Policy No. (EF11) Sustainable Development Management Policy

Transcription

1 Policy No. (EF11) Sustainable Development Management Policy The following personnel have direct roles and responsibilities in the implementation of this policy: All Trust Staff Version: 2 Ratified By: Executive Committee Date Ratified: April 2012 Date of Issue via Intranet: April 2012 Date of Review: April 2015 Trust Contact: Executive Lead: Sustainability Manager Head of Corporate Services

2 Statement on Trust Policies Staff Side and Trade Unions The University Hospital of North Staffordshire NHS Trust is committed to ensuring that, as far as is reasonably practicable, the way in which we provide services to the public and the way in which we treat our staff reflects their individual needs and does not discriminate against individuals or groups on any grounds. Equality and Diversity The University Hospital of North Staffordshire aims to promote equality and diversity and value the benefits this brings. It is our aim to ensure that all staff feel valued and have a fair and equitable quality of working life. The Trust aims to promote equality and diversity and value the benefits this brings. It is our aim to ensure that all staff feel valued and have a fair and equitable quality of working life. Equality Impact Assessment The organisation aims to design and implement services, policies and measures that meet the diverse needs of our service, population and workforce, ensuring that none are placed at a disadvantage over others. The Equality Impact Assessment tool is designed to help you consider the needs and assess the impact of your policy. Information Governance Any Trust policy which impacts on or involves the use and disclosure of personal information (patient or employee) must make reference to and ensure that the content of the policy is comparable with the relevant statutory or legal requirement and ethical standards Data Protection Act 1998 and the NHS Confidentiality Code of Practice The Data Protection Act (DPA) provides a framework which governs the processing of information that identifies living individuals. Processing includes holding, obtaining, recording, using and disclosing of information and the Act applies to all forms of media, including paper and images. It applies to confidential patient information but is far wider in its scope, e.g. it also covers staff personnel records. The DPA provides a legal gateway and timetable for the disclosure of personal information to the data subject (e.g. health record to a patient, staff file to an employee). Whilst the DPA applies to both patient and employee information, the Confidentiality Code of Practice (COP) applies only to patient information. The COP incorporates the requirements of the DPA and other relevant legislation together with the recommendations of the Caldicott report and medical ethical considerations, in some cases extending statutory requirements and provides detailed specific guidance. Freedom of Information Act 2000 The Freedom of Information Act 2000 (FOIA) is an Act which makes legal provision and creates a legal gateway and timetable for the disclosure, to the public, of the majority of corporate information held (but not necessarily created) by this Trust. The Trust has a legal responsibility to proactively provide a large amount of information to the public and to pro-actively respond to specific requests for information. Information will not be disclosed when the Trust can claim legal exemption. Any non-disclosure must be conveyed in writing; quoting the relevant exemption together with signposting to internal and external methods of complaint. MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 2 of 19

3 Locally, guidance on the DPA, FOIA and COP can be obtained from the Information Governance Manager or the Caldicott Guardian. Mental Capacity Act Any Trust policy which may affect a person who may lack capacity should comply with the requirements of the Mental Capacity Act 2005 (MCA). The MCA and its associated Code of Practice provides the framework for making decisions on behalf of individuals who lack the mental capacity to do these acts or make these decisions for themselves. Everyone working with and/or caring for adults who lack capacity, whether they are dealing with everyday matters or life-changing events in the lives of people who lack capacity must comply with the Act. In a day to day context mental capacity includes making decisions or taking actions affecting daily life when to get up, what to wear, what to eat etc. In a legal context it refers to a person s ability to do something, including making a decision, which may have legal consequences for the person lacking capacity, or for other people. The Code provides guidance to all those working with and/or caring for adults who lack capacity, including family members, professionals and carers. It describes their responsibilities when acting or making decisions with, or on behalf of, individuals who lack the capacity to do this for themselves. In particular, it focuses on those who will have a duty of care to a person lacking capacity and explains how the legal rules set out in the Act will work in practice. The Health Act: Code of Practice for the Prevention and Control of Health Care Associated Infections The purpose of the Code is to help NHS bodies plan and implement how they can prevent and control HCAI. It sets out criteria by which managers of NHS organisations are to ensure that patients are cared for in a clean, safe environment, where the risk of HCAI is kept as low as possible. Failure to observe the Code may either result in an Improvement Notice being issued by the Care Quality Commission, or in the Trust being reported for significant failings and placed on Special Measures. The Code relates to healthcare provided by all NHS bodies. Each NHS body is expected to have systems in place sufficient to comply with the relevant provisions of the Code, so as to minimise the risk of HCAI to patients, staff and visitors. The Trust Board must have an agreement outlining its collective responsibility for minimising the risks of infection and the general means by which it prevents and controls such risks. Effective prevention and control of HCAI must be embedded into everyday practice and applied consistently by all staff. Human Rights The Trust is committed to the principles contained in the Human Rights Act. We aim to ensure that our employment policies protect the rights and interests of our staff and ensure that they are treated in a fair, dignified and equitable way when employed at the Trust. Sustainable Development University Hospital North Staffordshire NHS Trust recognises the impact that its operations have on the environment as well as the strong link between sustainability, climate change and health. The trust is committed to continual improvement in minimising the impact of activities on the environment and expects all members of staff to play their part in achieving this goal and in particular to work towards a 10% carbon reduction by The Green Aware Campaign is designed to support you to do this. All trust policy should embed sustainability and refer to our Sustainable Development Management Plan where relevant. Further information and guidance can be obtained from the Trust Sustainability Manager. MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 3 of 19

