Sustainable Healthcare in Newcastle (SHINE) Report
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Sustainable Healthcare in
Newcastle (SHINE) Report
2020/21
Contents
1. Foreword............................................................................... 3
2. Introduction........................................................................... 6
3. Overall Performance Update.............................................. 10 1. Foreword
3.1 Carbon Footprint.................................................. 10
Over the last unprecedented year, we’ve all had to re-evaluate our
3.2 Sustainable Development
place in the world and we’ve had time to consider the fragility of our
Assessment Tool (SDAT)....................................... 15 planet. On many levels it has become increasingly clear to me that
3.3 Stakeholder Engagement..................................... 16 the climate emergency really is an urgent health emergency.
4. Leadership, partnerships and collaboration....................... 21 I’m pleased to say that at Newcastle However, it is possibly not as well Continuing the status quo will
Hospitals we had already taken a known that: inevitably lead to us investing more
5. Key Action Areas................................................................. 25 strategic leadership position to tackle
•A
ir pollution is associated with
money and effort in dealing with the
the impact we have on climate consequences – that’s money that we
increases in respiratory and heart
5.1 Energy & Water.................................................... 26 breakdown, in recognition of the
threat that the climate crisis presents
disease.
can’t then spend on the causes of
climate change and prevention.
not just to our planet, but to our • It is the number one environmental
5.2 Journeys............................................................... 30 health, wealth and wellbeing locally. risk to human health in the UK.
What we’ve been able to understand
over the last year is that mitigating
Most people will associate climate • It is the fourth greatest long-term climate breakdown and pollution will
5.3 Waste.................................................................... 34 change with rising global temperatures threat to public health after cancer, reap immediate benefits in terms of
and an increase in the frequency of heart disease and obesity. our collective health, wealth and
5.4 Procurement......................................................... 39 extreme weather events. You might
• It is linked to around 40,000
wellbeing.
recognise that the extreme
premature deaths a year in the UK With the NHS representing
heatwaves we have increasingly seen
5.5 Models of Care..................................................... 42 in the UK cause excess deaths. In
and a cost to the economy, and by approximately 5% of the UK’s total
extension the NHS, of over £20 carbon footprint – around 27 million
fact, heat caused around 1,000
billion each year. tonnes of carbon each year – we
5.6 Buildings and Land............................................... 45 excess deaths in the UK during the
have to acknowledge that we are a
summer of 2019. These impacts increase the strain on
significant part of the problem. But
our healthcare system, as they cause
5.7 People.................................................................. 48 more importantly, we also have to
NHS Trusts can use people to need emergency care and
inpatient admissions which are highly
recognise that we also can be a
6. Contact Details.................................................................... 52 our influence to carbon-intensive interventions.
significant part of the solution if we
choose to take action.
decarbonise not just
7. References & Acronyms...................................................... 53 our buildings and
vehicles but also our
care pathways,
medicines and our
wider supply chain
3
Whilst the scope and scale of the challenge may
be daunting, our early progress across Newcastle
Hospitals tells me that it is possible, and only by
working together both as one NHS and with our
partners will we be able to meet the challenge
As anchor institutions in communities Our work on journeys has led to over
COVID-19
across the country, NHS Trusts can 50% of staff commuting by active
use our influence to decarbonise not and sustainable means, we’ve Both in our organisation and
just our buildings and vehicles but switched our fleet over to electric across the NHS, we need to not
also our care pathways, medicines vehicles, installed EV charge points go back to the ‘way things were’
and our wider supply chain. on site and have commissioned as we recover from the COVID-19
electric buses for staff, patients and pandemic, and instead ‘build back
Here at Newcastle Hospitals we have
visitors to access our hospitals. better’ – this is the only route to
a well-established brand – SHINE
true sustainability. We’re working
(Sustainable Healthcare in Newcastle) We continue to host the
hard with Dr Nick Watts and the
which highlights the eight strands of Environmentally Sustainable
Greener NHS Team to engage
our approach and our roadmap is set Anaesthesia Fellow, in association
other trusts and to raise awareness
out in our Climate Emergency Strategy. with the Association of Anaesthetists
of the practical steps they can take
of Great Britain & Ireland and the
This roadmap ranges from plans to quickly to begin to reverse the
Centre for Sustainable Healthcare,
decarbonise our hospital buildings harmful effects of the NHS on our
which has led to projects that have
and transport, to working with our planet.
significantly reduced not just our own
clinicians and supply chain to provide
anaesthetic gas environmental impact Most importantly for me, huge
lower carbon care pathways, and also
but that of anaesthetic departments numbers of our people are
the smaller things that each of us can
across the NHS. engaged. They care about this
do every day to make a difference.
agenda and are proactively taking
Transparency is incredibly important action. I’m grateful to our 300 staff
as we progress towards the targets green champions for the positive
we’ve set, and they are set out in impact they have had, and to the
detail in this annual Shine Report so 1,000 staff who have signed up
that we can be held to account. and undertaken over 15,000
sustainable actions in just six months
We’re making great progress, with
through our Shine app. Sustainability
some of the best recycling rates in
really is a part of our nature and
the NHS – almost 50% of our non- Dame Jackie Daniel what drives us to flourish.
clinical waste; continued reductions Chief Executive
in our direct carbon emissions – 5% Whilst the scope and scale of the
in the last year despite increased challenge may be daunting, our
activity, and a further 23% reduction early progress across Newcastle
in the environmental damage caused Hospitals tells me that it is
by our use of anaesthetic gases. possible, and only by working
together both as one NHS and
with our partners will we be able
to meet the challenge.
4 5
2. Introduction
The year since the publication of our last annual sustainability report has been
one of the most difficult ever faced by the NHS. However, in spite of the huge
challenges that have been experienced by staff they have continued to show
support for the Trust’s sustainability work with over 99% rating it as important
in our staff sustainability survey for 2020.
The Expert Panel that was convened In October 2020, shortly after the publication of the national net zero plan The Strategy also includes our five This year we have noticed an
COVID-19
to identify how soon, and by what we launched our Climate Emergency Strategy for 2020-2025. It sets out our year action plan which states, across increase in requests from staff for
means, the NHS could achieve net vision in more detail and contained three long term goals: all eight Shine themes, what we plan support and guidance to help them The COVID-19 pandemic has
zero continued to meet virtually in to achieve by 2025, how we will implement their own sustainability made this year a particularly
1. Zero Carbon Care
the spring and summer 2020. Our achieve it and how we will measure improvements within their services challenging one, and has certainly
CEO Dame Jackie Daniel was a • By 2030 the emissions we control will be net zero – our ‘Newcastle Hospitals and report on progress (namely in and departments. We plan to further impacted on progress in all of the
member of the panel and this work Carbon Footprint’. these annual Shine reports). increase the training, tools and key action areas. As well as the
culminated in the production and Supporting the strategy is a detailed resources available in the coming negative impacts such as the
• By 2040 the emissions we can influence will be net zero – our ‘Newcastle
publication of the ‘Delivering a Net Climate Emergency Action Plan year, so we can empower and enable increase in the amount of single-
Hospitals Carbon Footprint Plus’.
