Embed Size (px)
Citation preview
Annual Sustainability Report 2018-2019
2
Contents1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.1 The Trusts vision for sustainable healthcare . . . . . . . . . . . . . . . . . . 3 1.2 Greater Manchester Context . . . . . . . . . . . . . . . . . . . . . . . . . 4 1.3 Carbon Targets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 1.4 SDMP Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2. Progress so Far. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.1 Data and performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.2 Sustainable Development Assessment Tool . . . . . . . . . . . . . . . . . . 13 2.3 UN Sustainable Development Goals . . . . . . . . . . . . . . . . . . . . . 14 2.4 Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
3. Areas of Focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 3.1 Corporate Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 3.2 Our People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 3.3 Capital Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 3.4 Asset Management and Utilities . . . . . . . . . . . . . . . . . . . . . . . 22 3.5 Carbon and GHGs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 3.6 Green Space and Biodiversity . . . . . . . . . . . . . . . . . . . . . . . . . 25 3.7 Sustainable Use of Resources . . . . . . . . . . . . . . . . . . . . . . . . . 27 3.8 Sustainable Care Models . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 3.9 Climate Change Adaptation . . . . . . . . . . . . . . . . . . . . . . . . . 30 3.10 Travel and Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
4. Tracking Progress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 4.1 KPI Dashboard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 4.2 SDAT Scores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 4.3 SDG Scores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
5. Challenges and Risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
6. Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
7. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
8. Contact details . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
3
Introduction1.1 The Trusts vision for sustainable healthcare
Manchester University NHS Foundation Trust (MFT) is the largest Trust in England, employing over 20,000 staff and treating more than 2 million patients every year in nine hospitals across six sites.
We are committed to being a leader in sustainable healthcare, by reducing our environmental impact, protecting our natural environment, empowering staff, enhancing social value and collaborating with our stakeholders to generate the best health and quality of life for all who live and work within the communities we serve.
The details of how we will achieve this can be found in The Masterplan (2018-2023), our board-approved Sustainable Development Management Plan (SDMP) published in November 2018. This is our first SDMP as MFT, following the merger of the former Central Manchester University Hospitals NHS Foundation Trust and University Hospitals of South Manchester NHS Foundation Trust in October 2017.
This report provides a more detailed update on performance over the last 12 months across the ten areas of focus outlined within our SDMP. It expands on the summary sustainability section included within MFT’s Annual Report 2018-2019. The report also looks forward, outlining some of the planned activity for the twelve months ahead.
We have highlighted areas where we have successfully reduced our impact on the environment, saved money and improved patient and staff wellbeing all whilst dealing with an expanding and complex Estate.
Introduction
4
1.2 Greater Manchester Context
As one of the largest public sector organisations in Greater Manchester, it is important that MFT is prepared to meet the challenges set by the combined authority; that our targets align with the work being done across the region, and that we collaborate across the Greater Manchester Health and Social Care Partnership (GMHSCP) to make a difference.
One of the ten ambitions in Greater Manchester’s ‘Our People, Our Place’ strategy is to ensure the region is at the forefront of action on climate change. The Greater Manchester Combined Authority (GMCA) has formed the Green City Region, tasked with bringing together stakeholders from across the city to ensure Greater Manchester is leading the way on this agenda.
Setting out how this will be achieved is the GMCA’s 5 Year Environment Plan, covering the carbon reductions and supporting actions required from 2019 to 2024.
As well as the local authority prioritising climate change and the environment, the GMHSCP are also determined to develop the agenda further across the region with key stakeholders from the sector.
They have identified key work areas including air pollution, carbon reduction targets, and single use plastics, and will be developing a regional sustainability plan which will encourage collaboration across the sector.
The Plan identifies five key challenges as threats to future health and prosperity to the region:
1. Mitigating climate change: for the city-region to be carbon neutral by 2038 and meet carbon budgets that comply with international commitments
2. Air Quality: improve the city’s air quality, meeting the World Health Organisation’s guidelines on air quality by 2030, and support the UK government in meeting and maintaining all thresholds for key air pollutants
3. Sustainable consumption and production: to put GM on a path to being a circular economy, recycling 65% of its municipal waste by 2035 and reducing the amount of waste it produces
4. Natural environment: to protect, maintain and enhance GM’s natural environment for all to benefit, taking steps to implement and achieve environmental net gain
5. Resilience and adaptation to climate change: to be prepared for the impacts of climate change and already be adapting to the future changes from increase in climate shocks and stresses
Introduction
350
300
250Climate Change Act (2008)80% Net Carbon Reduction by 2050
Climate Change Act (2019 amendment)Net Zero Carbon by 2050
Climate Change Act (2008)Interim Targets
Greater Manchester Carbon TargetCarbon Neutral by 2038
Energy
Anaesthetic Gases
Travel
Procurement
Commissioning
Waste
Water
Car
bo
n E
mis
sio
ns
(ktC
O2
Tho
usa
nd
s)
200
150
100
50
0
2017
2019
2021
2023
2025
2027
2029
2031
2033
2035
2037
2039
2041
2043
2045
2047
2049
100
75
50
25
Cor
pora
teA
ppro
ach
Ass
et M
anag
emen
t&
Util
ities
Trav
el &
Logi
sitic
s
Clim
ate
Cha
nge
Ada
ptat
ion
Cap
ital P
roje
cts
Gre
en S
pace
& B
iodi
vers
ity
Sust
aina
ble
Car
e M
odel
s
Our
Peo
ple
Sust
aina
ble
Use
of R
esou
rces
Car
bon
/ GH
Gs
0
Perc
enta
ge
(%)
Areas of Focus
5
1.3 Carbon Targets
The healthcare sector as a whole is required to deliver the recently amended Climate Change Act target, which now commits organisations to net zero emissions by 2050. This commitment was reinforced by the inclusion of specific carbon reduction targets in the NHS Long Term Plan. MFT are committed to working towards the most ambitious set of carbon reduction targets, which are those set by the GM Mayor, requiring carbon neutrality by 2038, twelve years ahead of the national target.
