5. In 2008 we launched our original carbon management plan
“Getting Our House in Order”
Our target was to implement measures to reduce carbon
emissions from the Council’s estate and operations by
25% by March 2011 – that’s 2,500 tonnes of CO2
6. We need to reduce our carbon emissions to combat
climate change, reduce our reliance on fossil fuels and
reduce our energy and fuel bills as prices continue to
rise ever higher
8. We created a revolving loan fund through Salix
providing £405K to
spend on energy
saving technologies
across the Council
9. With this we have
installed pool covers
in our leisure centres
to reduce energy loss
and save around
£15,000 per year…
10. …and installed many more energy saving measures
such as cavity wall insulation, boiler and lighting
upgrades and heat recovery systems
A lighting upgrade project in Westgate Car Park alone
has saved us around £26,000 per year in energy bills
11. Since 2009, 240 of our fleet vehicles have been fitted with
tracker/telematics systems, which can re-route vehicles to
save mileage and report on emissions and fuel usage
12. We also use route optimisation software to plan the
most efficient routes possible to for our waste and
recycling rounds – saving time and fuel
13. In April 2009, 330 of our drivers took the Smarter Driving
training course
One year later our drivers showed a reduction of 15% in
fuel consumption, saving us nearly £70,000 in fuel
We won an Energy Saving Trust ‘Fleet Heroes’ award for
this initiative
14. By moving from three offices into one as part of the Offices
For the Future programme we reducing our CO2 footprint
by around 250 tonnes a year
15. Major energy efficiency measures in the refurbished St
Aldates offices, such as energy efficient lighting and
motion sensor controls, have taken the building from an
E to a C grade in terms of its energy performance rating
16. We installed Smart Meters in our main buildings to
monitor gas and electricity usage on a half-hourly basis
This means we can quickly see where energy is being
wasted, and can act to do something about it
17. Our procurement strategy favours suppliers who can
demonstrate actions taken to reduce their environmental
impact, including using employees from the local area
This means that for example:
• All our used tyres are re-used or fully recycled
• We only buy recycled paper
• All the wood we use as building material is FSC certified
18. We set up a network of Carbon Champion volunteers to
engage colleagues in a fun and interesting way on
reducing energy use, waste and fuel usage
19. Please wash any food-soiled items before recycling
Thanks to our Carbon Champions…
• 95% of staff are aware of energy saving initiatives at work
• 88% of staff are motivated to help save energy at work
20. We provided pool
bikes to encourage
cycling at work to
reduce transport
costs and
emissions
Our pool bikes
mean people can
travel more quickly
and get fit at the
same time
21. Carbon Champions helped to
introduce food waste recycling at work
Waste food like teabags and fruit peelings
are now used to make electricity instead of
releasing harmful gases in landfill
22. We became the first UK local authority to
achieve the new British Standards Kitemark for
Energy Reduction Verification
23. In 2010 we launched the pioneering Low
Carbon Oxford initiative - uniting leaders
from the public, private and non-profit
sectors in working together to reduce
Oxford’s carbon footprint
24. Low Carbon Council
As a result of all of this we were highly
commended in the 2011 LGC awards Low
Carbon Council category
25. We had reached our 25% target by
March 2011
But we didn’t stop there….
26. We installed solar panels on two leisure centres and three
sheltered housing sites to generate our own green
electricity. These reduce our electricity bills and also
generate extra income through the feed-in tariff scheme
27. We set up a Bicycle User
Group (BUG) and have run
bike maintenance and training
to encourage more people to
cycle at work
28. Our Motor Transport
division continue to trial
the latest developments
in fuel efficient vehicles
– including electric cars
29. We launched a workplace travel plan and a host of
incentives to get staff our of their cars and using greener
transport at work
30. Following a very popular trial with staff we have added
several electric bikes to the bike pool – these are a fun
way of saving time and getting up hills with no effort
31. We worked with a local community group to pilot
their Low Carbon Living Programme in the
workplace for the first time
33. Each year the Council spends…
£1,400,000 on gas and electricity
34. Each year the Council spends…
£1,400,000 on gas and electricity
£800,000 on fuel
35. Each year the Council spends…
£1,400,000 on gas and electricity
£800,000 on fuel
£250,000 on water
36. Each year the Council spends…
£1,400,000 on gas and electricity
£800,000 on fuel
£250,000 on water
£15,000 on sending waste to landfill
And the price of
these continues
to rise…
37. We have a more ambitious target - 5%
reduction in carbon emissions from waste,
electricity, gas and fuel use
We have broadened the scope and
included more sites in our carbon footprint
We want to continue to be leaders in
carbon reduction in Oxford
From 2012:
38. And we all have a part to play
Which is why….
