Beating the Heat: Why Staff Uniform Comfort Matters in Care Homes
In this article, Alsico explores how rising temperatures bring staff comfort into sharper focus, from uniform design to menopause considerations, and why small changes can make a meaningful difference to wellbeing and performance.
As temperatures rise across the UK, care providers are once again preparing for the challenges that warmer weather can bring. While much of the focus is understandably on supporting residents, summer can also highlight the conditions experienced by the people delivering that care every day.
Care homes are unique working environments. Maintained at warmer temperatures to support residents, they can become challenging workplaces during hotter periods. For care workers carrying out physically demanding roles involving long shifts, constant movement and hands-on care, these conditions can place additional strain on comfort and wellbeing.
Our research into the experiences of UK care workers highlighted several factors influencing day-to-day working life, including comfort, workplace support and uniform suitability. One of the clearest findings was the link between comfort and performance, with 58% of respondents saying the fit of their uniform affects how well they can carry out their role.
While uniforms may seem like a relatively small part of the working environment, the findings suggest they can have a meaningful impact on everyday experiences. During warmer weather, when staff may already be working in challenging conditions, issues relating to comfort and freedom of movement can become more noticeable.
For care workers, discomfort is rarely limited to a single issue. Long shifts spent moving between residents, assisting with mobility and carrying out physical tasks can become more demanding when clothing feels restrictive or contributes to overheating. What feels manageable during cooler months can become a greater challenge as temperatures rise.
Warmer conditions can also present challenges for employees experiencing menopause symptoms. Given that the care sector employs a predominantly female workforce, this is an important consideration for many providers. Our research found that 68% of respondents who had experienced menopause symptoms at work said their uniform did not help them cool down following a hot flush, while 63% said it did not prevent them from becoming sweaty or uncomfortable.
Comfort is not simply about clothing. It is also about understanding the realities of the role and supporting staff to perform at their best. Whether through regular feedback, reviewing workplace processes or evaluating the suitability of equipment and uniforms, small adjustments can make a significant difference to everyday working life.
As care providers continue to focus on workforce wellbeing and retention, warmer weather offers an opportunity to revisit these conversations. Frontline staff can provide insight into where improvements may be needed and the practical challenges employees face.
Care workers spend every shift supporting the wellbeing of others. Ensuring they feel comfortable and supported remains an important part of creating positive working environments.
For more insights into workforce wellbeing, uniform innovation and supporting care teams, visit: www.alsico.co.uk
Sustainability in Care Homes: From Design to Long-Term Value
Sustainability is now a vital strategic factor in care, not just an optional extra. Featuring insights from Peter Mortimer from LNT Care Developments, speaking on behalf of Crystal Care Collection, and Samantha Dale from Miele Professional, this article examines how cutting waste, improving operations, and partnering with responsible suppliers can help care homes become more resilient, increase occupancy, and achieve long-term value.
Sustainability in the care sector has transitioned from being a mere aspiration to an essential expectation. For operators contending with rising costs, workforce challenges, and increased scrutiny, it now offers a practical pathway to resilience.
Effective sustainability efforts enhance environmental performance while also bolstering financial stability, operational efficiency, and brand reputation. Instead of treating sustainability as an isolated project, leading providers integrate it into design, operations, and supply chains, developing care environments better prepared for the future.
Designing sustainability from the ground up
For new-build developments, the greatest opportunity lies at the very beginning. Embedding sustainability at the design stage allows providers to integrate systems and technologies that would be significantly harder and more expensive to introduce later.
Peter Mortimer explains that sustainability has been central to planning from the outset. By designing homes around low-carbon technologies, organisations can create environments that are both efficient and resilient.
This includes integrating ground-source heat pump systems to meet the full heating demand, alongside underfloor heating, hot water provision, and comfort cooling. Photovoltaic panels, supported by battery storage, help maximise on-site use of renewable energy, while EV charging infrastructure and smart building management systems support efficient day-to-day operations.
The advantage of this approach is not just environmental. As Mortimer notes, building sustainability into the fabric of a home helps create long-term financial resilience. Energy demand in care settings is both high and constant, so investing in efficient systems from day one reduces exposure to rising costs while ensuring consistent performance.
Operationally, designing these elements to work together allows homes to maintain comfortable, stable environments for residents while giving operators greater visibility and control over building performance.
Reducing waste, improving efficiency
While new builds offer a blank canvas, existing homes can still make meaningful progress, particularly through waste reduction and process optimisation.
Laundry operations provide a clear example: because they run continuously to meet strict hygiene requirements, they are inherently resource-intensive. However, as Samantha Dent highlights, even small efficiencies can deliver significant impact over time.
