1. Welcome to the Royal Bournemouth &
Christchurch Hospitals NHS FT NHS
Sustainability Day Road Show
#Dayforaction

2. The Royal Bournemouth Hospital
Sustainability Day Road Show –
February 6th 2014
Introduction
“The NHS has a commitment to its
patients, the public, staff, and the
environment to embed sustainability
across operations and activities”

3. Welcome & Introduction
Edwin Davies

4. NHS Sustainability Day road shows
The Royal
Bournemouth Hospital
is proud to host the
fourth national “NHS
Sustainability Day
Road Show” on behalf
of NHS Trusts across
the South Coast

5. Commitment to Sustainability
The NHS is one of the main carbon
emitters within the UK, and has a
significant influence upon the three
spheres of sustainability.
Making an organisational commitment with
top-level support is essential in promoting
sustainable health care, and RBCH is proud
of its work in this arena over the last 5 years.
RBCH has applied a strong focus to
implementing sustainable practices across
operations and facilities, and strives to
further improve sustainable development
through good corporate citizenship each
year.
Social
Sustainability
Environmental
Economic

6. Commitment to Sustainability
A definition or two
Sustain – to cause or allow something to continue for a period of time
Sustainable – causing little or no damage to the environment and therefore
able to continue for a long time
It is easier and to cause and allow little things to happen than to push to
achieve great things by a single act.
Allow flexible travel not car bans, a single day without a car equals a 20%
reduction in emissions, congestion and cost. It is also achievable.
Fit low wattage lamps rather than replace fittings, it is more affordable
Use the stairs not the lift – low energy and healthy
Remove bottled water dispensers – allow plumbed in
Allow staff to be committed to a sustainable future

7. Commitment to Sustainability
RBCH have committed to sustainability on a number of
levels, such as:
Sustainability section included within Trust Annual
Report, with carbon reduction targets
Top-level support from Chief Executive
Introduction of new Trust policy,
e.g. Sustainable Management Plan
& Sustainable Development Policy
Quarterly Carbon Management
Group meetings
Plan to develop Biodiversity Policy

8. Activities to improve sustainability
Sustainability feeds
into a number of
areas within the
Trust and requires a
holistic approach to
be implemented, in
order to achieve
goals and targets.
Energy
Biodiversity
& Green
spaces
Waste
Sustainability
Food &
Procurement
Staff
awareness
Transport
Carbon
reduction

9. Energy
• 3 solar PV arrays generating on site renewable energy
Waste
• Zero waste to landfill achieved in 2013
Staff Awareness
• Green Impact Scheme introduced for staff to engage with sustainability –
only 2nd NHS Organisations in UK to take part!
Transport
• 2 Electric vehicles added to fleet
Biodiversity & Green spaces
• Bird boxes, duck houses, and dedicated wildflower site to encourage
biodiversity
• Biodiversity board designed to communication positive messages to staff

10. Sustainable Activities

11. Thanks for coming & enjoy the day!
And don’t forget NHS Sustainability Day on 27th
March 2014!

12. Sustainable Catering
NHS CATERING
Andy Jones
National Chair of HCA

13. Caterers Responsiblity
• People
• Communication
– Trained/Focused/Committed
– Local Community
• Good Food
– Good Ingredients
– Well Presented
– Served with Knowledge
• Waste
– Local Suppliers Showcase
Stalls
– Customers Information
Point - Patients and Staff
• ASK
– Case Studies
– NFU, MSC, Red Tractor
Served with Passion
Nothings IMPOSSIBLE

14. Suppliers Responsiblity
• Supply Partners
• Co-operatives
• Meet the Supplier Days
• Procurement – Food Chain Guardians
•
•
•
•
Seasonal and Local
British First Goods
Sustainable Sourced
Clear and True Labelling
• Packaging
14

15. What Has HCA Done To-Date
• Supply Partners
• Packaging – Why/How/Issues
• Local Procurement
• Web Site
• 14.14
15

16. Together we can CHANGE
ANY QUESTIONS?
OH YES I HAVE ONE!
NOTHING’S IMPOSSIBLE
16

17. Food for Life Partnership:
Improving food in hospitals
Susannah McWilliam, Soil Association
Margi Lennartsson, Garden Organic

18. What is the Food for Life partnership?
“transforming
food culture”
Food
growing
Cooking
skills
Eating
experience
HEALTH
SUSTAINABILITY
EDUCATION
The voice
of the
user
Farm links
Developing
the
expertise of
the caterer

19. The results
improved performance
TWICE as many primary schools
received an Outstanding Ofsted
rating after working with the Food
for Life Partnership
increase of fruit and
veg consumption
local economic benefits
For every £1 invested in Food
for Life menus, the
social, economic and
environmental return on
investment for the local
authority is
28% more children eating 5 a day
45% of parents eating more vegetables
Increased meal uptake
13% increase in free school meal uptake
£3

20. How it has developed
• From March 2012 commissioned by local
authorities.
• FFLP track record in 4500 schools
• Hailed by the School Food Plan
• May 2013: awarded £3.6 million by Big
Lottery to extend to workplaces, early
years, universities & hospitals.

21. FFLP in hospitals: pathfinder pilots
Leading
by
example
Food
growing
Eating
experience
HEALTH
SUSTAINABILITY
EDUCATION
The voice
of the
user
Community
links
Developing
the
expertise of
the caterer

22. FFLP pathfinder pilots
Leading
by
example
Food
growing
Eating
experience
The voice
of the
user
Community
links
Developing
the
expertise of
the caterer

23. FFLP pathfinder pilots
Leading
by
example
Food
growing
Eating
experience
160 million
Catering Mark
meals served annually
The voice
of the
user
Community
links
Developing
the
expertise of
the caterer

24. Food for Life Catering Mark
Bringing together all of the issues people care about:
• Freshly prepared with quality ingredients
• Local sourcing – seasonality
• Committed to higher animal welfare and traceability
• Food that is better for the environment
• Making healthy eating easier
• Third Party approval from independent assessors

25. New CQUIN rewards
better hospital food
CQUIN number 295 in NHS England picklist, ‘Improving Hospital Food by achieving
compliance with recommended or best practice
standards’
"Our new commissioners, the Clinical Commissioning Groups and their leaders, will
need to take the new quality incentive and kite mark seriously for two reasons.
Firstly, because they are not only about good nutrition but also about knowing
where the food has come from and about supporting British farmers, the local
economy and sustainability.
Secondly, the catering mark is independently audited by the Soil Association so that
Clinical Commissioning Groups can easily check whether their local hospitals are
actually doing what they say they are.“
Michael Dixon, Chairman, NHS Alliance