Revenues Officer
Management Accountant
Sustainable Energy Officer
Chief Executive
Director
Business Improvement Partner
Performance Improvement Officer
Building Control Surveyor
Senior Planner
Conservation Officer
Team Leader
Community Development Officer
Community Response Team Officer
Property Manager
Corporate Asset Manager
Admin Support
Benefit Assessment Officer
Revenues Officer
Administrative Apprentice
Rent Advisor
Enforcement Officer
Fleet Administrator
Road Construction Worker
Electrician
Bricklayer Gas Engineer
Streetscene Operative
Environmental Health Officer
Dog Warden
39. Oxford City Council are placing
carbon reduction at the heart of
everything we do
40. Creating a joined up heat
network for Oxford
Paul Robinson
Climate Change and Energy,
Oxford City Council
41.
42.
43.
44. Heat Networks for Oxford
Hand over to Robin Wiltshire,
BRE – expert on heat networks.
We are going to be working
together to identify potential
opportunities in Oxford.
48. Large DH network
• District heating is widely
used worldwide and in
some European countries
schemes exist that supply
entire cities with heat
– Most of the towns and
cities of Denmark and
Sweden are heated in
this way and
– German cities like
Berlin and Hamburg
have some of the
biggest networks in the
world.
DH supplying the city of Copenhagen.
160km of primary pipes and 1,500km of
distribution pipes
Heat is derived from waste incineration,
geothermal energy and fuels such as wood pellets,
straw, straw pellets, natural gas, oil and coal.
60. Summary of benefits
• Environmental – carbon reduction
• Enhanced security of supply
• Affordable warmth
• Efficient use of heat sources (fossil fuel, biomass)
• More straightforward maintenance of heating plant
• Space savings at the building level
• Increased safety of the building occupiers
• Instantly available of any amount of hot water at
system pressure.
62. Where is it implemented?
Generally speaking, DH is best applied in the following:
• Areas of high heat demand density
• Areas with a mix of building types
• And for initiating new schemes look for the potential
‘anchor loads’…
63. Buildings suitable for CHP – also anchor loads
• Hospitals
• Universities
• Hotels – large
• Leisure centres with pools
• Multi-residential blocks
64. Buildings unlikely to justify CHP
• Cottage hospitals, doctor’s surgeries
• Schools
• Hotels – small
• Leisure centres without pools
• Low-rise housing
• Offices
• Retail.
65. Individual site CHP – sometimes a heat network
• Might be just one building (large hotel)
• Or maybe many buildings (campus university)
• If more than one building – need connecting pipes…
• … effectively then a heat network
• Such heat linking at individual sites is not uncommon
• Heat linking beyond the site boundary is less common
but offers significant benefits.
66. Heat linking to other organisations - benefits
• Higher overall demand
• Smoother aggregate load profile
• Higher heat sales, stronger economic case
• Connection of individual buildings that could not justify
CHP on their own
• No need for separate heating (or chilling) plant in
buildings
• Less items of plant to buy and maintain
• Perhaps a larger CHP.
67. Why haven’t more done it?
• Not core business: who will take the initiative?
• Carrying on with the status quo
• Existing CHP (or other plant) already working well
• Desire to keep all such decision making at site level
only
• Fears about reliability
• Lack of obvious adjacent sites to link with
• Apparently suitable adjacent sites may be reluctant or
already have new plant
• Lack of awareness of heat networks and/or CHP
68. Getting started with district heating
• Local authorities are generally the key
hub point for establishing heat networks
• Local authorities are in a good position to
initiate because they can connect
buildings they are responsible for
• Major LA buildings like town halls, leisure
centres and residential blocks are ideal
‘anchor loads’ for heat networks
• So too are hospitals.