“One of the most practical ways to manage this is by removing as much moisture as possible during the wash,” she explains. “When linen leaves the washing machine drier, it spends less time in the tumble dryer, which reduces energy demand and helps maintain a steady supply of clean textiles.”
Advances in technology are also improving precision. Systems that measure residual moisture allow drying cycles to end at exactly the right point, avoiding unnecessary energy use while protecting fabric quality. Some machines can also reuse heat generated during earlier cycles, further reducing overall consumption.
These efficiencies extend beyond energy. By improving processes and extending the lifespan of linen, homes can reduce replacement rates, lowering both costs and environmental impact. At the same time, better visibility of machine usage allows operators to refine workflows and ensure resources are being used effectively across the operation.
The principle is simple: tighter control over resources leads to stronger operational performance.
Sustainability as a driver of occupancy
Sustainability is also becoming an increasingly important part of how care homes present themselves to the market.
While quality of care remains the primary decision factor, families are paying closer attention to values, environment and long-term responsibility. Homes that can clearly demonstrate their commitment to sustainability are better positioned to build trust and stand out in a competitive landscape.
This does not require grand gestures. Practical, visible actions, such as reducing waste, investing in energy efficiency or working with responsible suppliers, often resonate more strongly than broad statements of intent.
Communicating these efforts effectively is key. Digital platforms, including websites and social media, allow providers to showcase their approach and bring their environment to life. Sustainability, when embedded into the overall narrative, reinforces a sense of quality, professionalism and forward thinking.
There is also a clear internal benefit. Teams are increasingly motivated by purpose-led organisations, and sustainability initiatives can contribute to stronger engagement and retention: an important consideration in a sector facing ongoing workforce challenges.
Strengthening supply chains and standards
Sustainable practice extends beyond the building itself. Procurement decisions play a critical role in shaping both environmental impact and operational quality.
Working with suppliers who prioritise responsible sourcing, reduced packaging and efficient production methods helps raise standards across the board. It also improves transparency, which is becoming increasingly important from both regulatory and reputational perspectives.
Mortimer emphasises that this approach has been a key consideration during the construction of Crystal Care Collection homes. Alongside low-carbon technologies, the organisation has prioritised durable, responsibly sourced materials and partnered with suppliers who understand the specific demands of care environments.
This balance is essential. In a care setting, sustainability must align with safety, quality and longevity. Materials and systems must not only reduce environmental impact but also withstand intensive, long-term use.
Local sourcing can further enhance this approach by reducing transport emissions, supporting regional economies, and often improving product quality, particularly in areas such as catering.
Building for the long term
Sustainability extends beyond just making a home operational. Continuous monitoring and ongoing improvement are essential to sustain performance over time.
Smart building management systems, such as those used in Crystal Care Collection homes, provide real-time data on energy consumption and system performance. This helps operators pinpoint inefficiencies, adjust processes, and respond to evolving needs.
Ultimately, sustainability goes beyond environmental concerns; it provides a framework for creating stronger, more resilient care businesses. For providers who adopt a strategic perspective, the advantages include lower costs, better operational control, enhanced market position, and environments that support residents, staff, and families more effectively. In a complex and changing landscape, these benefits are not optional; they are vital.
Essential 5: Sustainability
Energy costs remain one of the biggest operational pressures facing care homes today. Andrew Ladbrook from Green Shield Group outlines five practical steps to help providers take control of their energy use, reduce costs, and build a more sustainable future for their homes and the people who live in them.
Review your energy use and costs
Before making any changes, you need a clear picture of where energy is being consumed. A professional audit identifies your biggest cost drivers, highlights inefficiencies, and provides a baseline against which all future improvements can be measured. At the same time, review your energy contract and seek independent procurement advice to unlock meaningful savings with no capital outlay and shift to more renewable tariffs.
Reduce Electricity Consumption at Source
Most care homes receive electricity at a higher voltage than their equipment actually requires. Voltage optimisation technology reduces the incoming supply to the optimal level, cutting consumption and extending the lifespan of motors, lighting, and appliances. Installation is straightforward, and the technology works quietly in the background. Payback periods are typically short, making it one of the most cost-effective interventions available.
Generate Your Own Clean Energy with Solar
Solar photovoltaic systems are a proven technology, well-suited to care home energy usage patterns. Generating your own electricity reduces grid dependency and helps to manage rising energy costs. Modern systems require minimal maintenance and deliver strong long-term returns. Beyond the financial case, on-site generation demonstrates a genuine commitment to sustainability, increasingly important to residents, families, and regulators alike.
