NHS Sustainability Day Leeds Road Show

Welcome to the Leeds NHS Sustainability Day 2015 Road Show

In association with NHS Employers

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Welcome and Introduction

Scott Buckler, Campaign Director, NHS Sustainability Day

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NHS Sustainability Day –roadshow15th October 2014

The role of NHS England

Rick WalkerCorporate Social Responsibility Senior ManagerTwitter: @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


Everyone has greater control of their health and their wellbeing, support to live longer, healthier lives by high quality health and care services that are compassionate, inclusive andconsistently 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)

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… can influence Sustainable development in a number of ways

• Leadership / advocacy

• Commissioning

• Business operations

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Sustainable, Resilient, Healthy People & PlacesA Sustainable Development Strategy for the NHS, Public Health and Social Care system 2014-20

Launch included Sir David Nicholson

Our approach

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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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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

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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

17

• 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: [email protected]

Addressing Human Resources

and Behaviour Change

Claire IgoeSustainability & Energy Manager

15th October 2014

Central Manchester Foundation Trust

13,000 Staff

1.7 million Patient Contacts

6 Hospitals

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 surveyAwareness

Raising

Rebranding

Building Support

Chairman Procurement Comms Governors Budget

Collateral

Events

Green Impact

• Model owned by NUS (National Union of

Students)

• Encourages staff 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

The Online Workbook

Outcomes

69 teams took part 22 teams received awards

841 actions completed 96% of staff rated as good or excellent

Recognition through awards

Our Green Impact Story…

http://vimeo.com/107928058

http://vimeo.com/107928058

../../../Green Impact-HD.mp4

../../../Green Impact-HD.mp4

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 services profile)

• 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 partner for providing services, delivering infrastructure and

creating places that bring lasting benefits to our customers and 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% by 2015

100% of contracts to have community needs plan in place

64% 100% by 2014

15% of our employees to utilise the volunteering policy for community engagement in areas we work

5% 50% by 2020


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

../../../'IF WE COULD SEE INSIDE OTHERS' HEARTS'- LIFE, in 4 min.mp4


Jeanette Hinds

HR BP Health & Defence

Carillion

Creating the world’s leading

meat-alternative business

http://www.google.co.uk/url?sa=i&source=images&cd=&cad=rja&docid=Mp-9F1R9j2JVlM&tbnid=QvvE-uyULyJEtM:&ved=0CAgQjRwwAA&url=http://www.lifeinabreakdown.com/quorn-a-healthy-alternative/&ei=TOa5UeeaPMGxhAeD8oCoBQ&psig=AFQjCNH10m2qrbVlQ-cuCSPB5QPFdjSEGg&ust=1371224013031851

http://www.google.co.uk/url?sa=i&source=images&cd=&cad=rja&docid=Mp-9F1R9j2JVlM&tbnid=QvvE-uyULyJEtM:&ved=0CAgQjRwwAA&url=http://www.lifeinabreakdown.com/quorn-a-healthy-alternative/&ei=TOa5UeeaPMGxhAeD8oCoBQ&psig=AFQjCNH10m2qrbVlQ-cuCSPB5QPFdjSEGg&ust=1371224013031851

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...

Future Food…

..Now

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.pdfhttp://www.tristramstuart.co.uk/FoodWasteFacts.htmlhttp://ecowatch.com/2014/04/11/agricultures-greenhouse-gas-emissions-2050/

Challenge Consequence

To feed 9bn in 2050 FAO say we need a 60% increase in food production

some of the true costs of cheap and plentiful animal protein

Challenges for a scalable meat based

sustainable food future

http://www.fao.org/fileadmin/templates/wsfs/docs/expert_paper/How_to_Feed_the_World_in_2050.pdf

http://www.tristramstuart.co.uk/FoodWasteFacts.html

http://ecowatch.com/2014/04/11/agricultures-greenhouse-gas-emissions-2050/

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

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Deliciously versatile

At the heart of all Quorn foods is

mycoprotein…

So, what is it?

Natural appeal

..Our 50 year ‘overnight success’

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Additional InterestSCFA productionFibre (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

Spaghetti Bolognese

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

74Source: 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

75

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

• In summary

78

79

• Thank you!

adsm.com© Advanced Demand Side Management 2014.

AquaMarkUK’s National Water Benchmarking Project3 years’ fully-funded services


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



Why save Britain’s water?

Population

growthClimate change Water scarcity



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”



Current Benchmarking

• WaterMark

• HM Treasury

• Typical and best practice benchmarks



Water consumption in an NHS Trust



Water Consumption per Hospital vs Industry Published Benchmarks

0

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

mo

nth

s W

ate

r C

on

su

mp

tio

n m

3

Consumption in 2013



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



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



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



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



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



Your participation

[email protected]

01753 833 880

www.adsm.com

Thank you

mailto:[email protected]

http://www.adsm.com/

Lunch, networking and exhibition

#Dayforaction

Welcome back


#Dayforaction

Balls to SustainabilityTechnology 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

[email protected]

Greening the FleetAlexis Keech

Environmental and Sustainability Manager

Yorkshire Ambulance Service

Location of ambulance stations across the region

Yorkshire Ambulance Service

YAS region

Staff Fleet

BuildingsTravelFuel

– 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

Carbon Champions

Awareness Campaigns

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

Telematics

Auto Route Planning

• PDA / GPS system

• Better route planning

• Eco routes

• Improved service

• Lower mileage

• Lower fuel use

Upgrading

vehicles

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

DfT to implement

• 204 vehicles to have

the technology

installed on them

• Trickle charge and will

save 720kg/CO2/yr

from 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

Fuel monitoring

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 FrankelCommunications Director

Vegware

the problem

Mixed materials, mixed recycling streams

• plastics• paper, card• polystyrene• metals, foils• films

• In use = adding food

• So…landfill or incineration?

before

use

after

use

in

use

the key to zero waste

diner experience

low impact


before

uselow impact

Low carbon, recycled or

renewable materials


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

“NHS organisations should 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

usediner experience

Presentation enhances

dining experience

Adds value at every level


Breathable performs better

Hot food

stays crispy

Green

is the top trend!

after

usethe key to zero waste


Only compostable packaging 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 food with plastic in it…

…and you can't recycle plastic with food on it.

recycle with food 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

Was

te d

iso

isal

gat

e fe

e p

er t

on

ne

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 vs Food 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 tonnes carbon saved

• 5.1 tonnes virgin material saved

• 13 tonnes used packaging

diverted from landfill

Quantifying the benefits

In 2013, Royal Bournemouth Hospital

made 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

case study

case study

NHS case study

../../../Vegware- sustainable packaging made affordable.mp4

../../../Vegware- sustainable packaging made affordable.mp4

www.vegware.com

www.foodwastenetwork.org

Thank you

Lucy FrankelCommunications Director

[email protected]

Question and answers

#Dayforaction

Closing comments


#Dayforaction

Healthcare

NHS Sustainability Day Leeds Road Show