Welcome to the Royal Bournemouth &
Christchurch Hospitals NHS FT NHS
Sustainability Day Road Show
#Dayforaction
The Royal Bournemouth Hospital
Sustainability Day Road Show –
February 6th 2014
Introduction
“The NHS has a commitment to ...
Welcome & Introduction
Edwin Davies
NHS Sustainability Day road shows
The Royal
Bournemouth Hospital
is proud to host the
fourth national “NHS
Sustainability ...
Commitment to Sustainability
The NHS is one of the main carbon
emitters within the UK, and has a
significant influence upo...
Commitment to Sustainability
A definition or two
Sustain – to cause or allow something to continue for a period of time
Su...
Commitment to Sustainability
RBCH have committed to sustainability on a number of
levels, such as:
Sustainability section ...
Activities to improve sustainability
Sustainability feeds
into a number of
areas within the
Trust and requires a
holistic ...
Energy
• 3 solar PV arrays generating on site renewable energy
Waste
• Zero waste to landfill achieved in 2013
Staff Aware...
Sustainable Activities
Thanks for coming & enjoy the day!

And don’t forget NHS Sustainability Day on 27th
March 2014!
Sustainable Catering
NHS CATERING
Andy Jones
National Chair of HCA
Caterers Responsiblity
• People

• Communication

– Trained/Focused/Committed
– Local Community

• Good Food
– Good Ingred...
Suppliers Responsiblity
• Supply Partners
• Co-operatives
• Meet the Supplier Days

• Procurement – Food Chain Guardians
•...
What Has HCA Done To-Date
• Supply Partners
• Packaging – Why/How/Issues

• Local Procurement
• Web Site

• 14.14

15
Together we can CHANGE

ANY QUESTIONS?
OH YES I HAVE ONE!
NOTHING’S IMPOSSIBLE

16
Food for Life Partnership:
Improving food in hospitals
Susannah McWilliam, Soil Association
Margi Lennartsson, Garden Orga...
What is the Food for Life partnership?

“transforming
food culture”

Food
growing

Cooking
skills
Eating
experience

HEALT...
The results
improved performance
TWICE as many primary schools
received an Outstanding Ofsted
rating after working with th...
How it has developed
• From March 2012 commissioned by local
authorities.
• FFLP track record in 4500 schools
• Hailed by ...
FFLP in hospitals: pathfinder pilots

Leading
by
example

Food
growing
Eating
experience

HEALTH
SUSTAINABILITY
EDUCATION
...
FFLP pathfinder pilots

Leading
by
example

Food
growing
Eating
experience
The voice
of the
user

Community
links
Developi...
FFLP pathfinder pilots

Leading
by
example

Food
growing
Eating
experience

160 million
Catering Mark
meals served annuall...
Food for Life Catering Mark

Bringing together all of the issues people care about:

• Freshly prepared with quality ingre...
New CQUIN rewards
better hospital food
CQUIN number 295 in NHS England picklist, ‘Improving Hospital Food by achieving
com...
Hospitals and the Catering Mark
Awarded
North Bristol NHS Trust
Nottingham University Hospitals Trust
Hinchingbrooke Healt...
To find out more please email me at
smcwilliam@soilassociation.org
Or come and chat
at the break
Gardening and food growing to deliver
health, wellbeing and sustainability

Margi Lennartsson
Promoting and supporting people to grow
organically
Benefits of gardens and food growing
Environment

Human health
and wellbeing
Benefits of gardens and food growing
Building stronger
communities

Food security
Growing Food
• Access to fresh and tasty food

• Active and worthwhile
• Learning and connecting with food production
• Cl...
Why food-growing?

•
•
•
•
•

Mental & Physical Health
Food and Diet
Wellbeing
Wider determinants of health
Diverse appeal
Obesity – Healthy weight
Diet
• Higher intake of fruit and vegetables
• Positive impact on pupil nutrition and
attitudes t...
Food Growing in Health Settings

Hoventon House Care Home

University Hospitals Coventry and Warwickshire

Growing Opportu...
www.nhssustainabilityday.co.uk
www.foodforlife.org.uk
www.gardenorganic.org.uk
www.1414campaign.com

www.growinghealth.inf...
Bournemouth and Poole
Sustainable Food City Partnership
“Revolutionising the way we
grow, buy, cook, eat, celebrate and dispose of
our food”
Enabling Community Food Growing
• Develop a pool of resources
• Publicise the work
• Develop a skill sharing and
mentoring...
Consolidating the Community Food
Network
•
•
•
•

9 currently directly involved
Participate in Big Dig days
Work placed vo...
Growing the Community Food
Network
•
•
•
•
•
•

Increase to 35 gardens
20 garden partners
200 training opportunities
10 Fo...
Getting involved
•
•
•
•
•

Join the Partnership
Spread the word
Share your skills and enthusiasm
Ask for sustainable, loc...
Real achievements
The achievement that means the most is the positive
effect that the garden can have on individual lives....
Thank you!

Sarah.watson@bournemouth.gov.uk
07825 844362
Tea/Coffee & Networking
#Dayforaction
Welcome back
#Dayforaction
Health and wellbeing in a
changing climate

Jemma Knowles Climate SouthWest Project Officer
Jim Hodgson Climate Change Adv...
Overview
Jemma
• Changing climate: impacts on a local level
• Local support available
Jim
• The Climate Ready support serv...
What we have seen so far
2014: flooding and...?
2001: flooding
2001: flooding

2013: heat wave
wave
2013:
flooding
storm

...
What we can expect by 2050s
Overall increase in temperature

2.7°C

Increased winter precipitation

17%

Decreased summer ...
Impacts for health
Challenges
• Increased heat related deaths
• Increased deaths & admissions associated
with ground level...
Service delivery: impacts & response
Risk to

Examples of adaptive response

Estate/building & supporting
infrastructure (...
Climate UK network

Building resilience to extreme weather and a changing climate
Climate SouthWest

www.climatesouthwest.org
info@climatesouthwest.org
@ClimateSW
Building resilience to extreme weather an...
Climate Ready Support Service
3 year programme launched in 2012
Part of Government's wider adaptation programme
Aim: to he...
Climate Ready Support Service
Two key components:
Free, independent online advice and support via:
www.environment-agency....
Climate Ready and the NAP
Theme

Relevant NAP objectives for LAs

Local
Government

• Raise the profile of adaptation with...
National Adaptation Delivery Group
Adaptation in the new health & social care system
Intervention / Action

Benefit

Climate ready JSNA & JHWS
Promotion of e...
Adaptation Toolkit – coming soon
•Responding to specific needs of those
in the health and social care system
•Profiling ad...
Panel Discussion
•
•
•
•

Sam Moore, Energy Services Partner, EDF Energy
Phil Shepley, MD Carillion Engineering Services
E...
Workshops
#Dayforaction
Energy Performance Contracts
NHS Sustainability Day
06/02/14

65
PROTECT - PROPRIETARY

What is the energy context in the UK?
Supply

• Electricity generated in 2012 fell by 1.3%

Carbon
...
PROTECT - PROPRIETARY

67

PROTECT - PROPRIETARY

May 2013
- Connecting to Performance © EDF Energy plc. All rights Reserv...
PROTECT - PROPRIETARY

Changing processes, upgrading technologies
Temperature
control

Lighting system
upgrades

Mechanica...
PROTECT - PROPRIETARY

Changing attitudes
Advanced, open and willing to listen to new
ideas…
• Executive Sponsorship
• Emp...
PROTECT - PROPRIETARY

Energy Performance Contracts (EnPC)

What is it?

How Does it work?

Strategic Energy Partnership

...
PROTECT - PROPRIETARY

Energy Performance Contracts (EnPC) benefits

Strategic

Technical

Capital investment in
your esta...
PROTECT - PROPRIETARY

How an EnPC works in practice
Energy Savings
per Project

Total Energy
Savings

Agg. Single Project...
PROTECT - PROPRIETARY

Why now is the time to start thinking about EnPCs
•
•

Ageing assets that are approaching the end o...
74

NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.
NHS Sustainability Day of
action
Emma Wood
Group Sustainability & Corporate Responsibility
Manager
Landfill
Diversion
Sustainable
Noise
transport
pollution

How can we help?
Biodiversity
Hazardous waste
Adapting to
climat...
Our History
• In essence, our business was founded 50
years ago to help our customers meet a
‘sustainability challenge’
• ...
Our Journey
• We’ve been working with Forum for the Future
to look at the role of sustainability within our
business
• Und...
Our Journey
• We’ve always had a role in supporting
environmental improvement:
– ‘Push’: driven by legal compliance
– ‘Pul...
How we can help
• Practical, common-sense measures
• Experience of implementing solutions in a wide
range of organisations...
Social Value
• Partnership and collaboration also about working with
partners who share your values and social aims
• With...
Jamie Roberts
NHS SUSTAINIBILITY DAY
6 February 2014
Bournemouth
The Inception...
The Evolution...
Waste within the NHS
•
•
•
•
•
•

Waste hierarchy
Best Practice
Segregation
Innovation
Education
Legislation
Worcester NHS
• PHS won the contract in 2001
• Committed to identify their hazardous waste streams and
segregate at source...
Worcester NHS
•
•
•
•

We provided spill containment training
We provided support to design recycling programme
Developed ...
How it looked before...

100%
How it looks today...
Segregation Trends
Offensive waste disposal (180104)

Infectious waste disposal (180103)

45%
55%
Other NHS Customers
Bespoke Reporting
The Future...
•
•
•
•

Reduce, Reuse, Recycle
Zero to Landfill
Embrace new technologies
Communicate
Jamie’s Final Thought...

“You may never know what results
come of your action, but if you do
nothing there will be no res...
Any Questions...