Store Energy and Improve Resilience
Care homes operate around the clock, making battery storage a natural complement to solar. Energy generated during the day can be stored and drawn upon through the night, maximising the value of your renewable investment. Storage also provides resilience against grid disruption, a particularly important consideration in care environments where a reliable power supply is not a luxury, but a necessity.
Find the right heating solution for you
Heat pumps receive the most attention when it comes to moving to sustainable heating options, but they are not right for every home, as they can require significant retrofitting of the building. Thankfully, there are solutions such as thermal batteries, electric boilers, and more efficient gas boilers and improved insulation. One size does not fit all, so take you time and align it with other measures such as solar and new tariffs.
A New Blueprint for Care: Designing Homes That Anticipate Higher Need
Signature, Boutique, Greetwell and Business Support Experts share how new care homes are being designed to meet rising acuity: combining flexibility, efficiency and a more future-proof approach from the outset.
Designing the next generation of care homes for a more complex resident profile
Across the UK, the profile of care home residents is evolving rapidly. Individuals are entering care later in life, often with more advanced conditions, increased clinical complexity, and elevated expectations for both the environment and the care experience. As a result, new care home projects are being redesigned from the ground up, not only to meet higher-acuity needs but also to proactively address them. For operators, developers, and suppliers, the focus has shifted from merely modifying existing buildings to creating environments that inherently accommodate future needs without requiring adaptation.
Designing out the need to retrofit
A prominent and consistent theme emerging from recent innovations is the shift towards embedded flexibility in care design. Instead of creating environments for a fixed care model, providers are embedding adaptability in response to residents' changing needs.
At Signature Care Homes, this principle is fundamental. Their newest developments focus on supporting an “elasticity of care,” allowing residents to age in place across a full continuum: from independent living to nursing, dementia, and palliative care. This impacts the building's design, with integrated clinical infrastructure, assisted bathroom features, and nurse call systems from the start, ensuring the environment can seamlessly scale to higher dependency levels. Similarly, Boutique Care Homes employs a subtle yet structured strategy. While offering a hospitality-focused setting, they include dedicated spaces, such as their “nostalgia community,” to cater to residents with higher care needs. Importantly, this does not create a visual break from the rest of the home. Design consistency is preserved, with only specific modifications such as dementia-friendly signage and themed navigation added where necessary. Overall, this results in a transition in care levels that doesn’t feel clinical or disruptive. This approach mirrors a wider industry trend: future-proofing is now about integrating capacity invisibly from the start, rather than adding it later.
The balance between hospitality and clinical care
As resident needs grow more complex, the clash between clinical practicality and hospitality-inspired design becomes more evident. Instead of choosing one over the other, leading providers are addressing this challenge by collaborating early.
Signature refers to this as a “productive tension” between disciplines. By involving clinical and design teams early in the concept phase, they ensure that neither aspect is an afterthought. The hospitality vision establishes the goals, high-quality interiors, lifestyle amenities, and a homely atmosphere, while clinical needs set the operational boundaries. Good design results from balancing these elements.
Similarly, Boutique adopts this approach by discreetly hiding clinical infrastructure in back-of-house areas. Residents enjoy themed interiors, local motifs, and welcoming communal spaces, rather than overtly medical settings. This approach is especially crucial as expectations evolve; residents now anticipate well-designed homes and demand the same quality in care environments. Ultimately, this leads to a new design language in care, where clinical functions are present but subtly integrated.
Planning for operational reality
While new developments often focus on resident experience, operational efficiency remains essential, especially as cost pressures grow. Floorplate design plays a strategic role; at Boutique, layouts are precisely arranged to match staffing ratios with bed counts, ensuring effective care and financial viability. Poor spatial planning can increase staffing needs, making it crucial to get this right during design.
Procurement strategies are also moving earlier in the process. Steve Gibson from Greetwell Purchasing Solutions notes that many operators still see procurement as a post-build step. In reality, decisions about kitchens, storage, and service flows impact long-term operational success. Data insights are increasingly important: analysing purchasing trends, such as demand for special diets or allergen-free products, can guide kitchen design, storage, and workflow before construction starts. This is especially vital in high-dependency settings with complex, less predictable nutritional needs.
Flexibility remains vital; kitchens and service systems must adapt to evolving resident profiles rather than being optimised for a single operating model.
Building in financial efficiency from the start
Alongside design and operations, financial structuring is increasingly shaping new developments. Business Support Experts emphasize a significant, often overlooked opportunity through Capital Allowances.