Zero NHS’ report in October. This setting out how the key aims will be staff to deliver Sustainable use PPE and pressure on car
ground-breaking report committed 2. Clean Air achieved and sitting alongside is a Healthcare in Newcastle (Shine). parking infrastructure, there have
the NHS to becoming the world’s suite of staff engagement tools and been positive impacts for example
• By 2030 our operational transport activities generate no harmful air All of this, as well as the progress
first major health service to achieve resources including a Climate the rapid adoption of technological
pollution. made towards the three goals and
net zero for its own activities by 2040 Emergency Action Fund, solutions to remote consultations
• By 2040 our healthcare facilities are accessed by only zero emission travel. the key action areas, is explored in
and for those it can influence by Sustainability Ambassador training and team meetings, and the zero
this report where we detail what we
2045. Following our Climate 3. Zero Waste and a Shine Award for staff led emission delivery of home patient
have achieved in the last year and
Emergency Declaration in 2019 projects. We also launched our staff medications.
• By 2030 we will reuse and repair everything that can be reused and repaired. what we plan to do in our next steps
- where we publically recognised the engagement programme Shine
towards zero carbon care, clean air Where possible we have
threat that climate breakdown poses • By 2040 we will produce no waste. We will manage resources within the Rewards this year, which is a bespoke
and zero waste. quantified these impacts and
to public health and committed to circular economy, with items surplus to requirements becoming a resource in app for our staff which recognises
included them in our overall
becoming carbon neutral by 2040 another part of the system. and rewards staff who engage in
carbon footprint, and have
– we worked with the expert panel energy saving, sustainable travel,
included more detail in the key
and consulted with staff on how we waste reduction and other
action areas where relevant.
could achieve this aim. sustainable actions.
We plan to further increase the training, tools and
resources available in the coming year, so we can
empower and enable staff to deliver Sustainable
Healthcare in Newcastle (Shine)
6 7
Meat Free 5% reduction 500 suppliers
Mondays in direct carbon engaged on net
emissions zero carbon
Planted Saved 36,000 Introduced
15000 actions Sustainable Strategic roadmap to Committed to
100 trees patient journeys 2 pool eBikes via Shine Rewards Respiratory Care Net Zero estates Passivhaus design
through pharmacy & BREEAM
delivery
Group established
Outstanding
in new buildings
Sustainability 23% reduction in Climate Emergency Recycled 47% Launched Climate 99% staff said Trained first cohort of
embedded in HR anaesthetic gas carbon Strategy launched of non-clinical waste Emergency Action sustainability is 9 Sustainability
and recruitment emissions Fund to support staff important Ambassadors
led projects
8 9
3. Overall Performance
Update Since committing to more ambitious carbon reduction targets in our Climate
Emergency Strategy we have refreshed our approach to carbon reporting in
This section covers our three current measures of overall performance; line with Greenhouse Gas Protocol (GHGP) and the BEIS Environmental
Reporting Guidelines to increase our confidence in the data we report1. We
our carbon footprint, Sustainable Development Assessment Tool score have restated and recalculated our baseline year of 2019-/20 using this
and our staff survey results. methodology and this is shown in the table below alongside our carbon
footprint for 2020/21.
3.1 Carbon Footprint Total tCO2e
Category Sub-category 2019/20 2020/21 % change
We have adopted the definitions
used in the ‘Delivering a Net Zero Scope 1
NHS’ report from NHS England and
Building energy – fossil fuels 54,858 53,901 -2
NHS Improvement to produce a
detailed breakdown of our own Refrigerant gases 477 246 -48
organisational carbon footprint,
Anaesthetic gases 4,336 3,345 -23
incorporating ‘Newcastle Hospitals
Carbon Footprint’ and ‘Newcastle Trust fleet 112 42 -63
Hospitals Carbon Footprint Plus’ for Scope 2
our baseline year of 2019/20 and for
Newcastle Hospitals Building energy - purchased electricity2 4,933 4,924 -0.19
2020/21. carbon footprint
Scope 3
Since committing Water 441 454 3
to more ambitious Waste 105 99 -5
carbon reduction Inhalers 1,399 903 -35
targets in our Climate Business travel 1,278 724 -43
Emergency Strategy Newcastle Hospitals carbon footprint total 67,939 64,638 -5
we have refreshed Medicines and chemicals 87,971 94,239 7
our approach to Other supply chain 55,793 78,293 40
carbon reporting in
Medicines, medical equipment and other
supply chain Medical equipment 57,615 52,123 -10
line with Greenhouse Procurement total 201,379 224,655 12
Gas Protocol (GHGP) Staff commute 14,863 13,089 -12
and the BEIS Personal travel Outside GHGP scope
Environmental Patient and visitor travel 24,127 16,520 -32
Reporting Guidelines Newcastle Hospitals Carbon Footprint Plus total 308,308 318,902 3
to increase our Patient numbers 1,788,469 1,432,307 -20
confidence in the Carbon intensity 0.172 0.223
data we report Table 1: Breakdown of Total Newcastle Hospitals Carbon Footprint 2019/20 and 2020/21
10 11
NEWCASTLE HOSPITALS CARBON FOOTPRINT THE IMPACT OF COVID-19 ON OUR CARBON FOOTPRINT
• There has been a 5% decrease in 70,000
• In the last year we have undertaken
emissions related to our 60,000
30% of outpatient appointments Medical equipment
Building energy
‘Newcastle Hospitals Carbon remotely (virtual/telephone).
