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The 2015 NHS Sustainability Campaign Kicked off on Thursday 15th October in Leeds as the NHS Employers new conference centre, Horizons Leeds played host. Delegates were treated to a packed day of speeches, presentations and case studies from the likes of Rick Walker, Corporate Social Responsibility Senior Manager, NHS England; Steven Weeks, Policy Manager, NHS Employers; Alexis Keech, Environmental & Sustainability Manager, Yorkshire Ambulance Service and Claire Igoe, Sustainability & Energy Manager at Central Manchester University Hospitals NHS Foundation Trust. We also had a fantastic range of Industry partners involved in the day, and delegates listened to Dr. Tim Finnigan, Director of R&D, Quorn Foods; Jeanette Hinds, HR Business Partner, Carillion; Sian McCart, ADSM and Emma Wood, Sustainability Manager at PHS Group. The next road show will be on Thursday 13th November at the Liner Hotel, Liverpool
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Welcome to the Leeds NHS Sustainability Day 2015 Road Show
In association with NHS Employers
#Dayforaction
Welcome and Introduction
Scott Buckler, Campaign Director, NHS Sustainability Day
#Dayforaction
NHS Sustainability Day –roadshow15th October 2014
The role of NHS England
Rick WalkerCorporate Social Responsibility Senior ManagerTwitter: @Rick_Walker1
4
1. The role of NHS England
2. Sustainable Development in NHS England
3. Our approach
The role of NHS England
6
• Allocate resources to CCGs and support them in commissioning services
• Directly commission primary care, military, offender, public health and specialised services
• Take autonomous decisions about how to allocate resources
• Focus on achieving equal access to health services
• Deliver improved health and patient outcomes
The role of NHS England
Everyone has greater control of their health and their wellbeing, support to live longer, healthier lives by high quality health and care services that are compassionate, inclusive andconsistently improving
Our purpose
Vision & values– our vision
We create the culture and conditions for health and care services and staff to deliver the highest standard of care and ensure that valuable public resources are used effectively to get the best outcomes for individuals, communities and society for now and for future generations.
Our purpose
Vision & values– our purpose
Sustainable development in NHS England
10
Sustainable development in NHS England
• DH / NHS England Framework Agreement – “… a key role to play in driving forward the government’s commitment to sustainability in the economy, society and the environment”.
• Healthy Staff, Better Care for Patients
• DH / NHS / NHS England commitments – ‘Sustainable Development Management Plan’
• Climate Change Act (public body duty and reporting requirement)
• Public Services (Social Value) Act 2012
• National Audit Office / Parliamentary Environmental Audit Committee
• Annual reporting (Treasury guidance)
11
Sustainable development in NHS England
… can influence Sustainable development in a number of ways
• Leadership / advocacy
• Commissioning
• Business operations
12
Sustainable development in NHS England
Sustainable, Resilient, Healthy People & PlacesA Sustainable Development Strategy for the NHS, Public Health and Social Care system 2014-20
Launch included Sir David Nicholson
Our approach
14
A work in progress – underlying concepts
• Wellbeing – … an environment … which allows an employee to flourish and achieve their full potential for the benefit of themselves and their organisation
• Corporate Social Responsibility? – the way our organisation takes positive steps to enhance the impacts of all of our decisions and activities in the community, on the environment and with our staff, “through transparent and ethical behaviour above and beyond (our) statutory requirements
• Sustainable Development – meeting the basic needs and quality of life for everyone, without compromising the ability of future generations to meet their own needs)
• Social Value – maximising the social, economic and environmental value of our expenditure
