NHS Sustainability Day 2015 Road Show

Welcome to the Leeds NHS Sustainability Day 2015 Road Show
In association with NHS Employers
#Dayforaction

Welcome and Introduction
Scott Buckler, Campaign Director, NHS Sustainability Day
#Dayforaction

NHS Sustainability Day – roadshow15thOctober 2014The role of NHS England
Rick Walker
Corporate Social Responsibility Senior Manager
Twitter: @Rick_Walker1

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1.The role of NHS England
2.Sustainable Development in NHS England
3.Our approach

6
•Allocate resources to CCGs and support them in commissioning services
•Directly commission primary care, military, offender, public health and specialised services
•Take autonomous decisions about how to allocate resources
•Focus on achieving equal access to health services
•Deliver improved health and patient outcomes
The role of NHS England

Everyonehas greater control of their health and their wellbeing, support to live longer, healthier lives by high quality health and care services that are compassionate, inclusiveandconsistently improving
Our purpose
Vision & values–our vision

We create the culture and conditions for health and care services and staff to deliver the highest standard of care and ensure that valuable public resources are used effectively to get the best outcomes for individuals, communities and society for now and for future generations.
Our purpose
Vision & values–our purpose

Sustainable development in NHS England

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•DH / NHS England Framework Agreement –“… a key role to play in driving forward the government’s commitment to sustainability in the economy, society and the environment”.
•Healthy Staff, Better Care for Patients
•DH / NHS / NHS England commitments –‘Sustainable Development Management Plan’
•Climate Change Act (public body duty and reporting requirement)
•Public Services (Social Value) Act 2012
•National Audit Office / Parliamentary Environmental Audit Committee
•Annual reporting (Treasury guidance)

1
1
… can influence Sustainable development in a number of ways
•Leadership / advocacy
•Commissioning
•Business operations

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2
Sustainable, Resilient, Healthy People & Places
A Sustainable Development Strategy for the NHS, Public Health and Social Care system 2014-20
Launch included Sir David Nicholson

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4
A work in progress –underlying concepts
•Wellbeing –… an environment … which allows an employee to flourish and achieve their full potential for the benefit of themselves and their organisation
•Corporate Social Responsibility? –the way our organisation takes positive steps to enhance the impacts of all of our decisions and activities in the community, on the environment and with our staff, “through transparent and ethical behaviour above and beyond (our) statutory requirements
•Sustainable Development –meeting the basic needs and quality of life for everyone, without compromising the ability of future generations to meet their own needs)
•Social Value –maximising the social, economic and environmental value of our expenditure
Our approach

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5
Our approach
… an approach addressing the actions of our staff and the decisions our organisation makes, benefitting
•Health of our staff (physical, mental, emotional)
•Health of our organisation (retaining talent, motivated workforce, good decisions, reputation)
•Health of the environment (impacts of our staff, business operations, decisions, processes)
•Health of communities in which we operate (the contributions our organisation can make)
Healthy environments, healthy people, healthy communities, health workplace

1
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•Physical health / physical activity
•Mental health
•Volunteering
Our people / our staff
•Staff engagement / staff involvement
•Patient engagement
•Leadership and culture
•Communications
Values and behaviours, communication & engagement

1
7
•Procurement
•Venues and events
•Equality, diversity and inclusion
•Social value stocktake
Community impact / Social value
•Travel
•Offices / estate
•Primary care
•Climate change adaptation
Healthy environments

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•Governance
•Systems, policies and procedures
•Resources and finance
•Organisational wellbeing
•Review and evaluation
Our organisation

Rick Walker
Corporate Social Responsibility Senior Manager
T: @Rick_Walker1
E: rick.walker@nhs.net

Addressing Human Resources and Behaviour Change
Claire Igoe
Sustainability & Energy Manager
15thOctober 2014

Central Manchester Foundation Trust
13,000 Staff
1.7 million Patient Contacts
6Hospitals

Where we started
•Green Champions not fully engaged/utilised
•Disjointed communications
•Relatively low profile issue
•No dedicated budget

Getting Going
Relationship building
Reinvigorated Green Champions
Staff survey
Awareness Raising

Building Support
Chairman
Procurement
Comms
Governors
Budget

Green Impact
•Model owned by NUS (National Union of Students)
•Encouragesstaff to take action
•Enables change to take place through delivery of simple tasks
•Engages staff through competition and awards

