NHS Sustainability Day 2014 highlights opportunities for carbon reduction

Welcome to NHS Sustainability Day 2014
#Dayforaction

Welcome and Introduction
Trevor Payne, Director of Estates and
Facilities, Barts Health NHS Trust
#Dayforaction

27 March 2014
The Future of Heating –
Meeting the Challenge
Heat Networks Opportunities
Guy Boulby
Heat Strategy and Policy

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%

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..

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

The trajectory for low carbon heat for buildings
depends on heat density

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)

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

NHS Sustainability Day
Emma Wood
Group Sustainability & Corporate Responsibility
Manager

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

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

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...

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

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....

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

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

So what actions can you take?
Jamie Roberts
National Sales Manager, PHS Group

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

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

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…

“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

Sustainable Water
How Bart's NHS are Saving Britain’s Water
with AquaFund©

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.

What do you use?
01753 833 880
ask@aquafund.com
Butter
Beef
150 litres
3,400 litres
Chocolate

Water cost & CO2
• Rising costs
• The nexus of Energy & Water
01753 833 880
ask@aquafund.com

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

How Bart's NHS are Saving Britain's Water

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
ask@aquafund.com

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
ask@aquafund.com

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

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

Environmental
• Consumption profiling and environmental information
• Levels of Carbon saved
• Continually monitoring, preventing anomalies or leaks
01753 833 880
ask@aquafund.com

Humanitarian aid
420,000 people out of water poverty

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

A comprehensive approach
• Billing Data
• Water-saving equipment
• Continually monitoring
01753 833 880
ask@aquafund.com

Framework OJEU REFERENCE:
2011/S 186-304473
01753 833 880
ask@aquafund.com
www.adsm.com
@AquaFund
01753 833 880
ask@aquafund.com

MAKING TOMORROW A BETTER PLACE
NHS SUSTAINABILITY DAY 2014
‘Making Sustainability Part of Doing Business’
27th March 2014

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
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
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
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
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
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
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
THANK YOU
Mike Hobbs
Managing Director
Carillion Health
Michael.hobbs@carillionplc.com

GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial56
Welcome

GPS London Event Jan 2014 © EDF Energy plc. All rights Reserved. Protect Commercial
EDF Energy Workshop
Presenter: Vicki Evans, EDF Energy

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

Scoping out delivery costs

Electricity network
Distribution
Transmission
Balancing

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

• 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

• 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

• 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

Rising
Rising fast
Variable
All costs in £ billions

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

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

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

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

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

Introducing best practice
healthcare wastes
management at GOSH

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

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

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

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

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

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.

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

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

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

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

Ocean Theatres Only – New Composition

Training and support available

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

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

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”

Tea/Coffee & Networking
#Dayforaction

Lieutenant-Colonel Richard "Dick" Strawbridge MBE
British engineer, television presenter and
environmentalist.
#Dayforaction

NHS Sustainability Day 2014 highlights opportunities for carbon reduction

Recommended

Recommended

More Related Content

What's hot

What's hot (13)

Similar to NHS Sustainability Day 2014 highlights opportunities for carbon reduction

Similar to NHS Sustainability Day 2014 highlights opportunities for carbon reduction (20)

More from 4 All of Us

More from 4 All of Us (20)

Recently uploaded

Recently uploaded (20)

NHS Sustainability Day 2014 highlights opportunities for carbon reduction