Sustainable Development Management Plan

Transcription

1 Sustainable Development Management Plan Summary Report Published November 2017 Copyright 2017 Health and Social Care Information Centre. The Health and Social Care Information Centre is a non-departmental body created by statute, also known as NHS Digital.

2 Contents Sustainability at NHS Digital 3 Working with the Sustainable Development Unit 4 The Sustainability Route Map 5 Overview 5 Our Carbon Footprint 5 The Health and Care System Carbon Footprint 7 Sustainability Plan Sustainability Plan Summary Diagram 8 Business Area Targets 8 1. Estates Emissions 8 2. Transport Emissions 8 3. Procurement Emissions 9 4. ICT Emissions 9 Staff Engagement and Behavioural Change 9 Supplier, Health and Care System Partnering 9 Appendix A: NHS Digital Sustainable Development Management Plan, a. Development Management Plan 10 b. Staff engagement, Engagement and Behavioural change 12 c. Reduce Estates Emissions 13 d. Reduce Transport Emissions 15 e. Reduce Procurement Emissions 16 f. Reduce ICT Emissions 17 Copyright 2017 Health and Social Care Information Centre. 2

3 Sustainability at NHS Digital NHS Digital is committed to reducing our impact on the environment. We recognise that improving our approach to sustainability is a long-term goal, requiring a concentrated focus on the areas which result in the biggest environmental impact and drawing on the collective efforts of our staff to support these initiatives. This is NHS Digital s first Sustainable Development Management Plan (SDMP). It covers the period and sets out a clear Route Map to develop a more sustainable organisation. It brings together for the first time all our sustainability activities into one document, and provides a framework for managing and monitoring our activities to fully support the Government s Greening Government commitments on carbon reduction by Although most of our carbon emissions arise from estate and travel costs, we know there are opportunities to improve our approach to other areas such as procurement and ICT energy usage, particularly across our data centres. This plan sets out how this will be taken forwards. Looking ahead, I also believe that in this digital age, NHS Digital can play a much broader role. NHS Digital has a national responsibility to ensure that the systems we develop and managed on behalf of the health and care systems are designed to support wider sustainability efforts. I am therefore pleased to see the plan set out very clearly an ambition to work with suppliers and partners such as the Sustainable Development Unit (SDU) team, in order to explore wider opportunities for the NHS and care sectors to deliver sustainable benefits. My particular thanks to Jerome Baddley of the SDU for his support and introduction to this plan. Over time, we will take an increasingly joined up approach to sustainability. Planning and deploying all our resources in an integrated way to ensure that the organisation is sustainable for the long term, including ensuring our impact on the environment is sustainable. I know that having a clear organisational approach to sustainability is important to many of our staff existing and future so it is great to see the progress made so far and the enthusiasm and engagement shown by our staff in supporting this important work. Carl Vincent Chief Financial Officer NHS Digital Copyright 2017 Health and Social Care Information Centre. 3