Our approach
15
Our approach
… an approach addressing the actions of our staff and the decisions our organisation makes, benefitting • Health of our staff (physical, mental, emotional)• Health of our organisation (retaining talent, motivated
workforce, good decisions, reputation)• Health of the environment (impacts of our staff, business
operations, decisions, processes)• Health of communities in which we operate (the contributions
our organisation can make)
Healthy environments, healthy people, healthy communities, health workplace
16
• Physical health / physical activity
• Mental health
• Volunteering
Our people / our staff
• Staff engagement / staff involvement
• Patient engagement
• Leadership and culture
• Communications
Values and behaviours, communication &
engagement
17
• Procurement
• Venues and events
• Equality, diversity and inclusion
• Social value stocktake
Community impact / Social value
• Travel
• Offices / estate
• Primary care
• Climate change adaptation
Healthy environments
18
• Governance
• Systems, policies and procedures
• Resources and finance
• Organisational wellbeing
• Review and evaluation
Our organisation
Addressing Human Resources
and Behaviour Change
Claire IgoeSustainability & Energy Manager
15th October 2014
Central Manchester Foundation Trust
13,000 Staff
1.7 million Patient Contacts
6 Hospitals
Where we started
• Green Champions not fully
engaged/utilised
• Disjointed communications
• Relatively low profile issue
• No dedicated budget
Getting Going
Relationship building
Reinvigorated Green
Champions
Staff surveyAwareness
Raising
Rebranding
Building Support
Chairman Procurement Comms Governors Budget
Collateral
Events
Green Impact
• Model owned by NUS (National Union of
Students)
• Encourages staff to take action
• Enables change to take place through delivery
of simple tasks
• Engages staff through competition and awards
Green Impact Project Cycle
Workbook amends and initial audits
Workbook launch and
team signups Teams implement changes
Workbook submissions and audits
Awards and celebration
Evaluation and feedback
The Online Workbook
Outcomes
69 teams took part 22 teams received awards
841 actions completed 96% of staff rated as good or excellent
Recognition through awards
Our Green Impact Story…
What’s Next?
Rebranding waste labels
Second Phase of Green Impact
Gaining momentum
Replicating and rewarding good
practice
Staff Engagement
Steven Weeks, Policy Manager, NHS Employers
#Dayforaction
Question and answers
#Dayforaction
Refreshments and Networking
#Dayforaction
Staff Engagement & Sustainability
Jeanette Hinds, HR Business Partner, Carillion
#Dayforaction
MAKING TOMORROW A BETTER PLACE
Employee Engagement & Sustainability
‘Making Sustainability Part of Doing Business’
15 October 2014
MAKING TOMORROW A BETTER PLACE
Who Are We?
• Leading Integrated Support Services partner – public & private sectors
• £4.1bn turnover
• Principal markets – UK, Canada & Middle East
• 40,000 employees – (high services profile)
• Leading sustainability player in our sector
• Supporting NHS Sustainability Day since inception
MAKING TOMORROW A BETTER PLACE
Carillion’s Values, Vision and Strategy
Values
• Carillion already has values which set the tone for not only our business plan, but also for our company. They define the path our company will follow and act as a guiding principle by which our company functions
• Our values tells our key stakeholders what our business is all about — what our company stands for, what we believe in, and what we intend to achieve
• In essence our values define what our business stands for – they are our core behaviours
MAKING TOMORROW A BETTER PLACE
Carillion’s Values, Vision and Strategy
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
MAKING TOMORROW A BETTER PLACE
Carillion’s Values, Vision and Strategy
Strategy
• Investing in our people and capabilities. Building long-term, trusted partnerships
• Transferring knowledge and skills to new and existing markets so we can expand our services and infrastructure activities
• Providing a selective, high quality construction capability
