NHS Sustainability Day - The Lagoon
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This document summarizes NHS Sustainability Day 2014, which focused on making sustainability part of doing business. The day included presentations on heat networks, community energy strategies, water conservation strategies at Barts Health NHS Trust, and Carillion's approach to enabling low carbon economies and sustainable communities. It concluded with a workshop from EDF Energy on understanding energy usage and costs, highlighting opportunities for energy reduction, generation, and revenue from balancing services. The overarching goal was providing NHS organizations with practical information on improving sustainability performance and reducing costs.
NHS Sustainability Day - The Lagoon
- 1. Welcome to NHS Sustainability Day 2014 #Dayforaction
- 2. Welcome and Introduction Trevor Payne, Director of Estates and Facilities, Barts Health NHS Trust #Dayforaction
- 3. 27 March 2014 The Future of Heating – Meeting the Challenge Heat Networks Opportunities Guy Boulby Heat Strategy and Policy
- 4. 4 Five big reasons why heat is important ... More energy is used for heating than for electricity generation ... ....and causes around a third of UK greenhouse gas emissions Most of our gas is used to provide heat Heat is economically important and has a big impact on consumer bills and industrial competitiveness 1.6 million boilers are replaced each year The move to condensing boilers saved UK consumers £800 million in fuel costs in 2009 alone What industry uses energy for 0% 20% 40% 60% heat electricity other Gas use 2011 52% 34% 14%
- 5. Important features of Heat Demand: • Heat demand varies significantly over the course of the day, and, with space heating, over the course of the year • Particularly pronounced during winter months, when space heating demand is greatest and daily demand can reach 300 GW. • New modelling takes account of the way that heat demand is much ‘peakier’ and unpredictable than demand for electricity • This peakiness has big impact on cost-optimal technologies and infrastructure [ And heat demand is very different to electricity demand..
- 6. Contents Ministerial Foreword Introduction Chapter 1: Efficient low carbon heat in industry Chapter 2: Heat networks Chapter 3: Heat and cooling for buildings Chapter 4: Grids and infrastructure Evidence Annex We published a new strategy for heat in March 2013
- 7. The trajectory for low carbon heat for buildings depends on heat density
- 8. Heat Networks – the current position…. To overcome some of the barriers to heat networks, we have announced we are: • Setting up a Heat Networks Delivery Unit and development funding stream (£9m, in place for two years from this autumn) • Support the establishment of an industry- led customer code of conduct • Support technical innovation in design and installation • Examine scope for extra financial support for heat networks through the RHI (as part of RHI review 2014)
- 9. Community Energy Strategy – opportunities for heat • Existing £15m Rural Community Energy Fund • New £10m Urban Community Energy Fund • £100,000 community energy saving competition • Creation of Working Groups to tackle barriers • ‘One-stop shop’ • Dedicated Community Energy Unit • Industry-led taskforce to increase shared ownership
- 10. NHS Sustainability Day Emma Wood Group Sustainability & Corporate Responsibility Manager
- 11. Where do you start? Biodiversity Social Value Employee Diversity Noise pollution Carbon reduction Landfill Diversion Adapting to climate change Energy Management Renewables Community Engagement Workplace Wellbeing Hazardous waste Noise pollution Sustainable transport Saving water Infection control Care closer to home Ethical procurement
- 12. Theory or Action? • Nothing is simple in this area 1. The science is right and we take action 2. The science is wrong and we take action 3. The science is right and we do nothing 4. The science is wrong and we do nothing • Not a time to be risk averse. Need to collaborate, be willing to try and fail
- 13. Do everything or do 1 thing well? • Dr Alan Knight, BiTC calls it the ‘Moonboots’ challenge • We can’t solve everything, need focus to really achieve • This means we will have to not do something that someone else thinks we should be doing • Or, find someone in the supply chain who can do it for you...