LA energy
champions
69. Contacts
• BRE can assist with assessing CHP, renewables and
district heating options
• Robin Wiltshire
wiltshirer@bre.co.uk
01923 664534
0777222 8729
70. NHS Sustainability Day 2014
Oxford Roadshow, 11th March
CREATING A SUSTAINABLE FOOD STRATEGY
Julian Cottee (Cultivate & Good Food Oxford)
Ingeborg Steinbach (Centre for Sustainable Healthcare & Good Food Oxford)
julian@cultivateoxford.org | Inge@sustainablehealthcare.org.uk
71. What is ‘sustainable food’?
• Environment – climate change, land, water,
biodiversity, species loss
• Fairness – good food affordable to all, and
exploiting no one
• Local economy – a food system that supports
independent business and rewarding work
• Food culture – we enjoy local tastes and know
how and where our food is produced
• Health – 30% of children aged 4-5 are either
overweight or obese
72. Food and Climate Change
• About 30% of all
greenhouse gas emissions
globally come from our
food system
• Every stage in the food
chain produces emissions,
from field to fork to waste
Graphic: http://ccafs.cgiar.org/bigfacts2014/#theme=mitigation
73. 2 starting points for action
• WASTE: 30% of all food produced is
wasted. This means:
– We have to produce 1/3 more food =
impact
– Methane from rotting food in landfill =
impact
• MEAT CONSUMPTION: livestock account
for 14.5% of total global greenhouse gas
emissions
– Dietary change can have a huge impact
74. Creating a holistic Good Food Strategy
• Good Food is complex
• No one organisation has the power to deliver:
it can only happen through partnership and
shared vision
A new network for Oxford
Aim: “to identify and catalyse actions by that
will measurably reduce the greenhouse gas
emissions from Oxford’s food system while
promoting environmental sustainability, social
inclusion, health, wellbeing, the local economy
and a thriving food culture.”
www.goodfoodoxford.org
76. Links between Food, Health and
Environment
• Impact of food on health and healthcare
• Food procurement in healthcare
• Food growing
77. Impact of food on Health and
Healthcare
• Access and consumption of healthy food is
important in preventing illness.
• What is good for health is good for the
environment, e.g. reducing consumption of
red meat.
• Health problems associated with being
overweight cost the NHS £5billion.
78. Carbon Footprint of the NHS
25Mt Co2e > Carbon footprint of Estonia
• 61% Procurement (34% pharmaceuticals, 18%
medical devices & equipment)
• 17% Building energy
• 13% Travel
• 9% Commissioning
79. Food Procurement
• 3% of the NHS Carbon footprint is food and
catering
• NHS serves over 300m meals a year, 30m a
year are thrown away (10%)
• 21 failed voluntary initiatives from 1992-2013
at the cost of £54m
80. Criteria of Successful Case Studies
• More local fresh food
• Seasonal menus
• Working closely with suppliers
• Creating/ working with hubs of small farmers
• Not cost saving, but cost neutral
81. Guides on Sustainable Food
Procurement
• Sustainable Food – A guide for hospitals
(Department of Health)
• Catering Mark (Soil Association)
• Good Food on the Public Plate: A manual for
sustainability in public sector food and catering
(Sustain)
• How to ... provide tasty, healthy and
environmentally friendly hospitals meals (CSH)
82. Actions for NHS Sustainability Day
• Meat free day
• Use one ingredient grown on site
• Measure your food waste for a day
• Provide information on where your food
comes from
83. Workshop: Good Food Oxford Charter
• 19th March, 6-7:30pm
• Oxford Hub, above Turl Street Kitchen
• www.goodfoodoxford.org
84.
85.
86.
87.
88.
89.
90.
91.
92.
93. • Share information between participating
organisations about their employee engagement
work
• Bring in expertise and experience from outside Low
Carbon Oxford to add value to Pathfinders’ work
• Model best practice in employee engagement and
behaviour change by creating a strong community of
professionals who will continue to support each
other after the initial stage of the project is complete
99. NHS Sustainability Day of
action
Emma Wood
Group Sustainability & Corporate Responsibility
Manager
100. How can we help?
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
101. 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
102. 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
103. 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
104. 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
105. 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
107. PHS Group
• The start - 14 August 1963
• Part of Tack Training Group
• Introduction of Feminine Hygiene service
• Currently employ 5,000 people
• Turnover £418m
108. Clinical Journey
• 2001 Healthcare Division created
• Established national service
• 28 transfer stations across UK
• Developed be-spoke service to support NHS clients
109. Expectations of the NHS
• Waste hierarchy
• Best Practice
• Segregation
• Innovation
• Education
• Legislation
In the community
111. Response to Change
• Clients now expecting innovative ideas
• Reduction of costs
• Partnerships
• KPI’s
• So who took a leap of faith?
