Sustainability Day Manchester 2017

Welcome to the Manchester
Sustainability Day 2016 Road Show
#Dayforaction

Chair’s welcome
Roger Tolman, 4 All of Us
#Dayforaction

Morning session
08:45 Registration and networking
09:30 Chairs Welcome
09:40 An Introduction
David Cain, Board lead, Corporate Social Responsibility, Central Manchester University Hospitals NHS
Foundation Trust
09:55 Delivering a vision for your Trust
Claire Igoe, Sustainability & Energy Manager, Estates and Facilities Directorate, Central Manchester
University Hospitals NHS Foundation Trust
10:15 The use of games to encourage behaviour change in health
Clicks & Links
10:35 Smart Cities and how they have the potential to be an integral part of Health & Social care
Mark Griffiths, Regional Director, Bouygues Energy & Services FM Division
10:55 Question and answers
11:15 Refreshments and networking

An introduction to Manchester
David Cain, Board lead, Corporate Social
Responsibility, CMFT
#Dayforaction

Delivering a vision for yourTrust
9th February 2017
Claire Igoe, Sustainability & Energy
Manager, CMFT
@cmftgreen

Sustainable Development Management Plan
“Our vision is to be a leading green and sustainable hospital,
delivering high quality care in a resource efficient and sustainable
manner.
We will achieve this through a combination of investment in
energy efficient technologies and infrastructure underpinned by a
Trust wide staff awareness and behavioural change programme.”

Sustainability
Strategy
Behaviour
change
and staff
awareness
Waste
reduction
and reuse
Sustainable
Travel
Energy &
water
efficiency
Our Approach

Communicating the message
- Newsletters
- Campaigns
- Twitter
- Events

Waste reduction and reuse
Reduce total volumes of waste and improve
segregation
Reduce volumes of general domestic waste in
healthcare waste streams
Rolled out the tiger bag ‘offensive
waste’ stream into all suitable areas.
Introduced reuse system and improved
segregation and compliance.

Waste reduction and reuse
 Warp It – saved £70,000 in 12 months, currently
700 users
 Introducing innovative waste segregation –
coffee cups, chewing gum, healthcare plastics
 New confidential waste service
 Reusable sharps bins
 Improving food waste segregation and reducing
food waste volumes
 Alternatives to rigid plastic containers for
disposal

Waste reduction and reuse Waste per patient contact
3.03 kg – 2.81 kg
13/14 – 15/16

Behaviour Change
 Needed a structured way to engage staff in
sustainable behaviours at work
 NUS (National Union of Students) Green Impact
model identified
 EnvironmentalAccreditation and Awards
scheme

Energy & water efficiency – project examples
PC monitor power down
(£25K p.a. savings)
BMS Optimisation
LED Lighting in multi
storey car park (£65K
p.a. savings)
Plant room insulation
Boiler economisers

Contact
@cmftgreen
claire.igoe@cmft.nhs.uk

The use of games to encourage
behaviour change in health
Clicks & Links
#Dayforaction

Mark Griffiths
Regional Director
Bouygues Energies & Services

Smart Cities can they be an integral part of
Health & Social care?
AGENDA:
• Introduction
• What is a Smart City
• Building Smart
• Delivery
• Drivers and Benefits

The Bouygues Group: Building Smart Cities
Communications Construction Power
£36 B turnover

Bouygues’ French Headquarters - Challenger
First building in the world to achieve triple certification (2011)
• LEED® “Platinum” (US)
• BREEAM® “Outstanding” (UK)
• HQE® “Exceptional” (FR)
Delivery Challenge
• Phased works from 2010 to 2014, Shifts over 67,000m2
• Occupied site
Energy
• 90% Energy and CO2 savings
• Ventilated, double skin façades
• Geothermal energy from heat pumps
• 25,000m2 photovoltaic panels on roofs, terraces and solar farm
• 100% of available BREEAM energy credits achieved
Water
• Rainwater harvesting
• 60% water savings
• 100% of sewage will be treated and re-used on site (phyto-filtration garden)

Human Activities: City Impact!!!

More Cities: More Carbon Impact!!!
• 80% Global CO2 due to Cities
• More People in Cities
• Reduce the impact
• Less Energy
• Eco Communities
• Eco Buildings
• Challenge of Eco Cities

Smart City Challenges: Approach

Process – Identify the needs
Public Spaces
Infrastructures
Housing
Public amenities
Commerce and
business
New
usages
Local
services
Nature in the
city
Water Energies Wastes Mobility Digital

Create the best solution with
the best partners
More lively, more communal and more
intense
More efficient, more renewable and
greener
More connected, smarter and more
intermodal
Group
Global
Local
FM