- 14. Metrics or common sense? • Wholeheartedly support metrics and improved measurement of ‘Triple Bottom Line’ • However, measurement needs to be driven by suppliers with a commitment to provide relevant, proven and ongoing data • Just because it can’t be measured, doesn’t mean it’s a bad idea
- 15. Technology or behaviour? • Lighting uses some 20% of the electricity generated in the UK; and over 75% of lighting installations are outdated • However, according to the Carbon Trust in most retrofit cases: – Equipment will save between 5-10% – Equipment with behaviour change can save between 20-25 15 Latest innovation in lighting control....
- 16. Behaviour change or persuasion? • Behaviour change is an academic discipline which can add a lot to environmental strategies • However, often focus on ‘why’ an action works rather than on ‘what’ action works best • Persuasion techniques offer practical guidance that can actively improve your communications 16
- 17. Tailored communication 17 • Use ‘social proof’ to cut through uncertainty, particularly from people like them • Gain commitment to generate consistency • ‘Because’; the most powerful word • If ‘authority’ well respected in your organisation, use it
- 18. So what actions can you take? Jamie Roberts National Sales Manager, PHS Group
- 19. How can we help? • Our business was founded 50 years ago to help our customers meet a ‘sustainability challenge’ • Key driver to our success • Legal and consumer demand for ‘better’ solutions drives product development • Rental model arguably a pre-cursor to the ‘circular economy’ • Evolved by customer demand • ‘One Stop Shop’ model
- 20. How can we help? • We must help customers make informed choices • Persuasion rather than enforcement • Prove it doesn’t always come at a price • Practical, common-sense measures • Experience of implementing solutions in a wide range of organisations (including our own!) • We’re working on the evidence: – Carbon Trust Certification for Waterlogic and Sanitary Disposal services – Extensive water saving trials
- 21. Our Lifecycle
- 23. Safety First
- 24. Cost Effective
- 27. Why a supplier partnership is so important A supplier who understands: • Customer comes first • Sustainability matters • Promoting best practice • Perfect and seamless service • Being easy to deal with • Adaptable • Ready to embrace new technology for our customers benefit • Know their limits…
- 28. “You can’t just ask customers what they want, and then try to give that to them. By the time you get it built, they’ll want something new.” Steve Jobs
- 29. Sustainable Water How Bart's NHS are Saving Britain’s Water with AquaFund©
- 30. Why worry about water? • Water scarcity • Rising cost of water • Population growth • Unpredictability of climate 01753 833 880 [email protected] © Advanced Demand Side Management 2014.
- 31. Population Growth & Food
- 32. What do you use? 01753 833 880 [email protected] Butter Beef 150 litres 3,400 litres Chocolate © Advanced Demand Side Management 2014.
- 33. Climate change
- 34. Water cost & CO2 • Rising costs • The nexus of Energy & Water 01753 833 880 [email protected] © Advanced Demand Side Management 2014.
- 35. Better water management • Sustainability • We should use less • Not simply because it is right, because it is necessary 01753 833 880 [email protected]
- 36. How Bart's NHS are Saving Britain's Water
- 37. The Trust had specific objectives • Reduce water consumption and cost • Reduce Carbon emissions • Environmental performance & impact • Strengthen data management To sustainably manage its water resources 01753 833 880 [email protected] © Advanced Demand Side Management 2014.
- 38. The partnership • Lower water consumption • Financial savings • No budget • A comprehensive approach NHS Trusts are eligible for a £200,000 - £500,000 grant 01753 833 880 [email protected] © Advanced Demand Side Management 2014.
- 39. Engineering expertise • In-depth surveys of the entire portfolio • State of the art water-saving technologies • Automatic Meter Readers 01753 833 880 [email protected] © Advanced Demand Side Management 2014.
- 40. Strengthening the Trust’s data • Full water bureau service • Monthly Monitoring & Targeting Reports • Total visibility 01753 833 880 [email protected]
- 41. Environmental • Consumption profiling and environmental information • Levels of Carbon saved • Continually monitoring, preventing anomalies or leaks 01753 833 880 [email protected] © Advanced Demand Side Management 2014.