These tax reliefs can considerably lower the net cost of a project but are often underused because they aren't considered early enough. Incorporating tax planning into the design stage can influence key decisions, such as opting for demountable partitions instead of fixed ones, which can unlock higher tax relief. In high-demand settings where specialized equipment and flexible spaces are common, opportunities for optimization grow even more.
These changes have substantial effects: better cash flow and lower capital costs can be the difference between a project proceeding or not, especially in high-cost areas with strong demand for beds but tight margins. As development costs rise, financial efficiency becomes a crucial part of the overall strategy, not just an administrative concern.
Where is demand greatest?
Geography continues to significantly influence new care provision, but the situation is complex. In Greater London and the South East, providers highlight a clear shortage of purpose-built, high-quality homes.
Despite considerable development activity, demand surpasses supply due to dense, ageing populations and inadequate modern facilities. Signature’s focus on London reflects this, aiming at areas where families struggle to find appropriate care options. Similarly, Boutique recognises ongoing demand throughout the South East, noting that much of the current care home stock no longer meets modern standards. Features now standard, such as ensuite wetrooms, are often missing in older homes, indicating a need for both new capacity and upgrades to outdated facilities.
Nationally, the issue isn’t about pinpointing a single hotspot but about understanding localised pressure points. As Greetwell’s data indicates, relying solely on national averages can be misleading. The demand for higher-acuity care varies across regions, and new developments need to be tailored to local needs.
Sustainability beyond energy
Sustainability is becoming a more integral part of new care home developments, with the scope broadening from just energy efficiency. From a building performance standpoint, providers are adopting a fabric-first strategy, emphasising insulation and construction quality to reduce energy demand before adding mechanical solutions. Technologies like photovoltaic panels, battery storage, and heat pumps are increasingly common, along with LED lighting and smart controls.
Yet, sustainability also encompasses operational and experiential aspects. Efficient layouts can lessen staffing demands; streamlined supply chains reduce waste; and environments that promote wellbeing, through natural light and outdoor access, enhance long-term resident outcomes. Procurement also contributes, prioritising sustainable purchasing not for premium costs but for better visibility, less waste, and stronger supplier accountability. When integrated early, such practices support both environmental aims and cost efficiency.
The role of community integration
An often-overlooked element of new developments is how they connect with the local community. For Boutique, community engagement serves both wellbeing and business goals. By welcoming local groups and activities into their spaces, they foster environments that feel connected rather than isolated.
This approach benefits residents by keeping them engaged with the outside world and also enhances local reputation and referral opportunities. In competitive markets, such visibility can be as important as traditional marketing, as trust built through community involvement becomes a unique and hard-to-copy advantage.
A new baseline for care environments
As the sector develops, so do expectations. Features that once set premium care homes apart, such as private apartments, high-quality dining, and wellness amenities, are now becoming commonplace.
Meanwhile, residents' clinical needs are growing more complex, placing greater demands on buildings, systems, and staff. The sector's clear response is: build once, and build it right. This involves integrating clinical capabilities, operational efficiency, financial strategies, and sustainability from the beginning, all while creating environments that truly feel like home.
The next generation of care homes will be judged not just by their ability to adapt to change, but by how effectively they can anticipate it.
Optimising Heating Efficiency
Heating and hot water are essential services in any care home. Ensuring these systems run efficiently is a key priority for proactive operators aiming to balance resident comfort with financial sustainability. Andy Green, head of technical solutions at Baxi, outlines practical steps to help providers boost performance while keeping energy costs under control.
Understand your building
The first step is to move beyond basic compliance and assess whether the system is truly working for the home. Where there are warning signs such as unusually high bills, overheated rooms, draughty areas, or inconsistent temperatures, it’s important to get to the root cause.
Rather than relying on open windows to regulate heat, operators should review thermostat settings and thermostatic radiator valves to optimise temperature control.
Fabric issues should also be addressed early. Measures such as improved insulation, triple glazing and proper pipe lagging can significantly reduce heat loss. Bare pipework, Green notes, effectively means heating plant rooms and floor voids instead of resident spaces.
Plan preventative maintenance
Understanding the condition of the plant and heating system enables operators to plan remedial works and future replacements strategically. If equipment is approaching 20 years old and struggling, waiting for failure often leads to rushed, like-for-like replacements that perpetuate inefficiencies. A simple quarterly walkaround can help identify early warning signs without requiring engineering expertise.
Check the controls
Efficiency gains are often hidden in system controls. Panels may be overridden manually, causing systems to run continuously at maximum output. Adding weather compensation and zonal heating, where appropriate, allows systems to respond to external conditions and heat only occupied areas.