These changes were published after MFT’s SDMP was board approved, and therefore our commitment to at least 3% year on year reductions is insufficient to reach the targets. However, in the next SDMP update the Trust’s commitments to carbon reduction will be amended to reflect these changes. As such, there is significant work to be done over the coming financial year, and beyond, to define what carbon neutrality looks like for MFT and how we will achieve it.
Figure 1.0 – Emission trajectories
MFT Carbon Reduction Trajectories
Introduction
6
1.4 SDMP Goals
The SDMP sets out our vision, current position and aims and objectives for the five year period up to 2023. With the rapidly evolving GM position and targets, the more rigorous national carbon reduction targets, updates to sector guidance and a changing organisational structure and Estate, this plan will not remain static for its 5 year lifetime and will require periodic reviews and updates. We anticipate that this will take place annually as required, or in light of any major changes.
This report provides an overview of what we achieved in the last financial year, but it only provides an interim position against these specific targets, due to The Masterplan being published in late 2018, and not being in place for the full financial year of 2018/19.
The SDMP has three overarching goals:
1. To reduce absolute Scope 1 and 2 emissions by 1% each year and reduce our total carbon footprint (Scopes 1, 2 and 3) by 3% each year benchmarked against gross internal floor space and patient contact.
2. To achieve an overall score of at least 70% in the Sustainable Development Assessment Tool (SDAT) within the lifetime of this strategy
3. Embed the UN Sustainable Development Goals (SDGs) across all of our sustainability activities, including all relating strategies, plans and policies
Introduction
350
300
250Climate Change Act (2008)80% Net Carbon Reduction by 2050
Climate Change Act (2019 amendment)Net Zero Carbon by 2050
Climate Change Act (2008)Interim Targets
Greater Manchester Carbon TargetCarbon Neutral by 2038
Energy
Anaesthetic Gases
Travel
Procurement
Commissioning
Waste
Water
Car
bo
n E
mis
sio
ns
(ktC
O2
Tho
usa
nd
s)
200
150
100
50
0
2017
2019
2021
2023
2025
2027
2029
2031
2033
2035
2037
2039
2041
2043
2045
2047
2049
100
75
50
25
Cor
pora
teA
ppro
ach
Ass
et M
anag
emen
t&
Util
ities
Trav
el &
Logi
sitic
s
Clim
ate
Cha
nge
Ada
ptat
ion
Cap
ital P
roje
cts
Gre
en S
pace
& B
iodi
vers
ity
Sust
aina
ble
Car
e M
odel
s
Our
Peo
ple
Sust
aina
ble
Use
of R
esou
rces
Car
bon
/ GH
Gs
0
Perc
enta
ge
(%)
Areas of Focus
Progress so Far
7
2.1 Data and Performance
Our 2018/2019 carbon footprint shows the activities which contribute to our emissions:
• Procurement is responsible for two thirds of our carbon footprint as this covers all the goods and services that are needed for the Trust to operate properly, including construction, catering and pharmaceuticals
• Energy and travel are the second and third largest contributors respectively
• 4% arises from anaesthetic gases alone.
2.1.1 Carbon Footprint 2018-2019 by Activity
Progress so Far
350
400
300
250
Car
bo
n E
mis
sio
ns
(ktC
O2)
200
150
100
50
02017 / 18 2018 / 19
Total gross internalfloor space
Registered populationor population served
Total patient contacts
Total number of staff employed
Total number ofoccupied beds
Energy
Anaesthetic Gases
Travel
Procurement
Commissioning
Waste
Water
350
400
300
250
Car
bo
n E
mis
sio
ns
(ktC
O2)
Tota
l Pat
ien
t C
on
tact
s (M
illio
ns)
200
150
100
50
0 1.90
2.00
2.10
2.20
2.30
2.40
2.50
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Energy
Anaesthetic Gases
Travel
Procurement
Commissioning
Waste
Water
Patient Contacts
0.14
0.16
0.12
0.10
(To
tal g
ross
inte
rnal
flo
or
spac
e /
Reg
iste
red
po
pu
lati
on
o
r p
op
ula
tio
n s
erve
d /
To
tal p
atie
nt
con
tact
s)
tCO
2 /
un
it
tCO
2 /
un
it
(To
tal n
um
ber
of
staf
f em
plo
yed
/
Tota
l nu
mb
er o
f o
ccu
pie
d b
eds)
0.08
0.06
0.04
0.02
0 0
5
10
15
20
25
30
35
40
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
8
2.1 Data and Performance
We have seen a 10.34% decrease in our carbon footprint from 17/18. This is mainly due to:
• Reduction in procurement spend since 17/18
• De-carbonisation of the grid
• Reduction in gas consumption
• Efficiency interventions delivered.
