anaesthetist at Royal Liverpool University Hospital, was looking into recycling and sustainability in her department, and thought of the concept of introducing reusable caps - but due to COVID, the idea was put on the back burner.
Discussing the drive behind implementing reusable caps into the Royal Liverpool University Hospital, Dr Diwan explained: “We now have a new hospital, with 18 theatre units, and our usage of caps was more than about 100,000 disposable caps per year. That came to a financial cost of about £25,000 a year. So, there's a major cost implication.
“Then when you look at how disposable caps are made, firstly the natural content of a disposable cap is viscose, and to manufacture disposable caps involves cutting down trees. Secondly, the harsh chemicals that are used in the creation of disposable caps have been linked with chronic heart disease, cancer and chronic skin conditions, and lastly, a very important role of named reusable caps is the communication aspect as it is a well-known fact that about 70% of adverse events in the health care system are related to miscommunication.”
In the Centre for Sustainable Healthcare report Tackling Excess Waste by Switching to Reusable Theatre Caps, led by Dr Diwan, it is reported that the total savings of using reusable caps over 2 years was estimated to be £28,202, and over 3 years was £53,202.
ECO NINJASENHANCING SAFETY AND ALLEVIATING PATIENT ANXIETY
Towards the end of 2020, Dr Diwan was approached by Danielle Checketts, Owner of Eco Ninjas (formally Warwick Med) with the idea to trial reusable caps in The Royal Liverpool University Hospital - both with the same mission to ease the NHS’ environmental impact and increase patient safety.
While training an operating theatre team, Checketts was inspired to create Eco Ninjas (formerly Warwick Med) after being asked to write her name and role on a disposable theatre cap. Eco Ninjas mission was to help hospitals embrace sustainability and enhance patient safety by enabling the transition from disposable theatre caps to reusable name and role theatre caps.
The Eco Ninjas team have spent over 3 years supplying reusable theatre caps to NHS hospitals across the UK, collaborating with universities, expert test engineers, consultants and sustainability experts. Due to the complex nature and waste of bespoke embroidery (when staff leave, non-one else can wear an embroidered cap), Eco Ninjas have innovated a new way to attach a name badge to a reusable theatre cap. The badges can be easily and quickly detached from the hats, and cleaned properly for hygiene purposes and to ensure adequate infection control protocols can be used.
Checketts explained: "The practicality of detaching the badge from the hat can also ensure that the fabric hats can be laundered without the badges, at the adequate temperatures required to clean the hats effectively, similar to how scrubs are laundered. The specially designed polyurethane digitally printed badges can withstand exposure to multiple cleaning solutions used in healthcare, so they are long lasting and they can also be cleaned using soap and water to save the waste associated with detergent wipes (which has a carbon footprint similar to that of a disposable cap).
"The highly visible badges, situated in the best position to be easily read- on the forehead, above where eye contact is made, can be worn by all visitors to operating theatres as well as staff, so including students, birthing partners and representatives, identifying every person in the room is critical to improving communication, reducing hierarchical barriers and ultimately, enhancing patient safety."
The caps were created with a focus on sustainability, safety, and inclusivity. Checketts and her team created the reusable caps to be as inclusive and diverse as possible, offering different sizes and shapes for different hair types and needs. Speaking on the importance of diverse caps Danielle said: “Some staff have said that it’s very stressful in theatre if they have to get scrubbed up quickly in an emergency. It could take around 20 minutes to get their hair into three, or four, disposable hats. Sometimes, by doing that, it would really pull on the wafer-thin viscose disposable hat, and then during surgery, sometimes the hats tore, and if they tore, they'd be thrown out if their hair wasn’t covered.”
CREATING A RANGE OF FULLY INCLUSIVE REUSABLE BADGE CAPS
Checketts continues: “Many clinicians with Afro-Carribean hair have left because of it; some have had to cut their hair. No one should ever have to do that. So, to have a bespoke product which can hold hair properly, but which is a comfortable way of wearing the hair up high for eight to ten hours a day. Wearing hair up in certain ways can pull on the follicles, and it can cause conditions such as traction alopecia and it can also cause headaches. We want people to be as comfortable as possible, so we invented two types of hats for hair braids. We have hats that can tie back and hold all of their hair, and it holds it in place at the back and on top of their head. We’re also developing a hijab at the moment too.”
Linking back to the patient safety aspect of the caps, and alleviating patient anxiety, during the trials of the theatre caps in the Royal Liverpool Hospital, Dr Diwan and Checketts were passionate about ensuring the benefits for the patients were clear and that the feedback reflected this.