??
NISSAN

THE WORLD‟S FIRST FIVE STAR EURO NCAP ELECTRIC VEHICLE

THE BEST SELLING ELECTRIC VEHICLE OF
ALL TIME 100,000+(22n...
NISSAN
NISSAN

Nissan‟s Challenge as a Zero-Emission Pioneer
The increasing global population and the rapid growth of the world e...
NISSAN

Nissan LEAF produces considerably less CO2 emissions over its entire lifecycle, even
including manufacturing to en...
NISSAN

Nissan’s profound belief in the importance of zero-emission vehicles led them to select
and train a dedicated team...
NISSAN

WHERE TO NEXT?
NISSAN

PRODUCED IN EUROPE, FOR EUROPE
UK production of the Nissan LEAF is now in
full swing in Sunderland, producing the ...
NISSAN
NISSAN

ADVANTAGES OF A NISSAN LEAF
NO CO2 WHEN DRIVING
NO ENGINE OIL

NO PETROL OR DIESEL
NO ROAD FUND LICENCE
NO “BENEFI...
NISSAN

OFFICIAL RANGE (NEDC)
199 km (124 miles)

AUTONOMY (km)

200
180
160
140
120

100
NEW NISSAN LEAF
NISSAN

ENHANCED CHARGING

CHAdeMO
QUICK CHARGER
PORT

CHARGE
DOOR LIGHT

CABLE LOCK

CONNECTOR FOR
10 AMP, 16 AMP AND
32 ...
NISSAN

HALF TIME HOME CHARGING ARRIVES

Domestic Plug
(10 amp)
Home Wallbox or
Street Charger
(16 amp)
Home Wallbox or
St...
NISSAN

CARWINGS
 CARWINGS is a telematics system which lets you remotely set
(from your iPhone or computer ) the followi...
NISSAN

BATTERY LEASE OPTION





Buy or Lease the Battery
From £70 per Month
Lower Initial Purchase Price
Ultimate Ba...
NISSAN

THE CAR IS ONLY HALF THE STORY
NISSAN

LANDSCAPE FOR ELECTRIC CARS IS IMPROVING ALL THE TIME

£37M INFRASTRUCTURE PACKAGE
 HOME CHARGING
 PUBLIC SECTOR...
NISSAN

HOME CHARGING
 FREE 16A HOME CHARGERS
 UPGRADE TO 32A (TO SUPPORT 6KW CHARGING) FOR AROUND £99
 STANDARD INSTAL...
NISSAN

NISSAN RAPID CHARGERS: STATUS
Today there are 181 Rapid Chargers nationwide (from just 63 in March ‘13)
NISSAN ANT...
NISSAN

LOCAL RAPID CHARGERS
Just in this area there will be 15 more Rapid charging points set up - four in Poole, three i...
NISSAN

UK RAPID CHARGERS
In Bournemouth, they will be placed in:
West Hill car park
Bournemouth Railway Station/Interchan...
NISSAN

RAPID CHARGERS:

Ecotricity Chargers are FREE to use but you do need to register online for an
Ecotricity swipe ca...
NISSAN
Lunch
#Dayforaction
Welcome back
#Dayforaction
www.nhssustainabilityday.co.uk
Trevor Payne, Director Estates and Facilities Barts Health NHS Trust
and founder of NHS Sus...
NHS Sustainability Day
A call to action for the NHS
• A platform for whole system thinking on sustainable actions
• Showca...
NHS Sustainability Day
Motivating Success
•

•
•
•
•
•
•
•
•
•

Day of action and engagement across
NHS
100 organisation p...
• Why 1414?
• Integrating Health and Sustainability
• Utilising our estates for the benefit of our patients and
communitie...
#dayforaction
If the NHS can deliver a sustainable focus collectively on
one day, why can't we do it every day - think wha...
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 8...
Population Growth & Food
What do you use?

150 litres
3,400 litres

Chocolate

01753 833 880
ask@aquafund.com

Butter

Beef

© Advanced Demand Side...
Climate change
Water cost & CO2
•

Rising costs

•

The nexus of Energy & Water

01753 833 880
ask@aquafund.com

© Advanced Demand Side M...
Better water management
•

Sustainability

•

We should use less

•

Not simply because it is right, because it is necessa...
How Bart's NHS are Saving Britain's Water
The Trust had specific objectives
•

Reduce water consumption and cost

•

Reduce Carbon emissions

•

Environmental perfo...
The partnership
•

Lower water consumption

•

Financial savings

•

No budget

•

A comprehensive approach

01753 833 880...
Engineering expertise
•

In-depth surveys of the entire portfolio

•

State of the art water-saving technologies

•

Autom...
Strengthening the Trust‟s data
•

Full water bureau service

•

Monthly Monitoring & Targeting Reports

•

Total visibilit...
Environmental
•

Consumption profiling and environmental information

•

Levels of Carbon saved

•

Continually monitoring...
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 ...
A comprehensive approach
•

Billing Data

•

Water-saving equipment

•

Continually monitoring

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

01753 833 880
ask@aquaf...
Operating Theatre Optimisation
Presented by:
Darren Jones BSc (Hons), Eng.Tech. MCIBSE LCC
The Royal Bournemouth & Christc...
HTM 03-01 Verification & Theatre Optimisation
Our aims are:
 To check current theatre plant operation against HTM 03-01
r...
Health Technical Memorandum
(HTM) 03-01
Verification Methodology
HTM 03-01 Verification
Duct Air-Flow Rates
OBJECTIVE
 HTM 03-01 requires a full measure of the supply and extract airflow...
HTM 03-01 Verification
Room Terminal Air-Flow Rates
OBJECTIVE
 HTM 03-01 requires a full measure of the supply and extrac...
HTM 03-01 Verification
Air Changes per Hour
OBJECTIVE
 HTM 03-01 states that ventilation systems should achieve at least
...
HTM 03-01 Verification
Room Differential Pressures
OBJECTIVE
 To prove that the differential pressure regimes of each the...
Operating Theatre Optimisation
 Low Carbon Europe’s Operating Theatre
Optimisation and HTM 03-01 audit can help
NHS Trust...
Theatre HVAC Optimisation
Our on-site approach:
 A full internal inspection of air handling plant to ascertain the effici...
Theatre HVAC Optimisation
Following the on-site work, we analyse each
system in order to ascertain the following:


Air c...
Theatre Optimisation

Case Study
Four theatres served by a single
run/standby AHU
Key Energy Saving Initiatives Identified
1.
2.
3.
4.

Temperature and pressure calibration anomalies
Installation of Autom...
Temperature and Pressure Calibration Anomalies
Table illustrating discrepancies between the actual measured theatre
temper...
Temperature Calibration Anomalies
Humidity Calibration Anomalies
 Psychometric Charts also
illustrate that even though
humidification plant is
switched off...
Temperature and Pressure Calibration Anomalies
Conclusion
 Based on industry rules of thumb, a 1°C sensor discrepancy wil...
Installation of Automatic Control Dampers
The Problem…
 All theatres need to be switched to set back mode before fan moto...
Installation of Automatic Control Dampers
The Results…
EXISTING

NEW DAMPER - DAY

NEW DAMPER - NIGHT

100%

70%

70%

Air...
Replacement of Air Handling Unit (AHU) Supply Fans
The Problem…
 The 24/7 operation of inefficient belt driven centrifuga...
Installation of Variable Speed Drives (VSDs) on
secondary Chilled Water Pumps
The Problem…
 Continuous pump operation reg...
Chiller System – Software Interlock
The Problem…
 All six chillers were on and primed, despite there being very low cooli...
AHU Frost Coil Control
The Problem…
 The frost coil control valve will open whenever fresh air plenum temperature
is belo...
Theatre Temperature Control Set-back
The Problem…
 The AHU operates continuously with a minimum set-point of 18oC.
The So...
Theatre Temperature Control Set-back
Evaluation of Savings…
 20-year average standard degree day figures were used to eva...
Theatre Temperature Control Set-back
The Result…
 A 15.44% reduction in energy consumption.
See below a Annual Heating Co...
Theatre Temperature Control Set-back
Results…
 A 15.44% reduction through a temperature set back will
therefore result in...
Summary Table
%
Saving

Annual Energy
Saving

Annual
OpEX
Saving

Budget
Cost

Return on
Investment

A review of the tempe...
Any Questions?

www.lowCO2.eu
Our journey towards sustainable
Waste Management
Charles Joly - MEng MSc MIEMA
Environmental, Waste & Sustainability Manag...
Isle of Wight NHS Trust

 Only integrated acute, community, mental health
and ambulance health care provider in England
...
Waste: 3 drivers / pressure points

1

Compliance &
accountability

2

Budget
pressures

Environmental
3
agenda

Patients ...
Sustainable Waste Management

3

1

Compliant

Green

Cost effective
2
Waste hierarchy…
…in healthcare
context.
=> Segregating
greener & save
££s
Our waste journey…
Governance
Before
 No formal governance on waste
 Waste Policy not updated since 2003
 HTM 07-01 ignored (!)
After
 Wa...
Contracts
Before
 No formal contracts in place
 No KPIs / specifications / accountability
 Trust‟s “Man & van” communit...
Expenditure
Clinical waste from home
patients (community nurses /
mental health)
BEFORE
AFTER
Confidential waste
BEFORE
AFTER
Main waste compound
BEFORE
AFTER
AFTER
Savings
£8,000/year

Savings
£9,000/year
AFTER
Waste cupboards
BEFORE
Batteries recycling
BEFORE
AFTER
52 x battery buckets
Cardboard recycling
Bergmann MPB
BEFORE907
Bergmann MPB
AFTER 907
Bins provision in public areas
BEFORE
AFTER
Clinical waste segregation
posters
BEFORE
 Non compliant
 Vague
 Only main
streams covered
AFTER
 HTM compliant
 Detailed and
clear

 Covers all
streams
Medicinally contaminated
waste
BEFORE
AFTER collections community –
Clinical waste
transition plan
“Greener” Waste Containers
Anatomical

Medicines

Sharps
Community clinics – clinical
waste collection
Clinical waste collections community –
transition plan
Private
customers

Trust clinics

GPs

Home
patients

IoW Council

...
Environment Agency - Audit
Sustainable Waste Management

Policy

SOPs

Training

Audits

Good waste
segregation

Compliance

£ savings

Greener
Thank you
Waste@iow.nhs.uk
Green Impact in the NHS

Charlotte Bonner
Communities Programme Manager

NHS Sustainability Day 2014
Royal Bournemouth & C...
It’s growing…
110 students’ unions
60 universities and
colleges
110 off-campus
organisations
NHS Trusts
Dental practices
H...
Collecting unusual
waste to donate to
local play centres
Recycling buffet
trays and growing
healthy salad on
window sills
Sending
polystyrene chips
back to the
suppliers for re-use
A departmental
pool bike
And a pool scooter for those who
aren’t happy on a bike!
“What are our environmental impacts?”
– a team discussion workshop
Green lanyards
for Green
Champions
What people have said…
Being involved in
Green Impact has given a new aspect to
my role – I’m learning things and
developi...
and the students…

I feel it is a good addition to my
CV and it was a new situation I
got valuable
information out of.”