Footprint’, compared to 2019/20. 50,000 This has been estimated to save 16% 19% Refridgerant gases, 0.08%
7 million patient journey miles
• If we continue to reduce our carbon Anaesthetic gases, 1%
40,000
and almost 2000 tonnes of carbon.
tCO2e
footprint at this rate we will not meet Inhalers, 0.28%
The challenge is to ensure that as
our target to be net-zero carbon for 30,000 Newcastle Hospitals
many of these interactions remain Carbon Footprint
Business travel and fleet, 0.24%
emissions that we control by 2030. Water and waste, 0.17%
20,000 virtual where patient experience/
5%
• Activities which have taken place to clinical care is not negatively Patient and visitor travel
Personal Travel
achieve this reduction are explored 10,000 impacted. Other supply Medicines, Medical
chain Equipment and
in more detail in the sections that Other Supply Chain
4% Staff commute
0 • In the absence of reliable data on 25%
follow, as well as some detail about 2019/20 2020/21
the number of staff members
the activity that is planned for next n Building Energy n Waste n Anaesthetic Gases n Business Travel
n Refrigerant Gases n Water n Inhalers & Fleet working from home we have not
year.
Fig 1: Newcastle Hospitals Carbon Footprint been able to include this impact in
our carbon footprint calculations.
As there were no closures of office 30%
NEWCASTLE HOSPITALS CARBON FOOTPRINT PLUS
areas during the pandemic
Medicines and chemicals
• When considering the ‘Newcastle 350,000 0.25 response any additional carbon
Hospitals Carbon Footprint Plus’ footprint related to staff working
there has been a 3% increase in 300,000
from home is unlikely to have been Fig 3: Breakdown of Newcastle Hospitals Carbon Footprint Plus
0.20
emissions compared to 2019/20. offset in any significant way.
250,000
• The largest proportion of our • We have also been unable to •W
e removed over 3,000 patient In the last year we
tCO2e per patient
carbon footprint is still related to 0.15
have undertaken
200,000 quantify the number of hours of journeys a month to hospital
tCO2e
the products and services we meetings held on virtual platforms. dispensaries (approximately
procure. 150,000
0.10 As the staff transport that runs 100,000 patient & visitor miles a 30% of outpatient
appointments remotely
•D
irectly associated with an between our hospital sites has month) by creating a pharmacy
increase in spending, there has
100,000
remained active throughout it is delivery hub as part of the
been an increase in our 50,000
0.05 unlikely that internal virtual COVID-19 response. This saved (virtual/telephone). This
has been estimated to
procurement carbon footprint meetings would have had a almost 252 tonnes of carbon over
of 12%. significant impact on carbon 12 months by consolidating those
save 7 million patient
0 0
2019/20 2020/21 emissions, although it has been journeys into more efficient routes,
• This has greatly impacted on n Building Energy n Refrigerant Gases n Waste
journey miles and
noted that the carbon footprint and using low emissions vehicles.
n Water n Anaesthetic Gases n Inhalers
our overall carbon footprint. associated with rail and air travel A zero emission e-bike courier was
almost 2000 tonnes
n Travel n Procurement tCO2e per patient
has decreased significantly this year also introduced for deliveries within
Fig 2: Newcastle Hospitals Carbon Footprint Plus
of carbon
due to the reduction in need for 5 miles of the hub.
travel both internationally and
• Calculating this element of our • Building energy use is the largest • Waste and water represents a •T
hese examples are explored in
within the UK.
‘Newcastle Hospitals Carbon contribution to our ‘Newcastle negligible proportion of our carbon more detail in section 5.2
Footprint Plus’ is difficult and Hospitals Carbon Footprint’ and as footprint, however activity is still ‘Journeys’.
therefore confidence in this data is such is given a high priority of focus needed within these areas as both
low. Improving confidence in this for action within the Climate present significant sustainability
data is a major theme of work which Emergency Strategy for 2020-2025. challenges.
you can read more about in the
• Further detailed analysis is
‘Procurement’ section of this report.
provided in the relevant sections.
12 13
3.2 Sustainable Development Assessment Tool (SDAT)
CARBON BUDGETS The Sustainable Development Area of Focus 2017/18 2018/19 2019/20 2020/21 % Change
Assessment Tool (SDAT), developed Score Score Score Score this year
As described in our Climate
by the Sustainable Development Unit compared
Emergency Strategy we have to 2019/20
50000 (SDU), helps healthcare organisations
incorporated the principle of carbon
understand and measure their Corporate Approach 48% 57% 67% 69% 3%
budgets into our plans, calculating a 45000
sustainable development progress
limit on how much carbon dioxide Asset Management & Utilities 26% 32% 46% 49% 3%
40000 and plan for the future. We first
we can emit over the next 20 years
completed the SDAT in 2017/18, Travel & Logistics 46% 64% 71% 72% 1%
whilst remaining within safe limits. 35000
having previously completed the
The Tyndall Centre for Climate Adaptation 42% 45% 59% 63% 4%
30000 SDAT’s predecessor ‘Good
Change Research uses the principles
Corporate Citizenship’ since 2013, Capital Projects 38% 24% 45% 45% 0%
of science and equity that are
tCO2e
25000
and can now show where we are
aligned with the commitments in the Green Space & Biodiversity 23% 19% 25% 29% 4%
making progress, and which areas
United Nations Paris Agreement to 20000
require us to focus more effort. Sustainable Care Models 15% 24% 29% 33% 4%
set budgets at national and sub 15000
national levels, providing UK local The SDAT was removed in February Our People 66% 78% 82% 85% 3%
authorities with recommendations 10000 2021 and these are the final scores. Sustainable Use of Resources 31% 40% 42% 43% 1%
that translate the “well below 2°C 5000
This year we are pleased to be able
and pursuing 1.5°C” global to demonstrate improvement in all Carbon / GHGs 50% 43% 57% 63% 6%
temperature target. 0 but one of the areas of focus. Overall Score 41% 46% 55% 58% 3%
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
2051
2052
2053
2054
2055
We have taken that methodology At the time of writing the Greener
and applied it at an organisational n Carbon Budget for Energy Tyndall Centre recommended route to energy decarbonisation
NHS team were reviewing resources Table 2: Sustainable Development Assessment Tool scores
level for Newcastle Hospitals, being provided as part of the from 2017/18 to 2020/21
Fig 4: Newcastle Hospitals Carbon Budget for Energy
showing that to stay within our national campaign and it is not
carbon budget we need to reduce certain whether a similar tool will be
our building energy carbon emissions developed to replace the SDAT.
by 12.8% year on year, and this is at To stay within our carbon budget we need to
the heart of our carbon targets. reduce our building energy carbon emissions 90
Our progress on reducing building
energy carbon emissions is discussed
by 12.8% year on year 80
70
in more detail in section 5.1 ‘Energy
60
& Water’.