- 42. Humanitarian aid 420,000 people out of water poverty
- 43. Delivering on the Trust’s objectives • Reduce water consumption and cost • Reduce Carbon emissions • Strengthen data management • Environmental performance & impact 01753 833 880 [email protected] © Advanced Demand Side Management 2014. To sustainably manage its water resources
- 44. A comprehensive approach • Billing Data • Water-saving equipment • Continually monitoring 01753 833 880 [email protected] © Advanced Demand Side Management 2014.
- 45. Our impact
- 46. Framework OJEU REFERENCE: 2011/S 186-304473 01753 833 880 [email protected] www.adsm.com @AquaFund 01753 833 880 [email protected] © Advanced Demand Side Management 2014.
- 47. MAKING TOMORROW A BETTER PLACE NHS SUSTAINABILITY DAY 2014 ‘Making Sustainability Part of Doing Business’ 27th March 2014
- 48. MAKING TOMORROW A BETTER PLACE 48 • Integrated support services company • Vision: to be the trusted partner for providing services, delivering infrastructure and creating places that bring lasting benefits to our customers and the communities in which we live and work. • Annual revenue £4.1 billion, 40,000 people across the UK, the Middle East and Canada
- 49. MAKING TOMORROW A BETTER PLACE 49 Enabling Low Carbon Economies Leading indicators • Smarter working • Sustainable driver behaviours • Low carbon design and technologies • Construction materials and techniques • Low carbon operations Lagging indicators • Carbon footprint • Energy consumption • Travel miles and mode of travel • Road traffic accidents • Insurance premiums
- 50. MAKING TOMORROW A BETTER PLACE 50 Protecting the Environment Leading indicators • Sustainable design • Reducing waste • Managing water (flood and drought) • Minimising usage of chemicals • Protecting and creating habitats Lagging indicators • Waste created • Waste diverted from landfill • Recycling rates • Water consumption
- 51. MAKING TOMORROW A BETTER PLACE 51 Supporting Sustainable Communities Leading indicators • Local employment • Business action on homelessness • Barnardo’s • Princes Trust • Ex-service personnel • Reservists Lagging indicators • Engagement and support for local communities • New pools of dedicated high quality employees • Personal and team development • Charitable donations
- 52. MAKING TOMORROW A BETTER PLACE 52 Providing Better Prospects for Our People Leading indicators • Sustainability recruitment brand • Apprenticeships • Health & safety • Health & wellbeing Lagging indicators • Quality of new recruits • Retention of high quality people • People satisfaction • Accident rates • Sickness absence rates
- 53. MAKING TOMORROW A BETTER PLACE 53 Leading the Way: Our Customers & Suppliers Leading indicators • Customer engagement • Customer experience programme • Local supply chain spend • Supply chain engagement Lagging indicators • Customer satisfaction • Development of SMEs • Contribution to the local economy
- 54. MAKING TOMORROW A BETTER PLACE 54 Building a Successful Business Leading indicators • Board leadership • 2020 strategy • Ethics • Clear measurable targets • What gets measured gets done • Verification of achievement Lagging indicators • Business benefit • Stakeholder benefit • Employee benefit • Community benefit
- 55. MAKING TOMORROW A BETTER PLACE 55 THANK YOU Mike Hobbs Managing Director Carillion Health [email protected]
- 56. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial56 Welcome
- 57. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial EDF Energy Workshop Presenter: Vicki Evans, EDF Energy
- 58. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial Objectives Outcomes An easy way to see the energy change in context 58 NHS Sustainability Day 2014 © EDF Energy plc. All rights Reserved. Protect Commercial
- 59. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial Scoping out delivery costs 59 NHS Sustainability Day 2014 © EDF Energy plc. All rights Reserved. Protect Commercial
- 60. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial Electricity network Distribution Transmission Balancing 60 NHS Sustainability Day 2014 © EDF Energy plc. All rights Reserved. Protect Commercial
- 61. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial Non energy costs are rising 2011 201465% 7% 2% 56%30% 12% 2% Wholesale energy Delivery Based on average customer 26% Low carbon generation Other Delivery charges are predicted to increase by 50% to represent an increase from around 26% to 30% of the average unit price. 61 NHS Sustainability Day 2014 © EDF Energy plc. All rights Reserved. Protect Commercial 2011 – Typical unit rate £78/MWh 2014 – Typical unit rate £102/MWh