I...
www.nus.org.uk/greenimpact

charlotte.bonner@nus.org.uk
Closing address
Richard Renaut – Director of
Service Development
RBCH will strive to improve it’s position as a
sustainable healthcare Trust in future, and promote
sustainable development...
NHS Sustainability Day  Bournemouth Road Show 2014
NHS Sustainability Day  Bournemouth Road Show 2014
NHS Sustainability Day  Bournemouth Road Show 2014
NHS Sustainability Day  Bournemouth Road Show 2014
NHS Sustainability Day  Bournemouth Road Show 2014
NHS Sustainability Day  Bournemouth Road Show 2014
NHS Sustainability Day  Bournemouth Road Show 2014
NHS Sustainability Day  Bournemouth Road Show 2014
NHS Sustainability Day  Bournemouth Road Show 2014
NHS Sustainability Day  Bournemouth Road Show 2014
NHS Sustainability Day  Bournemouth Road Show 2014
NHS Sustainability Day  Bournemouth Road Show 2014
NHS Sustainability Day  Bournemouth Road Show 2014
NHS Sustainability Day  Bournemouth Road Show 2014
NHS Sustainability Day  Bournemouth Road Show 2014
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NHS Sustainability Day Bournemouth Road Show 2014

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  • Define the outcomes before we startWork together, not in isolationShare knowledgeDrives innovationBest cost?? NO NO NO NO
  • EnvironmentSkillsCommunity safetyDiverse appeal
  • Looking at Obesity or healthy weightThe NICE guidance on strategies to help people to achieve and maintain a healthy weight are strategies relating diet and physical activity – eat at least 5 portions of fruit and vegetables each day, in place of foods higher in fat and calories; make enjoyable activities such as walking cycling and gardening part of everyday life; recommends that adults should do at least 30 minutes of at least moderate-intensity physical activity on 5 or more days a week, including gardening digging, pushing a lawn mower or sweeping leaves. Diet- evidence to support the assumption that being involved in gardening and food growing can impact on the diet or intake on fruit and vegetables in particular; in adults in household of low income men and women who grow food have higher intake of fruit and vegetables.Recent review of studies on impact of food growing activities in school showing that concluding food growing in school has positive impact particularly on attitudes towards healthy eating and willingness to try fruit and vegetables.Physical activity – Researchers in Cardiff has shown that 68% of gardeners reported exercise frequencies that met physical activity frequencies recommendations compared to only 25 % of adults in same age group time spent doing gardening ie being physically activeAn American (Salt Lake City, ) study published earlier this year showed that both women and men community gardeners had significantly lower body mass index than their neighbours who were not in the community gardening programme. Also lower BMIs than their sisters or brothers.Similarly Garden Organic Master Gardener programme has shown that people taking up food growing activities have increased their time spend gardening and 50% now spend 3 hours or more gardening and 50% spend 1-2 hours gardening.
  • Community Garden and Centre in South LondonLong term relationship with GPExternal funding to deliver health and welling projects including food growing and creative (art and craft activities)Last 4 years commissioned by CCG to deliver therapeutic services for people with mental health problems and dementiaX Co workers (clients)
  • I thought this picture could demonstrate anything is possible!!!!
  • Nature of NAP steering group: Cross-organisational delivery. Different expertise etc.
  • Why health and wellbeing board are well placed to take forward action on adaptation
  • It can be seen clearly that the price of electricity has been rising over the years. This is likely to continue given the supply-demand imbalance in the country. UK is a net importer of electricity & will continue to be in in the coming years.Given this supply demand imbalance, price rise is imminent which is a risk to businesses & their operating costs. The only way to address this is to reduce volume by using a mix of energy savings & on-site generation. Provisional data for 2012 shows that over the past five years (2007 to 2012), average industrial electricity prices have risen by 34 per cent, with an increase of 6 per cent in the last year. Renewables’ share of electricity generation increased from 9.4% in 2011 to a record 11.3% in 2012, reflecting a near 20% growth in renewable generation. Gas’s share of generation fell from 39.9% to 27.5%, due to high gas prices. Key Takeaway: Risk of rising electricity prices needs to be addressed. An uncertain future is forecast: protect yourself from this changing landscape Non energy costs – 50 % by 2020Rule of thumb 50% wholesale, 30% transportation, 20% taxes – to pay for Renewable heat incentiveFeed in tariffsRenewable obligation certificate
  • To achieve Organisational objectives at minimum energy cost Investigate appropriate Risk and Procurement Strategy Through measures such as EnPC, load shedding and re-scheduling operations to avoid peak prices to reduce maximum demand and supply capacity chargesCo-generation of heat and power, investigate renewable optionsdelivering an overall Energy Management StrategyRational for generation remains strongreduce your exposure to the non-commodity costs & Tax risesAn attractive subsidy regimeNo transportation costSecurity of supplyTrilemma we hear about in terms of cost, carbon and security supply – match against: triple bottom line for ee: economic value, environmental value, positive community benefits
  • includes renewables, CHPweekly target of going swimming three times a week, I’ll only go twice. This type of target only takes the management of a couple of stakeholders – usually me (my work load) and family commitments.  Typically, this target is Aspirational – and (relatively) easy in managing the people involved.  Stakeholder engagement for an Energy manager is an extremely complex affairMcKinsey and Co for DECC – which showed that a 10% reduction in electricity demand by 2030 could mean £4bn in avoided electricity system investments, The overwhelming evidence should make this easy? Whether its the argument that reducing your consumption brings a “double benefit” of lower consumption and less exposure to the increasing non-energy element of your invoice   What have we found that works for your organisation is to create a Energy Steering Committee. Practical tips for this steering committee include Encourage that debate how your business can use the carbon agenda to make it more efficientInvestigate what can be done about your organisation’s inputs. Where are you on that journey –how far advanced are you to achieving those targets?  How can your suppliers and partners help?Do you have the right tools in place to accurately drive those initiatives – is it the case that have you completed energy audits but they’re on the shelf gathering dust?How will your wider stakeholders react when you start delivering?  We know that investment needs support –the improvement in efficiency is being driven by government policy and it seems that some of our Business consumers would not get there on their own- so do approach each stakeholder differently. Each stakeholder will have different priorities and as an energy manager, you will need many different skills in order to convince all stakeholders involved.  For me it’s back to the swimming pool for the second time this week…
  • MEUCMain barrier to improving energy efficiencyLack of funds                                                  27%Interest at top level                                             30%Awareness                                                        16%“better to reduce one unit of energy rather than have to create 2 units of supply. Energy efficiency becomes ‘self survival’“Trilemma” remains – “security of supply”, “green renewable agenda” and “price”FT July 2013 – 2015 supply crunch 3% Make a real difference to the way people think about “green”Maximising profitability from energy efficiencyJones Lange LaSalle – property consultant – employed a physiologist to investigate why not taking up ECMs-(in Empire State Building)Key Message: Government initiatives/confusion in market place/complexity, it’s a ‘dry’ subject which needs to be made more exciting. Danger of making it too technical McKinsey and Co for DECC – which showed that a 10% reduction in electricity demand by 2030 could mean £4bn in avoided electricity system investments, for an energy manager to get stakeholder engagement for Energy Services is a really tough gig: The overwhelming evidence should make this easy - Reducing your consumption brings a “double benefit” - lower consumption and less exposure to the increasing non-energy element of your invoice – “magnificent 7” to ensure successLeadership teamFinance teamProcurement teamEnergy & Environmental teamFacilities/Property teamLegal teamEngineering team Without these people on board, your targets will remain targets!  they’re the only employee (or two) working on sustainability, so they lack departmental support (I’m all alone)Often managing sustainability initiatives is of secondary importance to their actual job role – ‘the day job (I’m doing loads already)It’s harder to engage employees in initiatives that are not ‘obligatory’, even more so when there is a lack of ‘buy in from the top’ – “Prove It”
  • The EPC market has grown from $2.6b to $6.2b over the last 10 years in the US. The UK whilst significantly less has still seen a large increase. In 2006 the EPC market was around £80m – 2012 it was £138m.
  • holistic set of objectives and measures consistency across the estategreater economy of scale – delivery and procurementMaximising market incentivesShieldlegislation changesFunding investment – at portfolio vs site level:lower cost and faster set-up timescalesApplication of best practice initiatives and learning across the estate
  • A financial tool for implementing energy efficiency and facility improvementsThe cost savings generated by the improvements service the debt from projectThe ESCo implements the programme using a design-build approach and guarantees the financial and operational performance The ESCo carries the performance risk and construction cost risk of the programme
  • International Energy Agency (IEA) which said that nearly $180Bn in 2011 was invested globally in project aimed at improving energy efficiency (ie everyone else is doing it so why aren’t we). A financial tool for implementing energy efficiency and facility improvementsThe cost savings generated by the improvements service the debt from projectHPA Target Greenhouse Gas emissions - overall reduction of tCO2e by 34% (by 2020)Reduce carbon emissions from central government estate by 15% by 2015 and 34% by 2020. (This equates to 6% reduction per year)  Key commercial considerationsBalance Sheet treatmentLong term contractingFuture energy & carbon pricesAccess / Lease Payment mechanism Guarantees limit
  • Good to see that on website, this event was referred to as a sustainability day of action...about driving real improvement not simply a group of like-minded individuals sharing information.Turning theory into practice is one area where I think partnerships and collaboration with others, including commercial companies such as PHS can pay real dividends
  • So how can PHS help?Well for a start, you get my personal wholehearted sympathy! The range and complexity of issues that you potentially have to deal with is just mind-boggling!In all seriousness, I was very conscious that you might think we’ve got a bit of a nerve coming here today and telling with you what we think you should be doing. In many ways, we are completely outgunned – our sustainability team consists of me and 1 other person – the level of expertise in the SDU is outstanding and certainly nothing we could compare with, the knowledge and experience of the people in the room I’m sure far outstrips my own...But, what I do think we can offer is practical support
  • We’ve also been through an interesting journey ourselves recently and even though we come from very different organisations, I would image that many of the challenges and questions we have faced recently would be shared.Sustainability challenge = sanitary wasteBetter solutions = banning of bulk volume aerosols from landfill led to the development of DePack, hand dryers have seen a transformation in the last 5-10 years from high voltage, warm air dryers to low energy, high speed cold airBusiness as usual just not good enough!
  • Push – you’re not persuading people to change, you are forcing them to. The harder it is for them not to comply, the less it is a nudge and more a pushPull – generally associated with rewarding people and demonstrating rewards but these not necessarily just financial – lots of our products do save money, but a big benefit of our service is ease of use so if we are providing customers with simple, cost-effective solutions to complex workplace challenges, arguably we can pull them with usNudge – waste segregation is a great example of an area that tries, and sometimes succeeds in utilising behavioural psychology and persuasion techniques to nudge people into positive actions.Heard great story about littering in Holland on a route predominantly used by school children to walk and cycle to work. They placed bins at basket ball net height and turned it into a competitive challenge!Pull – e.g. Products that offer water savings, rewarding paperless billingResearch suggests that simply rewording a statement to suggest that it’s the norm can improve environmental compliance by around 25%
  • Implementation: e.g. Waste segregationYou name it, we’ve tried it – from training sessions, observational visits to 5 minute briefings, posters, mousemats, on-line gameWe’ve learnt through trial and error – for example, we know for a FACT that if you place a clinical waste bin near a sink, you’ll end up paying way over the odds to get rid of your paper towels, we know that if you don’t include your doctors and your cleaners and porters in the training, it’s going to go wrong.Admittedly, those things might be blindingly obvious to most of you, but you’d be surprised how often simple things like this are overlooked.
  • Foundation impact areas are health, environmental and enterpriseMany of you will also be dealing with ‘CSR’ issues and I personally don’t see a great distinction between ‘sustainability’ and ‘corporate responsibility’ . In fact, there’s growing evidence that far more effective to approach social and environmental issues together in co-ordinated manner rather than address each in isolation.Demonstrating social impact of services can also be a powerful engagement tool...whether that be translating the cost of poor waste segregation into the number of nursing positions this figure equates to or highlighting the energy & heat that alternative treatment facilities can provide for local communities when discussing landfill diversionI strongly believe that the commercial world and the third sector are not mutually exclusive. Those historic lines are increasingly fuzzy... In fact there are many opportunities to work together in a way that can bring value to both – for example, I have worked with a social entrepreneur who runs a drug and alcohol recovery network and shared my experience of completing commercial waste tenders to help her prepare bids for NHS and public sector contracts which have conversely given me an insight into community treatment and the myriad of bodies operating in this area...But I don’t want to go into too much detail here as today is all about practical measures so I’d like to hand over to Jamie who is going to run through a case study of our ongoing work with Worcester to improve their waste management processes.
  • WelcomeNotice of filming – Energy LiveHosted by Barts Health and partners 4allofus, Carillion and Healthcare Estate
  • NHS Sustainability is a day of action on climate change across the healthcare sector. As the largest trust in the NHS and with the diversity of staff, building stock and health communities we serve we feel we feel it is important for us to play back into the NHS areas of excellence and best practice. Last year 100 NHS organistaions participated in the day, demonstrating the appetite for collaboration and wealth of knowledge in the sector. This year the new website will provide a platform for knowledge sharing and idea generation and the national roadshows will provide an opportunity for local collaboration and networking. This year we are focused on creating a lasting legacy across the communities in which we work – establishing sustaianable projects through our partners 4 all of us.National roadshows – Hull done on 3rd October, Liverpool 4th December, Bournemouth 6th February and London 27th March.The awards will give trusts recognition for the work they are doing across the UK and encourage others to join next year.
  • Follow us on twitter and facebook @dayforaction/#dayforaction
  • As you can see, student engagement in sustainability is really high, and this has allowed us to develop a big, bold vision for our work:Students’ unions as a network of green hubs, greening themselves, their institutions and working together to green their communitiesStudents leave tertiary education as part of the solution to the world’s environmental challenges, not part of the problemWe have a short animation that we hope captures our vision for sustainability through students…
  • NHS Sustainability Day Bournemouth Road Show 2014