2.1.2 Two Year Carbon Footprint Comparison
Progress so Far
350
400
300
250
Car
bo
n E
mis
sio
ns
(ktC
O2)
200
150
100
50
02017 / 18 2018 / 19
Total gross internalfloor space
Registered populationor population served
Total patient contacts
Total number of staff employed
Total number ofoccupied beds
Energy
Anaesthetic Gases
Travel
Procurement
Commissioning
Waste
Water
350
400
300
250
Car
bo
n E
mis
sio
ns
(ktC
O2)
Tota
l Pat
ien
t C
on
tact
s (M
illio
ns)
200
150
100
50
0 1.90
2.00
2.10
2.20
2.30
2.40
2.50
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Energy
Anaesthetic Gases
Travel
Procurement
Commissioning
Waste
Water
Patient Contacts
0.14
0.16
0.12
0.10
(To
tal g
ross
inte
rnal
flo
or
spac
e /
Reg
iste
red
po
pu
lati
on
o
r p
op
ula
tio
n s
erve
d /
To
tal p
atie
nt
con
tact
s)
tCO
2 /
un
it
tCO
2 /
un
it
(To
tal n
um
ber
of
staf
f em
plo
yed
/
Tota
l nu
mb
er o
f o
ccu
pie
d b
eds)
0.08
0.06
0.04
0.02
0 0
5
10
15
20
25
30
35
40
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
9
2.1 Data and Performance
• The organisational merger took place between 16/17 and 17/18 which resulted in an improvement in the accuracy of data – hence the significant increase in our carbon footprint.
• Operating expenditure increased by 17% between 16/17 and 18/19.
2.1.3 Carbon Footprint Journey
Progress so Far
350
400
300
250
Car
bo
n E
mis
sio
ns
(ktC
O2)
200
150
100
50
02017 / 18 2018 / 19
Total gross internalfloor space
Registered populationor population served
Total patient contacts
Total number of staff employed
Total number ofoccupied beds
Energy
Anaesthetic Gases
Travel
Procurement
Commissioning
Waste
Water
350
400
300
250C
arb
on
Em
issi
on
s (k
tCO
2)
Tota
l Pat
ien
t C
on
tact
s (M
illio
ns)
200
150
100
50
0 1.90
2.00
2.10
2.20
2.30
2.40
2.50
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Energy
Anaesthetic Gases
Travel
Procurement
Commissioning
Waste
Water
Patient Contacts
0.14
0.16
0.12
0.10
(To
tal g
ross
inte
rnal
flo
or
spac
e /
Reg
iste
red
po
pu
lati
on
o
r p
op
ula
tio
n s
erve
d /
To
tal p
atie
nt
con
tact
s)
tCO
2 /
un
it
tCO
2 /
un
it
(To
tal n
um
ber
of
staf
f em
plo
yed
/
Tota
l nu
mb
er o
f o
ccu
pie
d b
eds)
0.08
0.06
0.04
0.02
0 0
5
10
15
20
25
30
35
40
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
10
2.1 Data and Performance
• Benchmarking our carbon emissions accounts for any changes in the activity or intensity of the organisation.
• The trend for benchmarked Scope 1 & 2 emissions shows a downward trajectory across all metrics.
Glossary:
Scope 1 – All direct emissions released on an organisations site(s), such as emissions generated from gas boilers, anaesthetic gases and from company owned vehicles
Scope 2 – Indirect emissions from the generation of purchased electricity, steam, heat and cooling, occurring at sources the organisation doesn’t own or control
Scope 3 – All other indirect emissions from sources the organisation doesn’t own or control. This is usually the largest share of the carbon footprint and includes purchased goods and services, waste disposal, leased assets and staff and visitor travel not owned or controlled by the organisation.
2.1.4 Benchmarked Scope 1 and 2 Carbon Emissions
Progress so Far
Single Occupancy Car Travel
Bus
Car Share
Cycling
Metrolink
Train
Motorbike / Scooter
Walking / Running
7000
6000
5000
Was
ted
(to
nn
es)
4000
3000
2000
1000
02013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Incineration / tonnes
Landfill / tonnes
Recovery / tonnes
Recycling / tonnes
11
2.1 Data and Performance
• During the latter half of 2018 there were numerous challenges faced by the healthcare waste industry which were widely reported in national media. This restricted our available capacity to focus on strategy rather than operational issues.
• As a result there have been no significant changes in waste composition or total waste volumes.
2.1.5 Waste by Disposal Route
Progress so Far
Single Occupancy Car Travel
Bus
Car Share
Cycling
Metrolink
Train
Motorbike / Scooter
Walking / Running
7000
6000
5000
Was
ted
(to
nn
es)
4000
3000
2000
1000
02013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Incineration / tonnes
Landfill / tonnes
Recovery / tonnes
Recycling / tonnes
12
2.1 Data and Performance
• At the beginning of Summer we shared our online travel survey with staff across the Trust. The data was collected over two months and analysed to provide our modal split.
• Just under half of staff commute by single occupancy car travel.
• The second most popular travel method is by bus.
• We do not have accurate comparable data prior to the merger in October 2017 so 2018 represents the new baseline year for MFT.
2.1.6 Travel Modal Split 2017-18
Progress so Far
350
300
250Climate Change Act (2008)80% Net Carbon Reduction by 2050
Climate Change Act (2019 amendment)Net Zero Carbon by 2050
Climate Change Act (2008)Interim Targets
Greater Manchester Carbon TargetCarbon Neutral by 2038
Energy
Anaesthetic Gases
Travel
Procurement
Commissioning
Waste
Water
Car
bo
n E
mis
sio
ns
(ktC
O2
Tho
usa
nd
s)
200
150
100
50
0
2017
2019
2021
2023
2025
2027
2029
2031
2033
2035
2037
2039
2041
2043
2045
2047
2049
100
75
50
25
Cor
pora
teA
ppro
ach
Ass
et M
anag
emen
t&
Util
ities
Trav
el &
Logi
sitic
s
Clim
ate
Cha
nge
Ada
ptat
ion
Cap
ital P
roje
cts
Gre
en S
pace
& B
iodi
vers
ity
Sust
aina
ble
Car
e M
odel
s
Our
Peo
ple
Sust
aina
ble
Use
of R
esou
rces
Car
bon
/ GH
Gs
0
Perc
enta
ge
(%)
Areas of Focus
13
2.2 Sustainable Development Assessment Tool Score
The Sustainable Development Assessment Tool (SDAT) is designed to help healthcare organisations understand their sustainable development work, qualitatively measure progress and help create action plans for their sustainable development activity.
