Tomorrow's earth, today's journey: Exploring pathways to sustainability
Market View
Produced by:
Interview with
Jonathan Freeman, MBE
GROUP SUSTAINABILITY DIRECTOR, CARETECH LTD
Tomorrow's earth, today's journey: Exploring pathways to sustainability
Market View
Produced by:
Interview with
Jonathan Freeman, MBE
GROUP SUSTAINABILITY DIRECTOR, CARETECH LTD
About Jonathan Freeman
Jonathan Freeman is the Group Sustainability Director at CareTech Ltd, a position he has held for about three years. As the first person in this role, he is responsible for implementing and advancing the company's sustainability initiatives across its various business sectors. Freeman's work is crucial in aligning CareTech's operations with sustainable practices, underscoring the company's commitment to environmental and social responsibility.
What are the primary challenges leaders face when implementing sustainable practices within organisations, particularly in the social care sector?
The social care sector has been quite behind the curve when it comes to sustainability. The initial challenge was making the case for why we should focus on sustainability when it seemed like no one else was. We needed to push the idea that while we're doing great work, we need to elevate that, formalise our efforts, and expand broader than we've ever done before.
The biggest challenge then becomes shifting people's perspectives and lifting their sights to see the bigger picture. It's about thinking long-term about where we're steering the organisation and how we're tackling both the opportunities and challenges presented by sustainability.
How do you balance environmental goals with financial and operational objectives within your corporate strategy?
We're really clear on this—it can't be separated. It's all part and parcel of how you run your business. If sustainability is treated as just an add-on, it becomes a bit of a vanity project. As with any business decision, you have to consider what's right for the business and its stakeholders. This particularly involves the broader stakeholders when we're talking about sustainability. But we have to approach sustainability with as much commercial rigour as any other aspect of the business.
If sustainability is treated as just an add-on, it becomes a bit of a vanity project.
How important is supply chain visibility in achieving your sustainability goals, and what approaches aid in that process?
Supply chain visibility is incredibly important. We began with what's within our direct control—scope one and two emissions, which is where most organisations must start. But you quickly realise that's only going to address a small portion of the overall picture. We then started to understand our indirect emissions—those related to sustainability and the role of our numerous suppliers.
First, we began measuring these emissions, which was crucial to understand what was driving our indirect impact. Then, we initiated conversations with all our suppliers, prioritising those with the highest impact first. It was surprising how many of our providers were ready and eager to engage. We're gradually integrating this into our procurement processes.
How do you engage and motivate employees in sustainability initiatives, especially in a people-centric business like social care?
As a social care provider, we are fundamentally a people business. We have around 12,000 staff, and the majority are frontline care workers who perform incredible work caring for individuals with challenging needs. Engaging and motivating them is crucial.
We've developed a comprehensive framework and training program for our 650 different services, like care homes. This isn't just about top-down directives. It's very much a joint effort. We balance local initiatives with corporate strategies to ensure everyone feels they can contribute.
It's incredibly positive. People are drawn to work for a business that not only cares about individuals but also takes its wider responsibilities seriously. There's a challenge in attracting younger people to the social care sector, but when they see that we also prioritise environmental concerns and community involvement, it really resonates with them. This approach not only helps with retention but also with recruitment. Providing our employees with practical ways to make a difference is fundamentally important to us.
We balance local initiatives with corporate strategies to ensure everyone feels they can contribute.
Can you provide examples of how more sustainable business practices have impacted your company's bottom line and brand reputation?
Within our sector, we were quite surprised to find ourselves increasingly recognised as one of the frontrunners. In a very competitive, fragmented market, being seen as a leader in sustainability is another reason why someone might choose to work for us instead of our competitors. Additionally, because there's a high turnover rate in the social care sector, anything that helps our staff stay longer directly impacts our bottom line significantly.
Some of the changes we've implemented have also led to significant cost savings. For instance, we've seen a reduction in energy costs among other expenses. There are also some great examples related to engaging local communities and staff. For example, we have a school for young people with special needs. They worked with their staff and the kitchen team to completely redesign their menu to reduce food waste. The young people designed the menu for the school cafeteria—it's a boarding school—and they created something they truly enjoyed, which massively reduced food waste and our food costs.
That was one of our early wins where our chief financial officer was taken aback by how much we were saving each month. It's a win-win situation—saving on costs while reducing waste. It's not always a balance between sustainability and finance; often, when you approach this creatively, everyone benefits.
Looking ahead, what emerging trends or technologies in sustainability management excite you most?
There are some exciting developments happening, especially in social care. New financial instruments are emerging, and technology is creating innovative ways to address our challenges. We're exploring cost-effective ways to install solar panels across our 650 properties and we're excited about new monitoring technology to reduce energy usage.
One fascinating example is infrared ceiling heating in children's care homes. It activates only when someone enters the room, quickly adjusting the temperature and drastically reducing energy consumption. It's also incredibly safe for children who might face challenges controlling their actions. This kind of innovation shows we need to approach sustainability creatively.
It's not always a balance between sustainability and finance; often, when you approach this creatively, everyone benefits.
About CareTech Ltd
CareTech Ltd is a leading provider of specialised social care services in the United Kingdom, supporting individuals with complex needs including learning disabilities, mental health conditions, and challenging behaviours. The company offers a comprehensive range of person-centred services, encompassing care delivery, training, education, and residential support. CareTech is committed to enhancing its clients' quality of life while integrating sustainable practices throughout its operations.