Smart Grid Local
PARIS | FORT D’ISSY
FIRST DISTRICT SMART GRID IN FRANCE Issy‐des‐Moulineaux:
> 160,000m2
> 10,000 people
1. Energy consumption will be measured for all types of use,
including: office, home, business, public lighting and electric vehicle
recharging stations
2. Installation of solar panels, co‐generation units and other
energy production resources and
other energy storage devices (batteries, flywheels…)
3. Production, consumption and storage systems will be shared
and managed as a whole in order to identify areas of energy
optimization

GreenCity – Zurich
2000W Community
Today
5.000 W/hab
Accomodation
1.500 W
Transportation
900 W
Consumption
1.100 W
Infrastructure
900 W
Electricity
600 W
Goal
2.000 W/hab

Smart City & Health and Social Care
Drivers & Benefits
Internet Of Things
High-Tech Ecosystem
Data Development
Sensor networks
Data Collection
Storage
Mobility
Predictive Healthcare –
App based ?
Improved environment –
Air Quality
Reduced inpatient time
Social Inclusion
Benefits
Drivers

There is one game changer that will help us
deliver these benefits

www.bouygues-es.co.uk
Thank You

Question and answers
#Dayforaction

Refreshments & Networking
#Dayforaction

Mid-morning session
11:45 Role of reuse within the NHS
Daniel O Connor, CEO, Warp-It
12:05 100% Interest Free Capital Loans
Emma Lawes, Client Support Officer from Salix Finance & Mark Hogan, Energy and Environmental
Manager, Estates & Facilities at Wrightington, Wigan & Leigh NHS Foundation Trust
12:25 Building health into healthcare
Paul Chatwin, Associate, Cundall
12:45 Liverpool Women’s Hospital uses sustainable reusable sharp’s containers
Mary Fotheringham, Business Development Manager, Sharpsmart
13:05 Need to renew your power-plants or to provide stand-by power?
Gordon Watt, European Business Development
13:25 Lunch & Networking

The Power of
Habit.
Changing
Organisational
Habits
An introduction

Overview
 Habits basics
 Organizational
habits
 Demonstrated via
reuse but can be
applied wherever!

Daniel BedeO’Connor
Head ofCustomer
Happiness
GetWarpIt.com
daniel@GetWarpIt.com
@WarpIt_

The power
of habit
Why do we do what we do and how to change.
Charles Duhigg

What habit would
you like to develop
or change?

You want to
improve
things right?
Organisational
habits

GetWarpIt.com
Surplus assets
redistribution
internal estate

New disposal/
procurement
habits
NHS London
save £3K ,
NHSTayside
save £15K

Keystone
habits in
organisations

Reuse
as a
Keystone
habit
Frame within crisis, not
sustainability
Unacceptable to dispose of
assets to waste
Change
Other sustainability behaviours

“Once a small win is
accomplished , forces are
set in motion that favour
another small win”
Small wins

“Smallwins fuel transformative
changeby leveragingtiny
advantagesinto patternsthat
convincepeoplebigger
achievementsarewithin reach”
Small wins

Wishlists
Direct
transfer- no
double
handling

Watchlists
Plan building
moves.
Direct transfer.

Demonstrate
savings.
Metrics from
NHSTayside

Small wins for
reuse
Or any
sustainability
project
 Just start off with a stationery amnesty? Show impact?
 Ask procurement to block purchase of stationery
 Demonstrate savings let’s do full reuse system
 Develop intranet content
 Deliver newsletter
 First £20K saving
 Feedback to staff
 Feedback to senior staff
 1st year review
 Yes we’ve got the CE on board!

Review
Anatomy of habits
Keystone habits
Small wins

Do you want
to improve
things?

Do
you
Hate buying new
when the
organisation
already has it?

Do
you
Hate seeing
surplus
assets in
skips?

Do
you
Like reducing
waste?

Do
you
Like reducing
procurement?

Do
you
Like helping
staff
collaborate?

Do
you
Like saving
money and
carbon?

Do
you
Like
collaborating
with other
Trusts?

Do
you
Want to get me in to
illustrate the hooks and
benefits of reuse for each
department?

Habit?
Cue
Routine
Reward?
Craving!

DanielO’Connor
Head ofCustomer
Happiness
daniel@GetWarpIt.com
@WarpIt_

ENERGY EFFICIENCY AT
WRIGHTINGTON, WIGAN
AND LEIGH NHS
FOUNDATION TRUST
Emma Lawes
Client Support Officer
Mark Hogan
Energy Environmental Manager
Wrightington, Wigan and Leigh
Foundation Trust
100%
INTEREST
FREE
@SalixFinance #SalixFunded

Introduction
Knowledge sharing and case studies
Salix Finance and Wrightington, Wigan
and Leigh NHS FT
To demonstrate how Salix can help Trust
and Foundation Trusts
Summary of the loan application process
Our aims for today

