Tackling climate change through sustainable healthcare: Insights from WHC 2025 plenary session 2
Climate change is already reshaping health systems, communities, and the world we live in. At the World Hospital Congress 2025, Plenary Session 2 brought together leaders from the US, Singapore, India and the international accreditation community to discuss how hospitals can reduce their environmental impact while strengthening quality, equity, and resilience.
The session opened with Bertrand Levrat, who invited the audience to pause, stand and breathe together. The exercise set the tone. We all share the same air, and that air is now 1.3 degrees hotter than it was for our great-grandparents. Healthcare contributes to this problem, which means it also has a responsibility to be part of the solution.
UCLA Health: A whole-system approach in the United States
Johnese Spisso, CEO of UCLA Hospital System, showed how a major public university health system is integrating sustainability into every layer of its operations. UCLA’s Board of Regents has embedded environmental goals into leadership performance, helping to drive system-wide accountability. The organization is preparing for a 90% emissions reduction by 2045, which requires major shifts in infrastructure. Johnese also highlighted that this year UCLA has onboarded the Geneva Sustainability Centre’s Sustainability Accelerator Tool, which, in her words “is going to allow us to compare with all of you internationally on how we’re doing and to learn more from best practices that are delivered in other countries”.
UCLA has been developing climate resilience plans, including real-time assessments during the California wildfires, to learn how to strengthen readiness for future climate risks. They also have programmes such as reusable isolation gowns and the Medical Aid Initiative that divert substantial waste while lowering costs and supporting global health organizations. She concluded by referencing the article “Accelerating Climate Action Through Academic Health Systems: Leadership’s Call to Duty”, published in the April edition of JAMA, which she co-authored. The piece emphasizes the responsibility of health system leaders to educate and engage diverse internal and external stakeholders, advancing climate knowledge and exchanging best practices, similar to the collective learning powered by the World Hospital Congress.
Singapore’s NUH: Sustainability embedded in daily practice
Jeremy Lee, COO of Singapore’s National University Hospital, described a model where sustainability is fully embedded in everyday care. Leadership commitment is central, with sustainability integrated into performance evaluations and supported by dedicated committees.
NUH developed in-house carbon accounting capabilities to identify and act on emissions hotspots. One example was questioning long-standing practices in operating theatres, reducing after-hours air exchange rates and saving 40% of electricity without compromising safety. Sustainability is also part of each department’s workplan and procurement process, ensuring environmental considerations are built into routine decision-making. Jeremy emphasized that sustainable care is simply good care, with positive effects on cost, quality, and clinical outcomes.
“As healthcare professionals, we believe in a mission, a purpose, and sustainability is a continuation of that. There is no trade off. There’s no conflict between sustainability and quality.”
Apollo Hospitals: Digital care and influence at scale in India
From the private sector perspective, Dr Preetha Reddy, Executive Vice Chairperson of Apollo Hospitals, shared how they are reducing their impact while caring for millions of patients. Telemedicine has become a major enabler, with the Apollo 24/7 platform now reaching more than 99 million users. Virtual follow-ups have reduced unnecessary travel, cutting both costs and emissions. Dr Reddy also highlighted the importance of communication and influence.
“Wherever there’s a hospital, there’s a circle of influence and that is why there’s an important collaboration between the hospitals and the communities which we serve.”
Leaders at all levels have a role to play in shifting mindsets and encouraging positive action. Even small steps can create momentum when supported by a shared sense of purpose.
Joint Commission International: A global systems view
Dr Jonathan Perlin, President and CEO of Joint Commission International, provided the international accreditation perspective. He reminded the audience that if global healthcare was a country, it would be the fifth-largest emitter of carbon. Climate change is already a clinical reality, with rising temperatures expanding the range of diseases such as dengue and chikungunya – and the people most affected are often those with the least capacity to adapt.
”What we learned is that climate change is not only an environmental issue, it’s a health issue, it’s an equity issue, it’s a patient safety issue, and it’s an operational resilience issue.”
JCI has now incorporated sustainable healthcare into its international accreditation standards beginning in 2026. And the launch of JCI–GSC Healthcare Sustainability Certification reflects the readiness of hospitals worldwide to demonstrate leadership in this competency. Early adopters include hospitals in Switzerland, Singapore, Spain, and Kenya. Dr Perlin stressed that climate action aligns directly with the mission of healthcare. For many clinicians, it is also deeply personal, tied to the desire to protect the environment for future generations.
Leading sustainable change: Lessons from Plenary Session 2
Across all speakers, common themes emerged. Sustainability cannot sit to one side. It must be woven into governance, clinical practice, operations, and culture. Strong leadership is essential, but so is accurate data to guide strategic decisions. Most importantly, climate action supports the core mission of healthcare: to improve health and do no harm. Plenary Session 2 ended with some simple advice from the panellists for anyone beginning their sustainability journey. Organize your efforts with available tools. Communicate widely and mobilize your sphere of influence. Start small, without waiting for perfection. Recognize and support the teams who carry this work forward.
