SustainabilityStrategy 2018-2021

"Meeting the needs of today by living within our environmental limits and making a positive contribution to a healthy, just and fair community..."

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Contents

Foreword 1. Overview

2. Introduction 2.1 What is Sustainability? 2.2 About the Trust 2.3 The Trust's Role in Sustainability 2.3.1 The Trust's SDMP and SDAP 2.3.2 The Aim of the SDMP 2.3.3 Five Indicators of Measuring Sustainability Success 2.4 Establishing a Roadmap for Sustainable Development 2.5 Sustainability Strategy Requirements of the NHS SDU

3. Strategic Context3.1 Climate Change 3.2 The NHS Context 3.2.1 Carbon Footprint of the NHS 3.2.2 NHS Carbon Reduction Targets 3.3 Legislation and Policy Drivers 4. Aims of the Trust - Sustainability Strategy 4.1 Our Sustainability Goals 5. Progress to Date and Next Steps5.1 Carbon Management 5.1.1 Buildings and Energy 5.1.2 Water 5.1.3 Transport and Travel 5.1.4 Waste

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Contents

5.2 Social Value5.2.1 Models of Care5.2.2 Community5.2.3 Workforce5.2.4 Adaption5.3 Procurement5.3.1 Ethical5.3.2 Sustainable Suppliers 5.3.3 Whole Life Costing 5.3.4 Embodied Carbon 6. Key Performance Indicators

7. Sustainable Development Management Plan (SDMP)7.1 Our 5 Stage Approach 7.2 NHS SDU Reporting 7.3 The Role of the SDAT7.4 Governance and Responsibilities 7.5 Sustainability Certification and Schemes7.6 Collaborative Work

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This document provides an update on the progress made with our Sustainability Plan since it was first introduced in 2010 and sets out our plans for the future to establish our roadmap for improving our ongoing environmental performance.

In order to achieve our long-term sustainability and CO2 reduction targets, the Trust has rede-fined a strategic set of visions and goals, which determine our approach towards implementing the 2018-2021 Sustainability Strategy and Sustainable Development Management Plan (SDMP).

Aintree University Hospital NHS Foundation Trust’s vision in respect to Sustainability is to be:

A leading provider of high quality, low-carbon healthcare, which incorporates sustainability and resource efficiency throughout every decision-making process.

We will achieve our sustainability vision by:

• Demonstrating a clear commitment to reducing CO2 emissions and enhancing sustainable de-velopment throughout the Trust’s daily services and business operations.

• Establishing, monitoring and measuring quantifiable CO2 emissions reductions and targets.• Actively engaging all members of staff, patients and visitors in securing carbon reduction and

sustainability goals by embedding knowledge and understanding of CO2 emissions and the associated contribution to climate change.

• Effectively monitoring, evaluating and reporting on progress at a national and local level.• Securing the Trust’s reputation as a leading sustainable healthcare provider by effectively

engaging, contributing and reporting on continuous improvement in sustainability performance at a national and local level.

The UK Government has set targets to cut CO2 emissions by 34% by 2020 and Aintree University Hospital NHS Foundation Trust has already invested significant funds over recent years, both in terms of rationalising our estate and in improving its performance and energy efficiency levels. This strategy will outline further investment and focus required, to ensure that we achieve our future tar-gets.

The Trust is genuine in its commitment and the challenging economic climate serves only to reinforce the need to achieve our aims; in short, it is not an option for us to slacken our efforts to deliver on our commitments.

Foreword

Dr Neil Goodwin CBE

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1. OverviewThis document summarises our progress so far in embedding sustainability at the core of all the Trust’s activities and is the first step in formulating our approach for future sustainability initiatives.

Sustainability goes beyond CO2 reduction and saving energy, and we are committed to increasing our community engagement and local partnerships to ensure that the Trust makes a positive con-tribution while managing its impact on the environment.

This year, the Trust is refreshing its Sustainability Strategy to provide full details of our achieve-ments to-date, our programme of initiatives still to be implemented and the key policies and ac-tions to secure our sustainability vision and concrete reductions in CO2 emissions and environ-mental impacts.

This Sustainability Strategy provides an outline of our management and action plans to address each key environmental impact area, which will be enhanced, with key deliverables, targets and policies as part of our emerging SDMP in 2019/20.

Trust's Annual Energy Consumption (GJ)

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Facts Affecting Consumption

• The Trust’s estate has significantly expanded with the construction of the Elec-tive Care Centre and multi-storey car park (completed in May 2010) and the Urgent Care and Trauma (UCAT) centre (completed in September 2016 ).

• A net increase in electricity has occurred, partially due to an expansion of the Trust’s estate.

• The Trust has made several significant carbon management investments in re-cent years. In 2010, a Combined Heat and Power (CHP) unit was installed in the South Sector (£3.5 million investment) and in 2012 , the North Sec-tor decentralisation was commissioned (£2 million) and is currently engaged in a major heating infrastructure renewal project of approximately £12 million.

• An increase of 5% in gas use has occurred from increased CHP electrical out-put, but reduced thermal output, together with an expansion of the Trust’s estate.

• Imported electricity has reduced by 6% as a result of an increased amount of on-site energy produced by the Combined Heat and Power (CHP) system. CO2 emis-sions would have been 15-20% higher if the CHP system not been installed.

• Water usage has increased by 2.5% due to health and safety and infection control requirements.

Trust's Annual CO2 Emissions per Annum

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2.1 What is Sustainability?

By “Sustainability” (or “Sustainable Development”), in this context, we mean:

“Development that meets the needs of the present without compromising the ability of future generations to meet their own needs”. (Brundtland Report, Our Common Future).

In the health and care system, this means working within the available environmental and social resources to protect and improve health, now and for future generations. In practice, this requires us to reduce our carbon footprint, minimise waste and pollution, make the best use of scarce resources and build resilience to a changing climate, while providing uninterrupted healthcare and wellbeing services to the local community.

The objective is to achieve a positive impact on the ‘triple bottom line’, the right balance between:

• Financial priorities: Ensuring that the health and social care system is financially viable in the long term.

• Environmental priorities: Recognising the links between pollution and improvements in air quality leading to multiple health benefits. Climate change adaption requires us to consider the potential impact on the Trust and the community as a result of severe environmental conditions.

• Social priorities: Through helping our community to live healthier lives, we must also acknowledge the value of our environment and social assets.

2. Introduction

2. Introduction

The Triple Bottom Line

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2. Introduction

2.2 About the Trust

The Trust is a very significant user of energy and natural resources and consequently a major emitter of CO2 and greenhouse gas emissions (GHGs). We have over 4,500 employees and serve a community of over 330,000 people in the immediate area of North Merseyside, with tertiary services made available to a wider population of some 1.5 million people in Merseyside, Cheshire, South Lancashire and North Wales. In addition to providing first-class clinical services to all our patients, we are committed to improving the well-being of staff and the wider community – our Sustainability Strategy and resulting actions are instrumental in moving this commitment forward.

