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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 2014Introduction
“The NHS has a commitment to its patients, the public, staff, and the
environment to embed sustainability across operations and activities”
Welcome & Introduction
Edwin Davies
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
Commitment to SustainabilityThe NHS is one of the main carbon emitters within the UK, and has a significant influence upon the three spheres of sustainability. Social
EconomicEnvironmental
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.
Commitment to SustainabilityA definition or two
Sustain – to cause or allow something to continue for a period of timeSustainable – 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 affordableUse the stairs not the lift – low energy and healthyRemove bottled water dispensers – allow plumbed inAllow staff to be committed to a sustainable future
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 targetsTop-level support from Chief ExecutiveIntroduction of new Trust policy,
e.g. Sustainable Management Plan & Sustainable Development Policy
Quarterly Carbon Management Group meetings
Plan to develop Biodiversity Policy
Sustainability
Energy
Waste
Staff awarene
ssCarbon reductio
n
Transport
Food & Procure
ment
Biodiversity & Green
spaces
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.
Activities to improve sustainability
• 3 solar PV arrays generating on site renewable energy
Energy
• Zero waste to landfill achieved in 2013
Waste
• Green Impact Scheme introduced for staff to engage with sustainability – only 2nd NHS Organisations in UK to take part!
Staff Awareness
• 2 Electric vehicles added to fleet
Transport
• Bird boxes, duck houses, and dedicated wildflower site to encourage biodiversity
• Biodiversity board designed to communication positive messages to staff
Biodiversity & Green spaces
Thanks for coming & enjoy the day!
And don’t forget NHS Sustainability Day on 27th March 2014!
Sustainable CateringNHS CATERING
Andy Jones
National Chair of HCA
Caterers Responsiblity
• People– Trained/Focused/Committed– Local Community
• Good Food– Good Ingredients– Well Presented– Served with Knowledge
• Waste
• Communication– Local Suppliers Showcase
Stalls– Customers Information
Point - Patients and Staff
• ASK– Case Studies– NFU, MSC, Red Tractor
Served with PassionNothings IMPOSSIBLE
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
15
What Has HCA Done To-Date
• Supply Partners• Packaging – Why/How/Issues
• Local Procurement • Web Site
• 14.14
16
Together we can CHANGE
ANY QUESTIONS?
OH YES I HAVE ONE!
NOTHING’S IMPOSSIBLE
Food for Life Partnership:Improving food in hospitals
Susannah McWilliam, Soil AssociationMargi Lennartsson, Garden Organic
HEALTH
EDUCATION
SUSTAINABILITY
Food growing
The voice of the user Developing
the expertise of the caterer
Cooking skills
Farm links
Eating experience
What is the Food for Life partnership?
“transforming food culture”
The results
TWICE as many primary schools received an Outstanding Ofsted rating after working with the Food for Life Partnership
13% increase in free school meal uptake
28% more children eating 5 a day 45% of parents eating more vegetables
For every £1 invested in Food for Life menus, the social, economic and environmental return on investment for the local authority is
improved performance
local economic benefits
£3
Increased meal uptake
increase of fruit and veg consumption
How it has developed
• From March 2012 commissioned by localauthorities.
• 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.