Opportunities and Savings for the NHS
241 Trusts and Foundation Trusts spend over £634m on energy and
utilities 1
Average of £2.5m per hospital 1
Typically 3rd largest expenditure
The most energy intensive Trusts spend 6.2 x more per m2 than those
which are less energy intensive1
1. Health and Social Care Information Centre, Hospital estates and facilities statistics 2015
2. Salix Finance – loan applications since 2008
Our NHS clients have saved on average £236k per year 2

Introduction to Salix funding

Who we are
Established in 2004
Publicly funded, not-for-profit company
100% interest-free capital finance for the public sector
Over 120 technologies funded
Funded by BEIS, Scottish and Welsh Government, EFA and DfE
Support public sector bodies such as local authorities, educational
establishments and NHS Trusts and Foundation Trusts
NHS Improvement approve of Salix’s Invest to Save model

Case StudiesProject Knowledge
Slides
Social
Media
@SalixFinance
#SalixFunded
News &
Blog
Best Practice
Calculations

Our funding model
Client
contribution
(were
applicable)

Salix Activity within the NHS

Top 10 NHS Clients*
Imperial College Healthcare NHS Trust
Northern Devon Healthcare Trust
Hinchingbrooke NHS Trust
Bradford Teaching Hospitals NHS FT
Princess Alexandra Hospital NHS Trust
Northampton General Hospital NHS Trust
St George’s Hospital NHS FT
Poole Hospital NHS FT
Wrightington, Wigan and Leigh NHS FT
Frimley Health NHS FT * By project value

Salix Finance and Wrightington, Wigan and
Leigh NHS Foundation Trust
RAEI 600 Bed Acute
Leigh Infirmary, Tertiary ServicesWrightington Hospital Specialist Services

Background
WWL Started its own CMIP in 2006
WWL Employ Energy Manager 2008
First SALIX application approved 2014
We have carried out 6 energy reduction projects since 2015
Utilised a total of £2.6M
Annual savings of £590K

Heat Recovery RAEI Heat Recovery Leigh Heat Recovery Wrightington
Plant room optimisation
Achievements of WWL so far

-
5,000.00
10,000.00
15,000.00
20,000.00
25,000.00
2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17
WWL enrgy emissions (tCO2e)
WWL Capital Investment £200K/annum SALIX capital Investment £2.6M
Baselineyear
1. WWL Energy Manager Starts
2. New boilers running full year
1. New CCC running full year
2. Installation of Heat
recovery Unit
3. SALIX Finance £500K
1. New Phase – running full year
2. Installation of two new Heat
recovery units
3. Removal of old Calorifiers
4. SALIX Finance £890K
1. Install CHP
2. Heat recovery
extension
3. SALIX Finance
£1.2M
Emissions Reduction

Benefits
Patient and staff comfort improved
Reduced revenue expenditure
Improved resilience
Simple process
Support available from SALIX technical team
Supported in capital investment when internal is not available

Lessons learned
Always remember to include VAT in the application
Remember to include for additional work which the project may
need
Next steps
Produce a new 5 year strategy and carbon management plan
Utilise SALIX Finance for energy efficiency schemes
Work closely with Waste, Transport and Procurement to reduce our
footprint further.

SOLVING ENERGY EFFICIENCY FINANCE IN THE PUBLIC SECTORWWW.SALIXFINANCE.CO.UK
Salix application process

Feasibility
Internal
Consultation
Procurement Mobilisation Installation
Business case
checks
Meet with finance
department
Offer reservation of
funding for Trust Board
Workshops and calls with
other Trusts for advice
Interim Payments
Phase works over
financial years
How Salix can support your application

Key Application Steps
1. Visit our website at www.salixfinance.co.uk
2. Simple on-line application process
• Application in five easy steps
• Down load project compliance tool
• For projects valued over £100,000 – business case template
3. Public Sector Body or supporting body submits application
4. An automate email is generated and sent to the authorised
official which they need to reply to confirming their approval
5. Application assessed & decision made typically within two weeks
1
2
3
4
5

Summary
NHS Trusts and Foundation Trusts – no
maximum loan amount
Help achieve energy and carbon
reduction targets
Long-term funding plans, SDMPs,
estates strategies
Reduce energy bills at your Trust

Thank you
Emma.lawes@salixfinance.co.uk
020 3714 5655

Ideal logo position here
Building Health into Healthcare
Paul Chatwin WELL APTM @ChatwinP1
@Cundall_Global
p.chatwin@cundall.com
The WELL Building Standard

Critical systems Education Government
Healthcare Industrial Infrastructure Lifestyle
Masterplanning Residential Retail Workplace
Aviation
Cundall Sectors

90%
of our lives are spent
indoors and it has a lasting
impact on our health..
Health & Wellbeing

131Lost working days
due to sickness
million
Health & Wellbeing

40Deaths a year linked
to poor air quality
thousand

Source – greatairmanchester.com
WELL Limits
PM2.5 <15 µg/m3 (2)
PM10 <50 µg/m3 (3)
Source – theweathernetwork.com

Trends towards healthy
buildings…

What is WELL Building standard

What is WELL Building standard
Copyright 2015 by International WELL Building Institute PBC. All rights reserved.