4 1. INTRODUCTION POLICY STATEMENT SCOPE DEFINITIONS ROLES AND RESPONSIBILITIES PLAN FOR IMPLEMENTATION MONITORING AND REVIEW ARRANGEMENTS REFERENCES Contents Page MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 4 of 19

5 1. INTRODUCTION This policy presents a vision for the future in terms of sustainability and a plan for getting there. This policy defines the key commitments to be adopted by the Trust to ensure continual improvement in environmental performance. It will achieve this by conducting all aspects of its activities with due consideration to sustainability and carbon reduction whilst providing high quality patient care. 2. POLICY STATEMENT The Trust recognises it has a responsibility to mitigate and prepare for the impacts of climate change. It recognises the impact that its activities have on the environment and the strong link between sustainability and the health of the public. The Trust understands its duty to behave responsibly and ethically in all aspects of its business. The Trust is committed to giving due consideration to the impact of its actions on society, the economy and the environment both in its role as a provider of healthcare and a local employer. The Trust is committed to demonstrating leadership in sustainability. This Sustainable Development Management Policy details the Trust s commitment to deliver significant improvements, with the help of all staff, key partners and other stakeholders with the aim of mainstreaming sustainability within the organisations culture. University Hospital of North Staffordshire NHS Trust will work closely with partners, especially other NHS organisations and Local Authorities, developing a communitywide approach to sustainability and carbon reduction. 1.1 Carbon Management Plan This document refers to our Carbon Management Plan. The Trust has been working with the Carbon Trust since 2009 on a Carbon Management Plan (CMP) (received at Trust Board, June 2010) to realise carbon and cost savings. The Trust s carbon footprint has been calculated using a baseline year prior to the start of major changes taking place on our sites (i.e.2007/08). The Trust s carbon footprint includes facilities management (energy, waste and water) and travel (business, fleet and commuting). The CMP comprises a number of actions and projects over five years that the Trust is delivering to reduce its carbon footprint. The CMP commits the Trust to a target of reducing Carbon Emissions (CO 2 ) by 10% by An annual update report on energy and sustainability, including an update on the Carbon Management Plan and associated projects, will be presented to Trust Board. 1.2 Carbon Management Carbon (and its reduction) is a good proxy measure of sustainable development activity. The Trust s approach to embedding sustainability in operational activities is to promote carbon literacy to ensure that all staff know the carbon implications of their decisions, to focus on carbon emissions arising from buildings, materials procured and effective interaction with staff, visitors, patients, suppliers and the wider MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 5 of 19