MAKING TOMORROW A BETTER PLACE
Formula for Success
MAKING TOMORROW A BETTER PLACE
Values
MAKING TOMORROW A BETTER PLACE
Values
• Behaviours In Action
• How we are bringing our Values Alive
• 78% employees attended workshops – 100% by mid November
46
We Care We Achieve
Together
We Improve We deliver
MAKING TOMORROW A BETTER PLACE
Values
Challenges
• Shifts - can be difficult to get people together as a team
• Limited time available so as not to impact on Service
• Pitching the training at the right level
• Employee engagement – Great Debate (Staff Survey)
MAKING TOMORROW A BETTER PLACE
Employee Engagement
Leading indicators
• Sustainability recruitment brand
• Apprenticeships
• Leadership Programmes
• Health & Safety - DWB
• Health & Wellbeing
MAKING TOMORROW A BETTER PLACE
Employee Engagement
Leading indicators
• Customer engagement
• Customer experience programme
• Patient Experience
• Client relationships
MAKING TOMORROW A BETTER PLACE
Sustainability - Corporate Social ResponsibilityFirst 6 months 2014 progress:
Target Current Performance Long term target
88% of Carillion Apprentices who have completed their framework will have employment as an outcome
85% 100% by 2020
4% of our people to engage with schools and colleges, unemployed and hard to reach groups to develop skills to enter employment
2% 10% by 2015
100% of contracts to have community needs plan in place
64% 100% by 2014
15% of our employees to utilise the volunteering policy for community engagement in areas we work
5% 50% by 2020
MAKING TOMORROW A BETTER PLACE
Corporate
• Investing in Integrity (IiI) is a Charter Mark, founded in 2012, and designed to enable an organisation to reassure its key stakeholders that its business can demonstrate a commitment to act with integrity at all times
• A second year of the charitable fund website
• Sustainability Investment Fund
MAKING TOMORROW A BETTER PLACE
Darent Valley Hospital
• Wildlife Area
MAKING TOMORROW A BETTER PLACE
Darent Valley Hospital
• Wildlife area
MAKING TOMORROW A BETTER PLACE
Gravesham Food Bank Collection
• Food Collection Point for:-
Tinned, dried, packet, sachet, uht, longlife items
&
essential toiletries
MAKING TOMORROW A BETTER PLACE
Darent Valley Hospital
• Pilgrim Bandits
MAKING TOMORROW A BETTER PLACE
Darent Valley Hospital
• Volunteering Services Charities
MAKING TOMORROW A BETTER PLACE
Darent Valley Hospital
• Fundraising
MAKING TOMORROW A BETTER PLACE
58
• Video – If we could see inside other hearts
MAKING TOMORROW A BETTER PLACE
Jeanette Hinds
HR BP Health & Defence
Carillion
Creating the world’s leading
meat-alternative business
Who is Tim Finnigan???• Married, two children (grown up)• Likes running up hills and likes a pint• 30 years R&D in Food and Drink• PhD Oilseed rape protein, Government food research, APV,
General Foods and...
Future Food…
..Now
The 1960s was a time of
huge achievements...
Quorn in context
....And growing concerns
Quorn in context
A man with a big idea
Quorn is born
+ a large number of ducks, rabbits, horses, turkeys…
..3 camels and one unfortunate mule
Chickens 110,000
Pigs 2,630
Sheep 922
Goats 781
Cows 557
The scale of livestock production is driven by our desire for cheaper and more plentiful meat, but there are damaging
consequences, which at the moment are forecast only to intensify
The current context…
http://www.fao.org/fileadmin/templates/wsfs/docs/expert_paper/How_to_Feed_the_World_in_2050.pdfhttp://www.tristramstuart.co.uk/FoodWasteFacts.htmlhttp://ecowatch.com/2014/04/11/agricultures-greenhouse-gas-emissions-2050/
Challenge Consequence
To feed 9bn in 2050 FAO say we need a 60% increase in food production
some of the true costs of cheap and plentiful animal protein
Challenges for a scalable meat based
sustainable food future
Dramatic changes are shaping
the future of food policy
“The need for new business models that help address the 9bn challenge - including a healthy new protein with a lower environmental impact….”
Prof. Alan Knight Single Planet Living
Big steps toward small footprints
70
Deliciously versatile
At the heart of all Quorn foods is
mycoprotein…
So, what is it?