Improve water management
Use of hot water should also be reviewed. Flow restrictors, such as push-button taps and low-flow showerheads, can reduce water waste. In certain areas of a home, point-of-use heaters may be more efficient than relying solely on a central cylinder.
Educate staff
Operational efficiency depends heavily on user behaviour. Training teams to understand how systems work and why energy efficiency matters helps embed good habits that support long-term savings.
Seek manufacturer support
Finally, providers should draw on specialist expertise. Recent research highlights that many care home managers want more technical guidance to support heat decarbonisation and efficiency goals. Working with experienced heating and hot water specialists can help operators identify practical opportunities to improve performance, enhance resident comfort and reduce bills.
For care homes facing rising energy pressures, a structured, proactive approach to heating efficiency is no longer optional; it is an essential facilities management discipline.
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The Change Care Needs
Care Home Magazine interviewed Deborah Rozansky, Director of Policy, Research and Information at the Social Care Institute for Excellence (SCIE), about their latest report, "Towards a National Care Service: raising national standards of care”, supported by The Access Group.
Deborah Rozansky emphasises that national care standards require a fundamental rethinking. According to SCIE’s recent report, standards should not be mistaken for inspections or strict rules; they should serve as a shared blueprint guiding focus on what truly matters in people’s lives.
The report stems from roundtable discussions that revealed a persistent issue in social care: much of what is measured is easily quantifiable, such as visits, time, tasks, and compliance. However, the most valued outcomes, like independence, personal choice, dignity, safety, belonging, relationships, and person-centred care, are qualitative. Rozansky notes that the challenge is to enhance the sector's ability to manage and document these lived experiences rather than relying solely on traditional metrics.
SCIE believes individual stories are crucial, providing context and truth beyond data alone. The opportunity is to link these narratives with formal datasets to form a clearer picture of quality. Care providers are well placed to lead this innovation, especially with the ongoing digitisation of records, which offers a solid foundation. The next step is to use this data more effectively and improve data collection.
Variations in care quality across the country remain a concern. National standards aim not to lower expectations but to raise ambitions without hindering innovation. Responsibility for improvement mainly lies with local care leaders, but success depends on collaboration among public bodies, local authorities, and independent providers. Together, they should define achievable goals for communities and move beyond transactional relationships.
The report highlights several areas for systemic change, including prevention and early intervention, where success is often measured by NHS-centric metrics such as avoided hospital admissions rather than individual well-being. Data interoperability is another focus; care records should follow individuals through complex journeys across health, social care, community services, and home, ensuring continuity and coordination.
Commissioning is also critical. Confidence that care quality isn't determined by postcode, clarity about what's being commissioned, and shared standards of excellence are essential. However, SCIE stresses that standards alone won't solve workforce shortages, financial pressures, or longstanding commissioning issues without aligned funding and skills.
Ultimately, Rozansky sees national care standards as a “North Star,” anchoring ambitions in people’s experiences and providing a long-term roadmap for system change. Success requires avoiding quick fixes, securing cross-party support, and tackling tough problems. If achieved, standards can clarify what good social care should look like and help the public understand what social care can enable: people living their best lives with dignity and choice.
Powering Sustainable Care
Rising energy costs are placing growing pressure on care providers, but well-designed solar solutions can offer a practical route to long-term savings. This case study explores how Solar4Good supported First Care Services Limited to significantly reduce electricity costs while maintaining reliable, high-quality care delivery.
First Care Services Limited is a locally owned, independent care home committed to providing essential healthcare and support services to residents in Birmingham and Solihull. As a care facility, it depends heavily on electricity to power lighting, heating, medical devices, and daily operational activities crucial for resident wellbeing. Ensuring a reliable and continuous energy supply is vital to deliver safe, high-quality care.
With rising energy costs placing increasing pressure on operational budgets, First Care Services Limited sought a long-term, sustainable solution that would reduce electricity expenditure while ensuring continuity of care and operational stability.
Challenges
Energy demand within healthcare and care environments is both significant and consistent. Electricity is required throughout the day to support clinical equipment, environmental controls and core operational needs, making facilities particularly vulnerable to fluctuating and rising energy prices. For First Care Services Limited, escalating energy costs were limiting financial flexibility and placing strain on budgets that could otherwise be directed towards care services, staffing and facility improvements.
Solution
To address these challenges, Solar4Good designed and implemented a tailored 77kW commercial solar PV system. The system was engineered to maximise daytime energy generation, aligning closely with the facility’s peak operational hours. This design strategy maximises self-consumption, allowing the home to substantially lower its dependence on mains electricity during peak demand times.