6 community. The Trust is committed to embedding carbon reduction in financial mechanisms and to identify and develop opportunities for financial efficiencies arising from carbon management. 1.3 The value of carbon Europe and the UK have developed carbon schemes that assign a market value for carbon emitted into the atmosphere. These schemes encourage the current level of growth of emissions to not only be curbed, but the trend to be reversed and absolute emissions reduced. The market value for carbon is and will increasingly become a significant driver for carbon reductions. This plan supports our requirements under the European Union Emissions Trading Scheme (EU ETS) the Carbon Reduction Commitment Energy Efficiency Scheme (CRC) and the Good Corporate Citizenship assessment (GCC) and the Trust s commitment to Corporate Social Responsibility (CSR). Emissions schemes provide a financial incentive to reduce emissions by placing a price on carbon emissions. There are severe financial penalties if we don t comply with the schemes. More details on the carbon schemes are in Section 4 below 3. SCOPE This policy supersedes the previous Environmental Management Policy (EF11). Other documents should also be read in conjunction with this policy that give more detail on specific areas, for example our Green Travel Policy (TBC), Car parking policy (EF13), Energy and Carbon Emissions Policy (EF08), Facilities Management and Waste policy (EF05), Buildings and Estates policy, and Estates Strategy and Procurement Policy (SP01). As policies are refreshed and updated appropriate sustainability elements are to be included. A sustainability statement is included in Policy GO1 (The Development and Control of Trust Policies & Guidance Package), and so is incorporated in all Trust policy documents to ensure that all staff are know our commitments and their part in achieving our carbon reduction targets. This statement will be revisited when G01 is refreshed to reflect the evolving agenda. It is vital to ensure that sustainability and carbon management becomes embedded into the ethos of the Trust and staff know the carbon implications of their decisions. We have legal and statutory duties that we have to comply with, for example CRC and EUETS returns, and sustainability will form part of our annual returns. 3.1 Sustainability in the NHS How the NHS chooses to influence and run its business practices can and does have a significant effect on resources such as transport, water, energy, waste and consumable products such as food and paper. Nationally set targets The UK Government has committed to take action on the environment and introduced the Climate Change Act (2008) with a target to cut carbon emissions nationally. To help meet the UK s commitment, the NHS has agreed to achieve the following carbon reduction targets: 10% by 2015, 34% by 2020 At least 80% by 2050 MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 6 of 19

7 The NHS aims to at least meet these targets and to demonstrate early success on the way. The urgent need for organisations to reduce carbon emissions and embed sustainability in their operations is particularly important in the NHS as it has a significant contribution to England s overall emissions. The NHS emits around 18 million tonnes of CO 2 every year. The NHS is expected to use its huge influence and resources in ways that will benefit the local community and the country as a whole. 3.2 Benefits of sustainable development Work on the Sustainable Development agenda will have benefits for the Trust such as; Financial resource savings and avoided cost Reducing our carbon emissions and by reducing our consumption we reduce the tonnes of CO 2 we emit and the amount we have to pay in bills and charges and avoidance of penalties. Satisfaction of outside pressures and scrutiny The Trust already is, and will be, under increasing pressure to contribute to NHS and wider targets such as the UK Government s push for Sustainable Procurement Reputation and added value Increasingly, reputation is being linked to the sustainability of an organisation. The Trust s reputation is directly linked to its sustainability credentials given the link between this and public health. Improved staff satisfaction and engagement with key stakeholders A number of studies have identified a correlation between a focus on sustainability and staff satisfaction (particularly where staff are fully involved) and this can lead to improved productivity and morale. 3.3 Sustainability at the Trust The Trust sees thousands of patients a year, employs over 6000 staff and operates 24 hours a day, 7 days a week. This activity will inevitably impact the environment and the Trust recognises that as a healthcare provider that promotes well being, it has an important responsibility to minimise impact on the environment, ensure resource use is efficient and maximise funds available for patient care. The most important partners in this agenda are the employees of the Trust. Their enthusiasm and commitment to the carbon management agenda is essential to delivering the objectives detailed in this Policy. As a result, engagement and communication with and involvement of staff is very important Progress to date The Trust has undertaken a number of measures already to progress the sustainable development agenda, directly or indirectly, for example IT and printer rationalisation and recycling of IT equipment, establishing an energy awareness staff campaign called Green Aware and implementation of Carbon Management Plan projects. Cutting carbon is intrinsically linked to our strategic priorities and our QIPP (Quality, Innovation Productivity and Prevention) agenda and key projects are monitored accordingly, e.g. in terms of costs saved. These include the Green Aware campaign, MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 7 of 19