Natural appeal
..Our 50 year ‘overnight success’
72
Additional InterestSCFA productionFibre (chitin and ẞ-glucans)
Mycoprotein as a food ingredient
Physical
Properties (shape)
Denny, A, Aisbitt, B and Lunn, J (2008) Mycoprotein and health. BNF Nutrition Bulletin 33: 298 – 310.Bottin, J. (2014) Nutrition and Surgical Influences on appetite regulation in obese adults. PhD Thesis Imperial College London
BENEFITS
Texture creation• Authentic meat-like texture• Creation of fibrosity through fibre assembly
General Nutrition• High quality protein• Low fat content (membranephospho-lipids)
• High fibre (cell wall)• Low energy density
Clinical Research Programmes• Lowering serum cholesterol• Satiety• Insulinemia and
glycemia in diabetics
Composition
73
No other protein can create the meat like textures achieved by Quorn
Unique attributes
Spaghetti Bolognese
Meat Quorn
Calories 516 314
Fat % 26.6 8.6
Saturated Fat % 10.1 1.4
Switching from using beef mince to Quorn mince in a Spaghetti Bolognese once a week is equivalent to running 4 marathons a year*
Meals are healthier with Quorn
74Source: Lucy Jones C4 nutritionist using METS data
• Livestock represent 18%+ of greenhouse gases issue*- Quorn environmental footprint – 90% lower than
beef
• Land and Water are becoming in short supply- Quorn uses 90% less land and water than beef
• Livestock is inefficient at producing protein- Beef converts grains – protein at 10 – 1 ratio- Quorn converts at 2 – 1 ratio (wheat– protein)
* UN report ‘Livestock’s Long Shadow’ 2006
Estimates that livestock (meat production) makes up 18% of Greenhouse gas emissions
Quorn Foods is the first global meat-alternative brand to achieve
third-party certification of its carbon footprint figures
Excellent sustainable credentials
75
Future Food - playing a leading role
Our aim is to ask the right questions from
which to build our research platforms:
How can diets rich in mycoprotein contribute to health and wellness?
What is the impact of our food and of our organisation on the environment and how do we compare?
How can we make Quorn irresistible?
How can we collaborate to address these key issues and contribute to the debate?
Creating a world leading brand
• In summary
78
79
• Thank you!
adsm.com© Advanced Demand Side Management 2014.
AquaMarkUK’s National Water Benchmarking Project3 years’ fully-funded services
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Who we are
Water efficiency
experts for over 20 years
Government
advisors since 1999
On a mission
to save Britain’s water
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Why save Britain’s water?
Population
growthClimate change Water scarcity
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Benchmarking for sustainability
• Why worry about benchmarking?
• Measure our performance
• Compare our performance
• Identify inefficiencies
• Save money and waste by
using less water
“You can’t
reduce what you
can’t measure”
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Current Benchmarking
• WaterMark
• HM Treasury
• Typical and best practice benchmarks
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Water consumption in an NHS Trust
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Water Consumption per Hospital vs Industry Published Benchmarks
0
50,000
100,000
150,000
200,000
250,000
300,000
Hospital 1 Hospital 2 Hospital 3 Hospital 4 Hospital 5 Hospital 6 Hospital 7
12
mo
nth
s W
ate
r C
on
su
mp
tio
n m
3
Consumption in 2013
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
AquaMark
• £500m of water is going to drain each year through
the lack of benchmarking data
• Largest and most in-depth project in the UK
• Establish 500 different building benchmark
classifications
• Robust, complex and more sophisticated
benchmarks
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
AquaMark
• Putting Britain at the forefront of commercial water
benchmarking
• Greater sustainable water supplies and increased
water security for thousands of organisations
• 10,000 sites already taking part in the project
• We need you
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Fully funded for you
• Three years’ free bill validation by
award-winning bureau service
• Monthly consumption reports
• Identification of high consumption anomalies
• Benchmarking toolkit
• De-regulation of the water market
• Save a 1/3 on water bill
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
How do you take part?
• ADSM provides you with an email to send to
your water supplier, then we take care of all
the rest
• Future bills are sent to us for assessment &
validation
• Within 24 hours we send them back to you
• Participation is completely anonymous
• Data completely secure
• Absolutely no cost to you what-so-ever
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
How benchmarking can help the NHS?• If all of the UK participated we could
save an estimated £500 million per
annum
NHS alone
could save 1/3
on it’s water
costs
adsm.com© Advanced Demand Side Management 2014.