Percentage (%)
50
WHAT ABOUT CARBON OFFSETTING? 40
Within our Climate Emergency Aligned with Tyndall Centre possible, though we are in active 30
Strategy for 2020-2025 there is an guidance, our short-term focus is to conversations with both national 20
aim to research and investigate reduce emissions from both the (Greener NHS) and local (Newcastle’s
10
innovative carbon offsetting, or Newcastle Hospitals Carbon Net Zero Taskforce) colleagues to
insetting, options for our residual Footprint and Newcastle Hospitals discuss viable carbon sequestration 0
Corporate Asset Travel & Logistics Adaptation Capital Projects Green Space & Sustainable Our People Sustainable Use Carbon / GHGs
carbon emissions. Carbon Footprint Plus as much as and removal options as they emerge. Approach Management Biodiversity Care Models of Resources
& Utilities
n 2017/18 n 2019/20 Overall Score 2017/18 Overall Score 2019/20 Overall Target 2025
n 2018/19 n 2020/21 Overall Score 2018/19 Overall Score 2020/21
Fig 5: Sustainable Development Assessment Tool scores for 2017-2021
14 15
SUSTAINABLE DEVELOPMENT GOALS This year despite huge
The SDAT also shows how the Trust is supporting progress against the UN challenges faced by the
Sustainable Development Goals (SDGs) – 17 sustainable development
goals which aim to end poverty, protect the planet, and bring prosperity to
NHS and Newcastle
all by 2030. Hospitals 99% of staff
Based on this year’s SDAT submission, the Trust is contributing to these believe it is either
SDGs at a local level:
‘very’ or ‘fairly’
important for us to
work in a more
sustainable way
And the Trust is starting to contribute to these SDGs at a local level:
3.3 Stakeholder Engagement
STAFF SUSTAINABILITY SURVEY
Each year we conduct a survey of our 100%
staff to gain insight into their opinions 90%
and understanding of sustainability at 80%
Newcastle Hospitals. Up to now the 70%
proportion of staff who are aware of
60%
the sustainability work of the Trust
has increased every year. 50%
40%
• This year despite huge challenges
faced by the NHS and Newcastle 30%
Hospitals 99% of staff believe it is 20%
either ‘very’ or ‘fairly’ important for 10%
us to work in a more sustainable way. 0%
Very Fairly Not very Not at all Don’t know
• We have maintained a level of 74% n 2016 n 2017 n 2018 n 2019 n 2020
of staff being aware of the Fig 6 : Staff survey results for the question ‘How important do you feel it is for
sustainability work of the Trust. the Trust to work in a more sustainable way?’ 2016-2020
16 17
STAKEHOLDER MAPPING &
ENGAGEMENT PLAN WHO HOW WHO HOW
• Inpatients • Patient Services • Families • Visual displays
We have also started work to map • Outpatients • Surveys • Parents/ • Posters • Over the next 12 months we will
the rest of our stakeholders and • Patient groups carers • Signs add to this map and engage with
have identified eight main groups, • Twitter • Twitter our stakeholders using a variety of
as shown in the diagram. • Facebook • Facebook methods to gather their views and
WHO • Website • Website WHO opinions on our Climate Emergency
• All staff • Residents Strategy, the three goals and the
• Trust Management • Past & future patients eight Shine themes.
• Green Champions • Local workplaces
• We plan to develop a materiality
• Sustainability Ambassadors
matrix that will help us define
priority areas for action.
HOW nts Visito HOW
tie rs • We will publish the results of the
• Green News
• Website and intranet Pa • Twitter
• Facebook
stakeholder engagement in our
next annual report and will continue
• Twitter • Newcastle Hospitals website
to engage with our stakeholders on
• Survey • External signs & banners
co
the issues that matter to them.
• Green Champion and
Lo unity
mm
f
Sustainability Ambassador
Staf
cal
networks
i n s tit u
e
WHO WHO
hcar
L o c ions
• Universities • Other Health & Care providers
• Local authorities • ICS Sustainability Group
al
a lt
t
• Third Sector bodies • Shelford Group
He
• NEECCO • NHS England & NHS Improvement
l • Healthcare Without Harm Global
Su
pp i o na
ss
HOW li e r
s P ro f e d i e s HOW
• Net Zero Task Force
• Newcastle Climate Commission
bo • Shelford Group Sustainability
Leads
• NEECCO steering group • Training courses
WHO WHO
• Greener NHS team
• Suppliers locally, nationally • Sustainability - IEMA
• Systems leadership group of
and internationally • Clinical - AAGBI & RCN etc.
NHS net zero expert panel
• Direct and via NHS supply • Estates - IHEEM, HEFMA etc.
• NPAG
chain
HOW HOW
• Supplier survey • Corporate membership & training
• Supplier webinars • Sustainable Anaesthesia Fellowship
• Supplies & Procurement Directorate • Events & consultation
Fig 7: Stakeholder map
18 194. Leadership, partnerships
and collaboration
We have committed to achieving ambitious targets for not only the emissions we
control, but those we have influence over (our Newcastle Hospitals Carbon Footprint
Plus). To do this we are working with partners across sectors and our own hospital
boundaries on Climate Emergency leadership, partnerships and collaboration.
The following is a summary of what has been achieved in the last year:
CITY SCALE
•W
e are working closely with civic • We are an active member of •C
reated Collaborative
partners to deliver on plans for a Newcastle City Council’s Net Zero Newcastle (https://www.
Net Zero Newcastle by 2030, fully Task Force which has strategic collaborativenewcastle.org/) to
utilising our ability as an anchor oversight of this work and have improve the health, wealth and
institution to lead on this transition. collaborated on projects such as: wellbeing of everyone in the city.
strategic heat networks; net Through radical new ways of joint
zero-ready enabling works for the working across some of the city’s
city electrical network; and COP26 largest organisations we have come
presence and wider community together to reduce inequality and
engagement on climate action. provide better opportunities for all.
20 21REGIONAL NATIONAL & INTERNATIONAL
• Leading our North East & North • Formed a North East & North • Regional baseline data for • We established the Shelford
Cumbria Integrated Care System Cumbria ICS Sustainability Group sustainability performance has Sustainability Leads Group to share
(NENC ICS) into region-wide action, to share best practice on sustainable been established and a NENC ICS best practice and collaborate on
utilising the scale of our regional healthcare service delivery. The wide strategy/Green Plan is in projects with a national reach. The
health economy to instigate group includes sustainability leads development with Chief Executives group is chaired by our Associate
decarbonisation in areas like transport, from each Trust, as well as engaged of each provider Trust. Director - Sustainability, James
energy, waste, procurement, food clinicians from both primary and Dixon, and brings together the
• In order to explore future options
and greening our estate. secondary care and wider system sustainability leads of all ten of the
for transformational decarbonisation
partners including representatives leading teaching and research
of heat we are working with our
from the North East Academic Trusts in the country (https://
Local Economic Partnership, and
Health Science Network (AHSN), shelfordgroup.org/sustainability-
other partners, as a member of the
North of England Commissioning leads-sub-group/).