In Dr Diwan’s 2022 report, she interviewed team members at the hospital on their experience in the testing process. One theatre staff member commented that “Patients know who they are interacting with, which allays their anxiety”, whilst another reiterated: “It enables clear communication, especially in emergencies where timing is key to communicate with specific individuals and calling by name is important”.
WHAT’S THE FUTURE FOR DELIVERING A NET ZERO NHS?
The rise of reusable and sustainable products within healthcare, and specifically theatre environments, is just one of the greener choices that healthcare professionals and researchers are creating and utilising.
Reflecting on the implementation of reusable caps across the UK - from the newest plant-based reusable caps to Eco Ninjas inclusive caps, the benefits are clear, and the work is being done to user-test different options for sustainability within hospitals.
According to Dr Diwan, there are other eco-friendly options on the rise in Liverpool Hospitals (as well as others across the country), such as: the transition from IV paracetamol, to Oral Paracetamol in Liverpool hospitals, the use of cool sticks to test nerve blocks, instead of Ethyl Chloride spray, and looking towards reusable gowns in the future too.
These projects and possibilities are steppingstones towards a greener NHS and outline the innovative ways in which Hospitals and researchers are working together to deliver a net zero NHS plan.
Credit: Eco Ninjas
Credit: Eco Ninjas
Credit: Eco Ninjas
Credit: Marsaili Mainz
CIRCLE HEALTH GROUP MAKES OPERATIONAL IMPACT WITH DIGITAL CONNECTIVITY
BY KAS MOHAMMED, VP DIGITAL ENERGY AT SCHNEIDER ELECTRIC
I’m proud to share our ongoing collaboration with Circle Health Group, which has significantly enhanced its estates management with our digital services. These services offer the estates team comprehensive insights into their operations across its extensive estate of 53 hospitals across the UK.
Our primary goal is to enable Circle Health Group to boost operational efficiency and elevate the level of care provided by leveraging the latest digital technologies. Since 2017, Circle Health Group has partnered with Schneider Electric, utilising our energy management and building control solutions. This partnership has grown over time to include a suite of digital services to support their operational activities.
INTEGRATING SOFTWARE AND TECH TO BRIDGE THE GAPS IN HEALTHCARE
Contextual challenges, such as workforce shortages and meeting patient demands, have had a significant impact on the wider industry. The Estates team at Circle Health Group has been exploring the broader adoption and integration of software and technologies to bridge the gap. In addition, the UK healthcare sector has set ambitious climate targets, and Circle Health Group has recognised the connection between decarbonisation and their overall digital strategy.
The transition to a digital estate is complex. Healthcare estates have stringent cybersecurity requirements, and the digital infrastructure must be protected from unauthorised access. There is also the added challenge of replacing outdated systems on a large scale.
Digital transformation is never simple, so ensuring hospital teams are effectively supported with training and education is an important consideration when implementing new solutions. However, the reasons for this transition are clear – the Building Management System (BMS) influences over half of the energy usage across Circle Health Group’s hospitals. Upgrading to the latest infrastructure is essential for an efficiently run estate. Early in the partnership, Circle Health Group introduced EcoStruxure Building Operation (EBO) across many of its sites and continues to seek ways to enhance their understanding of energy use and optimisation strategies.
CIRCLE HEALTH GROUP X SCHNEIDER ELECTRIC DIGITAL SERVICES PLAN
To complement these upgrades, Circle Health Group has implemented a digital services plan with Schneider Electric, enabling them to utilise the Connected Services Hub (CSH). This advanced analytics platform offers 24/7 remote maintenance support. Utilising over 500 AIpowered algorithms, the tool monitors alarms across critical products and systems to identify issues. A key advantage of the CSH is its agnostic approach, which supports a range of different systems, including those provided by other suppliers.
Kas Mohammed, VP Digital Energy at Schneider Electric
Schneider Electric has now connected over 75% of the hospitals and is working on connecting another 15% by the end of the first quarter of 2025.
Concurrently, we are addressing critical alarming for the hospital fridges and centralising the estate’s information into a unified view, allowing Circle Health Group to see the performance of the estate holistically.
THIS COLLABORATION IS
PAVING THE
WAY FOR A MORE EFFICIENT
AND SUSTAINABLE FUTURE
Our collaboration with Circle Health Group continues to demonstrate the significant benefits of integrating digital services and advanced building management systems in the healthcare sector, paving the way for a more efficient and sustainable future.