Our last assessment was undertaken in March 2019, and we achieved an overall score of 54%. This represents a 3% increase since 2018, with the key areas of improvement including Green Space & Biodiversity and Our People.
Whilst we aim to increase our score across all areas, over the upcoming twelve months we will be focusing efforts on those identified as requiring significant improvement to reach the target set in our SDMP:
• Our People
• Travel & Logistics
• Corporate Approach
• Capital Projects
Progress
Progress so Far
14
2.3 UN Sustainable Development Goals
The UN Sustainable Development Goals (SDGs) are a collection of 17 global goals and 169 targets covering a range of social and economic issues aiming to end poverty, protect the planet and bring prosperity to everyone by 2030.
The SDAT assessment indicates our contribution towards the UN SDGs. The latest assessment showed that MFT is starting to contribute to the following goals:
During 2019/2020 we will be taking a closer look at the ways in which we can better contribute towards the SDGs and meet the commitment within our SDMP. We will be aligning this work with both national and regional activity and guidance.
Progress so Far
15
2.4 Highlights from 2018/19 activity
Won Sustainable Hospital Award in 2018 for our work on reducing the impact of the Trust on the environment.
Overall Healthcare Green Champion for Best Environmental Practice 2018.
Fifth cycle delivered, £35,000 saved, 5,000 actions completed by 42 teams.
2 hospitals engaged, staff from 20 wards participating, £20,000 saved, cut CO
2 by
50 tonnes.
Natural Capital Assessment: 20% coverage of Estate – structural value: £1.6m and amenity value: £26m.
New recycling stations rolled out in public areas across five main hospitals.
Wireless lighting technology trialled in new office space: 250 bulbs replaced, £6,500 saved.
Reached over 1,300 members, and 500 items claimed, diverted almost 10 tonnes of waste, and saved 13.5 tonnes of CO
2e.
£10 million Energy Supply Contract (ESCo) with Centrica Business Solutions approved by the Trust Board.
Achieved Excellence in Sustainability Reporting for the second year in a row.
Progress so Far
16
Areas of Focus The following section contains a progress update and highlights from activity delivered in each of the ten areas of focus covered by our SDMP. We have indicated the current SDAT score for each of these areas.
Areas of Focus
3.1 Corporate Approach . . . . . . . . . . 17
3.2 Our People . . . . . . . . . . . . . . . . . 19
3.3 Capital Projects . . . . . . . . . . . . . . 21
3.4 Asset Management and Utilities . 22
3.5 Carbon and GHGs . . . . . . . . . . . . 23
3.6 Green Space and Biodiversity . . . . 25
3.7 Sustainable Use of Resources . . . . 27
3.8 Sustainable Care Models . . . . . . . 29
3.9 Climate Change Adaptation . . . . 30
3.10 Travel and Logistics . . . . . . . . . . 31
17Areas of Focus
What have we achieved over the past 12 months?
• Published our new SDMP The Masterplan – cited as best practice across the sector and one of the first to use the new national guidance – Held workshops with key stakeholders – Conducted launch events across the Trust
• Recognised for Excellence in Sustainability Reporting for 2017/18.
• Continued quarterly meetings with the Chairman, the board sustainability lead.
• Contributed to developing the commitments for the healthcare sector contained within the GMCA Environment Plan and Manchester Zero Carbon by 2038 draft plans.
• Shared our work across the wider healthcare sector including presentations at: – NHS Sustainability Day Roadshows – Healthcare Estates Conference – National NHS Sustainability Leads Group – Sustainable Development Unit events
3.1 Corporate Approach
Sustainable healthcare is only achievable if the principles of sustainability are embedded across the organisation. It is essential that all staff, governors and stakeholders are held accountable for delivering the goals set in our SDMP.
This means ensuring our policies, strategies, procedures and business cases reflect our ambition for sustainable healthcare, and that operationally all activity across the Trust ensures the delivery of our goals.
Aim: To ensure that sustainability is embedded within organisational strategy and processes, and that we deliver, monitor and report on progress supported by a nominated board level sustainability lead.
SDAT Score: 61.64%
18Areas of Focus
What will we achieve in the next 12 months?
• Establish better governance for sustainability by engaging new stakeholders to ensure wider representation on steering groups.
• Start to work more closely with Manchester Local Care Organisation on sustainability and environmental initiatives.
• Develop training and education programmes for staff.
• Continue to support national bodies with their promotion of best practice across the sector.
New for 2019-2020
• We will be working collaboratively with Greater Manchester Health and Social Care Partnership (GMHSCP), to ensure sustainability and action on climate change is embedded across all Health and Social Care organisations in the region.
3.1 Corporate Approach SDAT Score: 61.64%
19
3.2 Our People
Every single staff member has a part to play in delivering our strategy, and making sure we educate and engage them is paramount to success. Staff need to understand the impact they have and how even small changes can make a difference to the organisation.
Aim: To support staff to improve sustainability at work and home and empower them to make sustainable choices in their everyday lives.