By designing the system around the realities of a healthcare setting, Solar4Good delivered a solution that supports reliable, efficient operations while maintaining the uninterrupted energy supply required for high-quality care delivery.
Results
The installation has delivered substantial and measurable benefits. Annual electricity costs have decreased from approximately £80,000 to £36,000, resulting in significant ongoing savings for the home. These savings allow First Care Services Limited to reinvest in staffing, resident comfort, facility enhancements, and long-term service quality.
Reduced energy overheads also provide greater scope for investment in improved care services, upgraded medical and support equipment and enhanced living environments. In addition to financial benefits, the solar PV system supports environmental responsibility, reducing the facility’s carbon footprint by an estimated 12–15 tonnes of CO₂ annually.
This collaboration demonstrates how well-designed solar solutions can support both financial sustainability and high standards of care. By lowering energy costs and reducing environmental impact, the project has helped to future-proof operations while delivering meaningful benefits for residents and the wider community.
Compliance and Care Quality
Training remains one of the most powerful levers for improving care quality, yet it is too often shaped by inspection frameworks rather than resident outcomes. As providers and learning partners reflect on what genuinely drives quality, a quieter shift is taking place: away from reactive, inspection-led training and towards learning rooted in people, purpose and everyday practice.
In the care sector, compliance is unavoidable. Frameworks, standards and inspections exist for good reason, and no responsible provider would argue otherwise. Yet across the sector, training is frequently organised around what needs to be evidenced rather than what needs to change. The result can be a cycle of last-minute courses, refreshed certificates and completed workbooks that satisfy regulatory expectations, while leaving the deeper question unanswered: has life improved for the people receiving care?
Leah-Marie Smith, Co-Owner and Chief People Officer at Berkley Care Group, describes this tension as one of anxiety rather than intention. She argues that when training is motivated by fear of inspection, the learning process may become overly procedural. Boxes are ticked, but the opportunity to meaningfully improve residents’ experiences is diminished. At Berkley, the decision has been to take a different route, grounding training not in inspection timetables but in everyday interactions between colleagues and residents.
That grounding begins with listening. Across Berkley’s twelve homes, feedback from residents and families is actively gathered and analysed to identify recurring themes. These insights are not filed away; they directly shape training priorities. Real stories are woven into learning so that training reflects daily life rather than abstract policy. Initiatives such as B: In Your Shoes, where senior and central colleagues spend time in frontline roles, translate understanding into practical learning and reinforce the realities of care delivery.
This emphasis on lived experience also underpins Berkley’s neurodiversity strategy. Differences in communication, thinking and experience are recognised as strengths, influencing both training and recruitment. Feedback from colleagues revealed that traditional approaches did not work for everyone, prompting changes such as sharing interview questions in advance, offering multiple application methods and training managers to make reasonable adjustments. Training, in this context, supports inclusion as well as care quality.
From the perspective of a training provider, Eyad Hanash, Assistant Operations Director at Embark Learning, reinforces the importance of intentional design. Mandatory training does not improve care by default; it does so when it is planned, contextualised, and delivered in partnership with employers. Embark works closely with providers to map annual training cycles, identify gaps and evaluate not just whether learning has taken place, but whether it has made a tangible difference on the ground.
Person-centred care sits at the core of Embark’s curriculum. While certification remains essential, the focus is on face-to-face, hands-on learning that builds practical capability and confidence. Skills Labs replicate real care environments, using equipment such as profile beds, hoists, and medication trolleys to support role-play and simulation. This approach accommodates different learning styles and allows carers to practise without fear, resulting in staff who are prepared to apply learning consistently in real settings.
Hanash notes that inspectors increasingly look for impact rather than volume of certificates. Evidence that training is effective is found in confident staff, consistent practice and improved outcomes. Crucially, organisations that embed learning and development into their workforce culture often see wider benefits, including stronger retention and better inspection outcomes. Continuous development, rather than reactive training, becomes the norm.
At Kara Healthcare, this shift is framed even more explicitly around outcomes. Chief Executive Officer, Nitesh Somani, is clear that while compliance matters, it should never be the primary driver of training. Too often, he says, learning is rushed through in the weeks before an inspection, designed to demonstrate readiness rather than deepen understanding. The files are completed, but the residents' lived experience remains unchanged.
Kara Healthcare has responded by embedding training into everyday practice through the Kara Training Academy. Learning is not confined to classrooms or inspection cycles; it is reinforced through supervision, reflection and leadership conversations. The guiding question is not what inspectors will ask for, but what will make life better for the people who live in the home. When training is aligned to compassion, dignity and connection, compliance follows naturally.