I have witnessed firsthand how Circle Health Group has experienced a remarkable decrease in service callouts thanks to the implementation of the Connected Services Hub.
In 2024, an impressive 81% of all cases were resolved remotely, resulting in significant time savings for our engineering teams and much faster resolution times.
This eliminates the necessity of closing operating theatres while waiting for an engineer, thus preventing unnecessary delays in patient care.
By leveraging digital tools and the expertise of our remote engineers, Circle Health Group can request system adjustments to maintain control in their most critical environments. In the cases where remote resolution is not feasible, the remote support team relays their findings to a local engineer who arrives on-site equipped with the necessary tools. This approach significantly reduces downtime for Circle Health Group.
Since 2018, Circle Health Group has saved over £200,000 through Schneider Electric’s remote support services.
DIGITALISATION ALSO SUPPORTS SUSTAINABILITY DECISION-MAKING
Our quarterly engineering visits offer substantial benefits through equipment audits that provide actionable recommendations for avoiding downtime or enhancing performance. The digitisation of the estate also supports sustainability decision-making with detailed energy usage metrics. Hospitals can swiftly adjust and achieve greater control over heating, cooling, air handling, space utilisation, standby controls, and ongoing energy usage data.
Looking ahead, Circle Health Group plans to broaden its use of digital services. Future plans include integrating Building Management Systems (BMS) with surgeons’ panels to allow for override controls, thereby further enhancing operational efficiency and patient care. Additionally, the estates team aims to centralise all Schneider Electric products into one cohesive system. This ongoing process will provide a single, central access point for engineers, middle, and senior management alike, featuring a dashboard where they can review critical information about their entire estate.
Credit: Schneider Electric
Times are tough for healthcare estate leaders. Circle Health Group is a shining example of how a digitised healthcare estate can reap massive efficiency rewards. These results show how 24/7 remote support, and connected systems can bring hospital operations back to full health, save vital funds, and prevent downtime in such a critical environment. Head over to the Schneider Electric site to read more here.
ABOUT KAS MOHAMMED
Kas has been with Schneider Electric for over a decade now, taking up the role of Vice President of Digital Energy, UK&I in March of 2020. Prior to joining Schneider, he attended the University of Derby, where he received a Bachelor of Science (BSc) in Psychology. At the start of his Schneider career, Kas worked in sales, before becoming BEMS Product and Marketing Director. Most recently, he worked for two years as the Midlands Regional Director. Kas is passionate and committed to transforming and decarbonising
buildings, whether new or old, with smart, sustainable solutions across energy generation, power, IoT and building services. He believes that smart buildings are not only more comfortable and sustainable - but they also help to ensure that the most rigorous safety and health standards are being maintained and improve business performance through unlocking productivity and improving the employee value proposition. He recognises that it’s our responsibility to unlock technology potential to make our buildings and cities smarter, more sustainable and more humancentric.
Connect with Kas on LinkedIn.
Credit: Schneider Electric
with digital connectivity makes operational
Circle Health Group enhances its building management systems with digital services, achieving comprehensive insight and operational efficiency across its estate.
Circle Health Group, United Kingdom
se.com/ecostruxure
CARBON CATAPULT:
COMMITTED TO DECARBONISING THE NHS SUPPLY CHAIN
BY HANNAH WINTLE
In order to deliver a sustainable model of healthcare in an increasingly climate-conscious UK, the NHS must decarbonise their supply chain. Supporting their decarbonisation strategy is Carbon Catapult, who at the Health 100 – Decarbonising the NHS event in London last month, outlined their approach.
Stephen Linksted, Director, Carbon Catapult
With an ethos to support, engage, and drive positive change for the planet in partnership with their clients, the team are accelerating a sustainability evolution with companies across single and multiple locations, and ensuring that, together, vital changes are being implemented.
DELIVERING SUSTAINABLE CHANGE IN THE NHS
This commitment extends to aiding the NHS to meet its ambitious target to reduce its carbon footprint and improve public health outcomes. The healthcare service has set a target to reach net zero by 2040 where direct emissions are concerned, and is also striving for net zero in the emissions it can influence, such as its supply chain, by 2045.
Carbon Catapult are committed to helping the NHS reach these goals, not only to help deliver a more sustainable and resilient model of healthcare delivery in the UK, but to foster a healthier planet in a world where climate change is directly linked to poor health outcomes.