- 62. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial • Significant investment to maintain network and connect new, often intermittent, low carbon generation • Ofgem regulates their revenues with price controls • TNUoS = c.5% of business energy bills • Triad management opportunities 62 NHS Sustainability Day 2014 © EDF Energy plc. All rights Reserved. Protect Commercial
- 63. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial • 6 DNOs manage 14 regional networks • DNOs’ investment plans and revenues are long term and regulated by Ofgem • DUoS = 20% of businesses energy bill. Charges vary by region 63 NHS Sustainability Day 2014 © EDF Energy plc. All rights Reserved. Protect Commercial
- 64. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial • National Grid acts as System Operator (SO) to balance demand & generation • BSUoS = 1% of business energy bills • Balancing contracts (e.g. STOR) provide opportunities to be paid for reducing consumption / increasing generation to help balance the system 64 NHS Sustainability Day 2014 © EDF Energy plc. All rights Reserved. Protect Commercial
- 65. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial Rising Rising fast Variable All costs in £ billions 65 NHS Sustainability Day 2014 © EDF Energy plc. All rights Reserved. Protect Commercial
- 66. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial Options to save The only way to avoid non energy costs is not to use the unit. Non Energy Costs are passed through or included in your unit rate these charges always apply Produce your own Use less 66 NHS Sustainability Day 2014 © EDF Energy plc. All rights Reserved. Protect Commercial
- 67. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial A good place to start Understand energy usage Highlight wastage or over consumption Pinpoint areas for improvement Establish benchmarks Plan for changes within the organisation e.g. expansion Communicate with senior management Engage with frontline staff and create engagement strategies Produce targeted business cases for investments Within energy function With external stakeholders 67 NHS Sustainability Day 2014 © EDF Energy plc. All rights Reserved. Protect Commercial
- 68. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial Produce your own – example • An NHS Trust uses a CHP plant to generate electricity • Unused generation was being spilt back to the grid • The Trust was not receiving payment for what they spilt • The Trust set themselves up to export • A Power Purchase Agreement (PPA) is set up • Customer is paid for the excess energy they generate ** **Depending on volume generated 68 NHS Sustainability Day 2014 © EDF Energy plc. All rights Reserved. Protect Commercial
- 69. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial Power Purchase Agreements (PPAs) Fixed price PPA: • Sets the price you sell, provides income certainty • All-inclusive rate • Volume tolerance options Index-linked PPA: • Achieves a price that is linked to the wholesale market • Suitable for new generators, variable or intermittent export volumes • Flexibility around how and when you forecast your output 69 NHS Sustainability Day 2014 © EDF Energy plc. All rights Reserved. Protect Commercial
- 70. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial Use less – example • NHS Trust requests assistance to help them understand their energy consumption patterns • Their energy provider gives access to day +1 reporting portal • The Trust uses data to get control on when they use electricity • The Trust contacts an energy services provider to find out more • Provider identifies a number of options to reduce usage through on-site and desk research 70 NHS Sustainability Day 2014 © EDF Energy plc. All rights Reserved. Protect Commercial
- 71. GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial
- 72. Introducing best practice healthcare wastes management at GOSH
- 73. Contents: • Contract overview • What did we want to achieve • The strategy/Mitie ethos • Where did we start • GOSH facts and figures • Opportunity • Challenges /current practice • Solutions/new best practice • Continual improvement • Achievements • Conclusion
- 74. Contract Overview • Mitie has provided soft services to GOSH since Nov 2006. • Cleaning • Supplying consumables • Waste porters • July 2012 mitie’s waste business was employed to provide a total waste management solution for GOSH. • MCIWM – x2 days per week working in partnership with GOSH facilities team and mitie colleagues • Dedicated operations support team • Marketing support team • Management information team • Provision of a single invoice
