Sustainability & Carbon Management 1

Why should we become more sustainable? Scientific case – the evidence suggests that we need to do something. We are releasing 350m years of stored CO2 VERY fast Legal case – The Climate Change act 2008 Health case – A low carbon sustainable healthcare system will deliver immediate and longer term health benefits Business case – To realise efficiency and productivity savings. Good for reputation. Leadership case – According to the Lancet climate change is the ‘biggest global health threat of the 21st Century’. The values of the NHS to protect health and well being mean that we must take the lead. Pharmaceuticals Food Laundry Waste Transport 2 2

Sustainability & Carbon management at UCLH . What are we doing? Imposed reduction Targets Energy/ Utilities & Waste Design & Upgrade Contract Partners/Stakeholders Procurement & Supply Chain Transformational Change Governance/Communications Strategic approach to Carbon management The plan sets out a strategy and framework implementation programme for meeting current and future legislative and other challenges The plan sets out the governance to support the delivery and reporting of the Carbon and Sustainability Management Plan Implement a structured management system to drive the plan forward implementing the action plan Increase awareness and training at all levels of the organisation to gain commitment and support Investigate making sustainability everyone’s responsibility through the performance appraisal route issuing objectives and targets to all staff Difficult 10 mins overview individual presentations Small steps Invest to save So Why bother? Carbon management is no longer a nice to do. It’s a must do and must evidence. Stringent Government targets set a reduction trajectory of 15% 2015 26% 2020 and 80% by 2050. 99/2000 base year CRC + carbon tax which will cost UCLH £300k next year. Public league table. We must act and a strategic approach is required. Reputation issue. Challenge by governing body members – training June 22 National profile – influencing strategy – developing evidence through research projects. Sustainability Steering Group meet quarterly and report annually on performance Implementation Groups meet monthly and report to Steering Group Carbon Champions are supported by the Energy Implementation Group report monthly to Implementation Groups UCLH Carbon footprint is audited by the Carbon Trust annually Externally, we are required under the terms of accreditation to the Carbon Trust Standard to report on performance every two years Annual report via the ERIC return on carbon performance Annual report on sustainable development to independent regulators to Foundation Trusts, Monitor

NHS Carbon NHS Carbon Footprint – First Calculation 2008 Equates to 25% of UK Public Sector Emissions 3.2% of Total UK Carbon Emissions Broken into three sectors: UCLH 10% 14% Carbon Trust Standard accreditation – 3 year overall carbon footprint (scope 1 emissions) of 9% (April 2007-March 2010) Camden Climate Change Partnership scheme – we have already met and exceeded the membership target on carbon reduction 15 below our 10:10 year to date trajectory target. Travel 10% Utilities 14% Procurement 76% 76%

Energy Saving Initiatives Energy Tracker Energy Champions Staff booklet Awareness days/Oscars Quick wins Survey works – Plant review Controls & PCs Sub Metering DEC/CRC Design Guide Standardisation Squeeze on NHS spending Cost of energy expected to rise CRC effectively puts a price on carbon emissions from direct energy use DH may use carbon emissions as a basis for performance reporting in the NHS Increasing use of power-consuming technology like IT in the NHS

UCLH Procurement & Supply Chain Management Challenges Supply Chain review - miles & Carbon Selection Criteria Top 10 review Packaging NHS EBay Transport – planning & scheduling Consolidation UCLP – mapping & Opportunities Key Facts Each Month (typical) 63 large vehicle deliveries 230 small vehicle deliveries £280M Spend 70% Influencable 15,866 supply line items 8,500 vendors 4000 active suppliers 50 suppliers = 75/80% of spend Carbon footprint for procurement: 125,000 Tonnes CO2 PA

Logistics ‘Tube Map’ Implement a structured management system to drive the plan forward implementing the action plan Increase awareness and training at all levels of the organisation to gain commitment and support Investigate making sustainability everyone’s responsibility through the performance appraisal route issuing objectives and targets to all staff 7