HEALTH
EDUCATION
SUSTAINABILITY
Food growing
The voice of the user Developing
the expertise of the caterer
Leading by
example
Community links
Eating experience
FFLP in hospitals: pathfinder pilots
Food growing
The voice of the user Developing
the expertise of the caterer
Leading by
example
Community links
Eating experience
FFLP pathfinder pilots
Food growing
The voice of the user Developing
the expertise of the caterer
Leading by
example
Community links
Eating experience
FFLP pathfinder pilots
160 million Catering Mark meals served annually
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
New CQUIN rewards better hospital food
"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
CQUIN number 295 in NHS England pick-list, ‘Improving Hospital Food by achieving compliance with recommended or best practice standards’
Hospitals and the Catering Mark
AwardedNorth Bristol NHS TrustNottingham University Hospitals TrustHinchingbrooke Healthcare NHS Trust (Cambridgeshire)St Joseph’s (Wales)
Working towardsRotherham HospitalBournemouth &Christchurch
CommitmentsBarts Health NHS TrustImperial College Healthcare NHS TrustCalderdale and Huddersfield NHS Trust
“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
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• Climate friendly actions
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 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
Sydenham Gardens
University Hospitals Coventry and WarwickshireHoventon House Care Home
Food Growing in Health Settings
Growing Opportunities Sandwell
www.nhssustainabilityday.co.ukwww.foodforlife.org.uk
www.gardenorganic.org.uk
www.1414campaign.com
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 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.”
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.”
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.
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!
Real achievements
The achievement that means the most is the positiveeffect that the garden can have on individual lives. It’sfinding an anonymous note on the cabin door that says
“I have lived in this area all my life and this gardenmakes me proud to be from this area.” Or it’s when a
troubled person on the margins of society discovers thegarden, becomes involved, and it improves their life. Thisis what really makes the many hours of voluntary work
worthwhile.
Tea/Coffee & Networking#Dayforaction
Welcome back#Dayforaction
Health and wellbeing in a changing climate
Jemma Knowles Climate SouthWest Project OfficerJim Hodgson Climate Change Advisor, Climate Ready Support Service
Overview
Jemma• Changing climate: impacts on a local level• Local support availableJim• The Climate Ready support service• New toolkit for health and wellbeing boards
What we have seen so far
Building resilience to extreme weather and a changing climate
2014: flooding and...?2000: flooding
2001: flooding
2003: heat wave
2005: flooding
2006: droughtheat wave
2008: floodingsnow & ice
2007: flooding
2009: floodingsnow & ice
2010: floodingsnow & ice
2012: droughtflooding
2013: heat wavefloodingstorm
2000: flooding
2001: flooding
2005: flooding
2006: droughtheat wave
2008: floodingsnow & ice
2007: flooding
2009: floodingsnow & ice
2010: floodingsnow & ice
2012: droughtflooding
2013: heat waveflooding
storm
What we can expect by 2050s
Building resilience to extreme weather and a changing climate
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
Impacts for health
Building resilience to extreme weather and a changing climate
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
Service delivery: impacts & response
Building resilience to extreme weather and a changing climate
Risk to Examples of adaptive response
Estate/building & supporting infrastructure (transport)Vehicles/equipment
Natural ventilationCool spotsGreen infrastructure, SuDSMedications keep at right temperature
Rise in fuel, energy, water, food costsWater supplySupply chain, transport
Resource efficiencyIdentification of alternatives
Workforce – accessibility, wellbeing Vector disease migrationPatient comfort
Staff access considerationsTraining and guidance on response to extreme weather eventsTransport planningAdaptation inclusion in emergency and contingency plans
Social impactsVulnerable communities
Information, targeted warning systemsChange in behaviours
Climate UK network
Building resilience to extreme weather and a changing climate
Climate SouthWest
Building resilience to extreme weather and a changing climate
@ClimateSW
Climate Ready Support Service3 year programme launched in 2012Part of Government's wider adaptation programmeAim: to help ‘key sectors increase their resilience to climate risks’ by incorporating climate risk management into routine business decision-making:
Primarily working in partnership and through others
Builds on our corporate objective to integrate adaptation into everything we do
Climate Ready Support ServiceTwo key components:
Free, independent online advice and support via:www.environment-agency.gov.uk/climateready
Tailored support and partnership workingto help key sectors adapt:
• Business & services• Infrastructure• Natural environment • Built environment • Local government• Health & wellbeing• Agriculture & forestry
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
National Adaptation Delivery Group
Adaptation in the new health & social care systemIntervention / Action Benefit
Climate ready JSNA & JHWSPromotion of extreme weather preparedness
Future proofingBetter health outcomesSocial VulnerabilityMeeting the NAP objectives
Climate ready commissioning plans NHS Commissioning Board Business continuity management framework
Commissioning board emergency preparedness frameworkEPRR core standards
Board approved SDMP Public Health Outcomes Framework 3.6
All of above Adaptation Reporting PowerMulti-agency planning a preparation for response (including through LRFs)
Combating fuel poverty Buildings better prepared for heatwaves
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
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
Workshops#Dayforaction
Energy Performance ContractsNHS Sustainability Day
06/02/14
65
May 2013
PROTECT - PROPRIETARY
What is the energy context in the UK?