Green Impact Project Cycle
Workbook amends and initial audits
Workbook launch and team signups
Teams implement changes
Workbook submissions and audits
Awards and celebration
Evaluation and feedback

Outcomes
69 teams took part
22 teams received awards
841 actions completed
96% of staff rated as good or excellent

What’s Next?
Rebranding waste labels
Second Phase of Green Impact
Gaining momentum
Replicating and rewarding good practice

Staff Engagement
Steven Weeks, Policy Manager, NHS Employers
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Question and answers
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Refreshments and Networking
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Staff Engagement & Sustainability
Jeanette Hinds, HR Business Partner, Carillion
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MAKING TOMORROW A BETTER PLACE
Employee Engagement & Sustainability
‘Making Sustainability Part of Doing Business’
15 October 2014

Who Are We?
•Leading Integrated Support Services partner –public & private sectors
•£4.1bn turnover
•Principal markets –UK, Canada & Middle East
•40,000 employees –(high servicesprofile)
•Leading sustainability player in our sector
•Supporting NHS Sustainability Day since inception

Carillion’s Values, Vision and Strategy
Values
•Carillion already has values which set the tone for not only our business plan, but also for our company. They define the path our company will follow and act as a guiding principle by which our company functions
•Our values tells our key stakeholders what our business is all about —what our company stands for, what we believe in, and what we intend to achieve
•In essence our values define what our business stands for –they are our core behaviours

Vision
To be the trusted partnerfor providing services, delivering infrastructureand
creating placesthat bring lasting benefits to our customersand the communities in which we live and work

Strategy
•Investing in our people and capabilities. Building long-term, trusted partnerships
•Transferring knowledge and skills to new and existing markets so we can expand our services and infrastructure activities
•Providing a selective, high quality construction capability

Formula for Success

Values

Values
•Behaviours In Action
•How we are bringing our Values Alive
•78% employees attended workshops –100% by mid November
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We Care
We Achieve Together
We Improve
We deliver

Values
Challenges
•Shifts -can be difficult to get people together as a team
•Limited time available so as not to impact on Service
•Pitching the training at the right level
•Employee engagement –Great Debate (Staff Survey)

Employee Engagement
Leading indicators
•Sustainability recruitment brand
•Apprenticeships
•Leadership Programmes
•Health & Safety -DWB
•Health & Wellbeing

Employee Engagement
Leading indicators
•Customer engagement
•Customer experience programme
•Patient Experience
•Client relationships

Sustainability -Corporate Social ResponsibilityFirst 6 months 2014 progress:
Target
Current Performance
Long term target
88%of Carillion Apprentices who have completed their framework will have employment as an outcome
85%
100% by 2020
4%of our people to engage with schools and colleges, unemployed and hard to reach groups to develop skills to enter employment
2%
10% by2015
100% of contracts to have community needs plan in place
64%
100% by 2014
15% ofour employees to utilise the volunteering policy for community engagement in areas we work
5%
50% by2020

Corporate
•Investing in Integrity (IiI) is a Charter Mark, founded in 2012, and designed to enable an organisation to reassure its key stakeholders that its business can demonstrate a commitment to act with integrity at all times
•A second year of the charitable fund website
•Sustainability Investment Fund

Darent Valley Hospital
•Wildlife Area

•Wildlife area

Gravesham Food Bank Collection
•Food Collection Point for:-
Tinned, dried, packet, sachet, uht, longlife items
&
essential toiletries

•Pilgrim Bandits

•Volunteering Services Charities

•Fundraising

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•Video –If we could see inside other hearts

Jeanette Hinds
HR BP Health & Defence
Carillion

Creating the world’s leadingmeat-alternative business

Who is Tim Finnigan???
•Married, two children (grown up)
•Likes running up hills and likes a pint
•30 years R&D in Food and Drink
•PhD Oilseed rape protein, Government food research, APV, General Foods and...