Areas of Focus
What have we achieved over the past 12 months?
• Ran our fifth cycle of Green Impact, the first as MFT, launching the programme at two new hospitals: Wythenshawe and Withington. – Total of 42 teams participating and over 5,000 actions completed. – Saved almost £35,000 and around 213 tonnes of CO
2e.
• Trialled Operation TLC, an energy efficiency and behaviour change project developed by Global Action Plan. – Ran in twenty wards across both Saint Mary’s Hospital and Royal Manchester Children’s Hospital. – Saved over £20,000 and 52 tonnes of CO
2e.
• Continued to deliver our monthly Sustainability Newsletter to over 500 staff with an average 50% reader rate.
• Gained over 200 new followers on our @MFTGreen Twitter feed.
SDAT Score: 73.12%
20Areas of Focus
What will we achieve in the next 12 months?
• Launch our sixth cycle of Green Impact, the second as MFT, across all hospitals and divisions in the Trust.
• Develop and publish two new e-learning modules for staff: Healthcare Waste Management and Sustainable Healthcare.
• Continue to raise awareness and communicate with staff through Twitter, our monthly newsletter, the designated ECOteam email address, and regular activities and events across the Trust.
New for 2019-2020
• MFT is the first NHS Trust to sign up to Green Rewards, a tailored web platform that incentivises individual staff behaviour change. Employees sign up and complete sustainability and wellbeing actions across a range of different themes to earn points. Each month, the top point earners win vouchers, with other prizes and donations given away throughout the year. It will be our first step in gamifying sustainability to ensure positive action from staff at work and at home.
3.2 Our People SDAT Score: 73.12%
21Areas of Focus
What have we achieved over the past 12 months?
• Redesign of the Department of Laboratory Medicine (DLM) Specimen reception labs to ensure the space included sustainability, wellbeing, and efficient resource management.
• Engaged the Property & Estates team in Green Impact, their Platinum project aims to embed sustainability practices across their department to save time, money and resources.
• Successfully delivered Operation TLC, which educated staff on how the heating, cooling, lighting and ventilation of their buildings operated.
3.3 Capital Projects
The built environment contributes around 40% to the UK’s total carbon footprint, so tackling the construction, refurbishment and decommissioning of buildings is a key part of our carbon reduction plans. Our Estate is constantly evolving and expanding to cope with increasing pressures but we need to ensure that sustainability is considered in all stages of the projects.
Aim: To reduce the environmental impact of building works during design, refurbishment, construction, operation and decommissioning stages.
What will we achieve in the next 12 months?
• Start work with GMCA and Property & Estates to identify how MFT can reach the Greater Manchester target of zero carbon buildings by 2028.
• Nominate a Capital Projects Sustainability Lead to help push forward this agenda and identify key work areas.
• Embed sustainability into all new projects and developments, starting with the creation of a Sustainability Impact Assessment (SIA).
SDAT Score: 36.67%
22
3.4 Asset Management and Utilities
Our Estate covers over 560,000m2 of occupied floor space with activities that are intensive and constant. Utilities represent a substantial cost and environmental impact to the organisation, so it is essential that we accurately measure and reduce consumption through efficiencies, new technologies, and increased staff awareness.
Aim: To embed energy and water efficient technologies and practices throughout our Estate and services and deliver year-on-year reductions in consumption.
Areas of Focus
What have we achieved over the past 12 months?
• Achieved a 1.78% reduction in total energy usage, including a 3.45% reduction in gas usage.
• Installed solar film on key windows at Oxford Road Campus to prevent heat gain, save money on heating and improve working environments.
• Installed LiteIP technology in an LED lighting trial in newly refurbished offices at Trafford General Hospital. – 250 bulbs replaced and registered annual savings of £6,500.
• Procured an automatic meter read system combined with the installation of circuit level sensors across Oxford Road Campus.
What will we achieve in the next 12 months?
• Continue to roll out the automatic meter reading system across the Oxford Road Campus.
• Continue to deliver energy efficiency lighting projects, including change out of over 9,000 lights at the Wythenshawe and Withington sites.
• Expand renewable energy infrastructure on site starting with more PV solar panels.
SDAT Score: 56.52%
23Areas of Focus
What have we achieved over the past 12 months?
• Monthly monitoring of electricity, water, waste and gas usage measured a 13% reduction in carbon emissions.
• Calculated and reported carbon emissions, continually improving methodology calculations for Scope 3, our indirect emissions.
• Achieved a 13.5% increase in the amount of available electricity generated onsite from renewable sources, mainly through PV solar panels at Wythenshawe Hospital.
3.5 Carbon and GHGs
Every activity that is undertaken across our organisation generates a carbon footprint. Monitoring and minimising our emissions is vital if we are to reach the ambitious reduction targets set in the amended CCA and the GM Environment Plan. The Trust has recorded annual reductions in its carbon footprint but more work needs to be done with staff, contractors, and procurement to continue this downward trend.
Aim: To measure our carbon emissions, identify hotspots and take targeted action to reduce this year-on-year.
What will we achieve in the next 12 months?
• Research and set targets for MFT’s pathway to Greater Manchester’s goal of carbon neutrality by 2038.
• Engage anaesthetists from across the Trust in a Sustainable Anaesthesia Working Group.
• Continue to address carbon hotspots with specific work streams and reduction plans e.g. pharmaceuticals and respiratory medicine.
• Work with the GMHSCP to define clear carbon trajectories for the sector and support regional activities and work streams.
SDAT Score: 55.86%
24Areas of Focus
3.5 Carbon and GHGs
New for 2019-2020
• In January 2019 we received Board approval for a £10.67 million investment project procured by the Carbon & Energy Fund (CEF) in partnership with Centrica Business Solutions.