Source: DECC Oct 2012
Supply
20
01
20
10
20
20
20
300.00
4.00
8.00
12.00
p/k
Wh
Historic
High
Central
Low
Wholesale Power Prices 2001 – 2030
66
• 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
NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.
May 2013
PROTECT - PROPRIETARY
67 PROTECT - PROPRIETARY - Connecting to Performance © EDF Energy plc. All rights
Reserved.
Pay Less
Reduce consumption
Change Fuel
On-site
Generation
May 2013
PROTECT - PROPRIETARY
Chillercompliance& efficiency
Temperaturecontrol
On-site technical resource management
Building management system
Ventilation upgrades
Lighting system upgrades
Mechanical retrofit
Air quality improvement
Utilities auditing
Generators for Demand Response
“Achieve a 34% reduction in
carbon
dioxide equivalent emissions
from building energy use,
travel and procurement of
goods andservices by 2020”.
Source: Sustainable Development Strategy
68 NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.
Changing processes, upgrading technologies
May 2013
PROTECT - PROPRIETARY
Source FT Nov 2011
Advanced, open and willing to listen to new ideas…
• Executive Sponsorship
• Employee Engagement
• Job Isolation
• Job Focus
69 NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.
Changing attitudes
May 2013
PROTECT - PROPRIETARY
What is it?
Strategic Energy Partnership
Guaranteed savings
Generates value through a blend of measures
70 NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.
Energy Performance Contracts (EnPC)
May 2013
PROTECT - PROPRIETARY
Strategic
Capital investment in your estate
Hedge against price fluctuations
Immediate savings
71 NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.
Energy Performance Contracts (EnPC) benefits
May 2013
PROTECT - PROPRIETARY
Payback Period
Total Energy Savings
2 year payback Investment Criteria Limit
£50k
Energy Savings per
Project
£250k
Agg. Single Projects
EnPC (bundle)
£0k £0k
5
year
s0
year
s
How an EnPC works in practice
72
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
PROTECT - PROPRIETARY
Why now is the time to start thinking about EnPCs
• Challenging carbon targets
• Ageing assets that are approaching the end of their life
• Finance constraints
• Credible delivery partners
• 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.73
74
NHS Sustainability Day February 2014 © EDF Energy plc. All rights Reserved.
NHS Sustainability Day of action
Emma WoodGroup Sustainability & Corporate Responsibility Manager
How can we help?Biodiversity
Social Value
Employee Diversity
Noise pollution
Carbon reduction
Landfill Diversion
Adapting to climate change
Energy Management
Renewables
Community Engagement
Workplace Wellbeing
Hazardous waste
Noise pollution
Sustainable transport
Saving water
Infection control
Care closer to home
Ethical procurement
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
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
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
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
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
Jamie RobertsNHS SUSTAINIBILITY DAY
6 February 2014Bournemouth
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. • 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
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’
How it looked before...
100%
How it looks today...
45%
55%
Segregation TrendsOffensive waste disposal (180104) Infectious waste disposal (180103)
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 result.”
- Mahatma Ghandi
Any Questions...
???
NISSAN
THE WORLD’S FIRST FIVE STAR EURO NCAP ELECTRIC VEHICLE
THE BEST SELLING ELECTRIC VEHICLE OF ALL TIME 100,000+(22ndJan 2014)
NISSAN
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.