North East Energy Catalyst
Support (NECS) and NHS Supply
Hydrogen Working Group. • Our CEO, Dame Jackie Daniel, is
Chain.
part of the NHS Net Zero Carbon
Expert Panel bringing together
system leaders from across the
NHS to build, develop and share
best practice for a net zero NHS.
• Shared best practice, on Climate
Leadership and Green Nephrology,
with peers from across Europe at
Health Care Without Harm’s virtual
CleanMed 2020 conference.
• Dame Jackie Daniel recorded a • We were the first healthcare • Shortlisted for an HSJ Award for
video interview for Healthcare organisation to sign up to the ‘Delivering on our Climate
Without Harm (a global NGO United Nations’ Race to Zero Emergency Declaration’.
focussing on working towards campaign, as part of the health
sustainable healthcare and a sector cohort, joining almost 40
healthier environment) discussing peers across the world (https://
steps that hospitals and health unfccc.int/news/health-institutions-
systems can take to address the join-the-united-nations-race-to-
climate emergency by decarbonising zero-campaign).
and advocating for change.
22 235. Key Action Areas
This section explores the progress made in each of our Shine action areas which
feed into our three Climate Emergency Strategy goals, and the plans for next year.
Energy Water Waste Buildings & Land
Minimise energy Minimise Dispose of less, Provide healthy, sustainable
use and replace water use reuse and recycle and biodiverse spaces
fossil fuels with more
zero carbon
energy sources
Journeys Procurement Care People
Embed active, clean, Work with our Develop low carbon Inspire, inform and
low carbon travel supply chain to care pathways empower our people
decarbonise adapted to our to deliver sustainable
changing climate healthcare
24 255.1 Energy & Water
AIM AIM Carbon emissions from ACTIONS AND ACHIEVEMENTS FROM THIS YEAR
Reduce carbon emissions from
energy use, in line with science
Minimise water use in our buildings:
building energy use •C
ompleted a strategic assessment • Further development of our • Input into government funded
informed budgets, to be on track
• Eliminate wasted water.
have reduced by 966 of the Trust’s direct carbon metering and monitoring systems, City-scale heat Decarbonisation
tCO2e in 2020/21
for net zero by 2030: • Increase water efficiency. emissions, setting a roadmap to collating and analysing energy use Delivery Plan (CDDP2) to identify
net zero by 2040. to assess performance and identify decarbonisation opportunities in
• Use less energy. areas for improvement. the public estates and member of
•D
eveloped carbon budgets for
• Replace fossil fuels with low and the city heat networks feasibility
energy-related carbon emissions, • Strategic heat audit completed at
zero carbon energy sources. group, assessing opportunities for
setting an annual reduction the Freeman Hospital, identifying
city-wide low carbon heat
• Investigate options to offset, or (without offsetting) of 12.8% each opportunities to reduce heat
networks.
inset, our residual carbon emissions. year, based on the science- demand and optimise systems to
informed recommendations from reduce carbon emissions and •A
ll Trust grid electricity supplies
the Tyndall Centre for Climate support the shift from fossil-fuel consolidated into one, 100%
PERFORMANCE Change Research. based heat to low carbon sources. renewable procurement portfolio
• Scope 1 and 2 carbon emissions (continuing this commitment since
70,000
•F
reeman Hospital was one of 12 • Hydrogen study completed for the
from building energy use have 2016).
pilot hospital sites selected for the RVI, part of region-wide
Annual Carbon Emissions (tCO2e)
60,000
reduced by 966 tCO2e in 2020/21. government-funded Modern decarbonisation strategic work, •A
utomatic loggers installed on
50,000
Whilst this is progress in the right Energy Partners Programme (see looking at the feasibility of most water meters, enabling the
direction, the Trust is not currently 40,000
case study). Additional heat and transporting hydrogen via tankers half-hourly consumption patterns
operating within the annual carbon 30,000 electricity meters have been and/or piped infrastructure. for over 90% of Trust water use to
budgets for energy emissions installed, providing insights into be tracked and analysed on our
which, in 2020/21, required a
20,000
• Further LED lighting roll out and
how energy is used in public monitoring and targeting software.
reduction of at least 7,653 tCO2e. 10,000 improvements to heating systems
sector buildings, helping to inform
and building controls by Estates
0 national policy on decarbonising
Operations teams.
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
buildings. The project included a
n Scope 1 n Scope 2 Carbon Budget concept design, identifying how • European funding bid submitted
Fig 8: Carbon emissions from building energy use from 2019 with carbon budget carbon emissions could be halved with Newcastle City Council for
by 2032 by improving energy building level energy audits and a
efficiency and introducing heat range of energy efficiency and
pump technologies to replace onsite renewable energy
fossil-fuel based systems. measures.
•N
ew full time member of staff • An electrical capacity review for
joined the team as Assistant the RVI commenced, assessing the
Energy Manager to increase infrastructure investments required
energy management resourcing. to support two new fully
Energy Support Officers now electrically heated and powered
dedicated to Building clinical buildings and to enable
Management System optimisation, future electrification of heat in
also supporting additional energy existing buildings.
efficiency improvements.
26 27PLANS FOR THE NEXT YEAR
• Continue working collaboratively with city partners on joint
decarbonisation projects such as low carbon district heating, electrical CASE STUDY: Modern Energy Partners Programme
infrastructure upgrades, and funding bids to accelerate energy efficiency In early 2020 the Freeman Hospital was chosen as one of 13 NHS
projects at scale and speed. sites to take part in the Modern Energy Partners programme.
• Commission audits and feasibility studies to identify short term and Funded by the Department for Business, Energy & Industrial
longer term infrastructure improvements to support rapid decarbonisation Strategy (BEIS), this was a pilot innovation programme to
of our buildings. demonstrate the potential for campus-style public sector estate
decarbonisation, with the underlying aim of demonstrating that
• Secure additional funding to deliver further LED, BMS and other energy it is possible to evolve a consistent, replicable and scalable
efficiency and carbon reduction interventions identified via site audits. approach for decarbonisation. There were two elements of the programme: firstly, installation
• Further develop the data collection, analysis and reporting capability of additional building-level energy metering and supporting telemetry to allow automatic data
within the Trust to support ongoing performance improvements. collection for monitoring and analysis, and secondly, the development of a concept design of
the most economic decarbonisation pathway to at least halve direct carbon emissions by 2030
• Increase engagement with colleagues across Estates (and beyond) about to set the site on a firm net-zero trajectory.