8 waste management projects and onsite power generation via Combined Heat and Power. The Trust operates with a diverse estates portfolio. There is retained estate which consists of older properties through to new build and also under construction buildings. These have varying levels of efficiency and design measures built in. 4 DEFINITIONS 4.1 Sustainable Development Sustainable development is a wide ranging agenda. It is about energy efficiency, carbon reduction and recycling and also ensuring social justice and equity, as well as integrating environmental, health, social, political and economic issues into decision making. The principles underpinning sustainable development are not new, yet the term has grown in significance in recent years. Essentially sustainability is about living within ones means socially, economically and environmentally. Sustainable development requires individuals and organisations to be mindful of the need to safeguard the future in all choices, decisions and actions. It considers how we can live today without causing irreversible change that will threaten the lives and health of future generations. It has become clear from the negative effect of consumption patterns on the environment and the climate that the global population is living beyond its means and potentially compromising the quality of life for future generations. The UK Government defined sustainability in its Sustainability Strategy, Securing the Future The Department of Health (DoH) and the NHS Sustainable Development Unit (SDU) have adopted this definition, which states that the 5 guiding principles of sustainability are: Living within Environmental Limits; Ensuring a Strong, Healthy and Just Society; Achieving a Sustainable Economy; Promoting Good Governance; Using Sound Science Responsibly. University Hospital North Staffordshire is committed to this vision of sustainability for the NHS. Our Carbon Management Plan commits UHNS to a target of reducing CO 2 by 10% by Climate Change Act 2008 An Act to set a UK target for the year 2050 for the reduction of targeted greenhouse gas emissions involving a system of carbon budgeting; adaptation to climate change; controls on domestic waste and encouraging recycling and renewable fuel use. 4.3 Department of Energy and Climate Change (DECC) The Government Department that is responsible for tackling climate change, cutting emissions and meeting UK energy demand. 4.4 The Carbon Reduction Commitment Energy Efficiency Scheme (CRC) The major impact of the Climate Change Act (2008) for the NHS is the requirement to join a carbon emission reporting and trading scheme known as, the Carbon Reduction Commitment Energy Efficiency Scheme or CRC. This is a mandatory carbon emissions reporting and pricing scheme and covers all organisations using more than 6,000 MWh per year of electricity. The scheme features a range of MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 8 of 19

9 reputational, behavioural and financial drivers which aim to encourage organisations to develop energy management strategies that promote a better understanding of energy usage. The CRC came into force in April 2010 and aims to significantly reduce UK carbon emissions not covered by other pieces of legislation. The primary focus is to reduce emissions in non-energy intensive sectors in the UK. This compliments the role of Climate Change Agreements and the EU Emissions Trading Scheme (see below) which are directed primarily at energy-intensive organisations. UHNS is required to participate in the CRC and in April 2010, the Trust registered for the Scheme. Participants have to purchase allowances equivalent to their emissions each year, this includes heating, lighting, and equipment even fuel used for garden equipment has to be monitored, recorded and paid for. The Scheme requires organisations to pay for each tonne of Carbon they emit. The price is currently 12 per tonne and is set to increase in coming years. In 2010/11 we emitted 17,960 Tonnes of CO 2 in the scheme at a cost of 12 a tonne resulting in a charge of over 215,000 on top of our energy bills. Reducing our consumption across the organisation means we reduce the tonnes of CO 2 we emit and the amount we have to pay in charges and bills. 4.5 European Union Emissions Trading Scheme (EU ETS) UHNS is classed as a large emitter of carbon dioxide within the EU and therefore must monitor our CO 2 emissions and annually report them. We are obliged each year to return an amount of emission allowances to the Government that is equivalent to our CO 2 emissions in that year. The European Union Emissions Trading Scheme (EU ETS), second phase, which runs from , applies to the gas used directly by the Trust. In order to neutralize annual irregularities in CO 2 emission levels that may occur due to extreme weather events (such as harsh winters or very hot summers), emission credits for any plant operator subject to the EU ETS are given out for a sequence of several years at once. We are required to purchase emissions allowances annually and the cost of these is subject to market variations. 4.6 Carbon dioxide - CO 2 Carbon dioxide is the predominant greenhouse gas and other gases are measured in units called 'carbon-dioxide equivalents' 4.7 Greenhouse gases The atmospheric gases responsible for causing global warming and climate change. The major Greenhouse Gases (GHGs) are carbon dioxide (CO 2 ), methane (CH 4 ) and nitrous oxide (N 2 0). Less prevalent, but very powerful greenhouse gases are hydrofluorocarbons (HFCs), perfluorocarbons (PFCs) and sulphur hexafluoride (SF 6 ). They absorb thermal infra-red radiation emitted by the Earth's surface, the atmosphere and clouds. 4.8 BREEAM BRE Environmental Assessment Method and rating system for buildings. This is an assessment which sets standards for sustainable building design, construction and operation. The measures used represent a broad range of categories and criteria from energy to ecology. They include aspects related to energy and water use, the internal environment (health and well-being), pollution, transport, materials, waste, ecology and management processes. MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 9 of 19