- 75. What Did We Want To Achieve… 1. Change culture 2. Work in partnership with GOSH 3. Maintain and improve legislative compliance 4. Deliver robust and sustainable services with the flexibility to change 5. Reduce the environmental impact of waste management 6. Reduce the cost of waste management year on year (£60K in the first year) 7. Continual improvement in all aspects
- 76. The Strategy and ethos • Become part of the team • Improve the patient experience and environment • Evidence based change management • Deliver cultural change • Consultation is key! Ensure what we deliver is the right solution at local level for individuals • Gain share approach • Mitie largest outsourcing company in the UK • Flexibility in service delivery • Drive innovation • Contingency
- 77. Where Did We Start? Understand the baseline waste production, service provision and cultural differences relating to waste Identified opportunities and produced targets Identify any barriers to change Deliver the right solutions
- 78. GOSH overview GOSH – The facts (12 month period) • Total waste production = 1390.16 T • Total cost of wastes disposal = £370K + • Total clinical waste production = 486.44 T , 37% of GOSH total • Total cost clinical waste disposal = £220K+ , 60% of GOSH total GOSH wastes management targets as outlined in the trust sustainability report: • 10% reduction in Clinical waste produced from 2012/13 projected baseline by 2014/15. • 10 – 30% phased reduction of General waste (main site) produced from 2012/13 baseline by 2014/15.
- 79. Deliver the best waste management service possible Opportunities Reduce landfill (0 -5%) Increase offensive waste ( to 30-70%) Decrease general waste (to 10 – 20%) Obtain value from waste Make a difference, Change Culture Increase recycling ( to 80-90%) Reduce environmental impact & contribute to the strategy Improve service delivery
- 80. Lack of accurate data ChallengesExisting understanding and culture On going project work No standard communications / bins Existing contracts Multiple functioning yard Space and access restrictions No budget for investment
- 81. Current practice
- 82. Collected data in monthly report Solutions Identified and started projects to deliver best practice Raised awareness of wastes management Recruited waste champions Engaging waste producers, H&S and infection control teams New procedures, posters and training information Detailed audits of waste streams Restructured the waste operation to allow us the capability to achieve targets Negotiated new deals with suppliers and switched suppliers
- 83. Theatres New best practice Key Changes: 1. Tiger bags will become the new default disposal route. 2. New procedure for using orange bags. 3. Mixed Recycling will become the new default disposal route. 4. Strategically locate general waste bins
- 85. Ocean Theatres Only – New Composition
- 86. Training and support available
- 87. Training and support available
- 88. Mobilise, Monitor and Feedback Mobilisation - Reduction of bins - Rebrand bins - Reposition bins - Provide hard copy and digital training packs - Speak to waste producers Monitoring - Visual inspections - Bin inspections Feedback and training
- 89. Achievements Continuing to Inspire cultural change and ownership 37%Highest monthly recycling rate to date (main site) £81,100Cost savings achieved since July 12 57%Recycling rate in Theatres 85%Recycling rate in PICU Ward £4,600Project annual cost saving from Ocean theatres project £1,000Project annual cost saving from Ocean theatres project 90%Recycling rate Bulky wastes Rebates: - Metal - Lead acid batteries FOC: - WEEE - Florescent tubes - Portable batteries - Pallets 24%Reduction in CO2e from transport GOSH Shortlisted for NHS sustainability Day Award – waste Management
- 90. Conclusion • Sustainable waste management can be achieved! • So decide what your organisation can achieve • No Quick fix, only long term gain • Consultation and collaboration is key • Use evidence to ensure informed decision making and inspire ownership • Provide the right training • Mobilise, monitor and feedback • Celebrate success • Use confidence gained to expand • It will get easier and faster “Wastes are not managed in tonnes or 100’s of tonnes. They are managed in Kg at source”
- 92. Lieutenant-Colonel Richard "Dick" Strawbridge MBE British engineer, television presenter and environmentalist. #Dayforaction