AquaMark / UK’s National Water Benchmarking Project
Your participation
01753 833 880
www.adsm.com
Thank you
Lunch, networking and exhibition
#Dayforaction
Welcome back
Scott Buckler, Campaign Director, NHS Sustainability Day
#Dayforaction
Balls to SustainabilityTechnology versus Behaviour Change
Emma Wood
Group Sustainability & CR Manager
Services
Workplace
Wastemanagement
Hygiene
Data Solutions
Your views
• No one can ignore the scale of the challenge, either globally, nationally or for the NHS
• Transformative change required in how we live, work and care
• Does transformative change come from people or technology?
Time to Vote
What is the key to creating a sustainable NHS?
Technology Behaviour Change Not sure
Why are we asking you to throw balls?
• ‘Blikvanger’ a Dutch invention to encourage young cyclists to put litter in bin
• VW ‘Fun Theory’ - changing behaviour in public places by making things fun
Waste – technology or behaviour change?
Energy – technology or behaviour change?
Can technology support behaviour change?
Your mission today...
In groups agree the Top 3 priorities to create a sustainable NHS?
Consider:•Are they technology or behaviour driven?• Is technology the only way to achieve significant improvements?• In your experience, has technology delivered what it claimed?
1 volunteer from each group to outline your 3 points
Report back
This is an open forum, please feel free to ask questions or comment as we go along
Re-vote
What is the key to creating a sustainable NHS?
Technology Behaviour Change Not sure/both
The Results
• Has there been a change?
• Has your view change?
• Importance of behaviour change always underestimated
• As professionals, we need to be aware of this and ensure that our communications stress the role of individual actions
• ‘Personalise’ your sustainability strategy
Do something....
1. The science is right and we take action
2. The science is wrong and we take action
3. The science is wrong and we do nothing
4. The science is right and we do nothing
Greening the FleetAlexis Keech
Environmental and Sustainability Manager
Yorkshire Ambulance Service
Location of ambulance stations across the region
Yorkshire Ambulance Service
YAS region
Staff Fleet
BuildingsTravelFuel
– 6,000 sq. miles
– 4,500 people
– 1,400 vehicles
284 A&E, 450 PTS, 204 RRV
– 80+ ambulance stations
– 49 million km per year
– 4.2 million litres per year
– £8 million per year
Carbon Champions
Awareness Campaigns
Emergency Services Eco
Fleet Day
Eco Driving
Potential saving £1.5 million, saving 1,100 t CO2
• Two circuit training
• >41 mpg to 47 mpg
• Use internal driver trainers
• Monitor with Telematics
• Train all drivers
• Compulsory C1 training
• Retrain staff
Telematics
Auto Route Planning
• PDA / GPS system
• Better route planning
• Eco routes
• Improved service
• Lower mileage
• Lower fuel use
Upgrading
vehicles
Aerodynamics and
vehicle redesign
Alternative fuels
Diesel policy for all vehicles at present,
which is carcinogenic (WHO, 2013)
Alternatives needed
• CNG with councils
• Electric vehicle charging
• Compliant with Euro 5
• Hydrogen vehicles from 2015 onwards
Fuel Cell Technology Trial
Methanol powered
Provides power without engine on
Saves
- Fuel
- Battery power
- Staff down time
- Recovery costs
Cost saving ~ £500,000
Solar trickle charging grant
• £166k funding from
DfT to implement
• 204 vehicles to have
the technology
installed on them
• Trickle charge and will
save 720kg/CO2/yr
from fuel
Lease car policy
• Limit 130 g/km decreasing annually
• Limit mileage
• Review of annual mileage
• Incentivise staff to use
• Implement electric recharging points
Tyres
• Michelin promise a 3% increase
in mpg with their ‘green’ tyres
• Mileage increase
• Translate as a £100k saving
Cycle to Work Scheme
• Bike to work for all
• 1 month window
• HR and payroll
involvement
• Salary sacrifice
scheme – saving on
pensions, NI
• Saved approximately
£70,000
Cycle Response Unit
• 4 city locations across
Yorkshire
• Faster than vehicles in city
centre
• Faster response
• Operating 5 years
• Saves A&E vehicle dispatch
Fuel monitoring
Ambulance Fleet of the Future• Awareness campaigns• Eco driving• Reduce miles• Low emission new vehicles• Stop/Start technology• Aerodynamics and vehicle redesign• Telematics• Greener Tyres• Solar panels for the fleet• Cycle to work scheme• Better co-ordination of pick ups and unnecessary• Fuel monitoring• Alternative fuel vehicles
Compostable packaging
& food waste recycling
Reducing carbon
Reducing waste
Reducing costs
Lucy FrankelCommunications Director
Vegware
the problem
Mixed materials, mixed recycling streams
• plastics• paper, card• polystyrene• metals, foils• films
• In use = adding food
• So…landfill or incineration?