    1. 1. Welcome to the Royal Bournemouth & Christchurch Hospitals NHS FT NHS Sustainability Day Road Show #Dayforaction
    2. 2. The Royal Bournemouth Hospital Sustainability Day Road Show – February 6th 2014 Introduction “The NHS has a commitment to its patients, the public, staff, and the environment to embed sustainability across operations and activities”
    3. 3. Welcome & Introduction Edwin Davies
    4. 4. NHS Sustainability Day road shows The Royal Bournemouth Hospital is proud to host the fourth national “NHS Sustainability Day Road Show” on behalf of NHS Trusts across the South Coast
    5. 5. Commitment to Sustainability The NHS is one of the main carbon emitters within the UK, and has a significant influence upon the three spheres of sustainability. Making an organisational commitment with top-level support is essential in promoting sustainable health care, and RBCH is proud of its work in this arena over the last 5 years. RBCH has applied a strong focus to implementing sustainable practices across operations and facilities, and strives to further improve sustainable development through good corporate citizenship each year. Social Sustainability Environmental Economic
    6. 6. Commitment to Sustainability A definition or two Sustain – to cause or allow something to continue for a period of time Sustainable – causing little or no damage to the environment and therefore able to continue for a long time It is easier and to cause and allow little things to happen than to push to achieve great things by a single act. Allow flexible travel not car bans, a single day without a car equals a 20% reduction in emissions, congestion and cost. It is also achievable. Fit low wattage lamps rather than replace fittings, it is more affordable Use the stairs not the lift – low energy and healthy Remove bottled water dispensers – allow plumbed in Allow staff to be committed to a sustainable future
    7. 7. Commitment to Sustainability RBCH have committed to sustainability on a number of levels, such as: Sustainability section included within Trust Annual Report, with carbon reduction targets Top-level support from Chief Executive Introduction of new Trust policy, e.g. Sustainable Management Plan & Sustainable Development Policy Quarterly Carbon Management Group meetings Plan to develop Biodiversity Policy
    8. 8. Activities to improve sustainability Sustainability feeds into a number of areas within the Trust and requires a holistic approach to be implemented, in order to achieve goals and targets. Energy Biodiversity & Green spaces Waste Sustainability Food & Procurement Staff awareness Transport Carbon reduction
    9. 9. Energy • 3 solar PV arrays generating on site renewable energy Waste • Zero waste to landfill achieved in 2013 Staff Awareness • Green Impact Scheme introduced for staff to engage with sustainability – only 2nd NHS Organisations in UK to take part! Transport • 2 Electric vehicles added to fleet Biodiversity & Green spaces • Bird boxes, duck houses, and dedicated wildflower site to encourage biodiversity • Biodiversity board designed to communication positive messages to staff
    10. 10. Sustainable Activities
    11. 11. Thanks for coming & enjoy the day! And don’t forget NHS Sustainability Day on 27th March 2014!
    12. 12. Sustainable Catering NHS CATERING Andy Jones National Chair of HCA
    13. 13. Caterers Responsiblity • People • Communication – Trained/Focused/Committed – Local Community • Good Food – Good Ingredients – Well Presented – Served with Knowledge • Waste – Local Suppliers Showcase Stalls – Customers Information Point - Patients and Staff • ASK – Case Studies – NFU, MSC, Red Tractor Served with Passion Nothings IMPOSSIBLE
    14. 14. Suppliers Responsiblity • Supply Partners • Co-operatives • Meet the Supplier Days • Procurement – Food Chain Guardians • • • • Seasonal and Local British First Goods Sustainable Sourced Clear and True Labelling • Packaging 14
    15. 15. What Has HCA Done To-Date • Supply Partners • Packaging – Why/How/Issues • Local Procurement • Web Site • 14.14 15
    16. 16. Together we can CHANGE ANY QUESTIONS? OH YES I HAVE ONE! NOTHING’S IMPOSSIBLE 16
    17. 17. Food for Life Partnership: Improving food in hospitals Susannah McWilliam, Soil Association Margi Lennartsson, Garden Organic
    18. 18. What is the Food for Life partnership? “transforming food culture” Food growing Cooking skills Eating experience HEALTH SUSTAINABILITY EDUCATION The voice of the user Farm links Developing the expertise of the caterer
    19. 19. The results improved performance TWICE as many primary schools received an Outstanding Ofsted rating after working with the Food for Life Partnership increase of fruit and veg consumption local economic benefits For every £1 invested in Food for Life menus, the social, economic and environmental return on investment for the local authority is 28% more children eating 5 a day 45% of parents eating more vegetables Increased meal uptake 13% increase in free school meal uptake £3
    20. 20. How it has developed • From March 2012 commissioned by local authorities. • FFLP track record in 4500 schools • Hailed by the School Food Plan • May 2013: awarded £3.6 million by Big Lottery to extend to workplaces, early years, universities & hospitals.
    21. 21. FFLP in hospitals: pathfinder pilots Leading by example Food growing Eating experience HEALTH SUSTAINABILITY EDUCATION The voice of the user Community links Developing the expertise of the caterer
    22. 22. FFLP pathfinder pilots Leading by example Food growing Eating experience The voice of the user Community links Developing the expertise of the caterer
    23. 23. FFLP pathfinder pilots Leading by example Food growing Eating experience 160 million Catering Mark meals served annually The voice of the user Community links Developing the expertise of the caterer
    24. 24. Food for Life Catering Mark Bringing together all of the issues people care about: • Freshly prepared with quality ingredients • Local sourcing – seasonality • Committed to higher animal welfare and traceability • Food that is better for the environment • Making healthy eating easier • Third Party approval from independent assessors
    25. 25. New CQUIN rewards better hospital food CQUIN number 295 in NHS England picklist, ‘Improving Hospital Food by achieving compliance with recommended or best practice standards’ "Our new commissioners, the Clinical Commissioning Groups and their leaders, will need to take the new quality incentive and kite mark seriously for two reasons. Firstly, because they are not only about good nutrition but also about knowing where the food has come from and about supporting British farmers, the local economy and sustainability. Secondly, the catering mark is independently audited by the Soil Association so that Clinical Commissioning Groups can easily check whether their local hospitals are actually doing what they say they are.“ Michael Dixon, Chairman, NHS Alliance
    26. 26. Hospitals and the Catering Mark Awarded North Bristol NHS Trust Nottingham University Hospitals Trust Hinchingbrooke Healthcare NHS Trust (Cambridgeshire) St Joseph’s (Wales) Working towards Rotherham Hospital Bournemouth & Christchurch Commitments “All this hard work has secured jobs for my staff. We're making considerable savings, sales have gone up by almost a third since we achieved the Catering Mark, and the staff are happier. Who wants to be opening boxes and boiling food in the bag all day? Using our skills to cook properly is much more interesting.” Pascal Meril, Catering Manager, St Joseph’s Hospital Barts Health NHS Trust Imperial College Healthcare NHS Trust Calderdale and Huddersfield NHS Trust
    27. 27. To find out more please email me at smcwilliam@soilassociation.org Or come and chat at the break
    28. 28. Gardening and food growing to deliver health, wellbeing and sustainability Margi Lennartsson
    29. 29. Promoting and supporting people to grow organically
    30. 30. Benefits of gardens and food growing Environment Human health and wellbeing
    31. 31. Benefits of gardens and food growing Building stronger communities Food security
    32. 32. Growing Food • Access to fresh and tasty food • Active and worthwhile • Learning and connecting with food production • Climate friendly actions
    33. 33. Why food-growing? • • • • • Mental & Physical Health Food and Diet Wellbeing Wider determinants of health Diverse appeal
    34. 34. Obesity – Healthy weight Diet • Higher intake of fruit and vegetables • Positive impact on pupil nutrition and attitudes towards healthy eating Physical activity • Gardeners achieved physical activity recommendations, decrease in body mass index in older men. Body Mass Index • Lower body mass index in male and female community gardeners
    35. 35. Food Growing in Health Settings Hoventon House Care Home University Hospitals Coventry and Warwickshire Growing Opportunities Sandwell Sydenham Gardens
    36. 36. www.nhssustainabilityday.co.uk www.foodforlife.org.uk www.gardenorganic.org.uk www.1414campaign.com www.growinghealth.info mlennartsson@gardenorganic.org.uk smcwilliam@soilassociation.org
    37. 37. Bournemouth and Poole
    38. 38. Sustainable Food City Partnership “Revolutionising the way we grow, buy, cook, eat, celebrate and dispose of our food”
    39. 39. Enabling Community Food Growing • Develop a pool of resources • Publicise the work • Develop a skill sharing and mentoring scheme • Provide a one-stop shop • Create a support network • Influence public policies “The garden has become a central feature on our estate – something colourful and vibrant to look out at every day.”
    40. 40. Consolidating the Community Food Network • • • • 9 currently directly involved Participate in Big Dig days Work placed volunteering Grow to Sell scheme “Previously the area was overgrown and wasteland, now it is a pleasant, peaceful and safe place to sit and watch or get involved. Crime has gone down, community cohesion has increased and strangers have become friends.”
    41. 41. Growing the Community Food Network • • • • • • Increase to 35 gardens 20 garden partners 200 training opportunities 10 Food champions 125 new volunteer opportunities Social enterprise development “Our gardens have grown out of spaces that were plagued by anti-social behaviour. We have reclaimed the open spaces on our estate by joining and journeying together, realising through events and talking to each other, we can make changes that have a positive impact on our lives and the place where we live.
