NHS Sustainability Day - The Lagoon

Welcome to NHS Sustainability Day 2014

#Dayforaction

Welcome and IntroductionTrevor 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..

ContentsMinisterial 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 WoodGroup 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 RobertsNational 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

Our Lifecycle

Practical Solutions

Safety First

Cost Effective

Bespoke Tailored Solutions

Reduce, Reuse, Recycle

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

[email protected]

© Advanced Demand Side Management 2014.

Population Growth & Food

What do you use?

01753 833 880

[email protected]

Butter

Beef

150 litres3,400 litres

Chocolate


Climate change

Water cost & CO2

• Rising costs

• The nexus of Energy & Water

01753 833 880

[email protected]


Better water management

• Sustainability

• We should use less

• Not simply because it is right, because it is necessary

01753 833 880

[email protected]

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

[email protected]


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

[email protected]


Engineering expertise

• In-depth surveys of the entire portfolio

• State of the art water-saving technologies

• Automatic Meter Readers

01753 833 880

[email protected]


Strengthening the Trust’s data

• Full water bureau service

• Monthly Monitoring & Targeting Reports

• Total visibility

01753 833 880

[email protected]

Environmental

• Consumption profiling and environmental information

• Levels of Carbon saved

• Continually monitoring, preventing anomalies or leaks

01753 833 880

[email protected]


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

[email protected]


To sustainably manage its

water resources

A comprehensive approach

• Billing Data

• Water-saving equipment

• Continually monitoring

01753 833 880

[email protected]


Our impact

Framework OJEU REFERENCE:

2011/S 186-304473

01753 833 880

[email protected]

www.adsm.com

@AquaFund

01753 833 880

[email protected]


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 HobbsManaging Director

Carillion Health

[email protected]

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.

61NHS 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 overviewGOSH – 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

Current practice

Collected data

in monthly report

SolutionsIdentified and

started projects to

deliver best

practiceRaised 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 practiceKey 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

New best practice

Ocean Theatres Only – New Composition

Training and support available

Training and support available

Mobilise, Monitor and FeedbackMobilisation

- 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 MBEBritish engineer, television presenter and

environmentalist.

#Dayforaction

Drinks

#Dayforaction

Date post:	19-Oct-2014
Category:	Health & Medicine
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NHS Sustainability Day - The Lagoon

Health & Medicine