26. Hospitals and the Catering Mark
Awarded
North Bristol NHS Trust
Nottingham University Hospitals Trust
Hinchingbrooke Healthcare NHS Trust (Cambridgeshire)
St Joseph’s (Wales)
Working towards
Rotherham Hospital
Bournemouth &
Christchurch
Commitments
“All this hard work has secured jobs for my staff. We're making
considerable savings, sales have gone up by almost a third since
we achieved the Catering Mark, and the staff are happier.
Who wants to be opening boxes and boiling food in the bag all
day? Using our skills to cook properly is much more interesting.”
Pascal Meril, Catering Manager, St Joseph’s Hospital
Barts Health NHS Trust
Imperial College Healthcare NHS Trust
Calderdale and Huddersfield NHS Trust

27. To find out more please email me at
smcwilliam@soilassociation.org
Or come and chat
at the break

28. Gardening and food growing to deliver
health, wellbeing and sustainability
Margi Lennartsson

29. Promoting and supporting people to grow
organically

30. Benefits of gardens and food growing
Environment
Human health
and wellbeing

31. Benefits of gardens and food growing
Building stronger
communities
Food security

32. Growing Food
• Access to fresh and tasty food
• Active and worthwhile
• Learning and connecting with food production
• Climate friendly actions

33. Why food-growing?
•
•
•
•
•
Mental & Physical Health
Food and Diet
Wellbeing
Wider determinants of health
Diverse appeal

34. Obesity – Healthy weight
Diet
• Higher intake of fruit and vegetables
• Positive impact on pupil nutrition and
attitudes towards healthy eating
Physical activity
• Gardeners achieved physical activity
recommendations, decrease in body
mass index in older men.
Body Mass Index
• Lower body mass index in male and
female community gardeners

35. Food Growing in Health Settings
Hoventon House Care Home
University Hospitals Coventry and Warwickshire
Growing Opportunities Sandwell
Sydenham Gardens

36. www.nhssustainabilityday.co.uk
www.foodforlife.org.uk
www.gardenorganic.org.uk
www.1414campaign.com
www.growinghealth.info
mlennartsson@gardenorganic.org.uk
smcwilliam@soilassociation.org

37. Bournemouth and Poole

38. Sustainable Food City Partnership
“Revolutionising the way we
grow, buy, cook, eat, celebrate and dispose of
our food”

39. Enabling Community Food Growing
• Develop a pool of resources
• Publicise the work
• Develop a skill sharing and
mentoring scheme
• Provide a one-stop shop
• Create a support network
• Influence public policies
“The garden has become a central feature
on our estate – something colourful and
vibrant to look out at every day.”

40. Consolidating the Community Food
Network
•
•
•
•
9 currently directly involved
Participate in Big Dig days
Work placed volunteering
Grow to Sell scheme
“Previously the area was overgrown and
wasteland, now it is a pleasant, peaceful
and safe place to sit and watch or get
involved. Crime has gone
down, community cohesion has increased
and strangers have become friends.”

41. Growing the Community Food
Network
•
•
•
•
•
•
Increase to 35 gardens
20 garden partners
200 training opportunities
10 Food champions
125 new volunteer opportunities
Social enterprise development
“Our gardens have grown out of spaces that were plagued by anti-social behaviour.
We have reclaimed the open spaces on our estate by joining and journeying
together, realising through events and talking to each other, we can make changes
that have a positive impact on our lives and the place where we live.

42. Getting involved
•
•
•
•
•
Join the Partnership
Spread the word
Share your skills and enthusiasm
Ask for sustainable, local and Fairtrade
When you find somewhere brilliant shout
about it!

43. Real achievements
The achievement that means the most is the positive
effect that the garden can have on individual lives. It’s
finding an anonymous note on the cabin door that says
“I have lived in this area all my life and this garden
makes me proud to be from this area.” Or it’s when a
troubled person on the margins of society discovers the
garden, becomes involved, and it improves their life. This
is what really makes the many hours of voluntary work
worthwhile.

44. Thank you!
Sarah.watson@bournemouth.gov.uk
07825 844362

45. Tea/Coffee & Networking
#Dayforaction

46. Welcome back
#Dayforaction

47. Health and wellbeing in a
changing climate
Jemma Knowles Climate SouthWest Project Officer
Jim Hodgson Climate Change Advisor, Climate Ready Support Service

48. Overview
Jemma
• Changing climate: impacts on a local level
• Local support available
Jim
• The Climate Ready support service
• New toolkit for health and wellbeing boards

49. What we have seen so far
2014: flooding and...?
2001: flooding
2001: flooding
2013: heat wave
wave
2013:
flooding
storm
2003: heat wave
2012: drought
2012: drought
flooding
2005: flooding
2005: flooding
2010: flooding
2010: flooding
snow ice
snow & ice
2000: flooding
2000: flooding
2006: drought
2006: drought
heat wave
heat wave
2008: flooding
2007: flooding 2008: flooding
2007: flooding
snow ice
snow & ice
2009: flooding
2009: flooding
snow ice
snow & ice
Building resilience to extreme weather and a changing climate

50. What we can expect by 2050s
Overall increase in temperature
2.7°C
Increased winter precipitation
17%
Decreased summer precipitation
20%
Rising sea levels
26-29cm
More frequent & intense extreme weather
Building resilience to extreme weather and a changing climate

51. Impacts for health
Challenges
• Increased heat related deaths
• Increased deaths & admissions associated
with ground level ozone
• Increase in death & injury from flooding &
storms
• Increase in flood-related mental health
issues
• Increased ground level UV
Opportunities
• Increased physical
recreation, reduction in obesity & CHD
• Decrease in cold-related deaths
• Fewer cold related admissions
• Healthier lifestyles
Building resilience to extreme weather and a changing climate