    42. 42. Getting involved • • • • • Join the Partnership Spread the word Share your skills and enthusiasm Ask for sustainable, local and Fairtrade When you find somewhere brilliant shout about it!
    43. 43. Real achievements The achievement that means the most is the positive effect that the garden can have on individual lives. It’s finding an anonymous note on the cabin door that says “I have lived in this area all my life and this garden makes me proud to be from this area.” Or it’s when a troubled person on the margins of society discovers the garden, becomes involved, and it improves their life. This is what really makes the many hours of voluntary work worthwhile.
    44. 44. Thank you! Sarah.watson@bournemouth.gov.uk 07825 844362
    45. 45. Tea/Coffee & Networking #Dayforaction
    46. 46. Welcome back #Dayforaction
    47. 47. Health and wellbeing in a changing climate Jemma Knowles Climate SouthWest Project Officer Jim Hodgson Climate Change Advisor, Climate Ready Support Service
    48. 48. Overview Jemma • Changing climate: impacts on a local level • Local support available Jim • The Climate Ready support service • New toolkit for health and wellbeing boards
    49. 49. What we have seen so far 2014: flooding and...? 2001: flooding 2001: flooding 2013: heat wave wave 2013: flooding storm 2003: heat wave 2012: drought 2012: drought flooding 2005: flooding 2005: flooding 2010: flooding 2010: flooding snow ice snow & ice 2000: flooding 2000: flooding 2006: drought 2006: drought heat wave heat wave 2008: flooding 2007: flooding 2008: flooding 2007: flooding snow ice snow & ice 2009: flooding 2009: flooding snow ice snow & ice Building resilience to extreme weather and a changing climate
    50. 50. What we can expect by 2050s Overall increase in temperature 2.7°C Increased winter precipitation 17% Decreased summer precipitation 20% Rising sea levels 26-29cm More frequent & intense extreme weather Building resilience to extreme weather and a changing climate
    51. 51. Impacts for health Challenges • Increased heat related deaths • Increased deaths & admissions associated with ground level ozone • Increase in death & injury from flooding & storms • Increase in flood-related mental health issues • Increased ground level UV Opportunities • Increased physical recreation, reduction in obesity & CHD • Decrease in cold-related deaths • Fewer cold related admissions • Healthier lifestyles Building resilience to extreme weather and a changing climate
    52. 52. Service delivery: impacts & response Risk to Examples of adaptive response Estate/building & supporting infrastructure (transport) Vehicles/equipment Natural ventilation Cool spots Green infrastructure, SuDS Medications keep at right temperature Rise in fuel, energy, water, food costs Water supply Supply chain, transport Resource efficiency Identification of alternatives Workforce – accessibility, wellbeing Vector disease migration Patient comfort Staff access considerations Training and guidance on response to extreme weather events Transport planning Adaptation inclusion in emergency and contingency plans Social impacts Vulnerable communities Information, targeted warning systems Change in behaviours Building resilience to extreme weather and a changing climate
    53. 53. Climate UK network Building resilience to extreme weather and a changing climate
    54. 54. Climate SouthWest www.climatesouthwest.org info@climatesouthwest.org @ClimateSW Building resilience to extreme weather and a changing climate
    55. 55. Climate Ready Support Service 3 year programme launched in 2012 Part of Government's wider adaptation programme Aim: to help „key sectors increase their resilience to climate risks’ by incorporating climate risk management into routine business decisionmaking: Primarily working in partnership and through others Builds on our corporate objective to integrate adaptation into everything we do
    56. 56. Climate Ready Support Service Two key components: Free, independent online advice and support via: www.environment-agency.gov.uk/climateready Tailored support and partnership working to help key sectors adapt: • • • • • • • Business & services Infrastructure Natural environment Built environment Local government Health & wellbeing Agriculture & forestry
    57. 57. Climate Ready and the NAP Theme Relevant NAP objectives for LAs Local Government • Raise the profile of adaptation with LA‟s and promote action • Support local government to build a business case for action • Local government policy framework supports climate resilience • Support sector led activities to address local climate challenges Healthy and resilient communities • Promote climate resilience to organisations in the health sector • Encourage resilience within the health system and its operations • Reduce health impacts related to climate change e.g. heatwaves • Improve the resilience of groups vulnerable to climate impacts Built Environment • Developing skills to understand and manage climate risks • Providing decision tools to help developers promote adaptation • Ensuring new development is resilient to future flood risk • Increasing the resilience of homes and buildings to climate risks
    58. 58. National Adaptation Delivery Group
    59. 59. Adaptation in the new health & social care system Intervention / Action Benefit Climate ready JSNA & JHWS Promotion of extreme weather preparedness Future proofing Better health outcomes Social Vulnerability Meeting the NAP objectives Climate ready commissioning plans NHS Commissioning Board Business continuity management framework Commissioning board emergency preparedness framework EPRR core standards Board approved SDMP Public Health Outcomes Framework 3.6 All of above Adaptation Reporting Power Multi-agency planning a preparation for response (including through LRFs) Combating fuel poverty Buildings better prepared for heatwaves
    60. 60. Adaptation Toolkit – coming soon •Responding to specific needs of those in the health and social care system •Profiling adaptation as part of core business • informed by stakeholders (10 councils) •How to assess risk to changing climate •How to enable action •How to test JSNA •Case studies
    61. 61. Panel Discussion • • • • Sam Moore, Energy Services Partner, EDF Energy Phil Shepley, MD Carillion Engineering Services Edwin Davies, Associate Director of Capital & Estates, Royal Bournemouth Hospital Trevor Payne, Director of Estates and Facilities, Barts Health NHS Trust
    62. 62. Workshops #Dayforaction
    63. 63. Energy Performance Contracts NHS Sustainability Day 06/02/14 65
    64. 64. PROTECT - PROPRIETARY What is the energy context in the UK? Supply • Electricity generated in 2012 fell by 1.3% Carbon • Low carbon electricity‟s share of generation increased from 28.1% in 2011 to 30.7% in 2012 Cost • Energy price trend is set to continue & non energy cost increasing rapidly Wholesale Power Prices 2001 – 2030 12.00 Historic High 8.00 p/kWh Central Low 2030 2020 2010 0.00 2001 4.00 Source: DECC Oct 2012 66 NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved. May 2013
    65. 65. PROTECT - PROPRIETARY 67 PROTECT - PROPRIETARY May 2013 - Connecting to Performance © EDF Energy plc. All rights Reserved.
    66. 66. PROTECT - PROPRIETARY Changing processes, upgrading technologies Temperature control Lighting system upgrades Mechanical retrofit Air quality improvement “Achieve a 34% reduction in carbon dioxide equivalent emissions from building energy use, travel and procurement of goods and Utilities auditing Chiller compliance & efficiency Building management system Ventilation upgrades 68 services by 2020”. Generators for Demand Response On-site technical resource management Source: Sustainable Development Strategy NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved. May 2013
    67. 67. PROTECT - PROPRIETARY Changing attitudes Advanced, open and willing to listen to new ideas… • Executive Sponsorship • Employee Engagement • Job Isolation • Job Focus Source FT Nov 2011 69 NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved. May 2013
    68. 68. PROTECT - PROPRIETARY Energy Performance Contracts (EnPC) What is it? How Does it work? Strategic Energy Partnership Guaranteed savings Fit for purpose technologies Generates value through a blend of measures 70 Turnkey approach to an estate A range of financial options NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved. May 2013
    69. 69. PROTECT - PROPRIETARY Energy Performance Contracts (EnPC) benefits Strategic Technical Capital investment in your estate Improving existing assets Hedge against price fluctuations Performance risk borne by Delivery Partner Immediate savings Increased security of supply Energy Expert resource 71 NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved. May 2013
    70. 70. PROTECT - PROPRIETARY How an EnPC works in practice Energy Savings per Project Total Energy Savings Agg. Single Projects EnPC (bundle) £50k £0k £250k 2 year payback Investment Criteria Limit £0k Payback Period NB: Within the EnPC the highest individual project payback was 4.6 years Orange icons indicate single projects, Green icons indicate projects part of an EnPC 72 NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved. May 2013
    71. 71. PROTECT - PROPRIETARY Why now is the time to start thinking about EnPCs • • Ageing assets that are approaching the end of their life • Finance constraints • Credible delivery partners • 73 Challenging carbon targets Support networks and procurement frameworks (such as RE:FiT, Building Research Establishment (BRE), Carbon Energy Fund) NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved. May 2013
    72. 72. 74 NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.
    73. 73. NHS Sustainability Day of action Emma Wood Group Sustainability & Corporate Responsibility Manager
    74. 74. Landfill Diversion Sustainable Noise transport pollution How can we help? Biodiversity Hazardous waste Adapting to climate change Carbon reduction Renewables Ethical procurement Care closer to home Community Social Value Engagement Energy Management Saving water Noise pollution Workplace Wellbeing Infection control Employee Diversity