The 1960s was a time of huge achievements...
Quorn in context

....And growing concerns
Quorn in context

A man with a big idea
Quorn is born

+ a large number of ducks, rabbits, horses, turkeys…
..3 camels and one unfortunate mule
Chickens
110,000
Pigs
2,630
Sheep
922
Goats
781
Cows
557
The scale of livestock production is driven by our desire for cheaper and more plentiful meat, but there are damaging consequences, which at the moment are forecast only to intensify
The current context…

http://www.fao.org/fileadmin/templates/wsfs/docs/expert_paper/How_to_Feed_the_World_in_2050.pdf
http://www.tristramstuart.co.uk/FoodWasteFacts.htmlhttp://ecowatch.com/2014/04/11/agricultures-greenhouse-gas-emissions-2050/
Challenge
Consequence
Tofeed 9bn in 2050 FAO say we need
a 60% increase in food productionsome of the true costs of cheap and plentiful animal protein
Challenges for a scalable meat basedsustainable food future

Dramatic changes are shaping the future of food policy

“The need for new business models that help address the 9bn challenge -including a healthy new protein with a lower environmental impact….”
Prof. Alan Knight Single Planet Living
Big steps toward small footprints

At the heart of all Quorn foods ismycoprotein…
So, what is it?
Natural appeal
..Our 50 year ‘overnight success’

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Additional Interest
SCFA production
Fibre (chitin and ẞ-glucans)
Mycoprotein as a food ingredient
Physical Properties (shape)
Denny, A, Aisbitt, B and Lunn, J (2008) Mycoprotein and health. BNF Nutrition Bulletin 33:298 –310.
Bottin, J. (2014) Nutrition and Surgical Influences on appetite regulation in obese adults. PhD Thesis Imperial College London
BENEFITS
Texture creation
•Authentic meat-like texture
•Creation of fibrosity through fibre assembly
General Nutrition
•High quality protein
•Low fat content (membranephospho-lipids)
•High fibre (cell wall)
•Low energy density
Clinical Research Programmes
•Lowering serum cholesterol
•Satiety
•Insulinemia and glycemia in diabetics
Composition

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No other protein can create the meat like textures achieved by Quorn
Unique attributes

SpaghettiBolognese
Meat
Quorn
Calories
516
314
Fat %
26.6
8.6
Saturated Fat %
10.1
1.4
Switching from using beef mince to Quorn mince in a Spaghetti Bolognese once a week is equivalent to running 4 marathons a year*
Meals are healthier with Quorn
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Source: Lucy Jones C4 nutritionist using METS data

•Livestock represent 18%+ of greenhouse gases issue*
-Quorn environmental footprint –90% lower than beef
•Land and Water are becoming in short supply
-Quorn uses 90% less land and water than beef
•Livestock is inefficient at producing protein
-Beef converts grains –protein at 10 –1 ratio
-Quorn converts at 2 –1 ratio (wheat–protein)
* UN report ‘Livestock’s Long Shadow’ 2006
Estimates that livestock (meat production) makes up 18% of Greenhouse gas emissions
Quorn Foods is the first global meat-alternative brand to achieve third-party certification of its carbon footprint figures
Excellent sustainable credentials
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Future Food -playing a leading role

Our aim is to ask the right questions from which to build our research platforms:
How can diets rich in mycoprotein contribute to health and wellness?
What is the impact of our food and of our organisation on the environment and how do we compare?
How can we make Quorn irresistible?
How can we collaborate to address these key issues and contribute to the debate?
Creating a world leading brand

adsm.com
© Advanced Demand Side Management 2014.
AquaMarkUK’s National Water Benchmarking Project
3 years’ fully-funded services

adsm.com
AquaMark/ UK’s National Water Benchmarking Project
Who we are
Water efficiency experts for over 20 years
Government advisors since 1999
On a mission to save Britain’s water

adsm.com
Why save Britain’s water?
Population growth
Climate change
Water scarcity

adsm.com
Benchmarking for sustainability
•Why worry about benchmarking?
•Measure our performance
•Compare our performance
•Identify inefficiencies
•Save money and waste by
using less water
“You can’t reduce what you can’t measure”

adsm.com
Current Benchmarking
•WaterMark
•HM Treasury
•Typical and best practice benchmarks

adsm.com
Water consumption in an NHS Trust

adsm.com
Water Consumption per Hospital vs Industry Published Benchmarks
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50,000
100,000
150,000
200,000
250,000
300,000
Hospital 1
Hospital 2
Hospital 3
Hospital 4
Hospital 5
Hospital 6
Hospital 7
12 months Water Consumption m3
Consumption in 2013