52. Service delivery: impacts & response
Risk to
Examples of adaptive response
Estate/building & supporting
infrastructure (transport)
Vehicles/equipment
Natural ventilation
Cool spots
Green infrastructure, SuDS
Medications keep at right temperature
Rise in fuel, energy, water, food costs
Water supply
Supply chain, transport
Resource efficiency
Identification of alternatives
Workforce – accessibility, wellbeing
Vector disease migration
Patient comfort
Staff access considerations
Training and guidance on response to
extreme weather events
Transport planning
Adaptation inclusion in emergency and
contingency plans
Social impacts
Vulnerable communities
Information, targeted warning systems
Change in behaviours
Building resilience to extreme weather and a changing climate

53. Climate UK network
Building resilience to extreme weather and a changing climate

54. Climate SouthWest
www.climatesouthwest.org
info@climatesouthwest.org
@ClimateSW
Building resilience to extreme weather and a changing climate

55. Climate Ready Support Service
3 year programme launched in 2012
Part of Government's wider adaptation programme
Aim: to help „key sectors increase their resilience to climate risks’ by
incorporating climate risk management into routine business decisionmaking:
Primarily working in partnership and through others
Builds on our corporate objective to integrate adaptation into everything we
do

56. Climate Ready Support Service
Two key components:
Free, independent online advice and support via:
www.environment-agency.gov.uk/climateready
Tailored support and partnership working
to help key sectors adapt:
•
•
•
•
•
•
•
Business & services
Infrastructure
Natural environment
Built environment
Local government
Health & wellbeing
Agriculture & forestry

57. Climate Ready and the NAP
Theme
Relevant NAP objectives for LAs
Local
Government
• Raise the profile of adaptation with LA‟s and promote action
• Support local government to build a business case for action
• Local government policy framework supports climate resilience
• Support sector led activities to address local climate challenges
Healthy and
resilient
communities
• Promote climate resilience to organisations in the health sector
• Encourage resilience within the health system and its operations
• Reduce health impacts related to climate change e.g. heatwaves
• Improve the resilience of groups vulnerable to climate impacts
Built
Environment
• Developing skills to understand and manage climate risks
• Providing decision tools to help developers promote adaptation
• Ensuring new development is resilient to future flood risk
• Increasing the resilience of homes and buildings to climate risks

58. National Adaptation Delivery Group

60. Adaptation in the new health & social care system
Intervention / Action
Benefit
Climate ready JSNA & JHWS
Promotion of extreme weather
preparedness
Future proofing
Better health outcomes
Social Vulnerability
Meeting the NAP objectives
Climate ready commissioning plans
NHS Commissioning Board Business
continuity management framework
Commissioning board emergency
preparedness framework
EPRR core standards
Board approved SDMP
Public Health Outcomes Framework 3.6
All of above
Adaptation Reporting Power
Multi-agency planning a preparation for
response (including through LRFs)
Combating fuel poverty
Buildings better prepared for heatwaves

61. Adaptation Toolkit – coming soon
•Responding to specific needs of those
in the health and social care system
•Profiling adaptation as part of core
business
• informed by stakeholders (10 councils)
•How to assess risk to changing climate
•How to enable action
•How to test JSNA
•Case studies

62. Panel Discussion
•
•
•
•
Sam Moore, Energy Services Partner, EDF Energy
Phil Shepley, MD Carillion Engineering Services
Edwin Davies, Associate Director of Capital & Estates, Royal Bournemouth Hospital
Trevor Payne, Director of Estates and Facilities, Barts Health NHS Trust

63. Workshops
#Dayforaction

65. Energy Performance Contracts
NHS Sustainability Day
06/02/14
65

66. PROTECT - PROPRIETARY
What is the energy context in the UK?
Supply
• Electricity generated in 2012 fell by 1.3%
Carbon
• Low carbon electricity‟s share of generation increased from 28.1% in 2011 to 30.7% in 2012
Cost
• Energy price trend is set to continue & non energy cost increasing rapidly
Wholesale Power Prices 2001 – 2030
12.00
Historic
High
8.00
p/kWh
Central
Low
2030
2020
2010
0.00
2001
4.00
Source: DECC Oct 2012
66
NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.
May 2013

67. PROTECT - PROPRIETARY
67
PROTECT - PROPRIETARY
May 2013
- Connecting to Performance © EDF Energy plc. All rights Reserved.

68. PROTECT - PROPRIETARY
Changing processes, upgrading technologies
Temperature
control
Lighting system
upgrades
Mechanical
retrofit
Air quality
improvement
“Achieve a 34% reduction in
carbon
dioxide equivalent emissions from
building energy use, travel and
procurement of goods and
Utilities
auditing
Chiller
compliance
& efficiency
Building
management
system
Ventilation
upgrades
68
services by 2020”.
Generators for
Demand Response
On-site technical
resource management
Source: Sustainable Development Strategy
NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.
May 2013

69. PROTECT - PROPRIETARY
Changing attitudes
Advanced, open and willing to listen to new
ideas…
• Executive Sponsorship
• Employee Engagement
• Job Isolation
• Job Focus
Source FT Nov 2011
69
NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.
May 2013

70. PROTECT - PROPRIETARY
Energy Performance Contracts (EnPC)
What is it?
How Does it work?
Strategic Energy Partnership
Guaranteed savings
Fit for purpose technologies
Generates value through a
blend of measures
70
Turnkey approach to an
estate
A range of financial options
NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.
May 2013

71. PROTECT - PROPRIETARY
Energy Performance Contracts (EnPC) benefits
Strategic
Technical
Capital investment in
your estate
Improving existing
assets
Hedge against price
fluctuations
Performance risk borne
by Delivery Partner
Immediate savings
Increased security of
supply
Energy Expert resource
71
NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.
May 2013

72. PROTECT - PROPRIETARY
How an EnPC works in practice
Energy Savings
per Project
Total Energy
Savings
Agg. Single Projects
EnPC (bundle)
£50k
£0k
£250k
2 year payback Investment Criteria Limit
£0k
Payback Period
NB: Within the EnPC the highest individual project payback was 4.6 years
Orange icons indicate single projects, Green icons indicate projects part of an EnPC
72
NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.
May 2013

73. PROTECT - PROPRIETARY
Why now is the time to start thinking about EnPCs
•
•
Ageing assets that are approaching the end of their life
•
Finance constraints
•
Credible delivery partners
•
73
Challenging carbon targets
Support networks and procurement frameworks (such as
RE:FiT, Building Research Establishment (BRE), Carbon Energy
Fund)
NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.
May 2013

74. 74
NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.