10 4.8 Climate Change Levy The Climate Change Levy (CCL) is a tax on energy delivered to non-domestic users in the UK. It aims to provide an incentive to increase energy efficiency and to reduce carbon emissions. The levy is put onto our energy bills by our energy suppliers on behalf of HM Revenue and Customs. The rates of the Climate Change Levy only rise with inflation and it is charged at a flat rate on every kilowatt-hour (kwh) of energy used. CCL Rates are currently 0.47p/kWh for Electricity and 0.164p/kWh for natural gas. 5 ROLES AND RESPONSIBILITIES 5.1 Management The Executive Board The Board are responsible for approving the Sustainable Development Management Policy and endorsing the principles contained within. They will nominate a Non Executive Director to support the principles in this policy and spearhead the Green Aware campaign and enhance its profile. They will support the profile of the sustainable development agenda through the nominated Non- Executive Director and provide external profile and expertise Corporate Services Division The Director of Corporate Services is the Executive lead for this policy and the Executive Director accountable to the Board, demonstrating the commitment of the Trust to energy and carbon management matters. The Director of Corporate Services is responsible for the maintenance of the Board approved Carbon Management Plan. The UHNS / Project Co. Energy and Water Efficiency Committee (held quarterly) is held and chaired by members of this division. The division is responsible for energy, legislative compliance and carbon trading as well as financial efficiency in energy Senior Estates Manager (operations and services) Is responsible for the operational aspects of this policy and is a member of the Project Co. Energy and Water Efficiency Committee above Energy and Carbon Management group The group will co-ordinate the implementation of this policy and sustainability action plan and will report progress to the Quarterly Energy and Water Efficiency Committee (Project Co.). The group will set the principles for implementing the policy and identify and promote good practice across the Trust. 5.2 Delivery and Support Senior Managers Managers are required to act in accordance with the policy making a significant contribution to the delivery of operational plans and ensure sustainability principles are given due regard in all aspects of their portfolio. They are responsible for ensuring that sustainable management is communicated and implemented within their areas of responsibility. They will provide adequate resources and time to those who have been identified to assist in its implementation (e.g. Green Champions) Ward / Department manager The Ward / Department manager will ensure that a Green Champion is appointed for their area and that time is allocated for Green Champions attendance to meetings or for training required to support the role. They will also ensure that sustainability, environmental and related polices are adhered to and staff are aware of these. MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 10 of 19

11 5.2.3 Head of Procurement and Commercial services Is responsible for ensuring that all aspects of this policy from a Supply Chain perspective are complied with, and ensures that there is appropriate representation at the Energy and Water Efficiency Committee and the Carbon Reduction Group Sustainability Manager The sustainability manager is primarily responsible for delivering this policy. They will be responsible for championing sustainable development working with colleagues and partners to ensure the strategic vision is realised throughout the work of the organisation. They are responsible for the ongoing development and review and underpinning work streams ensuring national and local developments and requirements are taken into account as well as development, implementing and reviewing performance monitoring measures Energy Manager Is responsible for the day-to-day management of energy, energy management systems and energy monitoring installations in the Trust and in liaison with Sodexo counterparts will ensure that common practices are adopted across the UHNS sites Green Champions Green Champions will promote sustainability guidance in their local work areas (e.g. through team meetings). They will act as a point of contact to departmental staff to link to and support the Green Aware campaign in embedding sustainability in their actions. They will review and distribute communications in their area All Staff All staff working for the Trust are required to adhere to this policy and contribute to the delivery of operational plans and ensure sustainability principles are given due regard in all aspects of their work. All staff are required to adhere to sustainability principles. Budget holders should consider the sustainability implications of their purchasing decisions. Sustainability is part of induction training for all staff and measures should be taken to raise the profile of this Project Co. / PFI contractors Sustainability is part of the project agreement for the Private Finance Initiative (PFI) hospital and areas such as energy consumption and water use are monitored carefully as part of the contract. Schedule 14 of the project agreement proposes wide ranging obligations on Project Co. in respect of monitoring energy usage and encouraging efficient usage. The main vehicle for this is the joint Trust / Project Co Energy and Water Efficiency Committee which makes non binding recommendations and good housekeeping measures to the Trust. 6 PLAN FOR IMPLEMENTATION To support the delivery of this policy over the next five years the Trust will deliver key initiatives and have made key commitments to this agenda which are detailed in Appendix One. There is an associated action plan that sets timelines to our commitments which will be continually revisited over the life of this policy to ensure milestones and progress are made along the way. MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 11 of 19