There have been many changes to the structure since Aintree Hospital NHS Foundation Trust was originally established in April 1992. Most significant, in terms of our carbon footprint, was the closure of Walton Hospital in 2011, which followed significant investment in services and facilities at Aintree Hospital.

During 2016/17 our staff cared for over 86,000 patients requiring inpatient or day care treatment, saw over 415,000 patients in the outpatient departments and treated approximately 153,000 patients in the Accident and Emergency Department and Walk-In Centres.

The Trust is one of the largest local employers with more than 4,500 staff and we are recognised for our support for staff through training (including our award-winning apprenticeship programme), engagement programmes and staff development support.

An Integrated Approach Towards NHS Sustainability

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2.3 The Trust’s Role in Sustainability

Aintree University Hospital NHS Foundation Trust recognises the part it can play in contributing to the wider Liverpool City Region in reducing health inequalities and improving sustainability.

This strategy is an overarching vision to ensure that our activities are focused on benefiting and safeguarding our environment. Together with other supporting documents, e.g the Trust's SDMP and Social Value Strategy, it sets out the principles we commit to, how we intend to achieve sustainable development, and how through community engagement the Trust continues to acts as a good corporate citizen.

Most of the CO2 reduction activity is under the guidance of the Director of Estates and Facilities; the Trust is now planning to establish a Sustainability Group to coordinate all aspects of sustainable development relating to the organisation.

2.3.1 The Trust’s Sustainable Development Management Plan (SDMP) and Sustainable Development Action Plan (SDAP)

We will produce a new Board-approved SDMP to act as our central document in addressing our strategic vision for sustainability. Our SDMP will operate as the Trust’s primary approach in clarifying our long-term carbon reduction and sustainability goals, management processes and targets to all stakeholders for each key division within the Trust. In addition, we will embed an SDAP within the SDMP to clearly define the procedures to be implemented for each environmental impact area, including clarification of the specific actions, responsible divisions/individuals and timeframes for enacting each requirement.

The Trust’s SDMP and related policies and frameworks will be influenced by, and designed to enhance, our ongoing commitment to improve the key drivers of Carbon Management, Social Value and Procurement.

The Group will be responsible for ensuring that the various strands of activity which make up our SDAP delivers our requirements in the coming years and maintain initiatives that have already been implemented.

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2.3.2 The Aim of our SDMP will be to:

• Clarify our sustainability, CO2 reduction and resource efficiency objectives and goals to all stakeholders.

• Establish quantifiable CO2 reduction and sustainability targets and specific approaches to achieve them.

• Introduce tailored policies for all environmental impacts and responsibilities.

• Produce a Board-approved Management Plan and Action Plan in order to ensure that all goals and milestones are achieved.

• Streamline all related existing environmental strategies and policies into one consolidated document.

• Ensure that sustainability is embedded into all aspects of social value and procurement.

The new Sustainability Group will be chaired by the Director of Estates and Facilities, who in return reports to the Board of Directors and prepares the annual sustainability reporting on their behalf. The terms of reference will be clearly defined and set out the importance of the sub-groups in the successful implementation of our plans delivering key pieces of work.

As part of the Sustainability Group’s policy prioritisation, a strategic focus and appropriate related actions will be incorporated in order to holistically address the four key areas relating to Carbon Management, Social Value and Procurement, as detailed below.

SUSTAINABILITY GROUP

CARBON MANAGEMENT

WASTE, WATER,ENERGY

FACILITIESMANAGEMENT

BUILDINGSTRAVEL & TRANSPORT

SOCIAL VALUE

MODELS OF CARE

COMMUNITY

WORKFORCE ADAPTATION

PROCUREMENT

ETHICAL SUSTAINABLESUPPLIERS

EMBODIEDCARBON

WHOLE LIFECOSTING

Our Sustainable Development Model

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2.3.3 Five Indicators of Measuring Sustainability Success

1. Reduced CO2 EmissionsMeet or exceed the target of a 34% reduction in CO2 emissions by 2020 to prepare the Trust to meet further legislative responsibilities, including a 50% reduction by 2025 and an 80% reduction by 2050 through quantifiable and verified reductions in energy usage.

2. Local Community LeadershipThe Trust will play a leading role in developing strong and proactive sustainability and health-related strategies within new and existing services, which simultaneously integrate the principles of sustainable development in order to establish the Trust as an exemplar organisation in delivering and manging sustainable healthcare services.

3. Embedding Sustainability AwarenessEnsuring decision-making processes take account of sustainability in purchasing, investment, operational and strategic decisions, along with the increased education of all members of staff in their roles in improving sustainability performance of the Trust.

4. Improved Health Outcomes

Demonstrable progress made against NHS, Public Health and Social Care Outcomes and Frameworks.

5. Recognition and Reputation Ensuring that all stakeholders are aware of their contributions and efforts made to establish the Trust as a leader in sustainable healthcare, along with the third-party certification of our success.

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2.4 Sustainability Strategy Requirements of the NHS SDU

The Trust will work in close partnership with the NHS Sustainable Development Unit (SDU), and the ongoing legislative and policy requirements deigned to support Trusts in achieving long-term reductions in CO2 emissions and improvements in sustainable development and resource efficiency.

As a guiding principle of our Sustainability Strategy, we will incorporate the leading requirements stipulated by the NHS Sustainable Development Unit’s, which requires for each NHS Trust to:

• Have a Board-approved SDMP, including actions on CO2 reduction, adaption plans and resource efficiency across the sustainability agenda.

• Measure, monitor and report – including a statement of progress and action on sustainable development and on adaption performance with recognisable core standard figures in annual reports.

• Evaluation to ascertain areas of strengths and opportunities for development.

• Engage employees, service users and the public – Engagement with public patients, clients and employees to help understand and support the development of this agenda.

We are working to engage with staff and the public to improve and expand our positive impact in our community. The Trust has previously implemented sustainability measures in alignment with the guidelines and recommendations issued by the NHS Sustainable Development Unit (SDU), including participation in the Good Corporate Citizenship (GCC) assessments, which were last updated in 2012. Moving forwards, we will in incorporate the new Sustainable Development Assessment Tool (SDAT), launched in 2017, which will help us to identify the focus of our SDMP and measure progress over time.