As part of the IV Group of Companies, Carbon Catapult supports a larger portfolio of carbon, energy and environmental standards implementation than any other consultancy with their global reach.
“ “
Decarbonising the NHS is not just about meeting carbon targets; it’s about building a healthcare system that is resilient, sustainable, and capable of providing high-quality care in a changing climate.
However, despite the strides that have already been made within the NHS including increasing energy efficiency and introducing lowemission vehicles into their fleets, Carbon Catapult have identified the challenges that lie ahead.
In order to tackle the decarbonisation challenge head on, funding and technological barriers must be overcome, and importantly, the entire NHS supply chain must become more aligned with sustainability goals.
HEALTH 100DECARBONISING THE NHS
On 04 February, Carbon Catapult joined other key representatives in London for the Health Industry Leaders Health 100 - Decarbonising the NHS event. Attendees heard of the essential strides being made to address the ongoing mission to deliver on net zero pledges, including a keynote speech from Carbon Catapult Director Stephen Linksted.
Stephen outlined the urgentneed for robust carbon standards, and real, measurable decarbonisation across the entire healthcare system. He also shared his insights into Carbon Catapult’s ongoing work with the supply chain to meet NHS carbon requirements, and how the team are embedding best-in-class standards and accelerating the shift towards a low-carbon future.
After the event, Carbon Catapult commented: “At Carbon Catapult and Intu Veritas, we are leading the way in supporting the pathway to net zero, including NHS and their partners, and the wider supply chain. The NHS has set ambitious carbon reduction targets, and we believe that collaboration, innovation, and the right expertise are critical to achieving them.”
Decarbonisation isn’t just an environmental goal— it’s a strategic imperative for resilience, cost efficiency, and long-term sustainability. We look forward to continuing our partnerships across the NHS ecosystem to deliver real impact.
Now, Carbon Catapult are seeking to build upon their work within the healthcare service by continuing the dialogue
We transform our business to decouple it from resource constraints.
We constantly innovate to offer our customers the most sustainable solutions while not compromising on safety and quality of our products.
We are committed to do more with fewer resources
• We have secured 100% renewable electricity for all of our established and new manufacturing sites, as well as our headquarters in Sweden.
• Our new glove factory in Malaysia utilises a water management solution which is expected to further help us reduce water consumption locally while increasing manufacturing capacity substantially1
• A closed energy loop at our wound care factory in Finland enables recovering heat from various processes and recycling it for factory heating2
• Customised procedure pack trays, such as Mölnlycke ProcedurePak® trays, reduce the valuable preparation time in the Operating Theatre by up to 40% and can reduce the amount of waste3.
• A change in protocol due to the extended wear time of Mepilex® Border Comfort can result in fewer dressing changes, cost reductions and less nursing time4
References: 1 https://www.molnlycke.com/news/molnlycke-news/molnlycke-inaugurates-new-plant-and-acceleratesto-meet-future-demand-for-supply-and-sustainability/ 2 https://www. molnlycke.com/SysSiteAssets/corporate/ documents/molnlycke-annual--sustanability-report-2021. pdf. 3 Assessing the carbon and waste benefits of moving to Procedure Packs at Royal Liverpool and Broadgreen University Hospitals, NHS Trust”, 2011. 4 Nelson, D. Better outcomes for skin tears with new 5 layer bordered foam dressings. Poster presentaiton at 50th Annual Conference of the Wound Ostomy and Continence Nurses’ Society, Philadelphia, Pennsylvania, United States of America, 2018 5 Tyson, L. Study First: Driving the Case for Improving Hospital Wound Care. Poster Presentation at WOCN Annual Meeting, Nashville, 2019.
Find out more at w w w.molnlycke.co.uk Mölnlycke, Unity House, Medlock Street, Oldham, OL1 3HS. Phone 0161 621 3900. The Mölnlycke, Mepilex, and ProcedurePak trademarks, names and logos are
To find out more on how we work to become a global leader in sustainable health care, visit www.molnlycke.com/about-us/wecare-about-sustainability/
SOCIAL MEDIA FOR SURGEONS: A CLINICAL GLOBAL NETWORK TO BOLSTER BEST PRACTICE
BY HANNAH WINTLE
For most of us, social media has become an accepted part of everyday life. In fact, if you’re reading this eMagazine article on your phone or computer, it’s likely you have at least one social media platform open in another tab or app. Perhaps you may even be thinking of sharing this article within your social networking circles.