12 7 MONITORING AND REVIEW ARRANGEMENTS Successful delivery of this policy will depend on effective measurement of its progress, as well as ongoing monitoring, feedback and reporting. The Trust will regularly review the actions summarised in this policy, with ongoing monitoring and regular reporting of progress to the Board. A regular progress report on our commitments and progress in energy and sustainability will be presented to Trust Board annually every fourth quarter. This will document energy procurement, progress against plan, targets measurement and delivery and required actions. The Trust s Annual Report will include reporting on sustainability. An Energy and Carbon Reduction Management Group has been established to plan, co-ordinate and monitor the delivery of specific objectives towards this agenda. This group will work in conjunction with an internal Sustainable Development Informal Network (Interested staff and named Green Champions registered with the Staff Awareness campaign Green Aware) that will increase awareness of the agenda and report ideas and suggestions to the management group regularly. The Energy and Carbon Management Group will report to the quarterly Energy and Water Efficiency Committee and directly to Corporate Services Divisional Management team or Operations team as appropriate. A detailed action plan and monitoring framework will be developed to accompany the Sustainable Development Management Policy. Progress against the plan will be monitored by the Sustainability Manager and reported quarterly through the Energy and Carbon Reduction Management Group. The group will also monitor progress against the Good Corporate Citizen Assessment on a regular basis. Updates on the implementation of this Policy will feed into the Corporate Services Management Team, Operations Group and Executive team, and to the Trust Board annually via transformation updates. Annual updates are provided on energy, carbon emissions, water and sewerage as detailed in the Energy and Carbon Emissions Policy. Energy consumption is recorded each month for each site. Other key areas of measurement include: Carbon Reduction Commitment Energy Efficiency Scheme (CRC) European Union Energy Trading Scheme (EU ETS) Estates Return Information Collection (ERIC) data BREEAM for Healthcare Assessment Model Good Corporate Citizenship Model 8 REFERENCES There are a number of key documents used in the formulation of this plan which set out sustainable development responsibilities for the NHS. UK Government Sustainable Development Strategy, Securing the Future (March 2005). Taking the Long Term View the Department of Health s strategy for delivering sustainable development (October 2008). Saving Carbon, Improving Health; Carbon Reduction Strategy for England (January 2009) NHS Sustainable Development Unit (NHS SDU) Climate Change Act (2008) Department of Energy and Climate Change The NHS Constitution Good Corporate Citizen (GCC) assessment MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 12 of 19

13 NHS Route Map (February 2011) NHS Sustainable Development Unit Plus there are internal documents that detail specific areas of the trusts commitments to sustainability which should be read in conjunction with this policy. Green Travel Policy (tbc) Facilities Management and Waste Policy (EF05) Car Parking Policy (EF13) Procurement Policy (SP01) Energy and Carbon Emissions Policy (EF08) MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 13 of 19

14 APPENDIX ONE STRATEGIC THEMES AND COMMITMENTS 1. INTRODUCTION The following sections provide further information about the Trust s commitment to sustainability in strategic themes. The key actions it will take to achieve that commitment and how success will be measured are detailed. 2. THEMES The themes of the strategy were developed by the NHS Sustainable Development Unit (SDU), and are detailed in Saving Carbon, Improving health. These themes are intended to cover the key areas of sustainability. They are: 1. Energy & Carbon Management Reducing Carbon Dioxide and other Green House Gas Emissions 2. Procurement & Food Addressing Sustainability in What We Buy and the Supply Chain 3. Low Carbon Travel, Transport and access Encouraging Active and Sustainable Travel for Patients and Staff 4. Water Conservation Promoting Efficient Use and Innovative Solutions for Conservation 5. Waste Minimisation Promoting Appropriate Use of Materials and Sorting of Waste 6. Designing the Built Environment Building Sustainability into the Trust Estate 7. Organisational and workforce development Staff Engagement, Training and Developing staff to Encourage Sustainable Behaviour 8. Role of partnerships and networks 9. Governance sustainable development as corporate responsibility, performance and governance mechanisms 10. Finance Budgeting for and Integrating Sustainability into Trust Processes Plus in addition:- 11. Communications Communicating Sustainability to Staff, Patients and Visitors 12. Information Technology & Telephony Improving the Efficiency and Reliability of Information Technology 3. COMMITMENTS Specific commitments in each strategic theme are considered below. 1. Energy and Carbon Management; Reducing Carbon Dioxide and other Green House Gas Emissions o Reduce carbon emissions by at least 10% by 2015, aiming for a rate of 5% per year o Minimise resource use through efficient and innovative technology and upgrading of Trust Estate MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 14 of 19