adsm.com
AquaMark
•£500m of water is going to drain each year through the lack of benchmarking data
•Largest and most in-depth project in the UK
•Establish 500 different building benchmark classifications
•Robust, complex and more sophisticated benchmarks

adsm.com
AquaMark
•Putting Britain at the forefront of commercial water benchmarking
•Greater sustainable water supplies and increased water security for thousands of organisations
•10,000 sites already taking part in the project
•We need you

adsm.com
Fully funded for you
•Three years’ free bill validation by award-winning bureau service
•Monthly consumption reports
•Identification of high consumption anomalies
•Benchmarking toolkit
•De-regulation of the water market
•Save a 1/3 on water bill

adsm.com
How do you take part?
•ADSM provides you with an email to send to your water supplier, then we take care of all the rest
•Future bills are sent to us for assessment & validation
•Within 24 hours we send them back to you
•Participation is completely anonymous
•Data completely secure
•Absolutely no cost to you what-so-ever

adsm.com
How benchmarking can help the NHS?
•If all of the UK participated we could save an estimated £500 million per annum
NHS alone could save 1/3 on it’s water costs

adsm.com
Your participation
ask@adsm.com
01753 833 880
www.adsm.com
Thank you

Lunch, networking and exhibition
#Dayforaction

Welcome back
#Dayforaction

Balls to Sustainability
Technology versus Behaviour Change
Emma Wood
Group Sustainability & CR Manager

Services
Workplace
Wastemanagement
Hygiene
Data Solutions

Your views
• No one can ignore the scale of the
challenge, either globally, nationally or
for the NHS
• Transformative change required in
how we live, work and care
• Does transformative change come
from people or technology?

Time to Vote
What is the key to creating a sustainable NHS?
Technology Behaviour Change Not sure

Why are we asking you to throw balls?
• ‘Blikvanger’ a Dutch invention to
encourage young cyclists to put litter
in bin
• VW ‘Fun Theory’ - changing
behaviour in public places by making
things fun

Waste – technology or behaviour change?

Energy – technology or behaviour change?

Can technology support behaviour change?

Your mission today...
In groups agree the Top 3 priorities to create a
sustainable NHS?
Consider:
•Are they technology or behaviour driven?
• Is technology the only way to achieve significant improvements?
• In your experience, has technology delivered what it claimed?
1 volunteer from each group to outline your 3 points

Report back
This is an open forum, please feel free to ask questions
or comment as we go along

Re-vote
What is the key to creating a sustainable NHS?
Technology Behaviour Change Not sure/both

The Results
• Has there been a change?
• Has your view change?
• Importance of behaviour change always
underestimated
• As professionals, we need to be aware of this
and ensure that our communications stress
the role of individual actions
• ‘Personalise’ your sustainability strategy

Do something....
1. The science is right and
we take action
2. The science is wrong and
we take action
3. The science is wrong and
we do nothing
4. The science is right and
we do nothing

Thank you
www.phs.co.uk
emmawood@phs.co.uk

Greening the Fleet
Alexis Keech
Environmental and Sustainability Manager
Yorkshire Ambulance Service

Location of ambulance stations across the region

Yorkshire Ambulance Service
YAS region
Staff
Fleet
Buildings
Travel
Fuel
–6,000 sq. miles
–4,500 people
–1,400 vehicles
284 A&E, 450 PTS, 204 RRV
–80+ ambulance stations
–49 million km per year
–4.2 million litres per year
–£8 million per year

Emergency Services Eco Fleet Day

Eco Driving
Potential saving £1.5 million, saving 1,100 t CO2
•Two circuit training
•>41 mpg to 47 mpg
•Use internal driver trainers
•Monitor with Telematics
•Train all drivers
•Compulsory C1 training
•Retrain staff

Auto Route Planning
•PDA / GPS system
•Better route planning
•Eco routes
•Improved service
•Lower mileage
•Lower fuel use

Aerodynamics and
vehicle redesign

Alternative fuels
Diesel policy for all vehicles at present, which is carcinogenic (WHO, 2013)
Alternatives needed
•CNG with councils
•Electric vehicle charging
•Compliant with Euro 5
•Hydrogen vehicles from 2015 onwards

Fuel Cell Technology Trial
Methanol powered
Provides power without engine on
Saves
-Fuel
-Battery power
-Staff down time
-Recovery costs
Cost saving ~ £500,000