Net Zero Carbon ambitions.
Improved metering:
• Audit buildings to identify water saving opportunities.
Dedicated engineering teams were allocated to work with the Trust to identify and install the
• Develop water monitoring procedures to ensure leaks are detected and meters, strongly focussing on heat. As the Freeman hospital has a central energy centre, data
resolved quickly. for the total heat delivered to site is good but there was little understanding of how much each
building used. All the meters have now been installed and half-hourly consumption data is
feeding into the energy management software. Overtime, this growing data set is going to
provide valuable base performance data that will help identify opportunities for energy
efficiency improvements and measure the energy impacts of decarbonisation projects and
any other changes to site operations. Having robust energy data available is a core foundation
stone of energy management best practice and will continue to deliver benefits to the Trust
over the coming years, as well as providing valuable insights to the project team.
Concept design:
A separate engineering team was assigned to work on the concept design for Freeman. Due to
Covid-19 restrictions, site surveys were off limits so much of the work had to be coordinated
remotely – sharing documents, live demos and meetings over Teams and lots of calls and emails
bringing in information from the engineering and building teams and the consultants developing
the design. The resulting concept design identified a range of interventions to reduce energy
use and the Trust’s dependency on fossil fuels to heat and power the site. Starting with ‘no
regret’ measures, like switching to low energy LED lighting and improving controls on our
heating and ventilation systems, 3,000 tCO2e per year potential saving are achievable. Further
phased heat and electricity measures, including staged retirement of gas-fired CHP plant,
installing solar photovoltaic panels, upgrading the fabric of our buildings and converting our
heat distribution to a lower temperature to ensure future compatibility with existing low and zero
technologies, such as heat pumps, offered further annual savings potential of 7,000 tCO2e.
The recommendations from the concept design are being taken forward, developing more
detailed feasibility assessments with the aim of incorporating these decarbonisation projects
into our capital investment programmes over the coming years.
28 295.2 Journeys
AIM MODAL SPLIT FOR STAFF COMMUTE
Embed active, clean and low carbon • Use our influence to help fast-track • The carbon footprint related to staff • The modal split data shown in
travel to improve air quality and the decarbonisation of transport in commute has decreased by 12%. figure 10 shows that the number of
reduce carbon emissions from our supply chain. We do not have reliable ‘work from staff travelling to work using active
journeys: home’ data to enable us to travel (such as cycling and walking)
• Increase the proportion of people
• Reduce air pollution and carbon accessing our sites by active and estimate any reduction in staff has increased from 7% of staff to
emissions from our owned and sustainable travel methods. commute during the COVID-19 27% this year.
commissioned transport operations. response, so it is possible that
• Provide more care closer to, or at, • Encouraging to see active travel
there could have been an even
home. uptake when challenges with public
greater reduction.
transport (metro, bus, rail) could
have seen an increase in car use.
PERFORMANCE 45,000
120 •T
he carbon footprint for travel
• The carbon footprint for all travel 40,000 included in the Newcastle Hospitals
included in the Newcastle Hospitals
35,000 100 Carbon Footprint boundary has
Carbon Footprint Plus boundary
reduced 45% from 2019/20.
has decreased 25% from 2019/20. 30,000
80
•T
his is largely due to a reduction
Percentage (%)
• This includes a 32% reduction in 25,000
in business travel due to the
tCO2e
the carbon footprint from patient 60
20,000 COVID-19 pandemic.
and visitor travel due to a third of
all outpatient appointments being 15,000 40
held virtually this year – that’s over 10,000
375,000 appointments, 20
approximately 7 million miles and 5,000
0
almost 2,000 tonnes of carbon. 0 2019/20 2020/21
2019/20 2020/21 n Car (petrol/diesel) n Car (hybrid) n Car full electric n Metro n Bus
• There are 362 covered secure cycle n Rail n Motorbike/moped n Active Travel
n Trust Fleet n Business Travel n Staff Commute n Patient and visitor travel
parking spaces at our main sites,
including individual lockers and Fig 9: Carbon emissions for all travel in the ‘Newcastle Hospitals Carbon Fig 10: Modal split for staff commute for 2019/20 and 2020/21
cycle compounds. Footprint Plus’ boundary
1,600
• There are 389 electric vehicles and • 45% of staff surveyed are using an • We will monitor the growth of 1,400
hybrid electric vehicles either active or sustainable mode of these metrics in future reports.
already on the road or on order transport to travel to work. 1,200
through the staff benefits scheme. 1,000
45% of staff surveyed are using
tCO2e
800
an active or sustainable mode 600
of transport to travel to work 400
200
0
2019/20 2020/21
n Trust Fleet n Business Travel
Fig 11: Carbon emissions for all travel in the ‘Newcastle Hospitals Carbon
Footprint’ boundary
30 31CLEAN AIR HOSPITAL FRAMEWORK
PLANS FOR THE NEXT YEAR
80
The Clean Air Hospital Framework is
Target •E
ngage with Newcastle
a self-assessment tool developed by 70
University (Urban Observatory)
Great Ormond Street Hospital and 60
and Northumbria University in a CASE STUDY: Pharmacy Delivery Hub
Global Action Plan, to help hospitals
programme of outdoor and
Percentage (%)
50
track progress and set ambitions on Newcastle Hospitals response to the Covid-19 pandemic provided
40 indoor air quality monitoring
tackling air pollution in seven key an opportunity to test and accelerate some carbon reduction
across our RVI and Freeman
areas; travel, procurement & supply 30
initiatives eliminating the need for many to travel to hospital.
sites, as part of the Clean Air
chain, construction, energy, local air 20
Initiative. One such initiative was an internally managed courier hub to provide
quality, communication & training
10
and hospital outreach & leadership. a centralised, efficient method of quickly transporting healthcare
0 equipment and pharmaceuticals to and from patients at home. The
We have committed to becoming a
Travel
Procurement
Design &
Construction
Energy Generation
Local Air Quality
Communication
& Training
Outreach &
Leadership
Overall
hub was established at the Freeman Hospital in October 2020 and
Clean Air Hospital – rated Excellent is now typically distributing over 300 items per day using a range of
•T
ravel and transport information
on the Clean Air Hospital Framework vehicle types, including electric cargo bikes for short-range, local
for patients and visitors is being
by 2025, reaching an overall score of distribution, saving over 3000 patient journeys per month.
n 2019/20 n 2020/21 rationalised and re-designed
70%.
with patients in mind to prioritise We used ZMOVE, a local low carbon courier, for home deliveries
• We have increased our score very Fig 12: Clean Air Hospitals Framework scores from 2019/20 – 2020/21
active and sustainable travel. within 5 miles of the courier hub. Two large electric cargo bikes are
slightly from 15% in our baseline used to make up to 70 deliveries per day.