Timescales for Embedding Sustainability Strategy and SDMP

Date MilestoneMarch 2018 Summary of Past ProgressApril 2018 Previous GCC ScoresMay 2018 Case StudiesJune 2018 Targets and KPIs for New SDAT

June 2018 - Issue Sustainability Strategy 2018-2021July 2018 Form Sustainability GroupJuly 2018 Run SDAT and review output

August 2018 Start ongoing compilation of SDMPSeptember 2018 Interviews with key stakeholders

October 2018 Set new sustainability targets and KPIs November 2018 Establish SDMP policies and SDAP

January 2019 - Issue SDMPFebruary 2019 Set sustainability projects

March 2019 Implement SDMP Action Plan (Ongoing)December 2019 Complete SDMP Action Plan December 2019 Run SDAT and Compare previous SDAT scoresJanuary 2020 Summary of achievements with a projects trackerFebruary 2019 Annual review of SDMP and reports 2019/20February 2020 Schedule of future activities for 2nd year of SDMP

Date MilestoneMarch 2018 Summary of Past ProgressApril 2018 Previous GCC ScoresMay 2018 Case StudiesJune 2018 Targets and KPIs for New SDAT

July 2018 Form Sustainability GroupJuly 2018 Run SDAT and review output

August 2018 Start ongoing compilation of SDMPSeptember 2018 Interviews with key stakeholders

October 2018 Set new sustainability targets and KPIs November 2018 Establish SDMP policies and SDAP

January 2019 - Issue SDMPFebruary 2019 Set sustainability projects

March 2019 Implement SDMP Action Plan (Ongoing)December 2019 Complete SDMP Action Plan December 2019 Run SDAT and Compare previous SDAT scores

January 2020 Summary of achievements with a projects trackerFebruary 2019 Annual review of SDMP and reports 2019/20February 2020 Schedule of future activities for 2nd year of SDMP

June 2018 - Issue Sustainability Strategy 2018-2021

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Timescales for Embedding Sustainability Strategy and SDMP

3. Strategic Context

3.1 Climate ChangeIn its Fifth Assessment Report, the Intergovernmental Panel on Climate Change, a group of 1,300 independent scientific experts from countries all over the world under the auspices of the United Nations, stipulated that: “Human influence on the climate system is clear, and recent anthropogenic emissions of greenhouse gases are the highest in history. Recent climate changes have had widespread impacts on human and natural systems”.

The Trust therefore recognises the importance of reducing CO2 emissions and greenhouse gases (GHGs) on a global scale in order to limit the impacts of climate change on national, regional and local levels.

3.2 The NHS ContextThe NHS, as a major energy user, recognises the significant role that it can play in the control and reduction of CO2 emissions within the United Kingdom. Similarly, with over 1.2 million employees in England, the NHS is well placed to influence staff in terms of energy awareness and sustainability, with the potential to have considerable and far-reaching impacts in the wider community.

3.2.1 Carbon Footprint of the NHS The NHS carbon footprint in England (2015) was 22.8 million tonnes of CO2 equivalents (MtCO2e) and is composed of the following breakdown in emissions: Energy: 22%, Travel: 18%, Procurement: 60%.

The Trust will be required to utilise the uptake of CO2 reduction and sustainability measures throughout every service stream in order to meet the Climate Change Act 2008 targets of a 34% reduction by 2020, and 80% by 2050 (against a 1990 baseline).

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As part of its energy and carbon management policies stipulated within the SDMP and SDAP, the Trust will seek to limit its contribution to climate change and adopt appropriate adaption measures by guaranteeing compliance with all legislative and NHS-specific CO2 reduction strategies. We will benchmark and secure demonstrable reductions against our own carbon footprint associated with energy consumption and business operations throughout every division within the Trust.

3.2.2 NHS Carbon Reduction TargetsIn response to the Climate Change Act (2008), the NHS published the NHS Carbon Reduction Strategy in 2009, which set out the objective of reducing CO2 emissions across the NHS Estate by 10% by 2015, from a 2007 baseline year. Subsequently, having exceeded this target (achieving a reduction of 11%), a new target for 2020 has been introduced, aiming for a reduction of 34% and an 80% reduction by 2050 (against a 1990 baseline).

Climate Change Act 2008 Carbon Reduction Targets

NHS Carbon Footrpint by Emission Source

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Climate Change Act 2008 Carbon Reduction Targets

NHS Standard Contract ‘SC18 – SD’

requires all NHS Trusts to:

• Take all reasonable steps to minimise its adverse impact on the environment.

• Maintain a sustainable development management plan in line with the NHS Sustainable Development Guidance. Demonstrate progress on climate change adaption, mitigation and sustainable development, including performance against CO2 reduction management plans, and provide a summary of progress with the submission of annual reports.

• Give due regard to the impact of expenditure on the community, over and above the direct purchase of goods and services, as envisaged by the Public Services (Social Value) Act 2012.

Climate Change Act 2008In accordance with national targets we will continue to ensure we secure a 34% CO2 reduction by 2020 and 80% by 2050 (against a 1990 baseline).

Civil Contingencies Act 2004The legislation establishes a clear set of roles and responsibilities for those involved in local emergency preparation and response.

Public Services Act 2012As a public body, we are required to consider how commissioned goods and services might improve wider economic, social and environmental.

European Union Emissions Trading Scheme (EU-ETS)The EU-ETS is the first large-scale emissions trading scheme in the world. Launched in 2005 with the aim of tackling climate change, it requires participating organisations to monitor and report on CO2 emissions.

‘Paris Agreement’Aims to strengthen the global response to the threat of climate change by keeping a global temperature rise well below 2 degrees Celsius above pre-industrial levels this century.

3.3 Legislation and Policy Drivers The production, implementation and ongoing management of the SDMP will help to ensure that the Trust secures full compliance with all legislative requirements, policy-drivers and best-practice standards associated with CO2 and greenhouse gas emissions (GHGs), sustainable development and the use of natural resources. By establishing a Board-approved SDMP, we endeavour to exceed all minimum requirement standards and excel in providing exemplar levels of sustainability. We will achieve this while providing a safe and healthy environment for all members of staff, patients and visitors, fit for the 21st century and the predicted and occurring impacts of climate change.

Our Sustainability Strategy is designed to ensure that the Trust achieves full legislative and policy compliance with all applicable requirements, including the following key drivers:

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4. Aims of the Trust - Sustainability Strategy

In our 2010 Sustainable Strategy, we set out our aim as being:

‟…to meet the needs of today by living within our environmental limits and making a positive contribution to a healthy, just and fair community. In doing so, the Trust will ensure that we meet all our legal, national and regional obligations and commitments.”

Our aims have not changed. The Sustainability Strategy and SDMP will detail how we will continue to develop our commitment to sustainable development, by:

Acknowledging the environmental impact of our buildings and managing them in the most efficient way possible to reduce energy demands and CO2 emissions.

Engaging with our suppliers and stakeholders and involving them in our drive for achieving the highest standards of sustainable healthcare services.

Maximising the benefits of being a large employer and using our social and economic influence for environmental improvement and social value in the local community

Working in partnership with sustainable healthcare specialists and making most effective use of our resources through shared best-practice

Measuring and reporting on the Trust’s progress and demonstrating quantifiable reductions in energy spend, cost and CO2 emissions throughout our sustainability journey

Our Sustainability Strategy 2018-2021 and the SDMP to be developed in 2018/19 will provide the policy and practical basis for achieving our long-term sustainability goals as detailed in Section 4.1 4.1: 'Our Sustainability Goals'.

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4.1 Our Sustainability GoalsThe aim of our Sustainability Strategy and SDMP will be to ensure that we achieve a set of sustainability goals which can be quantifiably demonstrated to all stakeholders and the wider public, while enhancing the financial, environmental and social performance of the Trust.