15 o o o Monitor, measure and report on energy use to improve understanding of consumption and promote efficiency with the collation of appropriate data such as energy data, waste, mileage etc Ensure compliance with environmental legislation, e.g. Carbon Reduction Commitment (CRC) Energy Efficiency Scheme Continue investment in the Carbon Management Plan (CMP) projects o Monitor energy use on high consumption equipment / areas o Install motion sensors for lighting across Trust as appropriate o Invest in energy saving refurbishment projects o Enhance data management relating to energy, waste, water and travel via a monitoring framework o Overall carbon emissions for the Trust (based on direct emissions) o Sub-metering in key areas o Energy consumed per year o Measurement of transportation and supply chain emissions o Record of installations / work carried out and carbon implications 2. Procurement and Food; Addressing Sustainability in What We Buy and the Supply Chain o Consider whole life cycle costs of goods purchased, including origin, materials, efficiency, and end of life (focus on equipment, materials, and non-medical consumables) o Encourage suppliers to reduce transportation, packaging and improve the sustainability credentials of the products they supply (focus on large areas of spend such as pharmacy, medical and surgical spend) o Increase awareness of sustainability issues for Trust staff and key suppliers o Further consolidate freight delivery to reduce transport emissions in the supply chain o Increase services sourced from local suppliers o Cooperate with our supply chains to encourage low carbon production of materials o Tracking of transportation of supply chain o Percentage of overall purchases delivered by consolidated freight transportation 3. Low Carbon Travel and Transport; Encouraging Active and Sustainable Travel for Patients and Staff o Develop processes to promote sustainable transportation including cycling, walking, car sharing and use of public transport for staff, patients and visitors o Promote health and well being though improved information about and opportunities to participate in active and sustainable travel MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 15 of 19

16 o Develop a Sustainable Transport Plan for our hospital sites o Improve the efficiency of Trust vehicles o Commit to providing a cycle to work scheme o Aim to achieve cycling to work guarantee o Review current policy and provision for home working o Review existing and planned car parking and permit systems o Tracking of staff utilising active travel options, such as cycling o Staff and patient questionnaires o Percentage of Trust vehicle miles fuelled by alternative sources o Total miles driven by Trust vehicles and patient transportation 4. Water Conservation; Promoting Efficient Use and Innovative Solutions for Conservation o Minimise resource use through efficient technology and upgrade of Trust Estate o Monitor, measure and report on water use to improve understanding of consumption and promote efficiency o Water saving devices installed as standard in refurbishments and new builds o Collection of rainwater to be used on grounds o Water used per year 5. Waste Minimisation; Promoting Appropriate Use of Materials and Sorting of Waste o Reduce material use o Promote reuse of materials o Promote proper waste disposal o Ensure legal compliance o Increase onsite segregation and recycling as appropriate o Increase accessibility of recycling facilities o Improve awareness about responsible use of resources o Recycle food waste o Increase recycling facilities in staff and public areas o Provide more clarity on what is and is not recyclable o Provide smaller recycling bins for wider use o Percentage of overall waste recycled o Regular auditing of all waste streams o Measure particular waste streams e.g. electronic waste sent for recycling MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 16 of 19