•C
ontinue development of a web
year to 16% in 2020/21. ACTIONS AND ACHIEVEMENTS FROM THIS YEAR based parking system which will ZMOVE plan deliveries using routing software
• There has been some progress in • We continued to electrify our fleet of vehicles and any new vehicles are collect data on vehicle that engages Google bike routing algorithm to
the themes of ‘local air quality’ and required to be either hybrid or fully electric. emissions, and will allow maximise delivery efficiency and minimise cost.
‘design & construction’ related to individual targeted travel Each bike performs deliveries over routes up to
air quality monitoring and • Exceeded target for 10% of Trust fleet to be EV, and set new target for planning for staff. 40 miles in length.
management of demolition & 90% by the end of 2021/2022.
•E
mbed positive changes from The routing map from a typical two-bike service
construction sites. • The Business Lease Car Scheme encourages staff to apply for a new virtual and remote consultations day is shown in the picture to the right.
• We will be working with key electric or hybrid vehicle for business journeys, rather than using their where beneficial to patients.
stakeholders this year to make own car. Pool cars can be leased through the scheme as well. Some of the benefits of this approach include
• Improve take up of bike to work significant environmental gains when compared
progress towards our target this • The staff benefits scheme has continued to make electric vehicles a and public transport passes in to the use of a standard courier vehicle, with
year. realistic and popular option for staff by making them available at COVID recovery. approximated savings of 549 kg of CO2e
competitive rates.
•E
nsure ‘no idling’ is included in equivalent and 1195 g NOx emissions over the
• Two clinical teams have commenced trials of electric bikes for travelling Trust parking policies. period; excellent patient experience offered by
between sites and in the community. pre-delivery text notifications to patients giving
•W
ork in partnership with Global an accurate arrival time and enabling live
• We have invested in new EV charging points at all of our main locations. Action Plan to develop the first tracking of the delivery bike; community safety
• We worked in partnership with Newcastle City Council to improve the region wide ICS Clean Air improvements through the use of small, low
dedicated cycling infrastructure along Queen Victoria Road accessing our Hospital Framework. speed vehicles with riders able to easily interact
RVI site and have increased the number of secure cycle parking spaces. with residents during transit.
• A staff survey was carried out to find out how staff travel to work at the Audrey MacNaughton, spokesperson for Salters Bridge low traffic
moment and what we can do to encourage more active and sustainable neighbourhood said “Residents are delighted to see Newcastle
travel. Hospitals using bikes extensively in our neighbourhood – they
• Courier Hub established as a response to the COVID-19 pandemic has demonstrate that Salters Bridge can be a fast link for safe
reduced emissions associated with home patient medicine delivery. commercial traffic and the bikes present much less risk to residents
ZMOVE bicycle couriers are supporting local zero emission deliveries (see than larger vehicles (including electric cars and vans).”
case study). Over 80% of the patients surveyed about the delivery hub were
either satisfied or very satisfied with the service.
32 335.3 Waste
AIM
ACTIONS AND ACHIEVEMENTS FROM THIS YEAR PLANS FOR THE NEXT YEAR
Generate less waste; reuse and 100% 5300
•M
aintained continuity of business operations despite service and industry •T
ender for a clinical waste
recycle more, and ensure
challenges. contract to provide more
unavoidable waste is disposed of 90% 20% 20% 5200
23% 23% 26% 27% certainty and ensure the Climate
in the most sustainable way. 28% 28%
35% 5100 • Implemented a new auditing process aimed at ensuring we maintain
80% Emergency commitments are
strong waste segregation routines and waste hierarchy movement.
• Reduce the amount of waste we 70%
5000 embedded into the contract.
create by working and purchasing • Introduced new waste training videos for staff.
4900 •R
e-introduce an improved
in more resource-efficient ways. 60% 41% 41%
38% 38%
4800
•D
eveloped a new cannulation pack for Oncology to reduce waste, furniture re-use scheme.
36%
Tonnes
• Increase the number of items we 50% 50% standardise practice and improve IV related infection rates.
54% •R
un a recycling project in
reuse with a focus on reducing 59% 4700
40%
45%
•A
voided waste by making the decision to use reusable lab coats in new, collaboration with Nutricia.
single-use plastics. 4600
large regional COVID testing lab.
30% • Improve signage around drinking
• Repair or reuse more items that 4500
• Installed food waste de-waterer in the RVI catering department; this food fountains to encourage the use
can be repaired or reused. 20% 39% 39% 39% 39%
36% 4400 waste is then sent to an anaerobic digester to produce biogas for grid, of reusable bottles instead of
• Increase the amount of waste that 10%
24%
20%
and slurry for local farmland. opting for single-use plastic.
18% 4300
15%
we reuse or recycle to 35% of
• Implemented better segregation of estates waste at the RVI. •C
ontinue to work collaboratively
consigned waste by volume. 0 4200
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2020 as part of the ‘Towards plastic-
Target
free healthcare in Europe’
PERFORMANCE n Reuse & Recycling n Energy from Waste n Hazardous Waste Tonnage
project.
• Despite challenges we have been Fig 13: Segregation of clinical and non-clinical waste since 2013/14, • Introduce MR64 initiative aimed
able to consign 56% of healthcare with the 2020 target at segregation and recycling of
waste as non-infectious, meaning
single use metal surgical
we have maintained hazardous
instruments.
waste below our 2020 target levels.
• 28% of total waste generated was
Despite challenges we have been • Introduce PVC recycling for
recycled or reused, or 47% of able to consign 44% of healthcare surgical masks at the RVI (aiming
to repeat the success of PVC
non-healthcare waste.
waste as non-infectious, meaning recycling at Freeman Hospital).
• The challenges faced during the
COVID-19 response are explored
we have maintained hazardous
in more detail on page 38. waste below our 2020 target levels
34 35CASE STUDY: New Waste Audit Process
Waste audits are a legal requirement of the Trust, and are carried out with CASE STUDY: Reusable Vacuette Transport Boxes
a department manager. We identified opportunities to improve the
departmental waste audit process that would enable the waste audits to The Blood Sciences Department at Freeman Hospital provides a haematology,
not only meet the minimum legal requirements, but also provide greater biochemistry, transfusion and immunology diagnostic and monitoring service
assurance of compliance and improve environmental outcomes through both within the Freeman Hospital and for a large number of GP practices
increased staff understanding and responsibility. locally. The department processes approximately eleven to twelve thousand
request per day and operates 24/7. Before the implementation of this project
The Waste Manager attended almost every clinical directorate’s band 7s meeting to explain the each sample was sent to the laboratory in an individual plastic bag which was
proposed changes to the waste audit process, and get input from ward managers as key discarded as soon as the specimen was opened.
stakeholders.