    75. 75. Our History • In essence, our business was founded 50 years ago to help our customers meet a ‘sustainability challenge’ • Legal and consumer demand for ‘better’ solutions still drives our product development • Rental model arguably a pre-cursor to the ‘circular economy’ • But we recognised that we needed some help to really understand how we could respond effectively to the challenges
    76. 76. Our Journey • We’ve been working with Forum for the Future to look at the role of sustainability within our business • Understand what our priorities are – Focused on what is important to the business not what ‘we should’ be doing – Have had to make some difficult decisions! – E.g. Water – our new target is linked to how much we help our customers save, not what we ourselves save • Understand what our customer’s priorities are
    77. 77. Our Journey • We’ve always had a role in supporting environmental improvement: – ‘Push’: driven by legal compliance – ‘Pull’: promoting rewards , not necessarily financial – ‘Nudge’: encouraging customers to make ‘the right’ choices, even choice editing? • Recognising that this is our most significant contribution • Our obligation therefore to: – Inform & educate – Provide evidence – Help partners monitor Pioneering Efficiency CR Player Coping with CR, Satisfying Users Keeping Things Clean
    78. 78. How we can help • 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
    79. 79. Social Value • Partnership and collaboration also about working with partners who share your values and social aims • With inclusion of ‘Social Value’, important to work with partners who can bring wider value to supply chain • In 2012 we launched our own PHS Foundation: – Partnership with Together for Short Lives – Employee Community Impact Awards Programme • Focus on supporting Social Enterprise – Number of Directors & Senior Managers volunteered to mentor local entrepreneurs – SE procurement risen from £0 in 2012 to £35k in 2013
    80. 80. Jamie Roberts NHS SUSTAINIBILITY DAY 6 February 2014 Bournemouth
    81. 81. The Inception...
    82. 82. The Evolution...
    83. 83. Waste within the NHS • • • • • • Waste hierarchy Best Practice Segregation Innovation Education Legislation
    84. 84. Worcester NHS • PHS won the contract in 2001 • Committed to identify their hazardous waste streams and segregate at source. • Fronted by Infection Control, who worked on a plan for the Community and Mental health groups. • PHS completed full site audits to ensure compliance and make recommendations. • Approximately 90 locations including home patients and hospitals on various service frequencies. • Classification of waste streams
    85. 85. Worcester NHS • • • • We provided spill containment training We provided support to design recycling programme Developed tailored training support materials Supplied reports on segregation and the split of types and volumes of waste being collected • We hold quarterly reviews meeting with stakeholders • We have successfully instilled a proactive change to increase segregation via our Waste Segregation Training. • Developed the ‘Naughty Persons List’
    86. 86. How it looked before... 100%
    87. 87. How it looks today... Segregation Trends Offensive waste disposal (180104) Infectious waste disposal (180103) 45% 55%
    88. 88. Other NHS Customers
    89. 89. Bespoke Reporting
    90. 90. The Future... • • • • Reduce, Reuse, Recycle Zero to Landfill Embrace new technologies Communicate
    91. 91. Jamie’s Final Thought... “You may never know what results come of your action, but if you do nothing there will be no result.” - Mahatma Ghandi
    92. 92. Any Questions... ??
    93. 93. NISSAN THE WORLD‟S FIRST FIVE STAR EURO NCAP ELECTRIC VEHICLE THE BEST SELLING ELECTRIC VEHICLE OF ALL TIME 100,000+(22ndJan 2014)
    94. 94. NISSAN
    95. 95. NISSAN Nissan‟s Challenge as a Zero-Emission Pioneer The increasing global population and the rapid growth of the world economy have effects on the global environment, from environmental degradation and climate change to issues of supply and demand of energy, resources, water and food. To reach this objective, Nissan will continue to lead the industry in advancing zero-emission technology. Nissan were early investors—and will remain profound believers—in this technology. They also recognize the importance and potential of zero-emission efforts, for the auto industry and the planet. Nissan is determined to help find answers that will benefit society and will continue working to build on their pioneering efforts to bring zero emission technology to consumers. This isn’t simply a business objective. It’s a responsibility that Nissan have to today’s customers—and future generations.
    96. 96. NISSAN Nissan LEAF produces considerably less CO2 emissions over its entire lifecycle, even including manufacturing to end-of-life disposal, compared to gasoline-powered vehicles of the same class. EV batteries can do more than just provide power for driving. As energy storage devices, they can play a key role in supporting the broad rollout of renewable energy. This makes them a promising contributor to the achievement of a low-carbon society as a whole—not just the vehicles within that society. Nissan plans to bring even more EVs to the market, starting with the all-electric commercial e-NV200, which I will talk about a little later
    97. 97. NISSAN Nissan’s profound belief in the importance of zero-emission vehicles led them to select and train a dedicated team of dealer specialists to sell the LEAF and promote awareness and significance of this amazing electrical and digital electronics technology. Westover Nissan were early investors in this technology being amongst the first of the selected dealerships to market the Zero emissions Nissan LEAF. I manage a team which deals with Electric Nissan LEAF, anything from events (such as this one) to providing both vehicle and technical support to companies, local authorities, schools and colleges.
    98. 98. NISSAN WHERE TO NEXT?
    99. 99. NISSAN PRODUCED IN EUROPE, FOR EUROPE UK production of the Nissan LEAF is now in full swing in Sunderland, producing the New Nissan LEAF for Europe.
    100. 100. NISSAN
    101. 101. NISSAN ADVANTAGES OF A NISSAN LEAF NO CO2 WHEN DRIVING NO ENGINE OIL NO PETROL OR DIESEL NO ROAD FUND LICENCE NO “BENEFIT IN KIND” TAX (if used as a company car) NO LONDON CONGESTION CHARGE NO CLUTCH NO GEARBOX NO EXHAUST PIPE
    102. 102. NISSAN OFFICIAL RANGE (NEDC) 199 km (124 miles) AUTONOMY (km) 200 180 160 140 120 100 NEW NISSAN LEAF
    103. 103. NISSAN ENHANCED CHARGING CHAdeMO QUICK CHARGER PORT CHARGE DOOR LIGHT CABLE LOCK CONNECTOR FOR 10 AMP, 16 AMP AND 32 AMP CHARGING ELECTRONIC CHARGE PORT OPENING
    104. 104. NISSAN HALF TIME HOME CHARGING ARRIVES Domestic Plug (10 amp) Home Wallbox or Street Charger (16 amp) Home Wallbox or Street Charger (32 amp) CHAdeMO Rapid Charger 12 hours 0-100% charge 8 hours 0-100% charge 4 hours 0-100% charge 30 minutes 0-80% charge
    105. 105. NISSAN CARWINGS  CARWINGS is a telematics system which lets you remotely set (from your iPhone or computer ) the following:       1. Check your current charge level 2. Start charging 3. Check when your charging will complete 4. Turn your climate control on or off 5. Schedule your climate control to turn on automatically 6. Check your estimated driving range
    106. 106. NISSAN BATTERY LEASE OPTION     Buy or Lease the Battery From £70 per Month Lower Initial Purchase Price Ultimate Battery Peace of Mind VEHICLE + BATTERY BUY OR LEASE or VEHICLE BATTERY + BUY LEASE
    107. 107. NISSAN THE CAR IS ONLY HALF THE STORY
    108. 108. NISSAN LANDSCAPE FOR ELECTRIC CARS IS IMPROVING ALL THE TIME £37M INFRASTRUCTURE PACKAGE  HOME CHARGING  PUBLIC SECTOR  RAPID CHARGERS – STRATEGIC ROAD NETWORK BENEFIT IN KIND  LEAF AT ZERO BIK UNTIL 2015, NEW LOWEST BAND (0-50g/km) THEREAFTER CONGESTION CHARGE  GREEN VEHICLE DISCOUNT REPLACED WITH ULEV DISCOUNT  ONLY PLUG-IN CARS CURRENTLY MEET NEW, 75g/km THRESHOLD
    109. 109. NISSAN HOME CHARGING  FREE 16A HOME CHARGERS  UPGRADE TO 32A (TO SUPPORT 6KW CHARGING) FOR AROUND £99  STANDARD INSTALLATION ONLY – BUT INCLUDES EARTH BONDING AND UP TO 10M CABLING  3 YEAR PARTS + LABOUR WARRANTY  PRIVATE HOUSES ONLY AT THIS STAGE
    110. 110. NISSAN NISSAN RAPID CHARGERS: STATUS Today there are 181 Rapid Chargers nationwide (from just 63 in March ‘13) NISSAN ANTICIPATE THAT 90% OF BRITAIN’S MOTORWAY SERVICE STATIONS WILL HAVE RAPID CHARGERS BY SUMMER 2014 MEANING THAT ‘RANGE ANXIETY’ WILL BE A THING OF THE PAST! Now you can fill up for free at motorway services…with Green Energy!
    111. 111. NISSAN LOCAL RAPID CHARGERS Just in this area there will be 15 more Rapid charging points set up - four in Poole, three in Bournemouth and a further eight in Dorset. The funding has come from the UK Government Office for Low-emission Vehicles (OLEV). Work will start in the spring and be completed by the end of 2014. The £723,000 funding has been jointly secured by the Borough of Poole Council, Bournemouth Borough Council and Dorset County Council. Three charging points will be installed in Poole itself in: New Orchard Serpentine Road Ashley Road Poole Road, Westbourne.
    112. 112. NISSAN UK RAPID CHARGERS In Bournemouth, they will be placed in: West Hill car park Bournemouth Railway Station/Interchange Hawkwood Road main car park. The exact locations of the Dorset charge points have not yet been agreed, but plans are that they will be located in Christchurch, Wimborne Minster, Dorchester, Blandford Forum, Weymouth, Shaftesbury, Bridport and Lyme Regis.
    113. 113. NISSAN RAPID CHARGERS: Ecotricity Chargers are FREE to use but you do need to register online for an Ecotricity swipe card
    114. 114. NISSAN
    115. 115. Lunch #Dayforaction
    116. 116. Welcome back #Dayforaction
    117. 117. www.nhssustainabilityday.co.uk Trevor Payne, Director Estates and Facilities Barts Health NHS Trust and founder of NHS Sustainability Day
    118. 118. NHS Sustainability Day A call to action for the NHS • A platform for whole system thinking on sustainable actions • Showcase for innovation, excellence and best practise • Opportunity to learn, share, collaborate • Engage - staff/patients/visitors/supply chain • Help develop an NHS that is fit for the future • Do one thing differently • We hope you will be inspired to take part in 2014