17 6. Designing the Built Environment; Building Sustainability into the Trust Estate o Integrate processes to ensure sustainability is prioritised when planning estate work o Implement sustainable design standards for refurbishments and new buildings o Project managers to complete sustainability evaluation for all major projects o Investment in resource saving refurbishments through Building capital programme o BREEAM (Building Research Establishment Environmental Assessment Method) rating for new buildings and large refurbishments 7. Staff Engagement; Training and Developing staff to Encourage Sustainable Behaviour o Reduce energy costs in line with QIPP targets through employee engagement o Influence behaviour change to reduce resource consumption and promote sustainability o Develop staff through training and sustainability engagement o Sustainability to be included in Trust Induction for all staff o Sustainability to have a higher profile in the organisation via the involvement of a Non Executive Director and Trust Board o Introduce sustainability Training for clinical and non-clinical staff - potentially as a module of statutory and mandatory training o Introduce training for Green Champions o Green Champion roles to be formally defined and recognised. The role will be included in job descriptions and the spread of Green Champions will be increased across the Trust o Include aspects of sustainability in all roles integrating sustainability across the organisation o Project Co. to be involved in training for staff where appropriate o Hold workshops, launch events, awareness stands and training with clear targets and methodology to engage and encourage real action o Number of staff trained in sustainability (clinical and non clinical) o Staff questionnaires to gauge behaviour and attitudinal change o Mapping of Green Champions across the Trust o Green Champion network number of champions, events, staff receiving updates, hits on the website pages, o Number of champions involved in walkabouts MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 17 of 19

18 8. Role of partnerships and networks Commitment: o Project Co. shall comply with all requirements relevant to the delivery of the utilities management service o Project Co. shall undertake procurement of energy with consideration to purchasing energy derived from renewable energy sources o Monitoring and controlling the performance of facilities plant and equipment to minimise the consumption of utilities whilst enabling the attainment of optimum environmental conditions required for modern health care buildings o Advising on energy performance and water use targets o Provision, management and operation of an effective building management system (BMS) o Adopting good housekeeping measures o Ensuring that all Project Co. managers and estates staff receive training in respect of NHS Energy Policy, Sustainable Development in the NHS, Trust energy strategy and utilities companies rules and regulations o Consider suggestions to enhance energy and water efficiency at the facilities at the quarterly Energy and Water Efficiency Committee o Seek to implement good housekeeping measures around lighting, water, equipment, space heating and air conditioning and others o Production of the summary of energy consumption and information regarding adjustment for Heating Degree Day o Production of an annual utilities report together with monthly reports detailing energy and water usage and efficiencies achieved o All energy and water supplied to and used at the facilities shall be monitored using the BMS and other monitoring systems 9 / 10 Governance and Finance; Budgeting for and Integrating Sustainability into Trust Processes o Provide financial infrastructure that encourages and supports sustainability measures o Ensure sustainability considered in Trust proposals o Where possible identify funding to progress sustainability measures o Sustainability Impact Assessments to be introduced for in corporate processes such as all business cases, procurement tenders and proposals to the Trust EIF and Board o Implementation of Sustainability Impact Assessments o Track investment funding attributed to sustainability o Good Corporate Citizenship Model o NHS Route map for sustainable health o Annual reporting framework MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 18 of 19

19 11. Communications; Communicating Sustainability to Staff, Patients and Visitors o Take a transparent approach towards communicating the Trust sustainability agenda o Provide patients, staff and visitors with regular opportunities to learn about and engage with sustainability o Promote the Trust Brand o Communicate our baseline carbon footprint and benchmarks for reduction o Sustainability information to be published for all staff and patients o Relevant external recognition / media coverage to be pursued o Sustainability intranet pages for staff to be developed o Web portal for reporting estates issues to be promoted o Green Aware staff awareness campaign to be promoted o Patient and staff comment and suggestion review o Sustainability reported in the Trust Annual Report o Media coverage in the local press o Number and coverage of Green Champions 12. Information Technology and Telephony; Improving the Efficiency and Reliability of Information Technology o o o Provide technical solutions and support to reduce energy and material use Prioritise IT&T solutions that save resources and promote efficiency of use Recognise IT&T s role in enabling sustainability o Centralised "shut down" of idle PCs after specified time of inactivity o Energy Efficient Data centres to be developed o Increased use of IT&T solutions to reduce materials such as paper o Review of existing HR Policies to include sustainability, e.g. home working, remote access etc o Sub metering of data centres, communications rooms and other high energy use areas o Monitoring of energy consumed per member of staff per year Michelle Harris: April MH/EF11 Sustainable Development Management Policy/Review April 2015/V2 Final Version/Page 19 of 19