Joanne Hall – Deputy Operations Manager, introduced reusable transport
The format of the waste audit is relatively straightforward and takes about an hour depending boxes after finding out that the Trust was ordering over one million plastic
on the size of the ward/department. When the audit is scheduled, the area to be audited is sent specimen bags each year. Having seen a similar solution in use Joanne
the checklist we use to assess compliance. succeeded in securing funding for a pilot with a GP practice, and the
Audit format: Phlebotomists at Freeman Hospital. A survey of the staff involved indicated that
the boxes were well received and there were no issues raised during the pilot.
• Opening 5 minute conversation with the department manager (how are staff trained, waste
Joanne was then also successful with an application to the Trust’s Climate
awareness, do you know where to access information, what can we do to help, etc.).
Emergency Action Fund to expand the trial to include more GPs and
• Ward walk, where we access as many rooms and look inside as many bins as is safely possible. departments, and to develop a reusable insert to be used to transport urgent
specimens around the internal pneumatic system.
• Informal staff conversations. We try to speak with up to 3 members of staff as we move around
the department to assess individual understanding of waste classification.
• Whilst on the department we assess the appropriate use of and condition of the bins and
other receptacles in use and the requirement for fresh magnetic communication on bin lids.
Departments are scored and rated as Pass or Fail. Areas failing an audit will be provided with a
list of actions which if followed would result in a pass within 3 months. Wards that do not pass
then go through a ward improvement program, with support from the waste management team
to train staff, update communications and ensure that the correct processes and procedures are
followed.
The first department we audited in 2020 unfortunately did not pass the audit. However, after we
worked with them they were re-audited and passed. The matron said, “I think the audit
provided the focus we required to improve waste management and increase awareness so that
it became the responsibility of all. Although we failed we were given very clear feedback and
resources to improve were provided.”
The aim of the audit is not about finger-pointing or only looking for examples of bad practice
but about enabling us to maintain our usually very high standards, ensuring a consistent approach
across all services and directorates. We are aiming to move waste up the waste hierarchy at
every opportunity to achieve our targets in the Climate Emergency Strategy 2020-25.
The new audit process has allowed for a more open dialogue around sisters/department leads’
understanding of waste management, and created an environment where staff can ask any
questions they have. As sisters/department leads are responsible for the patient environment
they manage this includes waste management. They are the go-to person for their staff if they
are unsure of how to manage waste so it is important that they have the correct information, or
know where to find information to answer these queries.
36 375.4 Procurement
AIM Provisions Staff clothing
Patients clothing and footwear
Embed sustainability and support Recreational equipment
Transportation
for climate emergency action in to
all purchasing decisions, working Bedding, linen and textiles Staff & patient
consulting
towards a net zero carbon supply Hardware crockery
Furniture and fittings
services
chain: Gardening and farming
Purchased healthcare Office equipment
•C
onsume less.
•E
mbed carbon reduction into our
procurement processes.
THE MANAGEMENT OF NEWCASTLE HOSPITALS’ WASTE DURING THE PANDEMIC • Establish positive relationships with
There have been significant • Installation of waste segregation • Installation of waste segregation key suppliers. Building and
Pharmaceutical, blood product
and medical gases
challenges in the management systems for the Nightingale systems, including new waste •E
ngage in research and innovation
engineering products
of waste during the COVID-19 Hospital in Sunderland. streams and recycling systems, in order to reduce impact across
pandemic, both in the immediate in the new laboratory areas at the whole value chain.
• Support for the vaccine trials taking
weeks and months of the response Integrated COVID Hub North East.
place from May 2020 onwards. • Improve confidence in our supply Hotel services
and longer term. equipment materials
• Support for the vaccine roll-out chain carbon data.
• Ensuring segregation of waste and
SOME OF THE CHALLENGES: across the region from
a return to ‘normal’ as soon as • Invest more in our local supply Laboratory equipment
Middlesbrough and Darlington and services
• Increased service demand across all possible after the first wave in June. chain. Chemicals
to Penrith as well as support for and reagents
sites, including community clinics. This single measure was key to Diagnostic imaging
ongoing projects such as the • Increase the amount of sustainable, and radiotherapy Patient
Waste volumes also increased in achieving a much better percentage appliances
Medical
creation of temporary cataract local, healthy food available to and Surgical 1.8% of total
areas not usually associated with of waste classified as non-infectious Equipment from actual data
theatres and the new Northern staff, patients and visitors. Dressings
the delivery of healthcare activity throughout the remainder of the
Centre for Cancer Care in Cumbria.
i.e. through increased use of face year, along with ensuring delivery PERFORMANCE
masks and other PPE - presenting of non-infectious healthcare waste Fig 14: The proportional carbon emissions from procurement by category of
a considerable logistical challenge. bags to areas where patient •F
or the year 2020/2021 we are spend, showing the proportion coming from actual data
infection rates were low. basing 1.8% of the total carbon
footprint for procurement on actual
data related to anaesthetic gases
HEADLINE FACTS AND FIGURES: and inhalers.
• Waste volumes for 2020/21 •T
he rest is based on assumptions ACTIONS AND ACHIEVEMENTS FROM THIS YEAR
decreased by 5% in comparison and average carbon factors for •S
ustainable Procurement Working Group established.
to the previous year but infectious procurement categories.
waste volumes increased by 33%. •S
urvey sent to all Trust suppliers with 500 responses received.
• We aim to increase confidence in
There was a 200% increase in •9
8% of suppliers who responded to our survey support our commitment
the data we report related to
infectious waste volumes to the Climate Emergency and 60% are interested in further engagement
procurement of supplies and
nationally. with us.
services, by increasing the
• Hazardous healthcare waste percentage of our ‘procurement’ •B
egun process to implement Silver Food For Life standard.
volumes remained below 50% carbon footprint that is based on
of the total healthcare waste actual data rather than • ‘Sustainable food for all’ is now one of the three strands of the five-year
generated. assumptions. Food and Drink Strategy.
•T
he percentage of non-healthcare
waste recycled increased from 43%
to 47% this year.
38 39You can also read
