SUSTAINABILITY


MRI Energy as a centralised platform to digitise reporting, consolidate disparate data sources, and provide a unified view of energy performance across their estate. The solution allowed the organisation to ingest and validate a wide range of data sets, including utility billing records, half-hourly Automated Meter Reading (AMR) data, historic consumption figures, and carbon emissions factors. The system also integrated Degree Day weather variables to contextualise consumption patterns and support accurate forecasting. By automating data collection and validation, the Trust could ensure greater accuracy, reduce the administrative burden, and unlock strategic insight that was previously out of reach.


Trusts can use centralised digital platforms to provide an unified view of energy performance across their estate.


Monthly energy reporting was time-consuming and often incomplete, with limited visibility into usage trends, performance anomalies, or site-level variances. This made it difficult to generate accurate reports for the board – or assess the effectiveness of previous interventions. Strategic planning was also hindered by a lack of forward- looking insight. The Trust needed to forecast future carbon reductions aligned to NHS Net Zero milestones for 2025, 2030, 2035, and 2040, yet had no robust mechanism for modelling emissions projections against evolving carbon factors or capital plans.


Data quality and fragmentation A further challenge stemmed from data quality and system fragmentation. Much of the Trust’s energy information was reliant on manual input, legacy spreadsheets, or siloed platforms. This made the process prone to billing errors, data duplication, and significant gaps in historical reporting. Incomplete or inaccurate records weakened the credibility of internal reporting and undermined the Trust’s ability to secure investment for sustainability projects. Perhaps most critically, the energy team faced a cultural and communications challenge. While the facilities team understood the scale and importance of the Net Zero agenda, they struggled to secure sustained engagement from clinical departments, operational managers, and senior leadership. There was a need to raise awareness, increase accountability, and build a more collaborative approach to energy management. To address these intersecting issues, the Trust deployed


Creating a sustainable and compliant energy future This transition not only improved internal reporting and regulatory compliance, but also empowered the Trust to proactively identify opportunities for savings, support board-level decision-making, and build the case for continued investment in energy efficiency and sustainability. The introduction of MRI Energy provided the Trust with a digital foundation for transforming how energy data is used across its operations. One of the most immediate benefits was the automation of reporting processes. Previously, staff were spending significant time gathering, cleaning, and compiling data from multiple sources. With the new platform in place, routine reports were generated automatically, reducing the risk of human error and freeing up internal resources to focus on strategic initiatives rather than administrative tasks. Another critical improvement was the early detection of anomalies in energy usage. By integrating real-time metering data with automated alert systems, the platform allowed the energy team to quickly identify unusual patterns or unexpected consumption spikes. Whether caused by faulty equipment, system inefficiencies, or behavioural changes, these anomalies could now be investigated and resolved before escalating into larger cost or compliance issues.


Tracking performance The Trust also benefited from improved tracking of key performance indicators (KPIs). This visibility made it easier to measure progress against emissions benchmarks, operational efficiency targets, and cost-reduction goals. With clearly defined metrics, the Trust could assess the effectiveness of its energy interventions and adjust its strategy in real time. Scenario modelling further enhanced the Trust’s


Using tailored dashboards and visual reporting tools, the team could present complex energy data in a clear, accessible format. This helped strengthen engagement at board level and across departments by turning data into actionable insight


156 Health Estate Journal October 2025


strategic capabilities. With the ability to forecast performance against future emissions factors and regulatory milestones, the energy team could visualise the likely impact of different interventions over time. This forward-looking capability proved essential for long- term planning and informed the development of phased investment programmes to meet 2025, 2030, and 2040 sustainability milestones. Improved communication with senior stakeholders was


another key benefit. Using tailored dashboards and visual reporting tools, the team could present complex energy data in a clear, accessible format. This helped strengthen engagement at board level and across departments by turning data into actionable insight. Decision-makers were better equipped to understand progress, support investment, and champion sustainability across the wider organisation.


One year into the implementation, the Trust is already seeing tangible results. Energy-saving opportunities are


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116  |  Page 117  |  Page 118  |  Page 119  |  Page 120  |  Page 121  |  Page 122  |  Page 123  |  Page 124  |  Page 125  |  Page 126  |  Page 127  |  Page 128  |  Page 129  |  Page 130  |  Page 131  |  Page 132  |  Page 133  |  Page 134  |  Page 135  |  Page 136  |  Page 137  |  Page 138  |  Page 139  |  Page 140  |  Page 141  |  Page 142  |  Page 143  |  Page 144  |  Page 145  |  Page 146  |  Page 147  |  Page 148  |  Page 149  |  Page 150  |  Page 151  |  Page 152  |  Page 153  |  Page 154  |  Page 155  |  Page 156  |  Page 157  |  Page 158  |  Page 159  |  Page 160  |  Page 161  |  Page 162  |  Page 163  |  Page 164  |  Page 165  |  Page 166  |  Page 167  |  Page 168  |  Page 169  |  Page 170  |  Page 171  |  Page 172  |  Page 173  |  Page 174  |  Page 175  |  Page 176  |  Page 177  |  Page 178  |  Page 179  |  Page 180  |  Page 181  |  Page 182  |  Page 183  |  Page 184