Person-centred care at Kara is treated as a daily discipline. Training focuses on understanding life stories, preferences and routines, reinforcing that excellent care is delivered through empathy and presence rather than policy alone. The Kara Cadets Programme invests early in future carers, shaping values before habits form and reinforcing that care is a profession built on purpose and responsibility.
Resident and family feedback plays a central role in shaping learning. Positive feedback is shared and celebrated, while concerns are explored and reflected upon to improve practice. This ensures training remains responsive to real experiences, strengthening accountability across the organisation. Evidence, when presented, tells a story: training records reflect learning applied in practice, supervision is developmental, and audits support growth rather than fault-finding.
Avoiding last-minute training is fundamental to this model. By planning learning well in advance and reinforcing it through observation and coaching, Kara replaces fear with confidence. Inspection becomes a moment of validation rather than a period of panic, and standards are sustained rather than staged.
Across these approaches, a consistent message emerges. Compliance and care quality are not competing priorities. When training is shaped by people, informed by feedback, and embedded in daily practice, it becomes a driver of culture, confidence, and consistency. In that environment, compliance is no longer the goal; it is the outcome of care delivered well.
Care Home of the Month: Copperfield Court
Situated in the charming coastal town of Broadstairs, Copperfield Court provides high-quality, all-inclusive residential, dementia and respite care for up to 66 residents. Opened in April 2024, this purpose-built care home offers personalised care tailored to each individual's needs, ensuring comfort, dignity, and a sense of wellbeing in a homely setting.
Copperfield Court is thoughtfully designed to encourage both independence and community connection, with modern amenities including: beautifully furnished en-suite bedrooms, peaceful garden rooms, a hair salon, a well-stocked library, and a plush cinema. Bright communal lounges and elegant dining areas create a welcoming space to enjoy freshly prepared, locally sourced meals and to socialise with friends and family. Supporting its ESG commitments, the home is designed to be able to operate as a carbon-free, green facility, featuring solar panels, ground-source heat pumps, and battery storage for sustainable, energy-efficient living.
At Copperfield Court, their distinctiveness lies in their warm, family-focused culture. They take pride in creating a home-like setting where residents, relatives and staff feel connected as one extended community. The team understands residents well beyond their care plans, enabling Copperfield’s staff to provide truly personalised, respectful and meaningful care daily.
High standards are upheld through ongoing quality monitoring, strong clinical oversight, and open communication with residents and families. Regular feedback sessions, daily walkarounds, and proactive engagement help anticipate issues and embed excellence in daily practice. Above all, the team at Copperfield Court never lose sight of the fact that it is the residents’ home; this principle guides every decision they make.
Recently, Copperfield Court introduced a programme which ensures at least one intergenerational visit each month with a local school, and it has had an incredibly positive impact on residents’ wellbeing. These visits vary and have included children's choir performances, storytelling sessions led by librarians, and joint community projects, such as supporting the school’s harvest festival collections. Residents have enjoyed being actively involved in the community, including the knitting group, who created handmade knitted leaves for the school’s autumn performances.
Copperfield Court invests heavily in their team’s development and wellbeing.
Each team member receives comprehensive induction, ongoing training, and regular supervision focused on both skills and professional growth.
They hold reflective practice sessions, provide open-door support from the leadership team, and offer opportunities to pursue specialist training in areas such as dementia and end-of-life care with external professionals, like the local PCN team.
Additionally, they celebrate achievements, award employees of the month, actively promote career development by offering opportunities for their teams to earn qualifications through Paragon and PLG, and cultivate a culture where staff feel valued and empowered. When their team members feel supported and confident, the quality of care they provide naturally reflects that.
Copperfield Court takes great pride in its strong sense of community. The team is motivated by observing the connections between residents and staff, the laughter in the lounges, and families' pride in choosing their facility. Looking forward, Copperfield Court aims to improve the resident experience through new therapeutic programs, environmental upgrades, and stronger community ties. They are dedicated to maintaining high-quality care, fostering innovation, and making Copperfield Court a place where residents can fully enjoy life.
Having a variety of spaces, such as garden rooms, a hair salon, a library, a cinema, and beautifully landscaped gardens, plays a vital role in supporting resident wellbeing within Copperfield Court. Garden rooms and outdoor areas encourage gentle activity, fresh air and contact with nature, all proven to boost mood. The hair salon promotes dignity and self-expression, helping residents maintain reassuring routines. The library offers quiet moments for reflection and reminiscence, while the cinema creates shared experiences that strengthen social bonds. Complementing these spaces is their resident-led, daily activities schedule, thoughtfully organised by dedicated Lifestyle team members. Their personalised approach ensures every resident can engage in hobbies, social events and creative sessions. Together, these facilities and programmes enrich daily life, and support emotional, physical and social wellbeing, making Copperfield Court a very nurturing place to live.