Betteshanger Visitor Centre – Case Study

Air - Volatile Organic Compounds
“…I understand it now, if I can eat it, I can install it…”

Air - Volatile Organic Compounds
Element WELL Standard Cundall
Carbon Monoxide <9ppm 0.8ppm
Formaldehyde <27ppb <1.28ppb
Ozone <50ppb 5.5ppb
Nitrogen Dioxide <53ppb 21ppb (0.042m/m3)
PM2.5 <15µg/m3 8µg/m3
PM10 <50µg/m3 0µg/m3
Total VOCs <500µg/m3 1323.2µg/m3
“…I can smell the difference…”
“…it doesn’t have that new car smell…”

Water - Filter
Activated carbon
from coconut shell

Light - Integrated Medical Interior (IMI)
Warm Biometric Lighting up light

Integrated Medical Interior (IMI)
Warm white (sunrise) wake up light

White (Breakfast) light

Crisp White (Mid day) light. (Blue light to reset body clock)

White (Afternoon) light

Warm white (sunset) light. (Relaxing light)

Warm white (sunset) light. [Relaxing light]
Red sleep light prevents production of cortisol to aid sleep

Comfort
Sitting Kills, Moving Heals by Joan Vernikos

Mind: Biophilia – Active living wall

Mind: Biophilia – Connection with nature

Cost to provide healthy
buildings…

WELL – Cost
Total Cost £850,000
1,500m2 fit-out
• Joinery materials £3,000
• Egger board to joinery units £1,500
• Compliant ply to vinyl floor £60
• Bolon floor in lieu of carpet £5,200
• Compliant paint coats £7,000
• Variable air volume to meeting rooms £5,000
• Air Water / Testing £2,000
• Water Filter £7,000
Total £30,760
3.6% uplift or £200 per head
WELL Fees - £10,000
+ Consultancy Fees

WELL – Benefits
40
60
80
100
120
140
160
180
200
APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER
LONDON OFFICE ABSENTEEISM DATA
FTE Staff Numbers Work days lost

WELL – Benefits
• In October 2016 absenteeism was 50% lower
than the previous year
• Compared with 27% for two controlled “new”
offices.
• For a year, this equates to a £90.4K saving
• A 27% drop in staff turnover = £122K saving

Sustainability +
healthy buildings…

Summary – Any Questions?
Paul Chatwin WELL APTM @ChatwinP1 p.chatwin@cundall.com
@Cundall_Global

SHARPSMART & LIVERPOOL
WOMEN’S HOSPITAL

AGENDA
• WHO ARE SHARPSMART?
• THE CHALLENGE
• THE SOLUTIONS
1. SHARPSMART
2. CLINISMART BAG-TO-BEDSIDE
• THE RESULTS

Making waste invisible!
Defining the future for
safe management of
Healthcare Waste.

ALIGNING WITH THE NEEDS OF THE NHS
We don’t just ensure that you
achieve your goals….
We make it harder for you to fail.

SAFETY & PROTECTION
• Needlestick injuries reduced by 25%
• Improved patient environment brought about by
elimination of point-of-care containers
• Odours eliminated within the patient environment
• Cross contamination risk removed

SUSTAINABILITY
• Sharps Waste reduced by minimum of 32%
• Sharps CO2 reduced by 91%
• Regulated clinical waste volumes reduced by 35-
75% (elimination of offensive and general waste in
clinical waste stream)
• Increased opportunities for recycling through
education and behaviour change

VALUE/EFFICIENCY
• Waste minimisation reduces costs significantly
• Less labour required for bag replacement, bin
cleaning in patient rooms
• ‘Waste Invisibility’ creates a cleaner environment
for patients
• Frequent waste movements into disposal room
enables accuracy of scheduled pick-ups by
portering teams

COMPLIANCE
• Behavioural change reduces risk of non-
compliance
• Perpetual auditing ensures ‘horizon watching’
and speedy correction related to segregation
issues

EDUCATION
• Point-of-care and touch-point education specific to
the disposal routines ensures inherent behaviour
change
• Distance learning tools available to ensure nursing
staff can focus on patient care
• Training records maintained to ensure traceability
of learner outcomes

LIVERPOOL WOMEN’S HOSPITAL - THE
CHALLENGE
Liverpool Women’s Hospital is a specialist NHS Trusts in the UK that is dedicated
to the healthcare of women, babies and their families.
Over 8,000 babies delivered and
10,000 gynaecological procedures
untaken each year, as well
multiple genetics departments to
maintain.
Vital that the trusts waste
disposal methods are as safe and
sustainable as possible.