75. NHS Sustainability Day of
action
Emma Wood
Group Sustainability & Corporate Responsibility
Manager

76. Landfill
Diversion
Sustainable
Noise
transport
pollution
How can we help?
Biodiversity
Hazardous waste
Adapting to
climate change
Carbon
reduction
Renewables
Ethical
procurement
Care closer
to home
Community Social Value
Engagement
Energy
Management
Saving water
Noise
pollution
Workplace
Wellbeing
Infection
control
Employee
Diversity

77. Our History
• In essence, our business was founded 50
years ago to help our customers meet a
‘sustainability challenge’
• Legal and consumer demand for ‘better’
solutions still drives our product
development
• Rental model arguably a pre-cursor to the
‘circular economy’
• But we recognised that we needed some
help to really understand how we could
respond effectively to the challenges

78. Our Journey
• We’ve been working with Forum for the Future
to look at the role of sustainability within our
business
• Understand what our priorities are
– Focused on what is important to the business not
what ‘we should’ be doing
– Have had to make some difficult decisions!
– E.g. Water – our new target is linked to how much we
help our customers save, not what we ourselves save
• Understand what our customer’s priorities are

79. Our Journey
• We’ve always had a role in supporting
environmental improvement:
– ‘Push’: driven by legal compliance
– ‘Pull’: promoting rewards , not necessarily
financial
– ‘Nudge’: encouraging customers to make ‘the
right’ choices, even choice editing?
• Recognising that this is our most significant
contribution
• Our obligation therefore to:
– Inform & educate
– Provide evidence
– Help partners monitor
Pioneering
Efficiency
CR Player
Coping with
CR, Satisfying Users
Keeping Things Clean

80. How we can help
• 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

81. Social Value
• Partnership and collaboration also about working with
partners who share your values and social aims
• With inclusion of ‘Social Value’, important to work with
partners who can bring wider value to supply chain
• In 2012 we launched our own PHS Foundation:
– Partnership with Together for Short Lives
– Employee Community Impact Awards Programme
• Focus on supporting Social Enterprise
– Number of Directors & Senior Managers volunteered to
mentor local entrepreneurs
– SE procurement risen from £0 in 2012 to £35k in 2013

82. Jamie Roberts
NHS SUSTAINIBILITY DAY
6 February 2014
Bournemouth

83. The Inception...

84. The Evolution...

85. Waste within the NHS
•
•
•
•
•
•
Waste hierarchy
Best Practice
Segregation
Innovation
Education
Legislation

86. Worcester NHS
• PHS won the contract in 2001
• Committed to identify their hazardous waste streams and
segregate at source.
• Fronted by Infection Control, who worked on a plan for the
Community and Mental health groups.
• PHS completed full site audits to ensure compliance and make
recommendations.
• Approximately 90 locations including home patients and
hospitals on various service frequencies.
• Classification of waste streams

87. Worcester NHS
•
•
•
•
We provided spill containment training
We provided support to design recycling programme
Developed tailored training support materials
Supplied reports on segregation and the split of types and
volumes of waste being collected
• We hold quarterly reviews meeting with stakeholders
• We have successfully instilled a proactive change to increase
segregation via our Waste Segregation Training.
• Developed the ‘Naughty Persons List’

88. How it looked before...
100%

89. How it looks today...
Segregation Trends
Offensive waste disposal (180104)
Infectious waste disposal (180103)
45%
55%

90. Other NHS Customers

91. Bespoke Reporting

92. The Future...
•
•
•
•
Reduce, Reuse, Recycle
Zero to Landfill
Embrace new technologies
Communicate

93. Jamie’s Final Thought...
“You may never know what results
come of your action, but if you do
nothing there will be no result.”
- Mahatma Ghandi

94. Any Questions...
??

95. NISSAN
THE WORLD‟S FIRST FIVE STAR EURO NCAP ELECTRIC VEHICLE
THE BEST SELLING ELECTRIC VEHICLE OF
ALL TIME 100,000+(22ndJan 2014)

96. NISSAN

97. NISSAN
Nissan‟s Challenge as a Zero-Emission Pioneer
The increasing global population and the rapid growth of the world economy have effects on
the global environment, from environmental degradation and climate change to issues of
supply and demand of energy, resources, water and food.
To reach this objective, Nissan will continue to lead the industry in advancing zero-emission
technology. Nissan were early investors—and will remain profound believers—in this
technology. They also recognize the importance and potential of zero-emission efforts, for the
auto industry and the planet.
Nissan is determined to help find answers that will benefit society and will continue working to
build on their pioneering efforts to bring zero emission technology to consumers.
This isn’t simply a business objective. It’s a responsibility that Nissan have to today’s
customers—and future generations.

98. NISSAN
Nissan LEAF produces considerably less CO2 emissions over its entire lifecycle, even
including manufacturing to end-of-life disposal, compared to gasoline-powered vehicles
of the same class.
EV batteries can do more than just provide power for driving. As energy storage
devices, they can play a key role in supporting the broad rollout of renewable energy.
This makes them a promising contributor to the achievement of a low-carbon society as
a whole—not just the vehicles within that society.
Nissan plans to bring even more EVs to the market, starting with the all-electric
commercial e-NV200, which I will talk about a little later

99. NISSAN
Nissan’s profound belief in the importance of zero-emission vehicles led them to select
and train a dedicated team of dealer specialists to sell the LEAF and promote awareness
and significance of this amazing electrical and digital electronics technology.
Westover Nissan were early investors in this technology being amongst the first of the
selected dealerships to market the Zero emissions Nissan LEAF.
I manage a team which deals with Electric Nissan LEAF, anything from events (such as
this one) to providing both vehicle and technical support to companies, local
authorities, schools and colleges.

100. NISSAN
WHERE TO NEXT?

101. NISSAN
PRODUCED IN EUROPE, FOR EUROPE
UK production of the Nissan LEAF is now in
full swing in Sunderland, producing the New
Nissan LEAF for Europe.