Social media serves a fundamental human need; to keep us connected. Thanks to the internet, our social circles are bigger than ever, reaching across oceans and defying language barriers, and as such, our ability to share information has reached unprecedented levels.
But, increasingly, social media is proving its use in professional circles, too. Utilising this invaluable tool has the potential to transform the way various industries carry out their work practices, and healthcare is certainly no exception. Enter SurgeOn.
Designed as a social networking app for clinicians the world over, SurgeOn allows healthcare professionals to connect, ask questions, and discuss surgical techniques, with the aim to unlock efficiencies and collectively solve problems.
“As surgeons, we spend a lot of time isolated in our own rooms,” said trauma surgeon Dr Jeremy Heffner, Cofounder and COO of SurgeOn. “I don't even know what the surgeon next to me is doing one room over, let alone what they're doing across the country.
“[SurgeOn] allowed us an opportunity to create a connected tissue, to really unify all the surgeons into one place where we could share the experiences that we're having, and to create an environment where we feel safe behind closed doors to have those bigger, deeper conversations. That's where it started.”
WHAT DOES SOCIAL MEDIA FOR SURGEONS LOOK LIKE?
The app itself, which has been described as “Facebook, LinkedIn and YouTube all rolled into one”, is designed to provide a designated space for surgeons from around the world to come together and discuss new procedures, medical techniques, and offer alternative approaches to challenges.
In the USA where the app originated, more than 17,000 surgeons have signed up to date, and are utilising its features to discuss practice and procedure. With the ability to share visuals–and with stringent protections in place to safeguard patient confidentiality–clinicians are able to see different surgical techniques in use.
Credit: SurgeOn
“It allows us to teach each other. To say, ‘Oh, I see how you're doing that. That's brilliant’. And then it allows us also to disseminate that knowledge across the United States, Europe, the UK, and eventually worldwide, very quickly, and say, ‘This is a better way.’”
The app also leverages AI in its transcription service, Scribe, as well as delivering a userfriendly experience to ensure each surgeon is seeing the most relevant posts first. Jeremy added: “We're integrating more AI, and we're going through a current upgrade so that the feed will be AI generated, meaning that it'll be more personalised, like the major feeds right now.
“The app itself, the backbone of it, is completely modern and was rebuilt about four and a half years ago on a 100% modern platform. But AI is the new integration aspect, and this will bring us up to speed with a lot of the larger social media companies and how their platforms function. That's the last piece of the puzzle.”
However, Jeremy also pointed out that, as with any other new technology, AI comes with certain limitations that the team are keen to mitigate against: “We need to make sure that it doesn't influence the surgeons in a negative way. It doesn't drive the way they think, but it gives them the opportunity to see the information they need to see in a more efficient and valuable manner for them. Balancing that has really been the key.”
BRINGING THE NHS INTO THIS COLLABORATIVE GLOBAL APPROACH
Having seen such success across the USA, the app has now officially rolled out in the UK and Europe, achieving more than 1000 sign ups in the first 48 hours of its launch.
Jeremy said: “There are very good surgeons all across the world, and definitely across the UK and EU. It's just a case of, what can we learn from each other? And how can we improve patient care, not just in our backyard, but literally across those continents.”
He also highlighted that, while healthcare systems differ from region to region, the fundamentals of learning and knowledge sharing remain the same, which makes the SurgeOn app so valuable to healthcare professionals no matter where in the world they are.
“I've actually seen a conversation between a surgeon from Cambridge, a surgeon from Harvard, and surgeons from Middle America, all talking on the app about what's the best way to handle a certain situation. It's fun, because now we get that UK person, we get the NHS perspective, because each side, each country, each group of surgeons, is dealing with different limitations.
“Maybe it's the instrumentation they're allowed to have. So we can ask, ‘How did you handle that? Because we don't have that scenario here,’ or, What are you seeing that we're not seeing? Because your patient population is different to our patient population.’
“It allows you to really get those perspectives and understand the differences in how you handle situations, or realise that what we're all really doing is very similar, and it's only a slight variation.”
DELIVERING A VITAL EDUCATION PIECE
Importantly, the app also presents a unique opportunity to drive key learnings among those at the beginning of their career, and offer an educational edge to equip the future workforce with the invaluable insights of those with more experience.
“We're finally putting all of these different groups, these different ideas, into one place, so that the next generation can say, ‘I know where to go. I know where I can find the information.’
“On top of that, they can integrate all this different information and develop new ideas that they wouldn't have seen before because it was so dispersed across the internet. They can now make these connections and really advance the entire field in a way we quite didn't see before.”