THE CHALLENGE
DISPOSABLE ‘BURN’ BINS ISSUES
Safe?
The single-use system was not the safest option for sharps disposal.
• Small size
• Absence of protective features (permanent locks, pre-assembly)
Efficiency
The time taken to construct some of these containers impinged on carers’ time.
Plastic Disposal
Single-use containers saw the disposal of 6.5 tonnes of polypropylene plastic
per year
- Not in line with the 2008 climate change act
- Costly

THE CHALLENGE
REDUCE CLINICAL WASTE & CO2
Promoting Sustainability
One of Liverpool Women’s biggest environmental objectives
was to reduce their clinical waste and, consequently, their
carbon emissions.
Compliance
• Independent audit had highlighted instances of non-compliance with waste
guidelines
• Trust were concerned that they were incinerating significantly more waste than
necessary
• Wanted to ensure they were fully compliant on all fronts
• Trust’s environmental manager was under growing pressure to introduce an
offensive waste stream.

THE SOLUTION -
SHARPSMART
DISPOSABLE ‘BURN’ BINS ISSUES:

WHAT IS THE SHARPSMART SYSTEM?
A Reusable Engineered Safety Device designed for point-of-care disposal of sharps,
pharmaceuticals and recyclable devices.
Reusable sharps containment system &
accessories designed for traceable safe point-
of-care disposal.
Bespoke blended learning programmes built on
‘5 Moments’ Concept including hard copy ‘touch
point’ training tools and e-learning modules.
Auditsmart Perpetual Audit system designed
for continual optimisation and compliance

THE SOLUTION –
CLINISMART BAG-T-BEDSIDE
REDUCE CLINICAL WASTE & CO2:

WHAT IS THE BAG TO BED SYSTEM?
A total waste optimisation solution including an array of bespoke blended-learning tools and accesories ensure
that optimised segregation, safety and compliance can be achieved routinely without compromising correct
segregation techniques.
Flexible accessories designed to ensure safe,
compliant point-of-care segregation/disposal
Bespoke blended learning programmes built on
‘5 Moments’ Concept including hard copy ‘touch
point’ training tools and e-learning modules.
The system reduces the possible risk of
infection by the removal of the infectious
waste bins from patient areas.

PROCESS
• Met with key stakeholders across the hospital (including infection control, Nursing Managers and Health &
Safety) in order to trial then implement the Sharpsmart and Clinismart across the hospital.
• Department surveys to assess individual areas requirement in terms of accessories and stock.
• Education requirements – including bLearning learning
• Wellness calls, additional training & ward walks – helped ensure the Trust
were fully optimising the system.
• Monthly audits – measured how well the system was being used;
(correct segregation, labelling and optimisation of container space)
• Communication with the hospital’s facilities companies and portering teams
to ensure a smooth process.

THE RESULTS – SHARPSMART
Forecast:
Sharpsmart will not have to manufacture any additional containers for the hospital to use for the next 10 years,
leading to an estimated 560 tonne reduction in CO2 emissions from the trust & 65 tonnes of plastic being
removed from the incineration stream.
In 19 months since the Sharpsmart installation:
• Sharps Management Savings of 10%
• 10 tonnes of polypropylene plastic saved from being incinerated
• CO2 emissions reduced by approximately 56 tonnes
• Safer working environment for staff
• 6,000 fewer containers are handled by both clinical and portering staff each year.
• Reduced waste volumes and educational opportunities for all staff.

THE RESULTS - CLINISMART BAG-TO-BEDSIDE
All cost and time-related savings from introducing these systems have been diverted to the maintenance and
improvement of frontline services, including waste, portering and domestic services.
In 6 months since the Clinismart Bag to Bedside system installation:
• Minimised the presence of waste containers in bay areas
• 40% of waste diverted from clinical to offensive and infectious streams
• Cost savings of 45%
• Touch-point education available for all staff involved in the production
& movement for healthcare waste
• Its value as an educational tool has helped the Trust stay compliant with CQC guidelines and 2012
Controlled Waste Regulations.

PROJECT FEEDBACK
Regarding the success of the project, John Foley, Environment Manager at the
Trust, commented;
“By providing a significant reduction in carbon emissions and clinical waste volumes, the
introduction of the Sharpsmart and Clinismart systems to the Trust has greatly assisted
with our efforts to become more sustainable in line with the Climate Change Act.
Results were noticed almost immediately by both staff and patients, which has greatly
enhanced the Trust and its prestigious reputation as a safe and environmentally-conscious
healthcare provider. The ability to audit and see what is inside a container is a real eye-
opener and extremely useful in educating staff.”