112. A Success Story
• PHS won tender in 2007
• Committed to identify their hazardous waste streams and
segregate at source.
• Fronted by Infection Control, for Community and Mental
Health.
• Approximately 90 locations including home patients and
hospitals on various service frequencies
• PHS completed full site audits to ensure compliance and
make recommendations.
• Create plan of action
113. Success - cont...
• The start - hard work and perseverance
• Develop tailored training
• Barriers to change – “old habits die hard”
• Supplied reports on segregation and the split of
types and volumes of waste being collected.
• Regular reviews meetings with stakeholders
• Developed the “Naughty Persons List”
114. How it looked before
28%
72%
Waste Segregation Worcester PCT GP Practices -
June - August 09
Offensive
Infectious
Worcester Mental Health Trust Locations -
June - August 09
51%49%
Offensive
Infectious
121. Making tomorrow a better place
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Sustainability at Carillion
Emma Gilbert
122. Making tomorrow a better place
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• A bit about me
• A bit about Carillion
• Sustainability at Carillion – How? What?
– A corporate issue
– On our projects
– From our people
• It just makes sense
• Questions and Discussion
123. Making tomorrow a better place
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A bit about me...
• 17 years experience in HSEQ Management in
FMCG, Oil and Gas, Pharmaceutical and Facilities
Management
• Joined Carillion in 2011 through acquisition of
Eaga.
• Role of Sustainability Manager for the UK Services
Business for over 2 years
• Currently working at James Cook University
Hospital
124. Making tomorrow a better place
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• Tarmac Group – De-Merged in 1999
– Tarmac, Wimpey, Cubitts and Mitchell Construction
• Further Acquisitions:
– Mowlem (2006)
– Alfred McAlpine and Vanbots (2008)
– eaga (2011)
– John Laing Integrated Services (2013)
A Collection of Businesses …
• 40,000 employees
• UK, Middle East, Canada
• £4.1Bn turnover (2013)
• Share price £3.66
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125
Maintenance
Utilities
Facilities
Defence
Infrastructure
Rail
Health
Education
Managing Globally …
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Origins … 1994 Major Road Protests at Twyford
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• Expectations – Trust, Transparency and Responsible Actions
– Clients – Government and Commercial
– Investors and Shareholders
– Employees – Internal and Supply Chain
• Reputation and Legal Accountability
– Media and Opinion Formers
– Social Media: The World as a Journalist
• Cost and Profitability – “Triple Bottom Line”
– Economic
– Environmental
– Social
• Competitive Advantage
Why It’s a Corporate Issue
128. Making tomorrow a better place
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Our Journey...
129. Making tomorrow a better place
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2004 and Beyond …
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“To be recognised as a leading
sustainable business and the
leading sustainable support
services company …”
Sustainability Vision 2020
Richard Howson
Chief Executive Officer
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Our six positive outcomes
Protecting the environment
Supporting sustainable
communities
Providing better prospects
for our people
Building a successful business
Leading the way
Enabling low-carbon economies
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A Corporate Issue
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134. Making tomorrow a better place
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• One of the Carillion’s largest construction
projects in the UK
• Aim that the hospital redevelopment will
act as a catalyst for regeneration
• Key target was to ensure that the benefits
flowed into the community
– 85% local employment
– 60% local spend
• Carillion delivered
– 80% local employment
– 60% local spend
Southmead Hospital Sustainability Achievements
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• £335M capital cost, 3 year build
• £100M support services, 30 year concession
• Largest all single-bed hospital in UK (646 beds, 40-bed CCU, 18 theatres)
• One of the UK’s 'greenest' hospitals:
– Dedicated cycle centre and 10 electric car charging points
– Renewable energy systems
– Low carbon materials, systems
– Water meters, leak detection
• £240M to local economy
– 750 full-time jobs during build
– 60% to local people
– 60% materials locally-sourced
– 15% workforce from priority areas
– 100 apprenticeships created
New Royal Liverpool Hospital Sustainability Commitments
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And from our people... James Cook University Hospital
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And from our people... BARTS and Harpley
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• 2011: Carbon Disclosure Leadership Index – for 1st time
• 2011: 148 placements for Business Action on Homelessness
• 2011: Highly Commended – PwC FTSE 250 Sustainability Report
• 2012: Launched Sustainability Talk and News (STN) – Industry 1st
• 2012: Gold Leaf member of UK Green Building Council
• 2012: 1000 apprentices gain NVQs in sector-leading programme
• 2013: Funding Partner of Supply Chain Sustainability School
• 2013: Retain BiTC Platinum Big Tick status
• 2013: Achieve Carbon Leadership status – Top 10 UK companies
• 2013: Win PwC Building Public Trust Award – Sustainability Report
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It just makes sense...