    119. 119. NHS Sustainability Day Motivating Success • • • • • • • • • • Day of action and engagement across NHS 100 organisation participated 2013 300 participating in 2014 Key endorsements Royal Colleges, associations and Institutes Sharing knowledge, experience and best practice Creating a legacy National Road Shows Awards Internationally showcasing NHS
    120. 120. • Why 1414? • Integrating Health and Sustainability • Utilising our estates for the benefit of our patients and communities • Creating a legacy • Integrating with Catering – new recipes • What will you do with your car parking space? www.1414campaign.com
    121. 121. #dayforaction If the NHS can deliver a sustainable focus collectively on one day, why can't we do it every day - think what a difference it would make
    122. 122. Sustainable Water How Bart's NHS are Saving Britain‟s Water with AquaFund©
    123. 123. Why worry about water? • Water scarcity • Rising cost of water • Population growth • Unpredictability of climate 01753 833 880 ask@aquafund.com © Advanced Demand Side Management 2014.
    124. 124. Population Growth & Food
    125. 125. What do you use? 150 litres 3,400 litres Chocolate 01753 833 880 ask@aquafund.com Butter Beef © Advanced Demand Side Management 2014.
    126. 126. Climate change
    127. 127. Water cost & CO2 • Rising costs • The nexus of Energy & Water 01753 833 880 ask@aquafund.com © Advanced Demand Side Management 2014.
    128. 128. Better water management • Sustainability • We should use less • Not simply because it is right, because it is necessary 01753 833 880 ask@aquafund.com
    129. 129. How Bart's NHS are Saving Britain's Water
    130. 130. The Trust had specific objectives • Reduce water consumption and cost • Reduce Carbon emissions • Environmental performance & impact • Strengthen data management 01753 833 880 ask@aquafund.com To sustainably manage its water resources © Advanced Demand Side Management 2014.
    131. 131. The partnership • Lower water consumption • Financial savings • No budget • A comprehensive approach 01753 833 880 ask@aquafund.com NHS Trusts are eligible for a £200,000 £500,000 grant © Advanced Demand Side Management 2014.
    132. 132. Engineering expertise • In-depth surveys of the entire portfolio • State of the art water-saving technologies • Automatic Meter Readers 01753 833 880 ask@aquafund.com © Advanced Demand Side Management 2014.
    133. 133. Strengthening the Trust‟s data • Full water bureau service • Monthly Monitoring & Targeting Reports • Total visibility 01753 833 880 ask@aquafund.com
    134. 134. Environmental • Consumption profiling and environmental information • Levels of Carbon saved • Continually monitoring, preventing anomalies or leaks 01753 833 880 ask@aquafund.com © Advanced Demand Side Management 2014.
    135. 135. Humanitarian aid 420,000 people out of water poverty
    136. 136. Delivering on the Trust‟s objectives • Reduce water consumption and cost • Reduce Carbon emissions • Strengthen data management • Environmental performance & impact 01753 833 880 ask@aquafund.com To sustainably manage its water resources © Advanced Demand Side Management 2014.
    137. 137. A comprehensive approach • Billing Data • Water-saving equipment • Continually monitoring 01753 833 880 ask@aquafund.com © Advanced Demand Side Management 2014.
    138. 138. Our impact
    139. 139. Framework OJEU REFERENCE: 2011/S 186-304473 01753 833 880 ask@aquafund.com www.adsm.com @AquaFund 01753 833 880 ask@aquafund.com © Advanced Demand Side Management 2014.
    140. 140. Operating Theatre Optimisation Presented by: Darren Jones BSc (Hons), Eng.Tech. MCIBSE LCC The Royal Bournemouth & Christchurch Hospitals NHS Foundation Trust NHS Sustainability Day Roadshow – 6th February 2014
    141. 141. HTM 03-01 Verification & Theatre Optimisation Our aims are:  To check current theatre plant operation against HTM 03-01 requirements (are systems fit for purpose?)  To ascertain HVAC energy loads associated with the current plant operations  To reduce energy loads associated with current plant operations, whilst continuing to meet HTM 03-01 requirements  To identify quick win opportunities through effective control changes  To identify medium term (under 4 years) capital investment opportunities
    142. 142. Health Technical Memorandum (HTM) 03-01 Verification Methodology
    143. 143. HTM 03-01 Verification Duct Air-Flow Rates OBJECTIVE  HTM 03-01 requires a full measure of the supply and extract airflow rates within ducts. METHOD  A measure of the air supply rates are generally made within the principle and branch ducts. All measurements are made with a digital hotwire anemometer and an electronic manometer. At each test point, a set of readings are taken and an average value calculated.
    144. 144. HTM 03-01 Verification Room Terminal Air-Flow Rates OBJECTIVE  HTM 03-01 requires a full measure of the supply and extract air-flow rates at room terminals. METHOD  A full measure of the air supply and extract rates are made at the principle room terminal points. All velocity measurements are taken using a laboratory calibrated balometer.
    145. 145. HTM 03-01 Verification Air Changes per Hour OBJECTIVE  HTM 03-01 states that ventilation systems should achieve at least 75% of the design air-change rate. METHOD  Calculations are based on duct airflow rates. The calculated ACR/H is compared to the relevant design criteria given in HTM 03-01, or against the ventilation system’s original design parameters.
    146. 146. HTM 03-01 Verification Room Differential Pressures OBJECTIVE  To prove that the differential pressure regimes of each theatre and any associated rooms are not less than 75% of the HTM 03-01 standards as given in Part A, Appendix 2, or the operating theatre’s original design parameters; and that the pressure gradient relationships in the surrounding areas are maintained. METHOD  Differential pressure measurements are made during Normal and Setback mode in each of the relevant and adjoining rooms with a digital manometer. Tubing connected to the manometer are passed through pressure stabilisers or underneath doorways.
    147. 147. Operating Theatre Optimisation  Low Carbon Europe’s Operating Theatre Optimisation and HTM 03-01 audit can help NHS Trusts identify cost savings and reduce carbon emissions at the same time.  We have proved that by improving the air supply in one theatre alone, a Trust could save in the region of £5,000 a year.  If this figure was extended to all the Trusts in England, it could mean a saving of more than £10m and a reduction in carbon emissions of 80,000 tonnes a year!
    148. 148. Theatre HVAC Optimisation Our on-site approach:  A full internal inspection of air handling plant to ascertain the efficiency and operation of existing components (fan units, heating/cooling elements, heat recovery devices and humidification systems)  A thermographic study of all theatre HVAC plant and equipment  The measurement of fan system absorbed powers and flow rates in addition to temperature and pressure measurements across each of the systems’ components, using calibrated instruments  Theatre supply and extract grille, air flow/velocity measurements  To inspect down stream servings such as heating, cooling and humidification plant  To interrogate system controls
    149. 149. Theatre HVAC Optimisation Following the on-site work, we analyse each system in order to ascertain the following:  Air change rates  Ventilation rates  The suitability of setpoints and control strategies  Heat recovery opportunities  Free cooling opportunities  Potential for fan upgrades  Potential for the inclusion of VSDs
    150. 150. Theatre Optimisation Case Study Four theatres served by a single run/standby AHU
    151. 151. Key Energy Saving Initiatives Identified 1. 2. 3. 4. Temperature and pressure calibration anomalies Installation of Automatic Control Dampers Replacement of Air Handling Unit (AHU) Supply Fans Installation of Variable Speed Drives (VSDs) on secondary chilled water pumps 5. Software interlock to reduce the operation of chillers during low demand 6. AHU Frost Coil Control Improvements 7. Temperature Set-back on Theatres
    152. 152. Temperature and Pressure Calibration Anomalies Table illustrating discrepancies between the actual measured theatre temperature and humidity, the theatre set-point and the Sauter BMS graphics. Theatre Supply - Graphic Sampling duct- Graphic Set-point's- BMS Sauter Actual Space-Fluke Temperature Humidity Temperature Humidity Temperature Humidity Temperature Humidity 1 13.3°C 47.6% 18.0°C 39.7% 18.5°C 44.0% 22.6°C 33.1% 2 13.9°C 41.0% 18.5°C 23.8% 18.5°C 40.0% 21.3°C 36.6% 3 15.4°C 47.3% 22.8°C 27.4% 20.5°C 48.0% 19.6°C 36.7% 4 21.0°C 37.9% 18.5°C 37.9% 21.0°C 50.0% 21.7°C 34.4%  Four humidity and temperature readings taken per theatre.
    153. 153. Temperature Calibration Anomalies
    154. 154. Humidity Calibration Anomalies  Psychometric Charts also illustrate that even though humidification plant is switched off, there does appear to be unexpected variations in these levels. As the plant is inactive this must be attributed to errors in the sensors.
    155. 155. Temperature and Pressure Calibration Anomalies Conclusion  Based on industry rules of thumb, a 1°C sensor discrepancy will result in an 8% system inefficiency. Therefore based on our observations & analysis we anticipate a 16% saving could conservatively be achieved through the replacement and calibration of sensors. % Saving 16% Annual Energy Saving 224,000 kWh Annual OpEX Saving £8,960 Budget Cost £6,000 Return on Investment 8 months
    156. 156. Installation of Automatic Control Dampers The Problem…  All theatres need to be switched to set back mode before fan motor frequency modulation is reduced. The Solution…  The addition of volume control dampers (VCDs) at the head of each operating theatre ductwork branch (see photo below), linked to the setback switches, would allow the proportional control of the fan if one or more of the setback switches were enabled.
    157. 157. Installation of Automatic Control Dampers The Results… EXISTING NEW DAMPER - DAY NEW DAMPER - NIGHT 100% 70% 70% Air Volume Setback Theatres 3 & 4 Setback All Theatre 1 (m3/s) 0.92 0.92 0.644 Theatre 2 (m3/s) 0.98 0.98 0.686 Theatre 3 (m3/s) 0.92 0.644 0.644 Theatre 4 (m3/s) 0.92 0.644 0.644 Fan Duty Anaesthetic (m3/s) 0.6 0.6 0.42 Prep (m3/s) 0.28 0.28 0.196 Scrub (m3/s) 0.25 0.25 0.175 Total Volume (m3/s) 4.87 4.318 3.409 Overall Setback (%) 0.00 88.67 70.00 Fan Power (kWh) 14.7 10.25 5.04 Energy Usage (kWh) 128,772.00 44,879.96 Total Energy (kWh) 128,772.00 66,964.36 Percentage Saving (%) 0 48 The Conclusion… 22,084.40 % Saving 48% Annual Energy Saving 61,811 kWh Annual OpEX Saving £5,563 Budget Cost £16,650 Return on Investment 36 months