Goal 1: Reduce CO2 Emissions and Environmental ImpactsThe Trust is fully committed to reducing its CO2 and Greenhouse Gas (GHGs) emissions associated with the delivery of services and day to day operations over the short, mid and long-terms. In order to ensure that we sufficiently contribute towards national and NHS CO2 reduction and climate change targets, the Trust will establish a coherent approach to tackling our consumption of energy and natural resources, alongside increased efforts to enhance sustainable development and minimise the amount of waste and pollution resulting from our day-to-day activities. We will seek to ensure year-on-year improvements in the environmental performance of the Trust with demonstrable and quantifiable energy and CO2 savings.In accordance with the Climate Change Act 2008, the Trust’s SDMP will aim to reduce the Trust’s CO2 emissions in accordance with the government’s legislative targets.

Goal 2: Embed Sustainable Practices Throughout the TrustAs a result of ongoing increases in energy costs and demands, the depletion of natural resources and the interrelated environmental, financial and social pressures associated with a changing climate, the Trust will seek to embed knowledge of climate change, sustainable development and environmental best-practices within a healthcare setting, through integrated awareness campaigns and behaviour change programmes.We recognise that all divisions and members of staff can play a key role in helping to reduce CO2 emissions and the consumption of energy and achieve the aims of all sustainability strategies through improved education regarding efficiency and waste reduction initiatives.

Goal 3: Prepare for Climate ChangeThe Trust is committed to ensuring that all CO2 reduction and environmental policies play an integral role in preparing the Trust for the predicted financial, environmental and health impacts associated with anthropogenic climate change. To enhance our holistic approach towards the continued functioning of the Trust’s estates, services and operations, along with the health, security and wellbeing of all members of staff, patients and visitors, the Trust ensures that the SDMP plays an integral role in enabling the Trust to identify, manage and reduce all associated risks.We will work collaboratively with all relevant stakeholders, organisations and local communities in order to enable the Trust to fulfil its roles and responsibilities in anticipation of severe weather conditions, including heat waves, cold snaps and flooding and disruptions in delivering service.

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5. Progress to Date and Next StepsThe Sustainability Strategy functions as the Trust’s principal policy in detailing how we will achieve our sustainable development commitments and reductions in CO2 emissions, energy usage and costs up to 2021. Our forthcoming SDMP and SDAP will continue to develop our existing and ongoing projects focusing on Carbon Management, Social Value and Procurement.

The following section summarises many of the initiatives that the Trust has in place and outlines the ongoing plans and next steps to ensure we achieve our challenging carbon reduction aims by 2020.

5.1 Carbon Management

OverviewIn 2008, we began the process of developing and implementing our first Carbon Management Plan, working with the Carbon Trust, which was published in 2010. From surveys and analyses, we identified initiatives that would help to minimise energy consumption, in order to reduce our carbon footprint. While the closure of Walton Hospital enabled the wider Trust to make significant CO2 and energy consumption reductions, our future strategy will require us to monitor our carbon footprint against a variety of intensity measures, such as the amount of CO2 produced per patients treated/money spent.

Trusts are being encouraged to seek funding where it is evident that projects will bring long-term, sustainable energy savings. With this in mind, we have, in association with Liverpool Women’s Hospital and the Walton Centre, engaged with the Carbon Energy Fund, to secure funding for major infrastructure and efficiency projects. The Carbon and Energy Fund (CEF) is a not-for-profit body working with NHS Shared Business Services to assist NHS Trusts to upgrade their energy infrastructure.

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Case Study 1: CEF ProjectA key project funded by the CEF is the upgrade of main heating and cooling plant. We have wanted to 'de-steam' the site as part of our long-term plans and to move to a more efficient heat network.Much of the work has been completed and we have successfully refurbished the North boiler house, installing 3 No. 4MW dual-fuel boilers and 2 No. 1MW boilers, supplying hot water across the site.We already have a Combined Heat and Power (CHP) unit, which provides us with low-cost electricity, produced using lower-emissions fuel. As part of the CEF project we have installed a second 1.2 MWe CHP unit, to give us more generation on-site and to further reduce our reliance on the National Grid to meet our electricity demands.These measures, together with other CEF projects will benefit the Hospital: • £863,000 saving each year – guaranteed • 2,798 tonnes of CO2 reduced from our carbon footprint each year • New, resilient heating plant and infrastructure • Reduced maintenance costs

Our PlansWorking with CEF will enable us to:

• Complete the implementation of a heating scheme, distributing hot water around the site and replacing the existing steam network with a decentralised heat network.

• Install a new CHP unit to supplement the existing unit.

• Refurbish the laundry areas and install new energy-efficient equipment.

• Upgrade less inefficient lighting to low-energy LEDs, making a significant energy saving and reducing maintenance costs.

• Replace less efficient catering equipment with more efficient units, contributing to our efforts to reduce catering-related CO2 emissions.

• Upgrade the site’s building management system (BMS), to give improved control capability throughout the site.

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5.1.1 Buildings and Energy

OverviewThe buildings across the Aintree campus range in age, from 100 years old to relatively new buildings. While new developments are taking place, significant refurbishment work is also underway.

As the campus develops, it is important that sustainability forms part of the initial design brief for all our new buildings to ensure that they are designed and operated as efficiently as possible (this applies also to refurbishment works). For all major new and refurbishment building projects, we will seek to achieve the relevant BREEAM Healthcare rating as required by local planning policy.

Detailed consideration will be given to ensuring that building designs secure the highest standards in relation to both operational and embodied CO2, in order to achieve required Carbon Footprint Labelling or Environmental Product Declarations.

Our Plans• We also have a number of initiatives in place to reduce our energy consumption and CO2 emissions throughout the duration of the Sustainability Strategy. Planned and ongoing projects will also be developed and monitored as part of the SDMP:

• We will develop an effective new Energy Management Strategy, with progressive energy and CO2 reduction targets in line with our legislative responsibilities. We will carry out energy audits across our kitchen and laundry sites to review the efficiency of operating practices and equipment

• We will complete the review of our sub-metering strategy, to ensure that we are able to monitor energy usage in all key areas and identify further opportunities for energy reduction.

• We will engage with campus tenants in order to increase awareness of energy usage, CO2

Case Study 2: Building RationalisationThe programme of building rationalisation across the Trust’s estate has started and some of the oldest and least efficient properties have been closed.• Building refurbishment projects have been undertaken or are ongoing, which have included improved plant control, Building Management Systems (BMS) enhancements, as well as energy efficiency measures, including LED lighting upgrades and window replacements.• We have procured an energy monitoring and targeting (M&T) software package and are in the process of connecting important meters and sub- meters to the Building Management System (BMS). This will enable us to analyse building performance and respond quickly to any increase in energy or water usage.