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
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.
NISSAN
WHERE TO NEXT?
NISSAN
UK production of the Nissan LEAF is now in full swing in Sunderland,
producing the New Nissan LEAF for Europe.
PRODUCED IN EUROPE, FOR EUROPE
NISSAN
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
NISSAN
200
180
160
140
120
100
AU
TO
NO
MY (
km)
NEW NISSAN LEAF
199 km (124 miles)
OFFICIAL RANGE (NEDC)
NISSAN
CHARGEDOOR LIGHT
CONNECTOR FOR10 AMP, 16 AMP AND
32 AMP CHARGING
CHAdeMOQUICK CHARGER
PORT
CABLE LOCK
ENHANCED CHARGING
ELECTRONIC CHARGE PORT OPENING
NISSAN
Domestic Plug(10 amp)
Home Wallbox or Street Charger(16 amp)Home Wallbox or Street Charger(32 amp)
CHAdeMORapid Charger
12 hours 0-100% charge
8 hours 0-100% charge
4 hours 0-100% charge
30 minutes 0-80% charge
HALF TIME HOME CHARGING ARRIVES
NISSAN
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
CARWINGS
NISSAN
BATTERY LEASE OPTION
Buy or Lease the BatteryFrom £70 per MonthLower Initial Purchase PriceUltimate Battery Peace of Mind
VEHICLE + BATTERY BUY OR LEASE
VEHICLE BUY
BATTERY LEASE+
or
NISSAN
THE CAR IS ONLY HALF THE STORY
NISSAN
£37M INFRASTRUCTURE PACKAGE HOME CHARGING PUBLIC SECTOR RAPID CHARGERS – STRATEGIC ROAD NETWORK
£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
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
CONGESTION CHARGE GREEN VEHICLE DISCOUNT REPLACED WITH ULEV DISCOUNT ONLY PLUG-IN CARS CURRENTLY MEET NEW, 75g/km THRESHOLD
LANDSCAPE FOR ELECTRIC CARS IS IMPROVING ALL THE TIME
NISSAN
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
HOME CHARGING
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!
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 OrchardSerpentine Road Ashley RoadPoole Road, Westbourne.
NISSAN
UK RAPID CHARGERS
In Bournemouth, they will be placed in:West Hill car parkBournemouth 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.
NISSAN
RAPID CHARGERS:
Ecotricity Chargers are FREE to use but you do need to register online for an Ecotricity swipe card
NISSAN
Lunch#Dayforaction
Welcome back#Dayforaction
Trevor Payne, Director Estates and Facilities Barts Health NHS Trust
and founder of NHS Sustainability Day
www.nhssustainabilityday.co.uk
A call to action for the NHS
NHS Sustainability Day
• 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
Motivating Success
NHS Sustainability Day
• 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
• 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
#dayforactionIf 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
Sustainable Water
How Bart's NHS are Saving Britain’s Water
with AquaFund©
Why worry about water?
• Water scarcity
• Rising cost of water
• Population growth
• Unpredictability of climate
01753 833 880 [email protected]
© Advanced Demand Side Management 2014.
Population Growth & Food
What do you use?
01753 833 880 [email protected]
Butter
Beef
150 litres3,400 litres
Chocolate
© Advanced Demand Side Management 2014.
Climate change
Water cost & CO2
• Rising costs
• The nexus of Energy & Water
01753 833 880 [email protected]
© Advanced Demand Side Management 2014.
Better water management
• Sustainability
• We should use less
• Not simply because it is right, because it is necessary
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How Bart's NHS are Saving Britain's Water
The Trust had specific objectives
• Reduce water consumption and cost
• Reduce Carbon emissions
• Environmental performance & impact
• Strengthen data management
To sustainably manage its
water resources
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© Advanced Demand Side Management 2014.