102. NISSAN

103. NISSAN
ADVANTAGES OF A NISSAN LEAF
NO CO2 WHEN DRIVING
NO ENGINE OIL
NO PETROL OR DIESEL
NO ROAD FUND LICENCE
NO “BENEFIT IN KIND” TAX (if used as a company car)
NO LONDON CONGESTION CHARGE
NO CLUTCH
NO GEARBOX
NO EXHAUST PIPE

104. NISSAN
OFFICIAL RANGE (NEDC)
199 km (124 miles)
AUTONOMY (km)
200
180
160
140
120
100
NEW NISSAN LEAF

105. NISSAN
ENHANCED CHARGING
CHAdeMO
QUICK CHARGER
PORT
CHARGE
DOOR LIGHT
CABLE LOCK
CONNECTOR FOR
10 AMP, 16 AMP AND
32 AMP CHARGING
ELECTRONIC CHARGE PORT
OPENING

106. NISSAN
HALF TIME HOME CHARGING ARRIVES
Domestic Plug
(10 amp)
Home Wallbox or
Street Charger
(16 amp)
Home Wallbox or
Street Charger
(32 amp)
CHAdeMO
Rapid Charger
12 hours
0-100% charge
8 hours
0-100% charge
4 hours
0-100% charge
30 minutes
0-80% charge

107. NISSAN
CARWINGS
 CARWINGS is a telematics system which lets you remotely set
(from your iPhone or computer ) the following:






1. Check your current charge level
2. Start charging
3. Check when your charging will complete
4. Turn your climate control on or off
5. Schedule your climate control to turn on automatically
6. Check your estimated driving range

108. NISSAN
BATTERY LEASE OPTION




Buy or Lease the Battery
From £70 per Month
Lower Initial Purchase Price
Ultimate Battery Peace of Mind
VEHICLE + BATTERY
BUY OR LEASE
or
VEHICLE
BATTERY
+
BUY
LEASE

109. NISSAN
THE CAR IS ONLY HALF THE STORY

110. NISSAN
LANDSCAPE FOR ELECTRIC CARS IS IMPROVING ALL THE TIME
£37M INFRASTRUCTURE PACKAGE
 HOME CHARGING
 PUBLIC SECTOR
 RAPID CHARGERS – STRATEGIC ROAD NETWORK
BENEFIT IN KIND
 LEAF AT ZERO BIK UNTIL 2015, NEW LOWEST BAND (0-50g/km) THEREAFTER
CONGESTION CHARGE
 GREEN VEHICLE DISCOUNT REPLACED WITH ULEV DISCOUNT
 ONLY PLUG-IN CARS CURRENTLY MEET NEW, 75g/km THRESHOLD

111. NISSAN
HOME CHARGING
 FREE 16A HOME CHARGERS
 UPGRADE TO 32A (TO SUPPORT 6KW CHARGING) FOR AROUND £99
 STANDARD INSTALLATION ONLY – BUT INCLUDES EARTH
BONDING AND UP TO 10M CABLING
 3 YEAR PARTS + LABOUR WARRANTY
 PRIVATE HOUSES ONLY AT THIS STAGE

112. NISSAN
NISSAN RAPID CHARGERS: STATUS
Today there are 181 Rapid Chargers nationwide (from just 63 in March ‘13)
NISSAN ANTICIPATE THAT 90% OF BRITAIN’S MOTORWAY SERVICE STATIONS
WILL HAVE RAPID CHARGERS BY SUMMER 2014 MEANING THAT ‘RANGE ANXIETY’
WILL BE A THING OF THE PAST!
Now you can fill up for free at motorway services…with Green Energy!

113. NISSAN
LOCAL RAPID CHARGERS
Just in this area there will be 15 more Rapid charging points set up - four in Poole, three in
Bournemouth and a further eight in Dorset.
The funding has come from the UK Government Office for Low-emission Vehicles (OLEV).
Work will start in the spring and be completed by the end of 2014.
The £723,000 funding has been jointly secured by the Borough of Poole
Council, Bournemouth Borough Council and Dorset County Council.
Three charging points will be installed in Poole itself in:
New Orchard
Serpentine Road
Ashley Road
Poole Road, Westbourne.

114. NISSAN
UK RAPID CHARGERS
In Bournemouth, they will be placed in:
West Hill car park
Bournemouth Railway Station/Interchange
Hawkwood Road main car park.
The exact locations of the Dorset charge points have not yet been agreed, but plans are
that they will be located in Christchurch, Wimborne Minster, Dorchester, Blandford
Forum, Weymouth, Shaftesbury, Bridport and Lyme Regis.

115. NISSAN
RAPID CHARGERS:
Ecotricity Chargers are FREE to use but you do need to register online for an
Ecotricity swipe card

116. NISSAN

117. Lunch
#Dayforaction

118. Welcome back
#Dayforaction

119. www.nhssustainabilityday.co.uk
Trevor Payne, Director Estates and Facilities Barts Health NHS Trust
and founder of NHS Sustainability Day

120. NHS Sustainability Day
A call to action for the NHS
• A platform for whole system thinking on sustainable actions
• Showcase for innovation, excellence and best practise
• Opportunity to learn, share, collaborate
• Engage - staff/patients/visitors/supply chain
• Help develop an NHS that is fit for the future
• Do one thing differently
• We hope you will be inspired to take part in 2014

121. NHS Sustainability Day
Motivating Success
•
•
•
•
•
•
•
•
•
•
Day of action and engagement across
NHS
100 organisation participated 2013
300 participating in 2014
Key endorsements
Royal Colleges, associations and Institutes
Sharing knowledge, experience and best
practice
Creating a legacy
National Road Shows
Awards
Internationally showcasing NHS

122. • Why 1414?
• Integrating Health and Sustainability
• Utilising our estates for the benefit of our patients and
communities
• Creating a legacy
• Integrating with Catering – new recipes
• What will you do with your car parking space?
www.1414campaign.com

124. #dayforaction
If the NHS can deliver a sustainable focus collectively on
one day, why can't we do it every day - think what a
difference it would make

125. Sustainable Water
How Bart's NHS are Saving Britain‟s Water
with AquaFund©

126. Why worry about water?
• Water scarcity
• Rising cost of water
• Population growth
• Unpredictability of climate
01753 833 880
ask@aquafund.com
© Advanced Demand Side Management 2014.

127. Population Growth & Food

128. What do you use?
150 litres
3,400 litres
Chocolate
01753 833 880
ask@aquafund.com
Butter
Beef
© Advanced Demand Side Management 2014.

129. Climate change

130. Water cost & CO2
•
Rising costs
•
The nexus of Energy & Water
01753 833 880
ask@aquafund.com
© Advanced Demand Side Management 2014.