Fuel Cell Technology Part of the NHS
Energy Mix
2017

Doosan Babcock
Building a Low Carbon Future
AGENDA
183
• INTRODUCTION TO DOOSAN BABCOCK
• THE DRIVERS
• THE PURECELL FUEL CELL
• UK FUEL CELL INSTALLATIONS
• ARUP STUDY FINDINGS
• THE UKS LARGEST FUEL CELL INSTALLATION

184
Reduction of
Energy
Consumption
Financial
savings
Reduced
Carbon
levels
Low
maintenance
Optimised
solution
THE DRIVERS

5
PURECELL® MODEL 460 – WHAT & HOW
1 Electrical Power
Inverter generates high
quality AC power
3 Air Conditioning
Utilising an Absorption Chiller
Hot Water can efficiently provide
Air Conditioning
4 Hydrogen
Pure Hydrogen
slipstreamed for
Transportation
5 Vitiated Air
Provides Data Centers with Inert
Atmosphere for fire protection
A Natural Gas
Connect to
Existing UK Gas
Infrastructure
B Hydrogen
Ready
100% Hydrogen
with Minor
Modification
447kW of Power and 530kW of Heat created from hydrogen
2 Hot Water
Heat Recovery System
Generate Hot Water
185

Doosan Babcock
DOOSAN FUEL CELL IN CONNECTICUT
186

Doosan Babcock
Design Features
• 10 year cell stack life
• Grid-independent operation
• Electric load following
• Low pressure natural gas fuel & H2 ready
• Low noise and vibration
• Low emissions
PURECELL® - WHAT…
187
Performance
• Fleet availability 98% -12 month rolling average
• No shutdown required for planned maintenance
Output and Efficiency
• 447kW electric output
• 530kW/h heat output
• 42% electrical efficiency
• 90% system efficiency
Cleanest source of continuous on site energy generation
187

Doosan Babcock
Key Client Examples
Data Centers /
Telecom
HospitalsUniversities Industrial
District Heat &
Power
CommercialRetail Government
20 year
Product life
>12 million
Hours of fleet field operation
>110 MW
Installed referenceProven
Technology
>220 PureCell
Units globally
KEY SECTORS ADOPTING DOOSAN FUEL CELLS
188

Doosan Babcock
FUEL CELL ADOPTERS IN THE UK
189

Doosan Babcock
FUEL CELL ADOPTERS IN THE UK
190

Daily Peak Load Energy Mix
•Fuel Cell / CHP solution supplies majority of demand
• >60%
•Solar PV provides top-up during mid-day
• Max Solar output coincides with mid-day demand peak
• Up to 150kW in Summer
•Remaining Demand met by grid import
• Only 30% of total peak daily demand is grid electricity
New Energy Mix:
Fuel Cell
&
CHP
Grid
Solar
NHS Estate Trust Project - current

Strictly Private & Confidential, © Copyright Doosan Babcock
TRUST BENEFITS
Air Quality Benefits – Healthy Local Hospital
Resilient Technology – Heat & Power
CSR Project Opportunity
Low Noise & Vibration
Future Proof
De-Steam
Long Term
Triple Bottom Line Improvements
(+ Financial + Social + Environmental)
COST
CARBON

Doosan Babcock
ARUP STUDY BASIS OF COMPARISON
193
• Purecell® 400 Versus Gas Fired CHP
• Mixed Use Commercial Building
• Central London
• Run at Full Load with No Heat Rejection
• MCPD NOx Limits of <95mg/Nm3

Doosan Babcock
• 400 kWe
• 472 kWth
• 92% Availability
SYSTEM OUTLINE
194
• Gas Fired CHP System

Doosan Babcock
SYSTEM OUTLINE
195
• Fuel Cell CHP System
• 447 kWe
• 530 kWth
• 98% Availability

Doosan Babcock
METHODOLOGY
196
• Whole Systems & Whole Lifecycle Cost
• Equipment Schedule for Both Systems
• O&M Costs for all Major Equipment
• Total Parasitic Loads Calculated
• Space Requirements Compared
• End of Life and Decommissioning Costs Assessed
• Analysis for 20 Years Lifetime of Purecell®
• Economic Comparison using Cash Flow Model

Doosan Babcock
TECHNICAL COMPARISON (20 YEARS)
197
Item Purecell® 400 Gas Engine CHP
Average Electrical Efficiency (NCV) 41.2% 40%
Average Thermal Efficiency (NCV) 49% 47%
Availability Factor 98% 92%
Total Electrical Output (MWh) 76,267 63,241
Total Heat Output (MWh) 91,033 76,079
Total Energy Output (MWh) 167,660 139,320
Total Fuel Input (MWh) 206,400 177,631
Carbon Emissions per Unit Heat (kgCO2e/kWh) 0.201 0.219

