Energy


frail residents from temperature extremes that can exacerbate health conditions. Enhanced ventilation and air quality systems reduce the spread of airborne pathogens – a lesson brought home starkly during the pandemic. Quieter, draught-free, well-lit spaces


improve resident wellbeing and contribute to a better working environment for care staff, helping with retention and morale at a time when workforce sustainability is a major concern.


Reframing energy as a strategic lever So, given the benefits, why is this critical agenda still so often overlooked? In part, it is because energy remains pigeonholed as an operational concern – an issue for the facilities manager, not the boardroom. That mindset has to change. For care operators, energy must be


treated as a core strategic asset. This means integrating energy planning into broader business planning, asset management, and capital investment strategies. It means seeing energy not just as a cost to be managed but as an area for proactive investment that pays dividends in resilience, quality, and financial sustainability. Progressive operators are already


showing the way. Some larger care groups are appointing dedicated sustainability leads or energy managers, commissioning full energy audits, and embedding energy efficiency targets into their broader ESG commitments. These actions send a powerful signal to regulators, investors, staff, and families – that they take the future of care seriously. Of course, responsibility for energy


transformation cannot rest solely with individual providers. Delivering the resilient, low-carbon care infrastructure the UK needs will require action and alignment at every level – local, regional, and national. Local authorities and planning bodies


must ensure that energy resilience and sustainability are baked into planning approvals for new care developments. Too often, new-build facilities are designed to minimum legal standards when they could and should be leading the way in sustainable design and smart energy systems. At a national level, clearer policy direction


and practical support are vital. The NHS has benefited from dedicated funding streams and guidance to support its Net Zero commitments, but the independent care sector has so far lacked equivalent backing.


A joined-up approach to decarbonising the entire continuum of care, from hospitals to residential and nursing homes, is essential if the UK is to meet its climate goals without leaving vulnerable sectors behind. Targeted grants, low-interest loans, and


clearer guidance on best practice would help unlock investment and de-risk the transition for smaller providers who often lack in- house technical expertise.


Collaboration is key The complexity of modernising energy infrastructure means that providers do not need to go it alone. The market for energy solutions is evolving rapidly, with specialist partners offering comprehensive services from audits and design to delivery and maintenance. Partnerships between care operators,


energy consultants, technology providers, and funders can deliver innovative solutions tailored to the unique needs of the care environment. Energy-as-a-Service models – where providers pay a fixed fee for modern, efficient systems installed and managed by a third party – can remove upfront capital barriers. Aggregating demand across multiple


sites or groups can unlock economies of scale that make large upgrades more viable. Collaborative purchasing agreements for green energy supply or shared investment in local renewable generation can deliver benefits that individual operators might struggle to achieve alone.


Building for resilience As the sector adapts to demographic change, workforce pressures, and shifting expectations around quality and sustainability, resilience must become a watchword for care providers. This means not only building for energy


efficiency but planning for reliability. Backup generation capacity, battery storage, and intelligent load management can help facilities ride out grid disruptions or peak demand periods without compromising care delivery. Smart monitoring and data analytics


enable operators to detect inefficiencies early, optimise performance continuously, and demonstrate compliance with increasingly stringent environmental standards.


The mission The care sector’s mission is, at heart, about safeguarding the dignity, comfort,


38 www.thecarehomeenvironment.com February 2026


and wellbeing of some of society’s most vulnerable people. That mission cannot be delivered on creaking, outdated infrastructure. The demographic pressures the UK


faces are not a distant problem – they are unfolding now. Every pound spent keeping an inefficient boiler running is a pound that could be invested in frontline care. Every delay in upgrading old systems is a missed opportunity to build a care sector that is not only fit for purpose today but resilient for tomorrow. Forward-thinking operators, investors,


and policymakers must come together to put energy infrastructure at the centre of the UK’s care strategy. Those who lead the charge will not only protect their bottom line – they will also set a new standard for quality, resilience, and sustainability in care. Because, at the end of the day, to care for


people is to care for the buildings, systems, and energy that sustain their daily lives. A resilient, efficient energy infrastructure is not a luxury. It is a necessity. And its time has come. n


Jack Goodson


Jack Goodson is senior business development manager at Equity Energies, specialising in delivering innovative energy solutions for the care sector and others. With extensive experience in renewable and conventional energy markets, Jack helps businesses reduce costs, enhance sustainability, and build tailored, energy-efficient projects and Net Zero pathways. Passionate about empowering businesses, he combines deep industry knowledge with practical insights to support sustainable, cost- effective energy transformation with lasting impact.


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