The 18 month project will replace ageing energy infrastructure at both Wythenshawe and Withington Hospitals. The old boilers including a biomass boiler will be replaced with two new Combined Heat and Power (CHP) systems. The scheme also includes a new Building Management System (BMS), over 9,000 new LED lights and a low temperature hot water (LTHW) system.
The project will provide multiple benefits for the Trust across three of our key areas of focus: Capital Projects, Asset Management & Utilities and Carbon & GHGs.
The upgrades will improve the Trust’s energy resilience and reduce our reliance on purchasing from the grid, thus helping to future proof against expected price increases. The scheme is also expected to bring significant monetary and carbon savings by generating electricity on site.
SDAT Score: 55.86%
25
3.6 Green Space and Biodiversity
Sustaining and improving green space across our Estate helps combat climate change through carbon storage, supports local biodiversity, reduces noise pollution and improves air quality. But the benefits are not just environmental; having access to outdoor space has been proven to improve both mental and physical wellbeing which is hugely important for our patients and also our staff.
Aim: To maximise the quality and benefits from our green spaces and reduce biodiversity loss by protecting and enhancing natural assets.
Areas of Focus
What have we achieved over the past 12 months?
• Commissioned Ecological Walkovers and a Natural Capital Assessment of the green space and biodiversity across all Trust Estate. – 20% of Estate is covered in green space. – Holds an amenity value of £26.5million and structural value of £1.6m.
• Continued our urban beekeeping project, producing over 100 lbs of honey, raising over £500 for charity and trained new beekeepers.
• Won the top Green Apple award for Environmental Practice.
• Started a courtyard redesign project. Using charity funding, the outdoor space will be made accessible for staff, patients and visitors as a relaxing area, with added wildlife benefits through planting.
• Supported the ITV Love Your Garden development at Royal Manchester Children’s Hospital providing guidance on specific plants and trees to support biodiversity and improve air quality.
SDAT Score: 39.13%
26Areas of Focus
What will we achieve in the next 12 months?
• Continue work on the courtyard project subject to confirmation of funding.
• Continue to support the urban beekeeping project and train up new staff to be beekeepers.
• Launch Green Rewards, our new sustainable behaviour change programme with specific nature based activities including ‘lunchtime walks’ and ‘grow your own’.
New for 2019-2020
• We will develop our first Green Space Strategy, setting out our ambitions for the next three years. It will look into the Trust’s corporate agenda, how we will work with key stakeholders, and create an action plan with site specific interventions to improve biodiversity and help improve the health and wellbeing of staff, patients and visitors.
3.6 Green Space and Biodiversity SDAT Score: 39.13%
27
3.7 Sustainable Use of Resources
Procurement constitutes the largest proportion of our carbon footprint and how we purchase and use our resources accounts for significant impacts on the environment. We are working to procure more efficiently and sustainably, reduce unnecessary waste, and move away from a throwaway culture.
Aim: To take an innovative approach to driving out waste, delivering year on year reductions in cost and volumes.
Areas of Focus
What have we achieved over the past 12 months?
• Seen a 3.7% increase in recycling weights and a decrease in waste going to landfill (7.4%) and incineration (5.4%).
• Rolled out public area recycling at two of our largest sites: Oxford Road Campus and Wythenshawe Hospital, segregating food waste, plastic and cans, paper and magazines and coffee cups.
• Partnered with a recycling company to shred redundant clinical uniforms for use as mattress stuffing.
• Continued to work with RecoMed to collect and return PVC masks and tubing used in theatres for recycling.
• Established gum recycling at Trafford site.
• Ran a decluttering campaign to help departments tidy up and get rid of unwanted items – reached over 330 staff and led to a significant increase use of Warp It.
SDAT Score: 58.33%
28
3.7 Sustainable Use of Resources
Areas of Focus
What will we achieve in the next 12 months?
• Launch healthcare waste management e-learning module to educate staff about correct segregation.
• Develop our first Resources and Waste Strategy.
• Run a ‘Model Office’ project to demonstrate best practice with managing waste in corporate areas.
• Extend public area recycling to more sites and look into establishing it across some staff only areas to boost recycling rates.
• Identify opportunities to reduce avoidable single use plastics across our estates.
New for 2019-2020
• In partnership with University of Manchester, we have a Masters student undertaking their dissertation on single use plastics in a healthcare environment.
SDAT Score: 58.33%
29Areas of Focus
What have we achieved over the past 12 months?
• Delivered sustainable anaesthesia training to educate staff on reducing the environmental impact of their activities.
• Started addressing clinical pathways for theatres to make them more sustainable.
3.8 Sustainable Care Models
We need to embed sustainability into the heart of clinical pathways; helping to integrate healthcare services so they are more efficient, support patients in receiving care closer to home, and improve the general health and wellbeing of our population to reduce hospital admissions.
Aim: To deliver the best quality of care while being mindful of its social, environmental and financial impact and take a whole systems approach to the way it is delivered.
What will we achieve in the next 12 months?
• Develop a fuel poverty project to educate staff on the issues and provide resources to patients in hospital and those at risk in the community.
• Work with Real Food Wythenshawe to encourage healthy eating and cooking in the community.
• Start to develop and support working groups for clinical specialties with high carbon footprints.
SDAT Score: 32.05%
30Areas of Focus
What have we achieved over the past 12 months?
• Published MFT’s Climate Change Adaptation Plan (CCAP) which is accessible to all staff via the intranet.