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5.1.2 Water

OverviewWe currently consume around 585,000 litres of water on average every day and usage has increased across the campus in recent years. This is partly due to increases in the footprint of the site. The development of additional services and regulations surrounding hygiene requirements has resulted in increased frequencies in flushing.

As part of the monitoring and targeting (M&T) initiative, water sub-meters across the site have been specified to be connected to the monitoring software so that excessive consumption, including potential leaks, can be quickly identified and corrected.

Changes to cleaning practices have resulted in a lower water requirement and this is now making a useful saving contribution and is being extended to all suitable areas. As well as the main ward/theatre cleaning regime, we are also introducing other improvements in cleaning to reduce water, waste and energy usage. For example, an initiative is underway to change the Endoscopy cleaning process, which will bring significant reductions due to be implemented before the end of 2018, when we can begin to monitor savings achieved.

Our Plans• We will re-visit an earlier project to investigate the feasibility of an on-site borehole, to draw

water directly from underground sources.

• We will raise awareness among staff surrounding all areas of water usage, waste and efficiency.

• We will specify water-efficient appliances whenever we carry out refurbishment works.

• We will reduce the flushing frequencies, putting a plan together to analyse all hygiene requirements.

Case Study 3: Microfibre Cleaning EquipmentLast year we took the decision to move from 'traditional' floor cleaning to a more water-efficient process. Rather than mop and bucket cleaning we changed to microfibre cleaners, requiring significantly less water overall. This has given us a more manageable process: we currently send around 750 microfibre heads to the laundry each day, whereas we previously sent around 250 less. The difference has been made up from newly purchased mop-heads, with the laundered ones using more water overall.

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5.1.3 Transport and Travel

OverviewIn 2010, our first Travel Plan for the Trust was published, including proposals for increasing the uptake of active and low-carbon travel options, such as cycling, public transport and car sharing. We have responded to the increasing popularity of cycling by improving facilities with additional bike sheds and bike storage boxes, and we have made available more showers for cyclists. We have also started active participation in the Government’s ‘Cycle to Work’ scheme.

We have been working closely with Mersey Travel in relation to the local public transport network to make this a more attractive option and have arranged for the smaller bus network to be re-routed through the Hospital grounds, making it more accessible for staff and the public.

We have very few vehicles operated by the Trust, but our principal service provider operates a small fleet of vans and we have encouraged them to move to electric vehicles (two have been introduced so far), while also changing to smaller vehicles where possible.

Our Plans• Our Travel Plan is currently being refreshed, and will include updated and new initiatives:

• Incentives for car sharing, with preferential parking; participation in the Lift Share for Business scheme.

• We will re-visit our Local Living study, to assess the best transport options for our staff based upon their home location, routes to work and current arrangements.

• Eight electric vehicle charging points are being installed on site, to encourage staff to switch from diesel and petrol cars to hybrid or all-electric alternatives.

• We will put processes in place to enable us to gather accurate data on travel (mileage, vehicle type, etc) which will enable us to set targets and monitor progress over time.

5.1.4 Waste

OverviewWe have created our own waste station to co-ordinate our waste management activities. Waste segregation has been implemented where practical, in order to increase the proportion of our waste that can be recycled. We have now been successful in ensuring that none of our produced waste goes to landfill. Similarly, clinical waste is now streamed to segregate offensive waste, enabling us to reduce the level of incineration and associated environmental impacts.

An initiative in the Catering Department has helped to reduce food waste on the wards by over 10% annually.

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Our Plans• Next year our waste management services will be re-tendered, and central to this will be an

invitation for tenderers to be innovative in their submissions. We will focus on waste reduction solutions and advancing the circular economy in order to set ourselves progressive targets for waste minimisation and CO2 reduction.

• We will set targets for all forms of waste reduction and recycling with our service providers and will work to improve the quality of available waste data, to enable us to track and monitor progress over time.

Case Study 4: Waste Reduction and RecyclingTo help our commitment to divert waste from landfill we have developed a number of progressive projects, enabling us to divert over 1,000 tonnes of non-clinical waste from landfill.This has involved an audit to identify where recyclable materials were being disposed of within general waste compactors and installing a mill-sized baler to assist with the recycling of cardboard. In addition, we have rolled out dry-mixed recycling bins across the Trust. These measures have resulted in combined environmental and financial benefits: • Diverted 100% of our general waste from landfill • Increased recycling rate of over 20% • Reduced overall cost of waste disposal by approximately 19%

5.2 Social Value

OverviewAs one of the largest employers in the area, the Trust has developed significant recognition for its support for staff through its policies, initiatives and approaches to partnerships. In accordance with our legal responsibilities under the Public Services (Social Value) Act 2012, we endeavour to ensure that social, economic and environmental issues are interconnected and play a leading role in the decision-making processes.

Our PlansWe will adopt approaches to enable our procurement and governance policies to limit harm to the environment, reduce the use of resources, generate less waste and promote social benefits.

Case Study 5: Social Value StrategyIn order to address our vision and responsibilities for embedding social value and sustainability throughout the Trust and procurement processes, we have produced a Board-approved Social Value Strategy (2016-2017). The Strategy has been based on existing organisational aims and priorities and will enable us to invite innovative bids from new and existing suppliers to specify how products and services can be delivered while supporting our interconnected social, economic and environmental aims and priorities.

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5.2.1 Models of Care

OverviewDeveloping clinical and care models will enable us to provide quality services and systems which include sustainability as a fundamental principle. All members of staff and divisions are encouraged to consider sustainability principles when delivering what is right for patients and clients. Our service transformations will deliver improved health outcomes coupled with social and environmental benefits while promoting sustainability as a core and measurable dimension that underpins quality.

Investment in prevention is considered of paramount importance and we aim to work more closely with all sectors to provide appropriate care. We aim to work in partnership with housing providers, education, support to early years and community networks to provide a fully integrated health and care system.

SOCIAL

Employer of Choice

Improve opportunities and working conditions

to develop staff potential (skills and training)

Provide a clean and safe working environ-

ment

Encourage equality and diversity amongst staff

and suppliers

Engage and build rela-tionships with commu-

nity

ECONOMIC

Provider of choice for healthcare and through effective procurement to be a partner of choice

Create local jobs and apprenticeships

Create education and training opportunities for

local people

Support local business and spend money lo-

cally

Build capacity and sup-port for the third sector (inc. the voluntary and

community sector)

ENVIRONMENTAL

Reduce CO2 emissions from our operating pro-

cesses

Reduce CO2 emissions from travel, energy,

waste, water and pro-curement activity

Protect and enhance green space and biodi-

versity

Promote healthy eating and living well

Promote opportunities to participate in physical activity and recreation

Objectives of the Social Value Strategy

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Our PlansThe Trust will continue to develop its approach to ensuring that it delivers all services with the best quality of care in accordance with the available resources. In order to prepare for the expected impacts associated with climate change, the Trust’s Sustainability Strategy, SDMP and Social Value Strategy will ensure that all appropriate decisions take into consideration the environmental and social impact of how services are delivered.