131. Better water management
•
Sustainability
•
We should use less
•
Not simply because it is right, because it is necessary
01753 833 880
ask@aquafund.com

132. How Bart's NHS are Saving Britain's Water

133. The Trust had specific objectives
•
Reduce water consumption and cost
•
Reduce Carbon emissions
•
Environmental performance & impact
•
Strengthen data management
01753 833 880
ask@aquafund.com
To sustainably
manage its
water resources
© Advanced Demand Side Management 2014.

134. The partnership
•
Lower water consumption
•
Financial savings
•
No budget
•
A comprehensive approach
01753 833 880
ask@aquafund.com
NHS Trusts are
eligible for a
£200,000 £500,000 grant
© Advanced Demand Side Management 2014.

135. Engineering expertise
•
In-depth surveys of the entire portfolio
•
State of the art water-saving technologies
•
Automatic Meter Readers
01753 833 880
ask@aquafund.com
© Advanced Demand Side Management 2014.

136. Strengthening the Trust‟s data
•
Full water bureau service
•
Monthly Monitoring & Targeting Reports
•
Total visibility
01753 833 880
ask@aquafund.com

137. Environmental
•
Consumption profiling and environmental information
•
Levels of Carbon saved
•
Continually monitoring, preventing anomalies or leaks
01753 833 880
ask@aquafund.com
© Advanced Demand Side Management 2014.

138. Humanitarian aid
420,000 people out of water poverty

139. Delivering on the Trust‟s objectives
•
Reduce water consumption and cost
•
Reduce Carbon emissions
•
Strengthen data management
•
Environmental performance & impact
01753 833 880
ask@aquafund.com
To sustainably
manage its
water resources
© Advanced Demand Side Management 2014.

140. A comprehensive approach
•
Billing Data
•
Water-saving equipment
•
Continually monitoring
01753 833 880
ask@aquafund.com
© Advanced Demand Side Management 2014.

141. Our impact

142. Framework OJEU REFERENCE:
2011/S 186-304473
01753 833 880
ask@aquafund.com
www.adsm.com
@AquaFund
01753 833 880
ask@aquafund.com
© Advanced Demand Side Management 2014.

143. Operating Theatre Optimisation
Presented by:
Darren Jones BSc (Hons), Eng.Tech. MCIBSE LCC
The Royal Bournemouth & Christchurch Hospitals NHS Foundation Trust
NHS Sustainability Day Roadshow – 6th February 2014

144. HTM 03-01 Verification & Theatre Optimisation
Our aims are:
 To check current theatre plant operation against HTM 03-01
requirements (are systems fit for purpose?)
 To ascertain HVAC energy loads associated with the current plant
operations
 To reduce energy loads associated with current plant
operations, whilst continuing to meet HTM 03-01 requirements
 To identify quick win opportunities through effective control
changes
 To identify medium term (under 4 years) capital investment
opportunities

145. Health Technical Memorandum
(HTM) 03-01
Verification Methodology

146. HTM 03-01 Verification
Duct Air-Flow Rates
OBJECTIVE
 HTM 03-01 requires a full measure of the supply and extract airflow rates within ducts.
METHOD
 A measure of the air supply rates are generally made within the
principle and branch ducts. All measurements are made with a
digital hotwire anemometer and an electronic manometer. At each
test point, a set of readings are taken and an average value
calculated.

147. HTM 03-01 Verification
Room Terminal Air-Flow Rates
OBJECTIVE
 HTM 03-01 requires a full measure of the supply and extract air-flow
rates at room terminals.
METHOD
 A full measure of the air supply and extract rates are made at the
principle room terminal points. All velocity measurements are taken
using a laboratory calibrated balometer.

148. HTM 03-01 Verification
Air Changes per Hour
OBJECTIVE
 HTM 03-01 states that ventilation systems should achieve at least
75% of the design air-change rate.
METHOD
 Calculations are based on duct airflow rates. The calculated ACR/H
is compared to the relevant design criteria given in HTM 03-01, or
against the ventilation system’s original design parameters.

149. HTM 03-01 Verification
Room Differential Pressures
OBJECTIVE
 To prove that the differential pressure regimes of each theatre and
any associated rooms are not less than 75% of the HTM 03-01
standards as given in Part A, Appendix 2, or the operating theatre’s
original design parameters; and that the pressure gradient
relationships in the surrounding areas are maintained.
METHOD
 Differential pressure measurements are made during Normal and
Setback mode in each of the relevant and adjoining rooms with a
digital manometer. Tubing connected to the manometer are passed
through pressure stabilisers or underneath doorways.

150. Operating Theatre Optimisation
 Low Carbon Europe’s Operating Theatre
Optimisation and HTM 03-01 audit can help
NHS Trusts identify cost savings and reduce
carbon emissions at the same time.
 We have proved that by improving the air
supply in one theatre alone, a Trust could
save in the region of £5,000 a year.
 If this figure was extended to all the Trusts in
England, it could mean a saving of more than
£10m and a reduction in carbon emissions
of 80,000 tonnes a year!

151. Theatre HVAC Optimisation
Our on-site approach:
 A full internal inspection of air handling plant to ascertain the efficiency and operation of
existing components (fan units, heating/cooling elements, heat recovery devices and
humidification systems)
 A thermographic study of all theatre HVAC plant and equipment
 The measurement of fan system absorbed powers and flow rates in addition to temperature
and pressure measurements across each of the systems’ components, using calibrated
instruments
 Theatre supply and extract grille, air flow/velocity measurements
 To inspect down stream servings such as heating, cooling and humidification plant
 To interrogate system controls

152. Theatre HVAC Optimisation
Following the on-site work, we analyse each
system in order to ascertain the following:

Air change rates

Ventilation rates

The suitability of setpoints and control
strategies

Heat recovery opportunities

Free cooling opportunities

Potential for fan upgrades

Potential for the inclusion of VSDs

153. Theatre Optimisation
Case Study
Four theatres served by a single
run/standby AHU

154. Key Energy Saving Initiatives Identified
1.
2.
3.
4.
Temperature and pressure calibration anomalies
Installation of Automatic Control Dampers
Replacement of Air Handling Unit (AHU) Supply Fans
Installation of Variable Speed Drives (VSDs) on secondary
chilled water pumps
5. Software interlock to reduce the operation of chillers
during low demand
6. AHU Frost Coil Control Improvements
7. Temperature Set-back on Theatres

155. Temperature and Pressure Calibration Anomalies
Table illustrating discrepancies between the actual measured theatre
temperature and humidity, the theatre set-point and the Sauter BMS graphics.
Theatre
Supply - Graphic
Sampling duct- Graphic
Set-point's- BMS Sauter
Actual Space-Fluke
Temperature
Humidity
Temperature
Humidity
Temperature
Humidity
Temperature
Humidity
1
13.3°C
47.6%
18.0°C
39.7%
18.5°C
44.0%
22.6°C
33.1%
2
13.9°C
41.0%
18.5°C
23.8%
18.5°C
40.0%
21.3°C
36.6%
3
15.4°C
47.3%
22.8°C
27.4%
20.5°C
48.0%
19.6°C
36.7%
4
21.0°C
37.9%
18.5°C
37.9%
21.0°C
50.0%
21.7°C
34.4%
 Four humidity and temperature
readings taken per theatre.