Certainly, the education aspect is only bolstered by a more globally diverse workforce, and this is something that Jeremy stated will feed into future sessions of their ongoing webinar series, where top experts discuss new techniques for the benefit of newer surgeons. This facilitates an open dialogue comparable to in-person conferences, while removing the complication of travelling around the world to attend these events.
Building an app designed specifically with surgeons in mind has opened new dialogues and enabled new networks to be built, turning what can often be a lonely job into one with new avenues available for communication, discussion, and learning.
While Jeremy alluded to the possibility of opening the app up to other healthcare professionals in the future, including nurses and hospital executives, the focus for the time being is building the global reach of SurgeOn, to ensure that surgeons around the world have access to the rapidly growing knowledge sharing network that the app is facilitating. Credit: SurgeOn
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RADIOLOGY UNLOCKED: A GLOBAL LOOK AT THE CHALLENGES AND OPPORTUNITIES FACING RADIOLOGISTS
In a global survey of more than 700 radiologists from across 50 countries, Everlight Radiology reveals the critical challenges and opportunities facing the field of radiology.
The comprehensive report, “Radiology Unlocked: The Global Radiologist Report 2025” highlights radiologists’ firsthand insights on the critical pressures facing the field. The report highlights the incidence of burnout and stress, the dangers of overnight working, the potential (and pitfalls) of AI, and the opportunities presented by outsourcing, as well as exploring potential solutions.
Radiology is a critical component of patient care pathways, involved in over 80% of patient episodes, including cancer care and emergency care. As the global demand for diagnostic imaging continues to grow, it is crucial to raise public awareness of the vital role radiologists play in healthcare management.
Rob Anderson, Global CEO of Everlight Radiology, comments:
“The findings of this survey paint a stark picture of the challenges facing radiology departments worldwide. It’s clear that a combination of strategies is required to address the increasing demand for imaging services. Teleradiology and outsourcing are key components of that solution, offering vital support to overworked departments. We recognise the urgent need to listen to radiologists and provide better support for radiologists, as this will in turn enhance patient care. By addressing burnout, embracing true partnership with teleradiology companies, responsibly integrating artificial intelligence, and investing in the future of the profession, we are committed to supporting the radiology community. Together, we can ensure the sustainability and advancement of radiology for years to come.”
BURNOUT, WORKFORCE SHORTAGES,
AND NIGHT SHIFTS: A PERFECT STORM
The survey reveals that one of the most pressing issues revealed by the survey is radiologist burnout and workforce shortages within the field. Over half (53%) of respondents identify burnout as their top concern. This is closely followed by workforce shortages (49%) and brain drain - the exodus of locally trained clinicians (40%). These challenges are putting immense pressure on radiologists, leading to increased patient wait times and a growing demand for innovative solutions.
The survey also highlights the significant challenges posed by working the night shift. Majority of radiologists (88%) say that they have worked night shifts at some point in their careers, with over a third (36%) still regularly required to do so. There is a strong consensus that frequent night shifts are unsustainable, with nearly half (47%) stating that night shifts reduce diagnostic accuracy. An additional 63% of radiologists perceive overnight work as having a negative impact on their performance and patient care, with 61% of radiologists reporting impaired performance the following day.
TELERADIOLOGY: A CRITICAL SUPPORT SYSTEM
Teleradiology has emerged as a vital tool in modern healthcare, helping to alleviate workload pressures, clear backlogs, and provide access to subspecialist expertise. 98% of radiologists recognise the benefits of teleradiology, with 73% citing its ability to help in-house teams’ clear backlogs and 72% noting its role in reducing workload pressures.
Credits: Everlight Radiology
Credits: Everlight Radiology
THE RISE OF ARTIFICIAL INTELLIGENCE
Interest in artificial intelligence (AI) has surged within radiology, with many viewing it as a potential solution to the field’s many challenges, from relieving workload pressures to improving diagnostic accuracy, however, its adoption varies widely among radiologists. Many are not yet regularly using AI, with 57% of respondents stating they do not use it routinely in their roles. The majority see AI as a valuable tool to support, not replace, human expertise. The report emphasises the need for responsible implementation and continuous testing to maximise AI’s benefits.
INVESTING IN THE FUTURE OF RADIOLOGY
The findings highlight the urgent need to invest in capacity and development to attract and retain talent, prioritise worklife balance, minimise overnight working, and promote sensible AI adoption. These steps are essential to creating a more resilient and effective radiology workforce.