We will seek to evolve our leadership in the community by working in close partnership with local organisations, Health and Wellbeing Boards and sustainability specialists. Through focusing on a holistic approach towards health and the environment, our emerging strategies will encompass the ideas, values and concerns of people and their communities so that they are at the heart of the design and delivery of models of care.

By taking active consideration of the environmental and social impacts of service models, we can support the development and delivery of integrated and sustainable models of care in the future. These will be patient-centred, while reducing our CO2 emissions and wider environmental impacts.

5.2.2 Community

OverviewAintree’s community programmes proactively focus on assisting local people in gaining work experience in the NHS. As a large local employer we help to reduce local unemployment and enable volunteers to provide additional support to our patients and public health information campaigns.

We frequently engage with our community through our art-work projects. The Trust’s Promoting Art in Aintree (PARTIA) Team has raised the profile of Arts in Health scheme, both in the Hospital and in the local community, with an increased emphasis on performing arts being delivered on wards by volunteers and students from local education establishments.

Aintree’s Volunteers Service is nationally recognised for its positive contribution to both patient journeys and the strength of relationships with local communities. During 2016/17, a total of 482 new volunteers were recruited.

Our PlansWe will continue to explore opportunities to engage with other parties and support each other in developing our sustainable future.

Case Study 6: Liverpool NHS Carbon CollectiveThe Trust was a founding member of the Liverpool NHS Carbon Collective, which has been a source of information, ideas and good practice regarding energy principles when initiating new capital projects. The Trust’s representatives have joined the North Mersey Regional Sustainability Group, established to share best practice measures and promote innovations in sustainable healthcare services and governance.Our Carbon Energy Fund projects have been procured in partnership with Liverpool Women’s Hospital and The Walton Centre – part of the Liverpool Energy Collaborative.

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5.2.3. Workforce

OverviewAintree University Hospital NHS Foundation Trust is committed to being the employer of choice within Liverpool and recognises that an important aspect to achieving this is the promotion and maintenance of the physical and psychological health and wellbeing and safety of its entire workforce. The Trust has an in-house occupational health service which is designed to maximise the physical, psychological and social health and well-being of all employees and to support managers in doing so. The Centre also delivers bespoke effective occupational health support to a number of NHS Trusts and other organisations.

Our PlansThe Trust is committed to promoting equality, diversity and inclusion in conjunction with improving health and employment outcomes for staff and patients. The Trust aims to deliver services which are moulded in collaboration with local Healthwatch England organisations and local communities, while being responsive to the diverse needs of our employees, our patients as service users and their families.

Case Study 7: Apprenticeships ProgrammeIn order to develop the skills and engagement of our workforce, the Trust has introduced an apprenticeships programme for people in the local area. This has enabled us to develop careers as one of the largest employees in Merseyside and support the delivery of healthcare services to our community.Our programmes have proven extremely successful and we have received regional and national recognition for the quality of the programmes we provide. Throughout 2017/18, our scheme achieved and delivered:• Best-performing Trust in the Sustainability and Transformation Plan (STP)• 76% increase in the uptake of apprenticeships compared to 2016/17• 22 young apprentices progressing into nursing• Apprenticeships supporting professional roles, including MSc/MBAsBy creating a dedicated and passionate workforce, our sustainability initiatives can be successfully communicated throughout the Trust, surrounding communities and healthcare networks.

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5.2.4 Adaption

OverviewAdaption to Climate Change: Planning Guidance for Health and Social Care Organisations was published in 2014 by Public Health England. It sets out the case that a change in climate will increase health issues and put greater pressure on Trusts to provide adequate medical care: heat/cold related illnesses; respiratory or food-borne diseases will impact upon all aspects of health care, while extreme temperatures could affect the practical operation of buildings, compounded by the potential for staff absences.

Our PlansAs a major provider of healthcare services in the area, we will produce a Board-approved Climate Change Adaption Plan to:

• Carry out a risk assessment to consider the potential impacts on our ability to provide services.

• Review our Business Continuity Plans and Risk Registers.

• Engage with appropriate stakeholders and review plans to address these potential issues.

Case Study 8: Severe Weather PlansThe Trust has a Cold Weather Plan and a Heatwave Plan in place. As a result of climate change, severe weather is likely and extreme weather events are possible and have occurred occasionally over the past five years. It is possible they will occur again with unpredictable timing but potentially some advance warning.

5.3 Procurement

OverviewThe Procurement Department has a key role to play in securing our sustainability ambitions. The purchasing of goods and services are aligned with the principles of the Trust’s Quality Strategy, with a key objective of ensuring that procurement is undertaken in a manner which supports sustainable development and the growth of the low-carbon economy throughout the supply chain.

The Trust is also committed to the Public Service (Social Value) Act 2012, ensuring that social, economic and environmental well-being issues are included at all stages of our commissioning and procuring processes, as part of the whole life cost of a contract/purchased products.

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Our PlansTo embed social value and sustainability in our procurement process and adopt it to the fullest extents possible where feasible.

The Trust aims to determine the carbon footprint associated with the procurement of goods and services which will allow us to identify the key contributors to its procurement carbon footprint and apply the hierarchy of interventions to reduce emissions.

Case Study 9: Procuring Social ValueTo enable the Trust to consistently deliver social value from our activity, we have developed a process to embed Social Value into commissioning and procurement processes. This approach incorporates:Ensuring qualification and tender documents capture social requirements.Keeping the process simple and straightforward to that SME/Social Enterprises can participate.Identifying sustainability impacts and opportunities and prioritising focus where the most difference can be made.

5.3.1 Ethical

OverviewThe Trust understands that the procurement of goods and services can have connected impacts on a local, national and international level, including the welfare of workers and protection of natural resources. We will develop a strategic approach towards procurement which promotes the purchasing of ethical goods in order to achieve the highest environmental and social standards.

With the procurement of goods and services representing 72% of the NHS, public health and social care system’s carbon footprint, the ethical and sustainable procurement of goods can significantly enhance our environmental performance.

Our PlansWhere practically feasible, we will acquire a higher percentage of products with certified ethical standards, including accreditation with the Fairtrade, Rainforest Alliance and Soil Association (organic) standards.

Case Study 10 : Ethical Coffee Products Our on-site commercial coffee units only use Fairtrade coffee beans and chocolate products across all outlets. In addition, all of the apple and orange juice that is sold throughout retail outlets is certified with the Fairtrade standard.

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5.3.2 Sustainable Suppliers

OverviewThe Trust will embed approaches within our current and future procurement policies to prioritise the purchasing of goods and services from sustainable suppliers. We will ensure that contractors are able to demonstrate their adoption of sustainable principles which align with our objectives of reducing the organisation’s carbon footprint and environmental impacts, while taking into consideration the whole life costing of products.

Our PlansWe will seek to work with providers who are able to showcase their commitment to carbon reduction and sustainable development through third-party verified Environmental Management Systems (EMS) and recognised sustainability certifications.