EPC A-rated, Copperfield Court was built with sustainable materials that improve thermal efficiency, creating comfortable indoor temperatures while reducing environmental impact.
The ground source heat pump technology utilises the earth’s natural heat, providing reliable warmth with fewer emissions. LED lighting with movement sensors conserves energy by only turning on when needed, producing minimal heat and enhancing both comfort and safety. Together, these eco-friendly features support a healthier living environment, promote long-term sustainability, and demonstrate a genuine commitment to responsible, future-focused care.
A Shift to Sustainability
Recently, sustainability has become a vital focus in the care industry, shifting from a luxury to a necessity. As awareness grows about environmental responsibility and the health effects of harsh chemicals, care providers are re-examining their product choices. However, choosing the right supplier isn't just about selecting products labelled as eco-friendly; it requires assessing their environmental impact and performance in practical use. Leading specialists in Sustainable Cleaning, Fairfield Care and Wightman & Parrish. generously shared their insights for this article.
Choosing a sustainable supplier
It is increasingly important that care homes focus on selecting suppliers who are transparent about their ingredients, manufacturing processes, packaging, and certifications. Independent certifications can verify that their sustainability claims are credible and supported by evidence rather than just marketing. Logistics are also crucial; choosing suppliers that offer bulk deliveries, refill options, or concentrated products can help reduce waste and lower the carbon footprint. Care homes should evaluate all aspects of their purchases, including product origins, delivery methods, performance, and disposal once used; a good supplier will assist with this process and provide suitable options.
Additionally, care homes should choose suppliers who provide accessible, understandable evidence. When companies openly share data on environmental impact and hygiene effectiveness, it builds trust and shows responsibility. Clear, credible evidence from independent tests or certifications demonstrates accountability and a genuine commitment to protecting residents and the environment.
Sustainable cleaning products are generally plant-based or made from naturally derived ingredients, meaning they avoid many of the harsh chemicals found in traditional formulas. This is especially important in care environments, where residents may be more sensitive to irritants. By removing aggressive chemicals and replacing them with gentler, naturally sourced alternatives, these products can help protect skin, reduce respiratory irritation, and improve indoor air quality - creating a safer, more comfortable environment for residents and staff alike.
From an environmental perspective, sustainable products that harness plant-based ingredients from renewable sources significantly reduce carbon emissions, as they avoid oil and gas extraction that conventional cleaning products rely on. They also minimise water pollution by being 100% biodegradable and can decrease reliance on single-use plastics, especially when supplied in packaging made from recycled materials and refillable containers. By switching to concentrated cleaning formulas, care homes can substantially cut transport emissions, storage requirements, and product waste, further supporting their ESG targets.
How can sustainable cleaning practices be marketed to boost occupancy within a care home?
Prospective residents and their families are increasingly prioritising health, wellbeing, and social responsibility when selecting a care home. Demonstrating dedication to sustainable housekeeping can give homes a competitive advantage. This doesn't have to be complicated: clear signage about refill stations, including information in welcome packs, or showcasing sustainability initiatives in brochures and on your website can foster trust with prospective residents and their families. Hosting open days focused on housekeeping and hygiene standards can also reassure families that their loved ones are in a safe and environmentally conscious environment.
Misconceptions about sustainable cleaning products
One common misconception is that sustainable cleaning products are less effective. In fact, if produced and tested properly, sustainable cleaning products can match or surpass the performance standards of conventional cleaners. It is also often thought that sustainable cleaning is more costly. Although the upfront cost for new suppliers or dispensers may be greater, savings will come from concentrated formulas, reduced waste, and improved wellbeing for staff and residents.
Nonetheless, one of the most dangerous myths regarding sustainable cleaning products is the claim that “one product does all”. While this appears convenient for households, saving time and space, the truth is that convenience alone does not ensure cleanliness, and relying on a single product can significantly lower hygiene standards and jeopardise the health of residents and staff.
Greenwashing
Greenwashing is when a company or product uses environmental language or imagery to present themselves as sustainable without making real, measurable reductions in their environmental impact. This is why independent certifications, transparent supply chains, and clear ingredient lists matter. Sustainability should be genuine, measurable, and transparent, and evidence should be readily available. If a supplier cannot clearly demonstrate to homes how their products perform environmentally and in terms of hygiene and safety, care providers should question the credibility of those claims and consider alternative suppliers who can prove their impact.