• For our clients
• For our communities
• For our environment
• For our people
• For our reputation
• For our bottom line
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• A bit about me
• A bit about Carillion
• Sustainability at Carillion – How? What?
– A corporate issue
– On our projects
– From our people
• It just makes sense...
• Questions and Discussion
142. Food for Life Partnership:
Improving food in hospitals
Susannah McWilliam, Soil Association
Margi Lennartsson, Garden Organic
143. What is sustainable food?
is kind to the environment,
protecting biodiversity, minimising
resource use and minimising carbon
impacts
Has high animal welfare standards
Contributes to
thriving economies
and livelihoods
Provides social
benefits, such as good
quality food, safe and
healthy products, and
educational
opportunities
144. is kind to the environment,
protecting biodiversity, minimising
resource use and minimising carbon
impacts
Has high animal welfare standards
Contributes to
thriving economies
and livelihoods
Provides social
benefits, such as good
quality food, safe and
healthy products, and
educational
opportunities
Should sustainable food be
an NHS priority?
Spending power:
£500 million
Staff health and
wellbeing:
1.2 million staffScale:
300 million
patient meals
Public health
responsibility:
every contact counts
Leadership & responsibility
Improved
outcomes
Cost to the NHS of diet
related ill health: £5.8
billion (and rising)
Public
expectation
145. Should sustainability be
an NHS priority?
Our leadership will be tested in our commitment and
ability to bring about the transformations required. We
must take these concepts forward in our lives, our
jobs, our teams and organisations, and with our
communities. We must do so positively and
inquisitively, with enthusiasm and with vigour. This
agenda creates many positive benefits and it is already
generating energy for change in people, organisations
and communities. It also demonstrates our
responsibility and commitment to a broader and more
global perspective of health and wellbeing.
146. PLACE
Incentives and measuring progress
CQUIN
(no. 295 in NHS England pick-list),
‘Improving Hospital Food by achieving
compliance with recommended or
best practice standards’
147. Food for Life Catering Mark
• Complies with recommended nutritional standards
• 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
148. New CQUIN rewards
better hospital food
"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
CQUIN number 295 in NHS England pick-list,
‘Improving Hospital Food by achieving compliance
with recommended or best practice standards’
149. 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
Barts Health NHS Trust
Imperial College Healthcare NHS Trust
Calderdale and Huddersfield NHS Trust
“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
150. Hospitals and the Catering Mark
Awarded
North Bristol NHS Trust
Nottingham University Hospitals Trust – now at gold level
Hinchingbrooke Healthcare NHS Trust (Cambridgeshire)
St Joseph’s (Wales)
Rotherham Hospital (patient, staff and visitor)
Working towards
Bournemouth &
Christchurch
Commitments
Barts Health NHS Trust
Imperial College Healthcare NHS Trust
Calderdale and Huddersfield NHS Trust
Plus:
68 more
hospitals
Over 4.5
million meals
annually
151. FFLP in hospitals: pathfinder pilots
“transforming
food culture” FOOD EDUCATION
AND SKILLS
e.g. support cooking
and growing skills
development
A HEALTH
PROMOTING
SETTING
e.g. leadership on
developing a good
food culture
throughout the
hospital
CATERING QUALITY
STANDARDS AND
CERTIFICATION
e.g. improve food
quality through FFL
Catering Mark:
patients, staff and
visitors
PATIENT DINING
EXPERIENCE
e.g. dining
experience tailored
to maximise positive
experience for
different patient
groups
COMMUNITY
AND PARTNERS
e.g. Connect
hospital and
relevant social care
settings in the
nutritional support
of patients into post
discharge life
152. FFLP in hospitals: pathfinder pilots
“transforming
food culture” FOOD EDUCATION
AND SKILLS
e.g. support cooking
and growing skills
development
A HEALTH
PROMOTING
SETTING
e.g. leadership on
developing a good
food culture
throughout the
hospital
CATERING QUALITY
STANDARDS AND
CERTIFICATION
e.g. improve food
quality through FFL
Catering Mark:
patients, staff and
visitors
PATIENT DINING
EXPERIENCE
e.g. dining
experience tailored
to maximise positive
experience for
different patient
groups
COMMUNITY
AND PARTNERS
e.g. Connect
hospital and
relevant social care
settings in the