Doosan Babcock
CONCLUSIONS OF THE ARUP REPORT
198
• Highest Electrical Efficiency
• 41 % NCV, giving rise to 8% reduction in Carbon emissions
• Smallest Plant Room Size
• 70 m2 less floor area
• Significant Superior Air Quality Performance
• 0.65mg/Nm3
• Improved Modulation Performance
• Electrical efficiency maintained down to 40%
• Better Economic Performance Over 20 Years
• £380,000 more revenue generated
• Lower Energy Costs
• Undiscounted LCOE & LCOH 7- 10% lower respectively
• Greater Economic Return
• Additional investment of a Purecell® over conventional CHP gives an IRR of 3.8%
Key Findings of Techno-Economic Analysis of Purecell® 400 Compared
to a Similar Sized Gas Engine CHP With SCR Nox Reduction Technology

Doosan Babcock
EMISSION & AQ - COMPARISON OF CONTROLLABLE
DECENTRALISED TECHNOLOGIES
199
Source(s): ‘Averting an Emerging Air Quality Risk’ – see appendix for detailed
source info and assumptions
Note: Corrected to 15% oxygen level

Doosan Babcock
FUTURE PROJECTS
200

Doosan Babcock
THE LARGEST FUEL CELL INSTALLATION IN THE UK
201

ABERDEEN
AECC Energy Centre Layout (Plan View)
CHP
Offices
Thermal
Stores
Electrolysers Chilling Fuel Cells
Switch
Rooms
120m
20m

SUMMARY
The Purecell unit is being considered by many in the NHS because it
delivers
 Resilience
 Negligible Nox & Sox
 Low maintenance
 Step change technology
 Quiet
 Most efficient technology
 Financially viable
203

Strictly Private & Confidential, © Copyright Doosan Babcock Limited
Thank You For Listening,
Any Questions?
Gordon.Watt@doosan.com

Lunch & Networking
#Dayforaction

Afternoon session
14:00 Welcome back
14:10 Connected Sustainable Travel
Fran Silcocks, Sustainability Officer, Sandwell and West Birmingham Hospitals NHS Trust
14:25 Comprehensive water management
Fiona Daly, Director, Sustainable Business Development, ADSM
14:45 Reducing Fuel Poverty through a Community Energy Installation
Charlie Cox, Energy Manger, University Hospitals of North Midlands & Sarah Bloor, Energy and
Sustainability Officer, University Hospitals of North Midlands
15:05 Concluding comments
15:15 Conference Close

Sustainable Travel
Sandwell & West Birmingham Hospitals NHS Trust
Fran Silcocks, Sustainability Officer
Francesca.silcocks@nhs.net
0121 507 4065

Sandwell & West Birmingham Hospitals (SWBH)
NHS Trust
• Large acute NHS Trust
• 3 main sites (City, Sandwell and
Rowley Regis) plus satellite sites
• Employ around 7,500 people
• New hospital in construction
(Midland Metropolitan Hospital) –
due to go live Autumn 2018. State-
of-the-art acute hospital for the
530,000 people living in Sandwell
and West Birmingham

Governance and Achievements
Overarching Documents:
• Sustainability and Environment Policy
• Sustainability Action Plan
• Sustainability Working Group
• Staff Travel Surveys and Travel Plans
(done annually)
• Trust Public Health Plan
• Collaborative work with Transport for
West Midlands
• Link with Health and Wellbeing team

New Infrastructure
• More cycle parking
o New cycle ‘pods’ x 12
o Repairs to existing cycle shed at
City
o New shed built at Sandwell
(housing up to 30 bikes with
lockers)
• Cycle parking signage
• Cycle lane markings
• Cycling equipment to support cyclists
(locks, helmets, rucksack covers,
water bottles, repair kits)
• Travel kiosks (City and Sandwell) to
display live bus times and route
planning
• Shuttle bus to help staff travel
between sites
• Pedometers for lunchtime walkers

Wider Support and Initiatives
Cycling
o Cycle to Work scheme
o Free bike checks
o Staff pool bikes to hire
o Cycling group
o Bike maintenance / safety courses
o Cycling and walking intranet pages for information
o Trust annual charity bike ride
o Cycle proficiency training
o Bike leader courses
o Bus travel discounts
o Free healthy lunch for cyclists and walkers
o Personal route planning for staff – cycling, walking, public transport
Walking
o Lunchtime walks
Public Transport
o Discount of public transport
Other Initiatives
o Staff travel surveys - annually
o Events – Roadshows, Sustainability Garden Party, Climate Week,
cycle to Work Week, Walk to Work Week
o Communications – Sustainability Newsletter, Staff Bulletin,
‘Heartbeat’ staff magazine, social media