The partnership
• Lower water consumption
• Financial savings
• No budget
• A comprehensive approach
NHS Trusts are eligible for a £200,000 -
£500,000 grant
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© Advanced Demand Side Management 2014.
Engineering expertise
• In-depth surveys of the entire portfolio
• State of the art water-saving technologies
• Automatic Meter Readers
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Strengthening the Trust’s data
• Full water bureau service
• Monthly Monitoring & Targeting Reports
• Total visibility
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Environmental
• Consumption profiling and environmental information
• Levels of Carbon saved
• Continually monitoring, preventing anomalies or leaks
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Humanitarian aid420,000 people out of water poverty
Delivering on the Trust’s objectives
• Reduce water consumption and cost
• Reduce Carbon emissions
• Strengthen data management
• Environmental performance & impact
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© Advanced Demand Side Management 2014.
To sustainably manage its
water resources
A comprehensive approach
• Billing Data
• Water-saving equipment
• Continually monitoring
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© Advanced Demand Side Management 2014.
Our impact
Framework OJEU REFERENCE:
2011/S 186-304473
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www.adsm.com
@AquaFund
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© Advanced Demand Side Management 2014.
Operating Theatre OptimisationPresented by:
Darren Jones BSc (Hons), Eng.Tech. MCIBSE LCCThe Royal Bournemouth & Christchurch Hospitals NHS Foundation Trust
NHS Sustainability Day Roadshow – 6th February 2014
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
HTM 03-01 Verification & Theatre Optimisation
Health Technical Memorandum (HTM) 03-01 Verification Methodology
OBJECTIVE HTM 03-01 requires a full measure of the supply and extract air-
flow 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.
HTM 03-01 VerificationDuct 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.
HTM 03-01 VerificationRoom Terminal Air-Flow Rates
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.
HTM 03-01 VerificationAir Changes per Hour
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.
HTM 03-01 VerificationRoom Differential Pressures
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!
Operating Theatre Optimisation
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
Theatre HVAC OptimisationFollowing 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
Theatre Optimisation
Case Study
Four theatres served by a single run/standby AHU
1. Temperature and pressure calibration anomalies2. Installation of Automatic Control Dampers3. Replacement of Air Handling Unit (AHU) Supply Fans4. Installation of Variable Speed Drives (VSDs) on secondary
chilled water pumps5. Software interlock to reduce the operation of chillers
during low demand6. AHU Frost Coil Control Improvements7. Temperature Set-back on Theatres
Key Energy Saving Initiatives Identified
Temperature and Pressure Calibration AnomaliesTable 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.
Temperature Calibration Anomalies
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.
Temperature and Pressure Calibration AnomaliesConclusion 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
Installation of Automatic Control DampersThe 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.
Installation of Automatic Control Dampers
% Saving 48%
Annual Energy Saving 61,811 kWh
Annual OpEX Saving £5,563
Budget Cost £16,650
Return on Investment 36 months
EXISTING NEW DAMPER - DAY NEW DAMPER - NIGHT
Fan Duty 100% 70% 70%
Air Volume Setback Theatres 3 & 4 Setback All
Theatre 1 (m3/s) 0.92 0.92 0.644Theatre 2 (m3/s) 0.98 0.98 0.686Theatre 3 (m3/s) 0.92 0.644 0.644Theatre 4 (m3/s) 0.92 0.644 0.644
Anaesthetic (m3/s) 0.6 0.6 0.42Prep (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 3.409Overall Setback (%) 0.00 88.67 70.00Fan Power (kWh) 14.7 10.25 5.04
Energy Usage (kWh) 128,772.00 44,879.96 22,084.40Total Energy (kWh) 128,772.00 66,964.36
Percentage Saving (%) 0 48
The Results…
The Conclusion…
Replacement of Air Handling Unit (AHU) Supply FansThe 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%.