before
use
after
use
in
use
the key to zero waste
diner experience
low impact
Compostable packaging
before
uselow impact
Low carbon, recycled or
renewable materials
Compostable packaging
www.sduhealth.org.uk/areas-of-focus/
“NHS organisations should explore every
opportunity to improve their energy and
carbon performance in a cost effective way.
NUH are to be commended for providing an
opportunity to the supply chain to bring
forward innovative and effective solutions to
these aims which may subsequently benefit
the NHS as a whole.”
- Department of Health
in
usediner experience
Presentation enhances
dining experience
Adds value at every level
Compostable packaging
Breathable performs better
Hot food
stays crispy
Green
is the top trend!
after
usethe key to zero waste
Compostable packaging
Only compostable packaging can break down quickly enough to be recycled with food waste
terminology
Compostable = biodegrade, but fast!
Biodegradable=
can break down naturally, with
microbes, warmth & moisture
Compostable=
can biodegrade in under
12 weeks
You can't recycle food with plastic in it…
…and you can't recycle plastic with food on it.
recycle with food waste
other bins now cleaner &
easier to recycle
economics landfill is expensive
£0
£10
£20
£30
£40
£50
£60
£70
£80
£90
£100
2008 2009 2010 2011 2012 2013
Was
te d
iso
isal
gat
e fe
e p
er t
on
ne
Figures from WRAP's annual Gate Fees Report. Food Waste Recycling figure is the average for in-vessel composting (IVC) and anaerobic digestion (AD)
The rising cost of Landfill vs Food Waste Recycling in the UK
Landfill
Food Waste Recycling
£102 / tonne
£94 / tonne
£40-46£0-10
case study
• Switched to compostable packaging• Zero waste to landfill• Part of sustainability communications
• 8.8 tonnes carbon saved
• 5.1 tonnes virgin material saved
• 13 tonnes used packaging
diverted from landfill
Quantifying the benefits
In 2013, Royal Bournemouth Hospital
made these eco savings:
case study
than incineration (energy from waste)
Organics recycling is
70% cheaper
Free impartial service
Matchmaking any UK
foodservice site with local
food waste recycling
• all UK food waste
collections
• on-site options
• legislation & relevant info
www.foodwastenetwork.org
@foodwasteuk
Environmental cost
• higher energy and carbon emissions
than regular collections
• Wastes drinking water – dispose of far
more water than the food waste
• Hidden infrastructure costs - increase
the risk of:
• sewer blockages
• sewer flooding
• environmental pollution
• odours
• rodent infestations
food waste
to sewers?
Maintenance costs
• Electricity
• Water
• Call-out charge for blockages
Banned
in Scotland
from 2016
On-site
Big Hanna
Options for food waste
& compostable packaging
case study
case study
NHS case study
www.vegware.com
www.foodwastenetwork.org
Thank you
Lucy FrankelCommunications Director
Question and answers
#Dayforaction
Closing comments
Scott Buckler, Campaign Director, NHS Sustainability Day
#Dayforaction