156. Temperature Calibration Anomalies

157. Humidity Calibration Anomalies
 Psychometric Charts also
illustrate that even though
humidification plant is
switched off, there does
appear to be unexpected
variations in these levels. As
the plant is inactive this must
be attributed to errors in the
sensors.

158. Temperature and Pressure Calibration Anomalies
Conclusion
 Based on industry rules of thumb, a 1°C sensor discrepancy will result in an
8% system inefficiency. Therefore based on our observations & analysis we
anticipate a 16% saving could conservatively be achieved through the
replacement and calibration of sensors.
% Saving
16%
Annual Energy Saving
224,000 kWh
Annual OpEX Saving
£8,960
Budget Cost
£6,000
Return on Investment
8 months

159. Installation of Automatic Control Dampers
The Problem…
 All theatres need to be switched to set back mode before fan motor frequency
modulation is reduced.
The Solution…
 The addition of volume control dampers (VCDs) at the head of each operating
theatre ductwork branch (see photo below), linked to the setback switches,
would allow the proportional control of the fan if one or more of the setback
switches were enabled.

160. Installation of Automatic Control Dampers
The Results…
EXISTING
NEW DAMPER - DAY
NEW DAMPER - NIGHT
100%
70%
70%
Air Volume
Setback Theatres 3 & 4
Setback All
Theatre 1 (m3/s)
0.92
0.92
0.644
Theatre 2 (m3/s)
0.98
0.98
0.686
Theatre 3 (m3/s)
0.92
0.644
0.644
Theatre 4 (m3/s)
0.92
0.644
0.644
Fan Duty
Anaesthetic (m3/s)
0.6
0.6
0.42
Prep (m3/s)
0.28
0.28
0.196
Scrub (m3/s)
0.25
0.25
0.175
Total Volume (m3/s)
4.87
4.318
3.409
Overall Setback (%)
0.00
88.67
70.00
Fan Power (kWh)
14.7
10.25
5.04
Energy Usage (kWh)
128,772.00
44,879.96
Total Energy (kWh)
128,772.00
66,964.36
Percentage Saving (%)
0
48
The Conclusion…
22,084.40
% Saving
48%
Annual Energy Saving
61,811 kWh
Annual OpEX Saving
£5,563
Budget Cost
£16,650
Return on Investment
36 months

161. Replacement of Air Handling Unit (AHU) Supply Fans
The Problem…
 The 24/7 operation of inefficient belt driven centrifugal supply fans.
The Solution…
 Upgrading the fans to high efficiency, direct drive, plug fans would provide a
saving of approximately 30%.
The Conclusion…
% Saving
30%
Annual Energy Saving
38,632 kWh
Annual OpEX Saving
£3,477
Budget Cost
£10,990
Return on Investment
38 months

162. Installation of Variable Speed Drives (VSDs) on
secondary Chilled Water Pumps
The Problem…
 Continuous pump operation regardless of demand. Pumps operating at full
speed (no VSDs installed) despite a very low requirement for cooling.
The Solution…
 Installing a VSD to a pump to reduce speed and therefore flow, causes the
pump curve to shift down, which due to the affinity laws, power is greatly
reduced at reduced flows thus resulting in significant savings.
The Conclusion…
% Saving
50%
Annual Energy Saving
32,062 kWh
Annual OpEX Saving
£2,886
Budget Cost
£8,000
Return on Investment
33 months

163. Chiller System – Software Interlock
The Problem…
 All six chillers were on and primed, despite there being very low cooling
demand (low ambient temperature of 12°C). This is illustrated by BMS screen
shot (see below) where there is diminutive difference between flow and
return temperatures (0.7°C). In addition, the chiller sequence control panel
has no hardwire or software interface to the BMS.
The Solution…
 Integrate chiller control into the BMS. Sequence chillers and employ the use of
appropriate demand lead interlocks to provide significant energy savings.
The Conclusion…
% Saving
15 - 20%
Annual Energy Saving
22,000 kWh
Annual OpEX Saving
£1,900
Budget Cost
£2,000
Return on Investment
12 months

164. AHU Frost Coil Control
The Problem…
 The frost coil control valve will open whenever fresh air plenum temperature
is below 10°C (2K hysteresis). Also, frost coil valves on both run and standby
AHU’s operate, despite only one AHU being operational at any given time.
Heater batteries are currently open-control.
The Solution…
 Firstly, reduce frost coil control setpoint. Secondly, reduce the mass flow rate
in the standby unit when frost coils are initiated through more effective closeloop control. This will significantly reduce hot water wastage (coil demand is
25.3kW per frost coil).
The Conclusion…
% Saving
50%
Annual Energy Saving
66,000 kWh
Annual OpEX Saving
£1,980
Budget Cost
£1,500
Return on Investment
9 months

165. Theatre Temperature Control Set-back
The Problem…
 The AHU operates continuously with a minimum set-point of 18oC.
The Solution…
 Reduce the occupation period to ten hours with an optimiser for prewarm up, supplement with an override switch to re-instate the plant if
required. An enhancement to this arrangement could be to install
movement detectors to accommodate for periods of non-occupancy
during the day.

166. Theatre Temperature Control Set-back
Evaluation of Savings…
 20-year average standard degree day figures were used to evaluate the
potential cost savings of adopting an unoccupied set-back. Two base
temperatures were used 18°C (current) and 15.5°C (set-back). Degree day
figures were interpolated at the ratio of 10 hours at 18oC (normal) and 14
hours at 15.5°C (setback) against a continuous 24 hours at 18°C.