% Saving 30%
Annual Energy Saving 38,632 kWh
Annual OpEX Saving £3,477
Budget Cost £10,990
Return on Investment 38 months
The Conclusion…
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
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
AHU Frost Coil ControlThe 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 close-loop 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
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 pre-
warm 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.
Theatre Temperature Control Set-backEvaluation 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.
Theatre Temperature Control Set-backThe 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
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
Summary Table
Initiatives % 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.
16% 224,000 kWh £8,960 £6,000 8 months
A review of the benefits of installing automatic control dampers within each of the theatre supply ducts.
48% 61,811 kWh £5,563 £16,650 36 months
A review of the replacement of Air Handling Unit (AHU) supply fans with high efficiency units
30% 38,632 kWh £3,477 £10,990 38 months
A review of the benefits of installing variable speed drives (VSDs) on secondary chilled water pumps and controlling pumps based on demand.
50% 32,062 kWh £2,886 £8,000 33 months
A review of installation of a software interlock to prevent the unnecessary operation of chillers during low demand.
15 - 20%
22,000 kWh £1,900 £2,000 12 months
AHU Frost Coil Control 50% 66,000 kWh £1,980 £1,500 9 months
Temperature Set-back on Theatres 15% 115,821kWh £3,345 £2,200 8 months
Total 560,326kWh £28,111 £47,340 20 months
Any Questions?
www.lowCO2.eu
Our journey towards sustainable Waste Management
Charles Joly - MEng MSc MIEMAEnvironmental, Waste & Sustainability Manager
6th February 2014
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
Isle of Wight NHS Trust
Compliance & accountability
Budget pressures
Environmental agenda
Waste: 3 drivers / pressure points
Patients / staff / public
Exec team
H&S team
Risk/Audit committee
Staff NGOs
DirectorsExecutive team
DoF / finance manager
1 2 3
Sustainable Waste Management
Compliant Green
Cost effective
1
2
3
Waste hierarchy…
…in healthcare context.
=> Segregating greener & save £
£s
Our waste journey…
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
Governance
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
Contracts
Expenditure
Clinical waste from home patients (community nurses / mental health)
BEFORE
AFTER
Confidential waste
BEFORE
AFTER
Main waste compound
BEFORE
AFTER
AFTER
Savings £9,000/yearSavings
£8,000/year
AFTER
Waste cupboards
BEFORE
Batteries recycling
BEFORE
AFTER
52 x battery buckets
Cardboard recycling
Bergmann MPB 907BEFORE
Bergmann MPB 907AFTER
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
Clinical waste collections community – transition plan
AFTER
“Greener” Waste Containers
Anatomical Medicines Sharps
Community clinics – clinical waste collection
Trust clinics GPsHome
patientsPrivate
customers
NHS IoW
1st April 14 1st April 141st Dec14
Private sector
1st April 14
NHS England NHS IoW
IoW Council
Clinical waste collections community – transition plan
Environment Agency - Audit
Policy SOPs Training Audits
Compliance £ savings Greener
Good waste segregation
Sustainable Waste Management
Green Impact in the NHS
Charlotte Bonner Communities Programme Manager
NHS Sustainability Day 2014 Royal Bournemouth & Christchurch NHS Foundation Trust Road Show
It’s growing…
110 students’ unions
60 universities and colleges
110 off-campus organisations
NHS TrustsDental practicesHospices
International pilots too!
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 developing professionally. I’m definitely
classing this as CPD.
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.It’s great to see the Trust supporting this centrally. It’s not just
about the enthusiastic few now.
and the students…
The scheme allowed me to stand out from the crowd and be part of something important,
as well as building on my interpersonal skills.
I was lucky enough to meet wonderful, inspirational people.
I feel it is a good addition to my CV and it was a new situation I got
valuableinformation out of.”
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 across all activities.
Bournemouth Hospital has been proud to host this “NHS Sustainability Day Road Show” and would like
to thank everyone involved.
