Healthcare Sustainability Certification: M.P. Shah Hospital (achieved in 2025)
Founded in the early 1930s as a community nursing home, M.P. Shah Hospital was established on a vision of delivering compassionate, inclusive, and high-quality care. Over the decades, this vision has evolved into a modern, multi-specialty institution serving patients across East Africa and the wider African continent. Today, the hospital is recognized as one of Kenya’s most respected healthcare providers, offering comprehensive medical, nursing, and rehabilitative services grounded in a steadfast commitment to patient-centred care.
Beginning with a single step
M.P. Shah Hospital’s sustainability journey began in 2018 with a symbolic yet powerful act: the planting of a single tree behind the Chief Executive Officer’s office and sharing green apples with board members and the staff. This gesture catalysed the Green 365 initiative, a programme that has since transformed sustainability from an abstract aspiration into an operational reality.
Through targeted interventions – including water consumption monitoring, energy optimization, and improved waste management – the hospital has achieved measurable reductions in its environmental footprint while strengthening operational efficiency.
From intent to institutionalization
In many healthcare organizations, sustainability remains peripheral – confined to specific departments or highlighted during global observances. At M.P. Shah Hospital, a different approach was adopted: embedding sustainability into everyday decision-making.
Transformation did not begin with large-scale investments, but with consistent, incremental actions – reducing waste, improving procurement practices, optimizing resource use, and cultivating accountability across all levels of staff. This shift required sustained engagement and organizational culture change.
Aligned with its strategic pillar of operational excellence with international accreditation, the hospital committed to pursuing Joint Commission International (JCI) accreditation. At that time, formal sustainability certification frameworks within JCI were still emerging. To bridge this gap, M.P. Shah actively participated in global learning platforms, including initiatives led by the International Hospital Federation (IHF).
Through engagement with the IHF’s Sustainability Accelerator Tool (SAT), the hospital adopted structured approaches to measuring, benchmarking, and institutionalizing sustainability. These early efforts positioned the organization to successfully align with the Healthcare Sustainability Certification (HSC) standards once they were introduced.
Starting the certification journey
The decision to pursue Healthcare Sustainability Certification was both strategic and value-driven. It reflected a commitment to delivering world-class healthcare while safeguarding environmental resources and promoting the holistic wellbeing of patients, staff, and the wider community.
Sustainability interventions at the hospital now span environmental and social domains. Key initiatives include:
• Rainwater harvesting and greywater recycling systems
• Hospital-wide LED retrofitting and motion-sensor lighting
• Waste reduction programmes, including composting and recycling of linen and electronic waste
• Staff mobility initiatives encouraging carpooling and cycling
• Integration of biophilic design principles to enhance patient outcomes
Beyond environmental stewardship, the hospital has prioritized human sustainability through expanded mental health programmes, mentorship frameworks, and a workplace culture rooted in dignity, equity, and inclusion.
At M.P. Shah, sustainability is understood as an extension of care.
Challenges on the transformation journey
Despite significant progress, the transition has not been without constraints. Key challenges include:
- Limited access to dedicated sustainability financing, with most initiatives funded through operational budgets.
- Data gaps and limited granularity in sustainability metrics.
- Ongoing efforts to strengthen supplier compliance with environmental standards.
- The need for expanded partnerships to access innovation and technical expertise.
- Infrastructure limitations affecting retrofitting and advanced monitoring systems.
These challenges underscore the complexity of implementing sustainable healthcare systems in resource-constrained settings.
Embedding ownership and governance
A central lesson from M.P. Shah Hospital’s experience is that sustainability requires organizational ownership at all levels.
The hospital has established a robust governance structure, including:
• A Board-level Strategy and ESG Committee overseeing sustainability direction
• A multidisciplinary Green 365 Committee managing implementation
• Department-level sustainability key performance indicators (KPIs) integrated into balanced scorecards
• Staff engagement through orientation programmes and designated “green champions”
By embedding sustainability into governance, performance management, and organizational culture, the hospital has moved beyond compliance toward systemic transformation.
Impact beyond the hospital
M.P. Shah Hospital’s sustainability efforts extend beyond its facilities into the surrounding community. Ongoing initiatives include:
• Annual clean-up campaigns in neighbouring informal settlements
• Textile recycling partnerships with Africa Collect Textiles
• Electronic waste recycling through collaboration with the WEEE Centre
• Paper recycling programmes with local waste management partners
As a signatory to the United Nations Global Compact, the hospital has embedded sustainability into its strategic planning (2021 to 2030), reinforcing its commitment to responsible healthcare delivery.
Progress continues post-certification
Following certification, M.P. Shah Hospital continues to advance its sustainability agenda. Key initiatives include:
• Implementation of recommendations from the 2025 energy audit
• Deployment of a Building Information Management System for improved monitoring
• Expansion of community recycling programmes
• Enhanced tracking of Scope 1, 2, and 3 emissions
• Integration of sustainability into long-term organizational strategy
Short-term priorities include scaling telemedicine and home-based care, reducing reliance on single-use materials, and strengthening supplier sustainability compliance.
Looking ahead, the hospital has committed to reducing carbon emissions by 20% by 2035, supported by investments in infrastructure, supply chain optimization, preventive care, and data-driven technologies such as artificial intelligence.