167. Theatre Temperature Control Set-back
The Result…
 A 15.44% reduction in energy consumption.
See below a Annual Heating Cost and Consumption Simulation at 18oC.
 Annual heating requirement – 772,143 kWh
 Annual Heating Cost – £21,664

168. Theatre Temperature Control Set-back
Results…
 A 15.44% reduction through a temperature set back will
therefore result in annual consumption and cost savings of
115,821kWh and £3,345 respectively.
% Saving
15%
Annual Energy Saving
115,821kWh
Annual OpEX Saving
£3,345
Budget Cost
£2,200
Return on Investment
8 months

169. Summary Table
%
Saving
Annual Energy
Saving
Annual
OpEX
Saving
Budget
Cost
Return on
Investment
A review of the temperature and pressure
calibration in order to maintain optimum control
efficiency.
A review of the benefits of installing automatic
control dampers within each of the theatre supply
ducts.
A review of the replacement of Air Handling Unit
(AHU) supply fans with high efficiency units
A review of the benefits of installing variable speed
drives (VSDs) on secondary chilled water pumps and
controlling pumps based on demand.
A review of installation of a software interlock to
prevent the unnecessary operation of chillers during
low demand.
AHU Frost Coil Control
16%
224,000 kWh
£8,960
£6,000
8 months
48%
61,811 kWh
£5,563
£16,650
36 months
30%
38,632 kWh
£3,477
£10,990
38 months
50%
32,062 kWh
£2,886
£8,000
33 months
15 20%
22,000 kWh
£1,900
£2,000
12 months
50%
66,000 kWh
£1,980
£1,500
9 months
Temperature Set-back on Theatres
15%
115,821kWh
£3,345
£2,200
8 months
560,326kWh
£28,111
£47,340
20 months
Initiatives
Total

170. Any Questions?
www.lowCO2.eu

171. Our journey towards sustainable
Waste Management
Charles Joly - MEng MSc MIEMA
Environmental, Waste & Sustainability Manager
6th February 2014

172. Isle of Wight NHS Trust
 Only integrated acute, community, mental health
and ambulance health care provider in England
 Full range of health services to an isolated offshore
population of 140,000
 St Mary‟s Hospital main hub in Newport (246 beds)
 About 20 community premises

173. Waste: 3 drivers / pressure points
1
Compliance &
accountability
2
Budget
pressures
Environmental
3
agenda
Patients / staff /
public
Exec team
Directors
Executive team
H&S team
Risk/Audit
committee
Staff
DoF / finance
manager
NGOs

174. Sustainable Waste Management
3
1
Compliant
Green
Cost effective
2

175. Waste hierarchy…

176. …in healthcare
context.
=> Segregating
greener & save
££s

177. Our waste journey…

178. Governance
Before
 No formal governance on waste
 Waste Policy not updated since 2003
 HTM 07-01 ignored (!)
After
 Waste Management Group
 New Waste Policy and set of procedures
 HTM almost fully implemented

179. Contracts
Before
 No formal contracts in place
 No KPIs / specifications / accountability
 Trust‟s “Man & van” community collections
After
 3 lots tender - Domestic /Clinical /Confidential
 5 years contracts – 2014-19
 Full community service - inc. GPs / pharmacies

180. Expenditure

181. Clinical waste from home
patients (community nurses /
mental health)

182. BEFORE

183. AFTER

184. Confidential waste

185. BEFORE

186. AFTER

187. Main waste compound

188. BEFORE

189. AFTER

190. AFTER
Savings
£8,000/year
Savings
£9,000/year

191. AFTER

192. Waste cupboards

193. BEFORE

195. Batteries recycling

196. BEFORE

197. AFTER
52 x battery buckets

198. Cardboard recycling

199. Bergmann MPB
BEFORE907

200. Bergmann MPB
AFTER 907

201. Bins provision in public areas

202. BEFORE

203. AFTER

204. Clinical waste segregation
posters

205. BEFORE
 Non compliant
 Vague
 Only main
streams covered

206. AFTER
 HTM compliant
 Detailed and
clear
 Covers all
streams

208. Medicinally contaminated
waste

209. BEFORE

210. AFTER collections community –
Clinical waste
transition plan

211. “Greener” Waste Containers
Anatomical
Medicines
Sharps

212. Community clinics – clinical
waste collection

214. Clinical waste collections community –
transition plan
Private
customers
Trust clinics
GPs
Home
patients
IoW Council
Private sector
NHS IoW
NHS England
NHS IoW
1st Dec14
1st April 14
1st April 14
1st April 14

215. Environment Agency - Audit

216. Sustainable Waste Management
Policy
SOPs
Training
Audits
Good waste
segregation
Compliance
£ savings
Greener

217. Thank you
Waste@iow.nhs.uk

218. Green Impact in the NHS
Charlotte Bonner
Communities Programme Manager
NHS Sustainability Day 2014
Royal Bournemouth & Christchurch NHS
Foundation Trust Road Show

228. It’s growing…
110 students’ unions
60 universities and
colleges
110 off-campus
organisations
NHS Trusts
Dental practices
Hospices
International pilots too!

229. Collecting unusual
waste to donate to
local play centres

230. Recycling buffet
trays and growing
healthy salad on
window sills

231. Sending
polystyrene chips
back to the
suppliers for re-use

232. A departmental
pool bike

233. And a pool scooter for those who
aren’t happy on a bike!

234. “What are our environmental impacts?”
– a team discussion workshop

235. Green lanyards
for Green
Champions

236. What people have said…
Being involved in
Green Impact has given a new aspect to
my role – I’m learning things and
developing professionally. I’m definitely
classing this as CPD.
It’s great to see the
Trust supporting this
centrally. It’s not just
about the enthusiastic
few now.
It’s given me some legitimacy –
people don’t just think of me as
the local nag any more, they can
see why it’s important.

237. and the students…
I feel it is a good addition to my
CV and it was a new situation I
got valuable
information out of.”
I was lucky enough to
meet wonderful,
inspirational people.
The scheme allowed me
to stand out from the crowd and
be part of something important,
as well as building on my
interpersonal skills.

238. www.nus.org.uk/greenimpact
charlotte.bonner@nus.org.uk

239. Closing address
Richard Renaut – Director of
Service Development

240. RBCH will strive to improve it’s position as a
sustainable healthcare Trust in future, and promote
sustainable development across all activities.
Bournemouth Hospital has been proud to host this
“NHS Sustainability Day Road Show” and would like
to thank everyone involved.