Case Study 11: Sustainable Supply ChainsOur Social Value Strategy requires the Trust and our suppliers to take responsibility for what is commissioned and procured and to ethically and legally support us in delivering Social Value priorities.This has enabled innovative bids from existing and new suppliers to specify how a service may be delivered while simultaneously supporting wider environmental, financial and social objectives.

5.3.3 Whole Life Costing

OverviewThe Procurement Department actively employs the principles of ‘Whole Life Costing’ in the procurement process, looking at the total cost/value of an item rather than simply the purchase price. This has led to significant savings and is enhanced with a scorecard evaluation (‘MEAT’) to bring further consistency to the approach.

Our PlansDeveloping this approach will enhance financial and environmental sustainability by proactively analysing the relevant costs associated with the purchasing of goods, maintenance and repair, health and safety and disposal following the end of its working life.

Case Study 12: Prioritising Sustainable GoodsWe specify the recycled content requirements of products during the commissioning and procurement process to reduce the use of natural resources and prioritise the purchasing of goods with a high % of biodegradable components and recyclable packaging.

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5.3.4 Embodied Carbon

OverviewAs part of our commitment to reduce carbon emissions and environmental impacts throughout the procurement process, we will address the embodied carbon of goods and services. Embodied carbon considers the greenhouse gas (GHG) emissions released throughout the supply chain and the production, maintenance and waste management of a product, including: the extraction of required construction materials, transport, refining, processing, assembly, operational use and disposal.

Our PlansIncorporating these principles will enable us to reduce carbon emissions and financial expenditures throughout every aspect of our wider procurement network and the purchasing of goods and services. For the procurement of major products, (including the construction and refurbishment of new buildings), we will seek to carry out an accredited Embodied Carbon Assessment.

Case Study 13: Recycling Construction MaterialsThe construction company that we selected to build the Urgent Care and Trauma (UCAT) building were able to divert 92% of the waste generated on site from landfill - through the effective recycling of materials.For some materials, the contractor’s team identified useful ways we could utilise materials for the benefit of the project rather than to dispose of them as waste. The team used waste timber to construct a raised planter which made an attractive addition to the site accommodation.

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6. Key Performance IndicatorsMeasuring Success within 3 Years

As a three-year plan, the Sustainability Strategy, SDMP and related emerging policies are designed to achieve a series of long-term environmental, financial and social benefits for all members of staff, patients, visitors and surrounding communities in which we serve. The Sustainability Strategy and related SDMP/SDAP policies and actions will be reviewed on an annual basis. The Trust will measure the far-reaching success of its defined policies and actions by the ability to achieve the following 10 goals by the end of the initial three-year period.

Sustainability Key Performance Indicators

1. The Trust will secure long-term CO2 reductions in accordance with the requirements of the Climate Change Act 2008 and NHS Sustainable Development Unit (SDU).

2. The Trust will improve the energy efficiency performance across the Trust’s estate through demonstrable savings in consumption, costs and CO2 emissions.

3. The Trust will secure a higher proportion of energy from on-site low carbon/renewable energy sources.

4. The Trust will increase the uptake of low carbon and active travel options for staff, patient and visitor travel.

5. The Trust will include the use of embodied carbon, lifecycle assessments and carbon footprinting for all major development/refurbishment works.

6. The Trust will ensure that the Trust is fully prepared across all service activities to address the financial, environmental and health risks associated with climate change.

7. The Trust will source a higher percentage of goods and services from low carbon and sustainable suppliers and those with certified Environmental Management Systems (EMS).

8. The Trust will embed awareness of energy efficiency, sustainable development and climate change throughout the Trust through suitable governance structures and engagement programmes.

9. The Trust will achieve accreditation with a recognised sustainability certification showing commitment to continuous improvement in sustainability performance and support of the United Nations Sustainable Development Goals.

10. The Trust will develop progress in reducing the amount of produced waste and improvements in waste segregation, reuse and recycling.

6. Key Performance Indicators

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Our Board-approved SDMP will act to clarify and communicate the Trust’s five-year sustainability objectives, policies and targets to all stakeholders in accordance with requirements of the NHS Sustainable Development Unit (SDU) and related legislative and policy drivers.

Our SDMP will operate as the Trust’s primary strategic document in addressing our long-term approach towards sustainability, through the inclusion of a roadmap for reducing CO2 emissions and enhancing resource efficiency throughout our operations and delivery of services.

1Carbon Reductions

03Cost Reductions

02

Energy Reductions

01

7.1 Our 5 Stage Approach

The design, development and governance of the Trust’s SDMP will adopt a five-stage cycle to continuously evolve, improve and monitor the ability to secure the established environmental, financial and social objectives and priorities of the plan.

1. Engagement and ReviewIn the first stage we will actively engage all relevant senior management and key personnel to review current policies and procedures in place to identify areas of improvement and progressive sustainability goals. We will liaise with individuals responsible for the management of key divisions to devise a tailored approach towards each identified environmental impact area.

What does an SDMP secure?

7. Sustainable Development Management Plan

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2. BenchmarkingWe will undertake a full carbon footprint audit across all areas of energy, travel, procurement, waste and water to produce a benchmark for monitoring progress, including the identification of resource, cost and carbon intensive hotspots. While this approach will help to realise immediate savings, it will also identify methods to enhance internal data collection and recording procedures

3. Management PlanFollowing the detailed benchmarking process, we will devise a series of policies and targets for each environmental impact area. Based on the key objectives and opportunities from our findings, we will produce relevant CO2 and sustainability targets with matching policies specific to the priorities and ambitions on the Trust.

4. Action PlanWe will produce a SDAP for each environmental impact area to clearly define the procedures to be implemented throughout each division. This will include the clarification of the specific actions, responsible divisions/individuals and the timeframes for enacting each identified action.

To date, we have carried out a number of initiatives and projects in accordance with our sustainable development model, focusing on Carbon Management, Social Value and Procurement. The SDMP will incorporate a revised and enhanced SDAP in order to address the specific actions required for each environmental impact area.

Sustainable Development Action Plan: Template

5. Monitoring and ReportingTo ensure the long-term success of achieving enshrined CO2 reduction and sustainability targets, we will continually monitor the progress of initiatives and programmes against each target and benchmark. We will produce quarterly and annual Sustainability Reports for submission to the Board and Sustainability Group to detail development, identify barriers to progression and develop further areas of improvement.

CARBON MANAGEMENT REPORTS INITIATIVES TARGETS

BUILDINGS AND ENERGY

WATER

TRAVEL AND TRANSPORT

WASTE

SOCIAL VALUE REPORTS INITIATIVES TARGETS

MODELS OF CARE

COMMUNITY

WORKFORCE

ADAPTION

PROCUREMENT REPORTS INITIATIVES TARGETS

ETHICAL

SUSTAINABLE SUPPLIERS

WHOLE LIFE COSTING

EMBODIED CARBON

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7.2 NHS Sustainable Development Unit (SDU) Reporting

The NHS Sustainable Development Unit (SDU) requires the measuring, monitoring and reporting on sustainability through the submission of annual reports and to support their assurance process for meeting legal, reputational and policy requirements.