Future Plans and Midland Metropolitan Hospital
(MMH)
• MMH Target: 5% modal shift from single occupancy
car travel towards more sustainable modes
(compared with the baseline survey undertaken in
2008), with:
o EV charge points (12 spaces planned – 6 staff,
6 visitors)
o Provision for 50 dedicated car sharing spaces
o Cycle parking (for a minimum of 288 cycles)
o Provision of real time information displays for
public transport information
o Dedicated bus lane onto site
o Frequent bus service
o Shuttle bus for staff to travel between sites
• Focus on promoting and facilitating car sharing,
cycling and walking and supporting staff
• Further discounts and offers on public transport
• Preparing staff for the move to MMH
• MMH specific travel survey to gauge potential staff
travel to the new site

Staff Travel Surveys
• Staff travel surveys undertaken annually since 2013 to look at
staff travel habits to/from work:
o More staff cycling and walking and taking the bus
o Reduction in rail use
o Not many formal car sharers (that we know of)
• ‘What would encourage cycling and walking to work?’
o The 2016 survey responses showed that across City and
Sandwell the most popular answers were (respectively):
1. Safer cycle routes/footpaths
2. Safer walking routes/footpaths
3. Shower/changing facilities at work

Thank you
Fran Silcocks, Sustainability Officer
Francesca.silcocks@nhs.net
0121 507 4065
Recent Achievements:
Birmingham Connected Sustainable Travel Award (2015)
Winner of the Centro ‘Most Proactive Organisation, Cycling’ Award (2015)
Gold Standard Top Cycling Location (2015)
Top Walking Location (2016)
Platinum Top Active Travel Location (2016)

questions and contact
Fiona Daly
fdaly@adsm.com
07595219719
@AdsmUK

Savings Lives With Solar
Charlie Cox - Energy Manager
Sarah Bloor - Energy & Sustainability Officer

 ‘Build healthy, sustainable and resilient
services and communities’
Our 2020 Vision:
Our sustainable future 2015 - 2020

UHNM
Southern
Staffordshire
Community
Energy
(SSCE)
UHNM
Sustainability
Clinical
Communications
Land and Property
Estates
Finance
Beat The
Cold
Community
Project Partners

Project Overview
UHNM leased roof
space to SSCE
SSCE attracted £335,600
of investment from the
community
Investment
funded 1,089 PV
panels
SSCE receive
Feed In Tariffs
Surplus Income
forms a Community
Fund
Patients are selected for
referral to Beat The Cold
Beat The Cold uses the
Community Fund to help
those patients out of fuel
poverty
UHNM pay
SSCE for
the
electricity
generated
Investors are paid back at 4.5% IRR over 20 years

Funding
Referral Pathway
Innovative project elements :

Funding
New source of Capital funding
• Entirely funded by the Community / Ethical Investors
• No Trust capital required
• Share offer issued
• Investments of £100-£100k
• Investors attracted by ethical benefits
• …but also by 4.5% IRR
• £355,600 raised in 12 weeks
Secure Community Fund
• The community fund is independent of Trust finances
• Cannot be reallocated!

Referral Pathway
Specialist
Treatment
Discharge
Cold, Damp
Conditions
Exacerbation
of illness
Admission
Assessment in
Emergency
Department
The Cycle of
Readmissions
• Bad for patients
• Bed blocking
• High cost
• Not sustainable

Referral Pathway
Assessment
• Medical Condition
• Home Location
Referral
• Patient Consent
• Beat the Cold
• Convenient Time
Intervention
• Home Improvements
• Behaviour Change
• Tariff Advice
• Income

Specialist
Treatment
Discharge
Cold, Damp
Conditions
Exacerbation
of illness
Admission
Assessment in
Emergency
Department
Referral Pathway
Specialist
Treatment
Discharge
Intervention
Healthy,
Warm Home
Admission
Assessment in
Emergency
Department
The Cycle is
Broken
• Healthy patients
• Sustainable Care
• Environmental
• Financial
• Social

Challenges
Approval Process
• Capital?
• Expenditure?
• Business case?
• Board level?
Roof Leases
• Condition – 20 years
• Impact on occupants
• Future developments
• Existing leases
Working with Third Sector Organisations
• Capable and diligent, but unused to NHS process

Outcomes
Environmental Social Economic
Reduction in UHNM’s
CO₂ emissions
(3,346 tonnes)
Improving living
standards
Increased energy
resilience
Reducing our
environmental impact
Building healthy,
resilient and sustainable
communities
Electricity cost savings
of £600,000 over project
life
Patients increased
energy efficient
behaviours
Community Fund
boosted, through
attracting additional
funding (nPower)
Reduced readmissions.
Especially into A&E
Patients make savings
through BtC advice

Is it replicable?
Referral
pathway
Consultant/
clinical support is
crucial
Estate – Clinical –
Community link
Other
determinants of
health
Prevention
rather than
cure
Financing
model
Revenue/income
- Feed in tariffs
Technology
Payback/ ROI
Ethical
attraction
Long payback
schemes

Closing comments
#Dayforaction

Sustainability Day Manchester 2017

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