• Achieved Highly Commended at the Sustainable Health and Care (SHC) Awards in the Adaptation category.
3.9 Climate Change Adaptation
MFT must be resilient against the threats of a changing climate, and we must adapt now. We need to take appropriate action to prevent or minimise the damage of increasing temperatures and extreme weather events across our estate so that our staff and patients are safe, and that we can continue to deliver our services.
Aim: To ensure that our whole organisation is prepared to deal with the effects of climate change, particularly extreme weather events, and continue to invest in adaptation and mitigation measures.
What will we achieve in the next 12 months?
• Nominate a Climate Change Adaptation Lead who will promote adaptation in management and policy decision-making across the Trust.
• Establish formal governance for Climate Change Adaptation.
• Continue to raise awareness and knowledge of climate change amongst the wider staff group.
• Add Climate Change to the Trust’s Corporate Risk Register.
SDAT Score: 41.03%
31Areas of Focus
What have we achieved over the past 12 months?
• Conducted our 2018 Staff Travel survey, which was the first combined survey since the merger, receiving over 2,000 responses.
• Awarded Gold Standard in the Transport for Greater Manchester (TfGM) travel choices accreditation scheme which recognises MFT as a leader in sustainable travel.
• Supported National Clean Air Day in collaboration with TfGM and spoke to over 100 staff at two sites, with over 60 individuals having a free lung health check.
• Conducted indoor and outdoor air pollution monitoring at key locations across Oxford Road and Wythenshawe sites in collaboration with Manchester Metropolitan University.
• Installed four new EV charging points in staff car parks.
• Continued to provide staff with active travel support including subsidised D-locks, discounted bus and Metrolink tickets, and free cyclists breakfasts.
3.10 Travel and Logistics
With nine hospitals across six sites, the transport of goods and services, as well as staff, patients and visitors has a significant impact on the environment. We need to reduce the impact of these activities by eliminating unnecessary journeys, and promoting sustainable and active travel methods, leading to cost savings and health benefits.
Aim: To encourage sustainable and active travel wherever possible and reduce carbon and air quality impacts of our organisation and supply chain.
SDAT Score: 64.58%
32Areas of Focus
What will we achieve in the next 12 months?
• Conduct our 2019 staff travel survey to gauge changes and key issues since 2018.
• Improve inter-site travel arrangements to facilitate easier access and lower the environmental impacts.
• Continue to provide free cyclist breakfasts at Oxford Road Campus and expand these to Trafford General Hospital and Wythenshawe Hospital.
• Expand and improve cycling infrastructure on sites where this is required.
• Collaborate with Employee Health & Wellbeing to encourage staff to travel using active modes to work.
• Trial pool bikes for staff to use for both personal and business travel.
• Define the Trust’s delivery of NHS Long Term Plan commitments related to travel.
New for 2019-2020
• We will develop a brand new Healthy Travel Strategy, the first as MFT, which will be informed by key stakeholders from a range of different work areas.
3.10 Travel and Logistics SDAT Score: 64.58%
33
Carbon
• Greater accuracy of reporting Scope 3 emissions, particularly within procurement saw a rise in emissions post-merger. There was also a 17% increase in operating expenditure from 16/17 to 18/19.
• Large Scope 2 emission decreases from electricity are as a result of high levels of decarbonisation from the grid, with carbon factors reducing significantly.
Utilities
• Gas usage is weather dependent and we have experienced more heated degree days in the last few years hence the ~12 million kWh decrease from baseline year.
Waste
• In 15/16, Sodexo changed contractor for waste disposal at Oxford Road Campus which led to a significant drop in recycling weights and a rise in recovery weights.
Tracking Progress4.1 KPI Dashboard
Tracking Progress
2013/14 (baseline)
2014/15 2015/16 2016/17 2017/18 2018/19 Trend(vs.17-18)
Trend(vs.baseline)
Carbon Scope 1 / tCO2 30,650 33,171 35,376 35,709 37,272 31,063 DOWN UP
Scope 2 / tCO2 38,236 42,368 39,042 35,240 29,564 24,066 DOWN DOWN
Scope 3 / tCO2 239,445 223,184 230,816 209,560 304,480 277,783 DOWN UP
Total / tCO2 308,331 298,722 305,234 280,508 371,316 332,912 DOWN UP
Utilities Electricity / kWh 85,830,494 85,719,355 84,470,986 85,522,611 84,092,708 85,018,408 UP DOWNGas / kWh 154,313,925 142,454,491 146,357,726 138,439,513 147,313,215 142,232,066 DOWN DOWNWater / m3 574,747 617,328 584,409 634,448 620,335 627,097 UP UP
Renew-ables
Onsite electricity from renewables / kWh _ _ _ _ 70,905 80,477 UP N/A
Waste Recycling / tonnes 2,787 2,763 1,671 1,590 1,889 1,960 UP DOWNRecovery / tonnes 120 457 1,966 2,505 2,648 2,599 DOWN UPLandfill / tonnes 312 1,663 1,461 1,289 1,350 1,250 DOWN UPIncineration / tonnes 1,669 1,710 1,287 772 745 705 DOWN DOWN
34
4.2 SDAT Score
The SDAT provides a measure of the qualitative progress on sustainability, and our aim over the next 5 years is to reach an overall score of 70%. The table below indicates the changes made in the last year.