Everlight Radiology’s global model of teleradiology includes a global talent pool of highly skilled radiologists delivering time-critical reporting that is truly 24/7, 365 days a year, with unrivalled 99.5% accuracy. Everlight Radiology is committed to supporting the radiology community and enhancing patient care.
REDUCE EMISSIONS, WASTE AND RISK
SUSTAINABLE CONSTRUCTION SOLUTIONS FOR MEP
MADE FROM RECYCLED CONTENT
HELPING THE NHS ACHIEVE NET ZERO THROUGH ENERGY EFFICIENCY
BY SAM KERR, BUSINESS DEVELOPMENT MANAGER, SMARTCOOL SYSTEMS
The NHS has set itself one of the most ambitious decarbonisation targets in the world: achieving Net Zero by 2040 for direct emissions and 2045 for its entire supply chain. As the largest public sector emitter of carbon in the UK, reducing energy consumption across the NHS estate is critical to meeting this goal. With ageing infrastructure, high energy demands, strict operational requirements, how can hospitals and healthcare facilities make significant progress without compromising patient care?
STEP 1: MEASURE
Decarbonisation begins with understanding exactly where and how energy is being consumed. Without granular data, hospitals are left making assumptions about their energy usage, often leading to inefficient decision-making.
That’s where Smartcool’s technology, combined with real-time energy measurement solutions from Panoramic Power, comes in. Our wireless, non-invasive sensors provide circuit-level insights into energy consumption across an entire facility without the need for downtime or rewiring. By identifying specific energyintensive systems such as HVAC and refrigeration, hospitals gain the data they need to take targeted action.
STEP 2: MONITOR
Collecting data is just the beginning; the real value comes from continuous monitoring and analysis. Smartcool’s intelligent energy management platforms transform raw data into actionable insights, helping NHS teams detect inefficiencies, spot potential equipment failures and make informed decisions in real time.
For example, an NHS hospital that identifies unusual energy spikes in its air conditioning system could proactively schedule maintenance before a breakdown occurs avoiding costly repairs and unnecessary energy waste. By keeping a close eye on consumption trends, Trusts can move from reactive to proactive energy management, ultimately driving long-term efficiency gains.
At Smartcool, we believe the answer lies in a simple yet highly effective approach: Measure, Monitor, Optimise. By applying this three-step framework, NHS Trusts can unlock significant energy savings, cut carbon emissions, and reduce operational costs all without the need for expensive equipment upgrades or disruptive overhauls.
STEP 3: OPTIMISE
The final and most impactful step is optimisation. Even the most advanced hospital HVAC and refrigeration systems waste energy due to inefficiencies in compressor operation. This is where Smartcool’s retrofit technology provides an immediate and measurable benefit.
Our Energy Saving Module (ESM) and ECO3 solutions enhance the efficiency of existing equipment by dynamically adjusting compressor cycles. By reducing excessive energy use without impacting performance, Smartcool technology delivers energy savings of 10–20% a significant reduction in both cost and carbon footprint. Best of all, our solutions integrate seamlessly with current systems, ensuring immediate savings without any disruption to patient care.
Credits: Smartcool
A PROVEN PATH TO NHS DECARBONISATION
Real-world results have shown that this approach works. Organisations across various industries, including temperature-controlled storage and commercial buildings, have successfully implemented Smartcool’s technology to achieve substantial energy reductions. The NHS, with its vast energy needs and clear sustainability mandate, stands to benefit enormously from these solutions.
By embracing the Measure, Monitor, Optimise framework, NHS Trusts can make tangible progress towards Net Zero cutting emissions, saving money and ensuring a sustainable future for healthcare in the UK. At Smartcool, we are ready to support the NHS on this journey, providing the technology and expertise needed to turn ambition into action.
For more information on how Smartcool can help your NHS Trust meet its sustainability targets, visit www.smartcool.net/nhs.
Credits: Smartcool
TURNING AWAY FROM BUSINESS-AS-USUAL IT PROCUREMENT IN A SUSTAINABLE NHS
BY STEVE HASKEW, HEAD OF SUSTAINABILITY AT CIRCULAR COMPUTING
This spring, Labour plans to unveil its 10-year NHS strategy, focusing on illness prevention, local care, and digital transformation. It promises to be a defining moment shaping both the future of our publicly funded health service and the party who founded it.