Annual Sustainability Reporting is required from Trusts through the Department of Health Group Accounting Manual (DH GAM) and the Foundation Trust Annual Reporting Manual (FTARM). Along with a regularly updated SDMP, annual reporting on sustainability is expected by the NHS Standard Contract (Service Condition 18). We will continue to report on our sustainability progress in accordance with the requirements of the NHS Sustainable Development Unit (SDU) and industry expectations.

7.3 The Role of the Sustainable Development Assessment Tool (SDAT)

Alongside our quarterly and annual reporting to the Trust’s Sustainability Group as part of the SDMP governance procedures, the NHS Sustainable Development Unit’s Sustainable Development Assessment Tool (SDAT) will enable the Trust to enhance ongoing sustainable development initiatives, while measuring progress and developing future plans. It uses four cross-cutting themes, ‘Governance and Policy’, ‘Core Responsibilities’, ‘Procurement and Supply Chain’ and ‘Working with Staff, Patients and Communities’ and is made up of 10 key modules.

• Corporate Approach

• Asset Management and Utilities

• Travel and Logistic

• Adaption

• Capital Projects

• Green Space and Biodiversity

• Sustainable Care Models

• Our People

• Sustainable use of Resources

• CO2/GHGs

Utilisation of the SDAT will enable the Trust to:

1. Help identify the focus of our SDMP.

2. Help measure sustainable development progress year on year and understand how we are supporting progress against the United Nations Sustainable Development Goals.

3. Measure progress by evaluating sustainability across the board in financial, social and environmental terms.

4. Measure how well our activities support sustainability inside our organisation and outside in the community.

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7.4 Governance and Responsibilities

In order to embed the effective and long-term management of both the SDMP, SDAP and the associated policies and actions contained within both documents, the following governance structures will be implemented and maintained, with specific roles and responsibilities assigned to each relevant department.

Board of DirectorsThe Board of Directors will retain responsibility for reviewing and approving the produced and submitted SDMP and associated SDAP, along with providing strategic oversight and support where necessary.

Responsible Directors and LeadsThe Responsible Directors and Leads will ensure that their associated division is able to implement the devised policies and actions established within the SDMP and SDAP. Each identified individual will be responsible for managing the necessary input required to achieve all targets and goals while providing necessary strategic direction and support in relation to compliance, reporting and benchmarking. Each member will also be required to attend Sustainability Group meetings and support the production of regular reports.

Sustainability GroupThe Sustainability Group will operate as the leading authority in developing and implementing the policies and actions within both the SDMP and SDAP. The Group will consist of Responsible Directors and Leads, the Energy and Sustainability Manager and the Sustainability Champions Network.

Meetings will be carried out on a quarterly basis in order to discuss the progress of achieving the ambitions and targets of both documents, along with addressing any technical and operational issues and providing new initiatives to develop the Trust’s ongoing energy and sustainability strategies.

Sustainability Champions Network Members of the Energy and Sustainability Group will be directly supported by voluntary members of staff operating as part of the Trust-wide Sustainability Champions Network. Sustainability Champions will carry out a multifaceted role in order to develop sustainability actions and policies, and to help embed sustainability and energy efficiency awareness throughout the Trust’s operations.

All EmployeesAll employees working for the Trust will continue to be required to adhere to all legislative duties outlined within the SDMP and Environmental Legislation and Policy Register.

Trust PoliciesAll relevant Trust policies will be reviewed to identify opportunities to incorporate sustainability management factors to signpost and support the aims of the SDMP.

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7.5 Sustainability Certification and Schemes

Achieving the UN Sustainable Development Goals

The Planet Mark

In order to demonstrate our progress towards ongoing improvements in car-bon reduction, resource efficiency and the success of the Trust’s Sustainabil-ity Strategy, we will seek accreditation with The Planet Mark™ sustainability certification. The Planet Mark™ for NHS Trusts is a certification programme that recognises continuous improvement in sustainability. Organisations are awarded The Planet Mark™ by committing to and then having to meet minimum reduction targets in their environmental impacts year-on-year. In this way, The Planet Mark™ ensures holders are taking meaningful action on sustainability.

The Green Kitchen Standard

The Soil Association certification and Carbon Trust have joined forces to create the Green Kitchen Standard, a certification which recognises cater-ers that are taking positive steps to sustainably manage energy, water and waste. We will assess the feasibility of becoming certified with the scheme in order to reduce our environmental impacts associated with all food and catering services. Accreditation with the programme will also enable us to demonstrate alignment with the energy, water and waste requirements of the Defra Plan for Public Procurement and its Balanced Scorecard (England and Wales).

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7.6 Collaborative Work

Centre for Sustainable Healthcare

The Trust will aim to work collaboratively with the Centre for Sustainable Healthcare in order to implement and manage a ‘Green Ward Competition’. The application of a clinical engagement programme will enable the Trust to iden-tify and take forward sustainability projects in their wards and departments in order to implement innovative approaches designed to reduce CO2 emissions and increase integrated sustainability within particular areas of work.

.

NHS Sustainability Day

The Trust will organise a cross-divisional approach to actively participate in the NHS Sustainability Day on an annual basis. The Trust will endeavour to ensure that each division throughout the Trust is involved with the national campaign to showcase our best practices as a leader in sustainable develop-ment in healthcare.

NHS Forest

The Trust recognises that value of increasing the access to green spaces and the proven health and wellbeing benefits to staff, patients and surrounding communities. This will enable greater social cohesion between the Trust’s sites and local communities, while highlighting innovative ideas to encourage the utilisation of green spaces for therapeutic and health purposes.

In order to ensure that the Trust is able to ensure the long-term commitments to CO2 reduction and sustainability and to protect the long-term health and wellbeing of all members of staff, patients and visitors as a result of climate change, we will seek to work directly alongside all associated stakeholders. The Trust’s Sustainability Strategy, SDMP and related policies will be communicated to all associated organisations, including local government, transport providers and regulators in order to develop strategic partnerships and collaborative plans.

As part of our approach to further embed sustainability throughout our organisation and practic-es, we will work closely with specialist organisations working across the sustainable healthcare sector, including Sefton Council, Liverpool City Region and local Health and Wellbeing Boards.

This document provides an update on the progress made with our Sustaina-

bility Plan since it was first introduced in 2010 and sets out our plans for the future to establish our roadm-ap for improving our ongoing environmental performance.

Aintree University Hospital NHS Foundation Trust’s vi-sion in respect to Sustainability is to be the following:

A leading provider of high quality, low-car-bon healthcare, which incorporates sus-tainability and resource efficiency through-out every decision-making process.

In order to achieve our long-term sustainabili-ty and CO2 reduction targets, the Trust has rede-fined a strategic set of visions and goals, which de-termine our approach towards implementing the 2018-2021 Sustainability Strategy and Sustain-able Development Management Plan (SDMP).