Tracking Progress
Area of Focus 2018 Score 2019 Score % Change
Corporate Approach 61.64% 61.64% 0%
Asset Management and Utilities 53.62% 56.52% +2.9%
Capital Projects 35% 36.67% +1.67%
Green Space and Biodiversity 33.33% 39.13% +5.8%
Sustainable Care Models 26.92% 32.05% +5.13%
Travel and Logistics 65.62% 64.58% -1.04%
Our People 67.74% 73.12% +5.38%
Climate Change Adaptation 38.45% 41.03% +2.57%
Carbon and Greenhouse Gases 50.45% 55.86% +5.41%
Sustainable Use Of Resources 52.78% 58.33% +5.55%
TOTAL 51% 54% +3.00%
Key Changes:
• Corporate Approach: this score stayed exactly the same as last year. Although we saw some improvements made in reporting of the SDMP to the Board and to staff, some of the other commitments have not progressed due to the time spent on developing the new strategy.
• Travel & Logistics: this score has dropped by just over a percentage point. The lack of dedicated sustainable travel capacity within the team and the requirement for a new healthy travel strategy have contributed to the decrease in this score.
• Green Space & Biodiversity: this score has increased by almost 6%. This score has increased significantly primarily due to the completion of a natural capital assessment and the beginnings of a strategic approach to this work.
35
4.3 UN SDG Scores
As a public sector organisation, MFT must deliver on the UN Sustainable Development Goals and we have committed to embedding them in everything we do. Each year when we complete the SDAT assessment, it indicates our contribution towards the goals across all of our ten areas of focus. According to the 2018/19 SDAT score, we are contributing to 35% more of the goals than we were during the last financial year.
Tracking Progress
Goal 2018 2019
Goal 1: No Poverty
Goal 2: Zero Hunger
Goal 3: Good Health
Goal 4: Quality Education
Goal 5: Gender Equality
Goal 6: Clean Water & Sanitation
Goal 7: Affordable & Clean Energy
Goal 8: Decent Work & Economic Growth
Goal 9: Industry, Innovation & Infrastructure
Goal 10: Reduced Inequalities
Goal 11: Sustainable Cities & Communities
Goal 12: Responsible Consumption & Production
Goal 13: Climate Action
Goal 14: Life Below Water
Goal 15: Life on Land
Goal 16: Peace, Justice & Strong Institutions
Goal 17: Partnership for the Goals
% OF TOTAL: 29.4% 54%
36Challenges and Risks
Challenges and Risks There are a number of challenges and risks that the organisation faces in ensuring implementation of the SDMP and the underpinning work programme.
We have identified five key risks that we must work together with key stakeholders both within and outside of the Trust to overcome in the next year:
Finance
• Budget constraints and access to financial capital is limited, with growing pressure on services and the re-direction of investment to frontline services. If MFT is to reach the Greater Manchester target of carbon neutrality by 2038 we will require significant access to capital.
Changing Agenda
• Action on climate change and sustainability is growing in interest and support, but the fast-moving agenda leads to shifting priorities and ‘hot topics’ which can be hard to manage.
Organisational Culture
• Although significant progress has been made in the last year, sustainability is still not fully embedded into the organisational culture and is a voluntary rather than mandatory requirement of staff.
Growing Estate
• MFT is the largest Trust in England with nine hospitals across six sites. The scale and complexity of the organisation makes it harder to embed this activity and ensure consistent excellence across all sites, and further planned organisational mergers will bring added pressures.
Urgency
• The 2018 IPCC special report found we have only 12 years to limit our activities before catastrophic climate breakdown occurs. As a large and busy Acute Trust there are many competing motivations and not everyone prioritises this agenda.
37Governance
GovernanceClear leadership and communication is vital if we are to successfully deliver planned activities over the next year and progress towards the commitments made in our strategy.
In the last twelve months we have been working hard to improve the regular meetings, reporting processes and ensure appropriate stakeholder representation at all levels so that the work we undertake is informed and impactful.
Organisational Sustainability Lead
• Kathy Cowell – Trust Chairman.
• Meeting with Group Director of Estates and Facilities and Head of Environmental Sustainability quarterly.
Campus level Estates and Facilities Management Boards
• Meetings for both campus teams – Wythenshawe, Trafford, Withington and Altrincham (WTWA) and Oxford Road Campus (ORC).
• Regular sustainability update provided at a minimum of once a month.
Sustainability Sub-groups
• Includes a range of specialty working groups, at both site and organisational level that report to the SSG.
Group Estates and Facilities Management Board
• Strategic leads and key stakeholders meeting.
• Sustainability update is provided quarterly.
Sustainability Steering Group (SSG)
• Stakeholders from a range of key work areas.
• Meetings quarterly to track progress on the SMDP targets.
38
ConclusionIt’s been another busy year for Manchester University NHS Foundation Trust, with significant progress made on the aligning of the sustainability strategy, policies and operational procedures across the new organisation.
The publication of our first SDMP as MFT has set a clear direction for the next five years and now the challenge is to deliver on our ambitious plans.
We have seen a significant increase in levels of interest and engagement, as public consciousness grows. The frequency of staff enquiries has grown as they see opportunities in their own work areas.
This will only intensify, as people will come to expect large public sector organisations like ours to be leading from the front on sustainability and climate change. This will undoubtedly present challenges, but we will continue to find innovative ways of engaging staff with this agenda.
Despite growing pressure on finances, services and resources, we are positive about the year ahead. Embedding sustainability into the core values of our organisation is vital to ensure sustainable healthcare and support the Trust to continue to deliver exceptional care in five years’ time.
Conclusion
39
Contact DetailsIf you have any questions, or would like to find out more about the work that we are doing please contact us via email: [email protected]
This document was produced by the Energy & Sustainability Team at Manchester University NHS Foundation Trust:
MFT Trust HQ Cobbett House Oxford Road Manchester M13 9WL
Contact Details