While Wes Streeting prioritises cutting waiting times, implementing digital tech and drawing on the private sector to innovate the service, the NHS also has ambitious sustainability targets – aiming to become the first net-zero national health service by 2040 and targeting an 80% reduction in its emissions under its direct control by 2028 to 2032.
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Each laptop purchased by an NHS trust typically costs between £500 and £1,000, generating an average of about 331kg carbon emissions’
Steve Haskew, Head of Sustainability at Circular Computing
As the Government and health minister navigate these tests, sustainable IT can play a vital role in the future of the NHS. The NHS has already begun to investigate the reuse and remanufacturing of medical devices to save money and help tackle its large waste footprint. The health service currently produces about 156,000 tons of clinical waste each year, equivalent to over 400 jumbo jets.
DEVICES SHOW DIRECTION OF TRAVEL
Leeds Teaching Hospitals Trust improved its finances by £100,000 by buying remanufactured catheters and selling used devices. According to the Government’s NHS waste crackdown, scaling this across the UK could save the NHS millions of pounds annually on catheters used for heart tests alone. Meanwhile, the reuse of walking aids has also brought substantial carbon savings.
If two out of every five walking aids were returned, a typical UK hospital could save nearly £50,000 a year. Reusing a refurbished walking aid also reduces carbon emissions by 98% compared with manufacturing a new model. Boosting the return rate over the next three years could cut carbon emissions by 7,400 tonnes, equivalent to about 300,000 car trips between London and Bristol.
Medical tools, however, are just the tip of the iceberg. The NHS is responsible for 4% of England’s total carbon footprint, so it must explore all avenues to bring a netzero future for itself and the UK.
SECOND-LIFE TECH MUST TAKE ITS PLACE
While the NHS has implemented the reuse of devices, its IT estate is a largely untouched asset with the potential to shift the dial on sustainability.
Over the years, health trusts have spent huge amounts on their IT equipment and consistently favoured brand-new devices rather than extending device lifecycles and using remanufactured models. According to data from Freedom of Information requests, NHS Trusts spent £260m on 401,084 new PCs, at an average cost of £650.54 a box from 2013 to 2017. Fast forward to 2020 to 2021, and according to Oxygen Finance, £3.24 billion was spent on ICT-related services, a 33% increase from 2019 to 2020. Last October’s budget saw more than £2 billion announced in funding for NHS technology and digital transformation in 2025/26.
While digital transformation will help heal some of the NHS’s wounds, a new-at-allcosts tech procurement policy will open new ones.
Each laptop purchased by an NHS trust typically costs between £500 and £1,000, generating an average of about 331kg carbon emissions, due to the intense production phase of new equipment. This significantly impacts the service’s budget and sustainability goals.
Adopting the reuse model that we’ve seen for medical devices for tech procurement could save the NHS billions with no impact on performance. Remanufactured laptops, for example, cost 40% less than new models and are guaranteed by the BSI Kitemark to perform “equal to or better than new”. They are a compelling option as Streeting plans the future of the health service.
Ahead of the NHS 10-year strategy, the proof of second-life tech is already out there. A third (35%) of the UK ambulance service in England has been supplied with remanufactured devices from Circular Computing, while the King’s College Hospital Foundation Trust’s recent adoption of this hardware helped it cut 126.4 tons of carbon emissions as well as saving 76 million litres of water over an 18-month period.
As the Government looks to safeguard the NHS, addressing its sustainability goals while delivering value for money, second-life IT is the ace up Wes Streeting’s sleeve. There can be no excuse for not playing it.
ABOUT STEVE HASKEW
In his role as Group Director of Sustainability and Growth, Steve Haskew leads on defining, developing, and implementing the CSR strategy for Circular Computing. His vision is a key driver of growth across the business and ultimately looks at achieving a reduction in carbon footprint.
Whilst being at the helm of Circular Computing’s sustainability strategy, Steve has been the driving force behind Circular Computing’s industry first milestone, which saw the business receive the renowned BSI Kitemark certification. He is also leading on helping the business achieve other sustainability targets, including funding the planting of 1 million trees by March 2023 and reaching Net Zero carbon footprint by 2030.
An industry veteran of over 40 years – Steve’s career has so far spanned numerous roles and responsibilities, including pioneering and defining the role of the ITAD (IT Asset Disposition), reverse logistics and the principles of re-use in the 1980’s and 1990’s.
As a keynote speaker on decarbonisation and Circular Economy strategy, Steve has directly helped to reshape how corporate IT is produced and consumed, shifting behaviour to create meaningful sustainability impacts that can be measured and reported.