    158. 158. Replacement of Air Handling Unit (AHU) Supply Fans The Problem…  The 24/7 operation of inefficient belt driven centrifugal supply fans. The Solution…  Upgrading the fans to high efficiency, direct drive, plug fans would provide a saving of approximately 30%. The Conclusion… % Saving 30% Annual Energy Saving 38,632 kWh Annual OpEX Saving £3,477 Budget Cost £10,990 Return on Investment 38 months
    159. 159. Installation of Variable Speed Drives (VSDs) on secondary Chilled Water Pumps The Problem…  Continuous pump operation regardless of demand. Pumps operating at full speed (no VSDs installed) despite a very low requirement for cooling. The Solution…  Installing a VSD to a pump to reduce speed and therefore flow, causes the pump curve to shift down, which due to the affinity laws, power is greatly reduced at reduced flows thus resulting in significant savings. The Conclusion… % Saving 50% Annual Energy Saving 32,062 kWh Annual OpEX Saving £2,886 Budget Cost £8,000 Return on Investment 33 months
    160. 160. Chiller System – Software Interlock The Problem…  All six chillers were on and primed, despite there being very low cooling demand (low ambient temperature of 12°C). This is illustrated by BMS screen shot (see below) where there is diminutive difference between flow and return temperatures (0.7°C). In addition, the chiller sequence control panel has no hardwire or software interface to the BMS. The Solution…  Integrate chiller control into the BMS. Sequence chillers and employ the use of appropriate demand lead interlocks to provide significant energy savings. The Conclusion… % Saving 15 - 20% Annual Energy Saving 22,000 kWh Annual OpEX Saving £1,900 Budget Cost £2,000 Return on Investment 12 months
    161. 161. AHU Frost Coil Control The Problem…  The frost coil control valve will open whenever fresh air plenum temperature is below 10°C (2K hysteresis). Also, frost coil valves on both run and standby AHU’s operate, despite only one AHU being operational at any given time. Heater batteries are currently open-control. The Solution…  Firstly, reduce frost coil control setpoint. Secondly, reduce the mass flow rate in the standby unit when frost coils are initiated through more effective closeloop control. This will significantly reduce hot water wastage (coil demand is 25.3kW per frost coil). The Conclusion… % Saving 50% Annual Energy Saving 66,000 kWh Annual OpEX Saving £1,980 Budget Cost £1,500 Return on Investment 9 months
    162. 162. Theatre Temperature Control Set-back The Problem…  The AHU operates continuously with a minimum set-point of 18oC. The Solution…  Reduce the occupation period to ten hours with an optimiser for prewarm up, supplement with an override switch to re-instate the plant if required. An enhancement to this arrangement could be to install movement detectors to accommodate for periods of non-occupancy during the day.
    163. 163. Theatre Temperature Control Set-back Evaluation of Savings…  20-year average standard degree day figures were used to evaluate the potential cost savings of adopting an unoccupied set-back. Two base temperatures were used 18°C (current) and 15.5°C (set-back). Degree day figures were interpolated at the ratio of 10 hours at 18oC (normal) and 14 hours at 15.5°C (setback) against a continuous 24 hours at 18°C.
    164. 164. Theatre Temperature Control Set-back The Result…  A 15.44% reduction in energy consumption. See below a Annual Heating Cost and Consumption Simulation at 18oC.  Annual heating requirement – 772,143 kWh  Annual Heating Cost – £21,664
    165. 165. Theatre Temperature Control Set-back Results…  A 15.44% reduction through a temperature set back will therefore result in annual consumption and cost savings of 115,821kWh and £3,345 respectively. % Saving 15% Annual Energy Saving 115,821kWh Annual OpEX Saving £3,345 Budget Cost £2,200 Return on Investment 8 months
    166. 166. Summary Table % Saving Annual Energy Saving Annual OpEX Saving Budget Cost Return on Investment A review of the temperature and pressure calibration in order to maintain optimum control efficiency. A review of the benefits of installing automatic control dampers within each of the theatre supply ducts. A review of the replacement of Air Handling Unit (AHU) supply fans with high efficiency units A review of the benefits of installing variable speed drives (VSDs) on secondary chilled water pumps and controlling pumps based on demand. A review of installation of a software interlock to prevent the unnecessary operation of chillers during low demand. AHU Frost Coil Control 16% 224,000 kWh £8,960 £6,000 8 months 48% 61,811 kWh £5,563 £16,650 36 months 30% 38,632 kWh £3,477 £10,990 38 months 50% 32,062 kWh £2,886 £8,000 33 months 15 20% 22,000 kWh £1,900 £2,000 12 months 50% 66,000 kWh £1,980 £1,500 9 months Temperature Set-back on Theatres 15% 115,821kWh £3,345 £2,200 8 months 560,326kWh £28,111 £47,340 20 months Initiatives Total
    167. 167. Any Questions? www.lowCO2.eu
    168. 168. Our journey towards sustainable Waste Management Charles Joly - MEng MSc MIEMA Environmental, Waste & Sustainability Manager 6th February 2014
    169. 169. Isle of Wight NHS Trust  Only integrated acute, community, mental health and ambulance health care provider in England  Full range of health services to an isolated offshore population of 140,000  St Mary‟s Hospital main hub in Newport (246 beds)  About 20 community premises
    170. 170. Waste: 3 drivers / pressure points 1 Compliance & accountability 2 Budget pressures Environmental 3 agenda Patients / staff / public Exec team Directors Executive team H&S team Risk/Audit committee Staff DoF / finance manager NGOs
    171. 171. Sustainable Waste Management 3 1 Compliant Green Cost effective 2
    172. 172. Waste hierarchy…
    173. 173. …in healthcare context. => Segregating greener & save ££s
    174. 174. Our waste journey…
    175. 175. Governance Before  No formal governance on waste  Waste Policy not updated since 2003  HTM 07-01 ignored (!) After  Waste Management Group  New Waste Policy and set of procedures  HTM almost fully implemented
    176. 176. Contracts Before  No formal contracts in place  No KPIs / specifications / accountability  Trust‟s “Man & van” community collections After  3 lots tender - Domestic /Clinical /Confidential  5 years contracts – 2014-19  Full community service - inc. GPs / pharmacies
    177. 177. Expenditure
    178. 178. Clinical waste from home patients (community nurses / mental health)
    179. 179. BEFORE
    180. 180. AFTER
    181. 181. Confidential waste
    182. 182. BEFORE
    183. 183. AFTER
    184. 184. Main waste compound
    185. 185. BEFORE
    186. 186. AFTER
    187. 187. AFTER Savings £8,000/year Savings £9,000/year
    188. 188. AFTER
    189. 189. Waste cupboards
    190. 190. BEFORE
    191. 191. Batteries recycling
    192. 192. BEFORE
    193. 193. AFTER 52 x battery buckets
    194. 194. Cardboard recycling
    195. 195. Bergmann MPB BEFORE907
    196. 196. Bergmann MPB AFTER 907
    197. 197. Bins provision in public areas
    198. 198. BEFORE
    199. 199. AFTER
    200. 200. Clinical waste segregation posters
    201. 201. BEFORE  Non compliant  Vague  Only main streams covered
    202. 202. AFTER  HTM compliant  Detailed and clear  Covers all streams
    203. 203. Medicinally contaminated waste
    204. 204. BEFORE
    205. 205. AFTER collections community – Clinical waste transition plan
    206. 206. “Greener” Waste Containers Anatomical Medicines Sharps
    207. 207. Community clinics – clinical waste collection
    208. 208. Clinical waste collections community – transition plan Private customers Trust clinics GPs Home patients IoW Council Private sector NHS IoW NHS England NHS IoW 1st Dec14 1st April 14 1st April 14 1st April 14
    209. 209. Environment Agency - Audit
    210. 210. Sustainable Waste Management Policy SOPs Training Audits Good waste segregation Compliance £ savings Greener
    211. 211. Thank you Waste@iow.nhs.uk
    212. 212. Green Impact in the NHS Charlotte Bonner Communities Programme Manager NHS Sustainability Day 2014 Royal Bournemouth & Christchurch NHS Foundation Trust Road Show
    213. 213. It’s growing… 110 students’ unions 60 universities and colleges 110 off-campus organisations NHS Trusts Dental practices Hospices International pilots too!
    214. 214. Collecting unusual waste to donate to local play centres
    215. 215. Recycling buffet trays and growing healthy salad on window sills
    216. 216. Sending polystyrene chips back to the suppliers for re-use
    217. 217. A departmental pool bike
    218. 218. And a pool scooter for those who aren’t happy on a bike!
    219. 219. “What are our environmental impacts?” – a team discussion workshop
    220. 220. Green lanyards for Green Champions
    221. 221. What people have said… Being involved in Green Impact has given a new aspect to my role – I’m learning things and developing professionally. I’m definitely classing this as CPD. It’s great to see the Trust supporting this centrally. It’s not just about the enthusiastic few now. It’s given me some legitimacy – people don’t just think of me as the local nag any more, they can see why it’s important.
    222. 222. and the students… I feel it is a good addition to my CV and it was a new situation I got valuable information out of.” I was lucky enough to meet wonderful, inspirational people. The scheme allowed me to stand out from the crowd and be part of something important, as well as building on my interpersonal skills.
    223. 223. www.nus.org.uk/greenimpact charlotte.bonner@nus.org.uk
    224. 224. Closing address Richard Renaut – Director of Service Development
    225. 225. RBCH will strive to improve it’s position as a sustainable healthcare Trust in future, and promote sustainable development across all activities. Bournemouth Hospital has been proud to host this “NHS Sustainability Day Road Show” and would like to thank everyone involved.

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