TRAINING AND DEVELOPMENT NGHN
Importantly, interoperability challenges were not viewed as insurmountable. Rather, they require proactive estate-level coordination and clearer management of digital assets. Legacy systems may limit what is achievable in some contexts, but they do not preclude improvement.
From insight to
engagement The Energy & Sustainability Working Group now moves into its next phase with a refined understanding of the challenge it seeks to address. The focus has shifted from targeting manual overrides in isolation to examining how capability development, improved knowledge dissemination, and campus-scale management practices can strengthen BMS utilisation.
More broadly, the experience suggests that cross-sector convening remains an underused tool in NHS estates governance. Collaborative, neutral forums can surface systemic issues that may be obscured within organisational silos and can accelerate shared learning without formal policy intervention. The NGHN working group model,
combining leadership development, professional networking, and practical problem-solving, offers one example of how such collaboration can operate in practice. As pressures on estates performance intensify, sustained engagement across disciplines will be essential. Expressions of interest are therefore
welcomed from estates professionals and sector partners who wish to contribute to, or take on leadership roles within, the
Energy & Sustainability Working Group or related NGHN forums. If optimisation of digital infrastructure is to support meaningful progress on cost, carbon, and resilience, capability and collaboration must develop alongside capital investment. Senior leadership that contributed to the Energy &Sustainability All-Network event and Roundtable:
• Severine Turgis – head of energy transition at Central London
• Khodr Hawchar – infrastructure compliance project manager at St
Community Healthcare and West London NHS Trusts
• Mary Aladegbola – senior Net Zero technical lead at NHS England
George’s University Hospital NHS Foundation Trust
• Gavin Toman – director of building services at McLaughlin & Harvey
• Hadeel Saadon – innovation lead at Turner & Townsend
MMC: STRENG
Jeremy Jones CEng MICE, associate: structures at Ramboll Healthcare Spearhead, Ben Somers associate director: industrialisation at Turner & Townsend, and David Sloan, senior planner: construction at McLaughlin & Harvey, offer their
T
• John Dorward – healthcare solutions advisor at Honeywell
• Caroline Lloyd – sustainability officer at South Warwickshire University NHS
at Deliotte Foundation Trust
Reference 1 NHS England (2025) Estates Returns Information Collection, summary page and dataset for Eric 2024/25 - NHS England Digital, NHS England. Available at:
https://digital.nhs.uk/ data-and-information/publications/ statistical/estates-returns-information- collection/summary-page-and-dataset- for-eric-2024-25
• Makis Karavokris – senior consultant (health solutions/ tech transformation)
he UK is seen as a world leader in industrialised construction, particularly in healthcare, with the New Hospital Programme’s (NHP) Hospital 2.0 at the forefront of global best practice. Quiet successes are consistently delivered across the industry outside the media’s negative-leaning spotlight. With the industry experiencing heightened skills shortages, health & safety, climate and economic concerns, the move towards industrialised construction is an important tool to deliver efficient, coordinated, and outcome-focussed public buildings at speed and within budget. To realise these benefits, we need to embrace collaboration between all members of the construction ecosystem to capitalise on opportunities to share learnings from delivery challenges and successes. Prioritising industrialised construction (IC) helps address the construction industry’s challenges, as the pursuit of Pre-Manufactured Value (PMV) drives greater standardisation and closer collaboration between designers and the supply chain, capturing learnings early and improving efficiency. This requires a shift in mindset, with supply chain engagement earlier in the Plan of Works to harness specialist expertise and develop more practical, streamlined solutions. While IC has many benefits, it is by no means a ‘one size fits all’ solution. Designers at early stages must ensure that the opportunity to industrialise is kept open so that the best solution, aligned to the client’s benefit drivers, can be adopted without rework in later design stages. Key drivers such as health & safety, sustainability, speed of construction and, of course, cost should be at the heart of the decision- making process of informing delivery methodology.
16 Health Estate Journal August 2026
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