nutritional support
of patients into post
discharge life
153. FFLP in hospitals: pathfinder pilots
FOOD EDUCATION
AND SKILLS
e.g. support cooking
and growing skills
development
A HEALTH
PROMOTING
SETTING
e.g. leadership on
developing a good
food culture
throughout the
hospital
CATERING QUALITY
STANDARDS AND
CERTIFICATION
e.g. improve food
quality through FFL
Catering Mark:
patients, staff and
visitors
PATIENT DINING
EXPERIENCE
e.g. dining
experience tailored
to maximise positive
experience for
different patient
groups
COMMUNITY
AND PARTNERS
e.g. Connect
hospital and
relevant social care
settings in the
nutritional support
of patients into post
discharge life
154. To find out more please email me at
smcwilliam@soilassociation.org
Or come and chat
at the end of the day
155. Gardening and food growing to deliver
health, wellbeing and sustainability
Margi Lennartsson
157. Benefits of gardens and food growing
Environment Human health
and wellbeing
158. Benefits of gardens and food growing
Building stronger
communities Food security
159. Growing Food
• Access to fresh and tasty food
• Active and worthwhile
• Learning and connecting with food production
• Climate friendly actions
160. Why food-growing?
• Mental & Physical Health
• Food and Diet
• Wellbeing
• Wider determinants of health
• Diverse appeal
161. 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
162. Sydenham Gardens
University Hospitals Coventry and Warwickshire
Hoventon House Care Home
Food Growing in Health Settings
Growing Opportunities Sandwell
166. The Centre for Sustainable Healthcare
We are a small healthcare charity inspiring people to realise the
importance of the overlap between their wellbeing and
environmental sustainability, particularly in the field of
healthcare.
Our Work includes:
• Clinical Transformation – green champions
• Sharing Knowledge – case histories and queries
• Literally Greening the NHS Estates - NHS Forest, Green Health Routes
• Embedding Sustainability as a management priority
167. NHS Forest Aims
• Improving the health of staff, patients and communities
through increasing access to green space on or near to NHS
land
• Greening NHS Estates – with trees, plants, edible crops
• Encouraging greater social cohesion between NHS sites and
the local community via Outer Space Community Projects
• A ‘Natural Health Service’
168. Benefits of the NHS Forest
Trees and Green space:
• Accelerate patient recovery (Ulrich 1984)
• Provide a healing environment
• Enhance people’s mood, self esteem, lower blood pressure
• Improve air quality, reduce temperature and risk of flooding
• Reduce NHS costs through increasing health prevention,
speeding up recovery rates and lessening estates’
maintenance costs
For more information of the benefits of the NHS
Forest visit www.nhsforest.org/evidence
169. Achievements in 2014, so far …
• 33,583 trees planted
• 120 sites involved
• NHS Sustainability Day of Action
(30+ sites participating)
• GP Health Walks
• Therapy gardens
170. NHS Sustainability Day of Action
• NHS Forest running 2 trees at 2pm campaign – 2@2
• In 2013, 22 sites across the UK planted trees
• This year, 31 sites are taking part with over 600 trees being
planted
• The Great Outdoor Gym Company (www.tgogc.com) have
sponsored the trees to be donated to healthcare sites.
172. Lancashire Care NHS Trust
Opening of on
site garden
Apple picking with staff,
patients and local
community
Bee keeping on site
173. How you can be part of the NHS Forest
• Plant Trees at your Healthcare Organisation
• Encourage staff, patients and the local community to
use their NHS Forest
• Sponsor Trees
• Partner with the NHS Forest as a delivery
organisation
181. www.trakeo.com @trakeonews
Company image
% agreeing Global
sample
Highly
engaged
Unsupported Detached Disengaged
Organisation
conducts
business
activities with
honesty and
integrity
58% 84% 61% 47% 27%
Organisation is
highly regarded
by general
public
57% 81% 59% 46% 29%
Towers Watson Global Workforce Study
184. Trevor Payne, Director Estates and Facilities Barts Health NHS Trust
and founder of NHS Sustainability Day
www.nhssustainabilityday.co.uk
185. A call to action for the NHS
NHS Sustainability Day
• 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
186. Motivating Success
NHS Sustainability Day
• 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 – over 60 entries
• Internationally showcasing NHS
187. • 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
188.
189. #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