Solar trickle charging grant
•£166k funding from DfTto implement
•204 vehicles to have the technology installed on them
•Trickle charge and will save 720kg/CO2/yrfrom fuel

Lease car policy
•Limit 130 g/km decreasing annually
•Limit mileage
•Review of annual mileage
•Incentivise staff to use
•Implement electric recharging points

Tyres
•Michelin promise a 3% increase in mpg with their ‘green’ tyres
•Mileage increase
•Translate as a £100k saving

Cycle to Work Scheme
•Bike to work for all
•1 month window
•HR and payroll involvement
•Salary sacrifice scheme –saving on pensions, NI
•Saved approximately £70,000

Cycle Response Unit
•4 city locations across Yorkshire
•Faster than vehicles in city centre
•Faster response
•Operating 5 years
•Saves A&E vehicle dispatch

Ambulance Fleet of the Future
•Awareness campaigns
•Eco driving
•Reduce miles
•Low emission new vehicles
•Stop/Start technology
•Aerodynamics and vehicle redesign
•Telematics
•Greener Tyres
•Solar panels for the fleet
•Cycle to work scheme
•Better co-ordination of pick ups and unnecessary
•Fuel monitoring
•Alternative fuel vehicles

Compostable packaging & food waste recycling
Reducing carbon
Reducing waste
Reducing costs
Lucy Frankel
Communications Director
Vegware

the problem
Mixed materials, mixed recycling streams
•plastics
•paper, card
•polystyrene
•metals, foils
•films
•In use = adding food
•So…landfillor incineration?

before use
after use
in
use
the key to zero waste
diner experience
low impact
Compostable packaging

before use
low impact
Low carbon, recycled or renewable materials

www.sduhealth.org.uk/areas-of-focus/

“NHS organisationsshould explore every opportunity to improve their energy and carbon performance in a cost effective way.
NUH are to be commended for providing an opportunity to the supply chain to bring forward innovative and effective solutions to these aims which may subsequently benefit the NHS as a whole.”
-Department of Health

in
use
diner experience
Presentation enhances dining experience
Adds value at every level

Breathable performs better
Hot food
stays crispy

after use
the key to zero waste

Only compostablepackaging can break down quickly enough to be recycled with food waste
terminology
Compostable =
biodegrade, but fast!
Biodegradable
=
can break down naturally, with microbes, warmth
& moisture
Compostable
=
can biodegrade
in under
12 weeks

You can't recycle foodwith plasticin it…
…and you can't recycle plastic with foodon it.
recycle withfood waste
other bins now cleaner & easier to recycle

economics
landfill is expensive
£0
£10
£20
£30
£40
£50
£60
£70
£80
£90
£100
2008
2009
2010
2011
2012
2013
Waste disoisal gate fee per tonne
Figures from WRAP's annual Gate Fees Report. Food Waste Recycling figure is the average for in-vessel composting (IVC) and anaerobic digestion (AD)
The rising cost of Landfill vsFood Waste Recycling in the UK
Landfill
Food Waste Recycling

£102 / tonne
£94 / tonne
£40-46
£0-10

case study
•Switched to compostable packaging
•Zero waste to landfill
•Part of sustainability communications
•8.8 tonnescarbon saved
•5.1 tonnesvirgin material saved
•13 tonnesused packaging diverted from landfill
Quantifying the benefits
In 2013, Royal Bournemouth Hospitalmade these eco savings:

case study
than incineration
(energy from waste)
Organics recycling is
70%cheaper

Free impartial service
Matchmaking any UK foodservice site with local food waste recycling
•all UK food waste collections
•on-site options
•legislation & relevant info
www.foodwastenetwork.org@foodwasteuk

Environmental cost
•higher energy and carbon emissions than regular collections
•Wastes drinking water –dispose of far more water than the food waste
•Hidden infrastructure costs -increase the risk of:
•sewer blockages
•sewer flooding
•environmental pollution
•odours
•rodent infestations
food waste
to sewers?
Maintenance costs
•Electricity
•Water
•Call-out charge for blockages
Banned
in Scotland
from 2016

On-site
Big Hanna
Options for food waste
& compostable packaging

www.vegware.com
www.foodwastenetwork.org
Thank you
Lucy Frankel
Communications Director
Vegware
Lucy@vegware.co.uk

Closing comments
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NHS Sustainability Day 2015 Road Show

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