4 Working with the Sustainable Development Unit The Sustainable Development Unit (SDU) is delighted to work with NHS Digital to look at the new age of ICT and how this can affect the NHS and health care sector going forward. The SDU believes that information and technology will significantly contribute to reducing waste as the NHS health and care sector moves towards being paperless. Furthermore, we expect growth in digital services such as telecare, teleconferencing and supported self-management to have a key role in helping reduce health related travel and associated impacts on NHS costs, congestion and air pollution. We recognise however that delivering a twenty-first century digital health service will require an immense increase in data storage and transfer. Even with a rapid rise in renewable energy, the world s data centres already contribute 2% of global carbon emissions, equivalent to global aviation. We believe that NHS Digital will play an important role in guiding the NHS on how to reduce their digital carbon footprint. NHS Digital s input will also be key to ensuring that the sector s role as a major consumer in the rise of the internet the Fourth Utility leverages maximum social, economic and environmental value and thus, longer term value for the public s health. Establishing a SDMP is crucial to embedding sustainability across an organisation s operations. It will support NHS Digital in taking a balanced view of sustainability, including carbon reduction, in line with the Climate Change Act. It will also support the adaptation and incorporating corporate social responsibility, including supporting the Public Service (Social Value) Act. We are pleased that NHS Digital are striving to reduce their own carbon footprint, but also as emissions are moved to secure third party or shared data centres, that NHS Digital are looking outwards to the immense influence the sector has as a customer on its supply chain and as a values and action leader in society. We particularly welcome the collaborative approach NHS Digital is proposing, working with other NHS and health care sector organisations to support system wide carbon reduction in this area. The SDU works closely with partner organisations to provide the best possible and most sustainable healthcare system. We support the commitment of the NHS to be a leading sustainable and low carbon organisation, and to meet the Government s target of an 80% reduction in carbon emissions by We look forward to continuing to support NHS Digital in working towards this goal. Jerome Baddley Head of the Sustainable Development Unit Copyright 2017 Health and Social Care Information Centre. 4

5 The Sustainability Route Map Overview The UK Government has set ambitious targets for carbon reduction through the Greening Government Commitment (GGC), the Climate Change Act 2008 and Carbon Budgets 1. All arm s-length bodies are required to comply with the GGC, which sets out to identify the actions that UK government departments and their agencies will take to reduce their impacts on the environment. To comply with these targets, by 2020, NHS Digital will need to support government targets to reduce carbon emissions by 34% or more (from a baseline established in 2009). By 2025, this target reaches 50% and rises again to 80% by 2050 to be in line with the targets set out in the Government s commitment to the Paris Climate Change Agreement and Kyoto protocol. In addition, all NHS organisations are expected to have a Sustainable Development Management Plan (SDMP) to support the system wide adopted Sustainable Development Strategy. It is considered best practice to have and implement an SDMP using data from 2009 as an established baseline. Having adopted an NHS name in August 2016 and as an executive nondepartmental public body of the Department of Health, this document sets out a summary of NHS Digital s first SDMP (the Plan ). The full document will be published at a later date. This Plan provides an overview of the priorities and targets that will steer how we deliver systematic reductions in our overall carbon footprint over the next five years. For the first time, it provides NHS Digital with a clear framework for delivering these carbon reduction targets in support of the GGC to meet our legal obligations. Key to delivering the targets in the Plan will be the engagement and support of our staff, already underway through the establishment of our Green Digits initiative. This work will raise awareness and create a community of staff across our organisation that is interested in supporting our wider sustainability plans. The Plan also sets out activities that look beyond our own internal organisational boundaries to ensure that we consider the impact of the technologies and services we deliver in terms of sustainability on the NHS and wider health and care service. We will deliver this through working with other stakeholders such as the SDU. We will conduct an annual review of our progress against the Plan and publish an update on progress against targets. As our approach to sustainability at NHS Digital matures, we will revisit the ambition of this first Plan to consider wider applications of sustainability such as the social and financial impact of operational decisions and publish any changes to this Plan. Our Carbon Footprint To support the development of this Plan, a detailed footprint assessment has been carried out across NHS Digital, considering the impact of the estate that NHS Digital occupies (including electricity, gas and water usage) and of business travel 1 Copyright 2017 Health and Social Care Information Centre. 5

6 Tonnes of CO2 Tonnes of Co2 Sustainable Development Management Plan (including the use of lease cars, grey fleet 2 and rail, underground and air travel (domestic and international). The graphs below illustrate the total carbon emissions of NHS Digital from a baseline of 2009 data (established from predecessor organisation data to establish the 2009 baseline used in GGC target setting). The Climate Change Act targets of 10% and 34% are also included on the first graph to illustrate the legal targets that NHS Digital should aim to support. Graph 1. Total carbon emissions from NHS Digital with emission targets between 2009 and ,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1, / / / / / / / / / / /20 Year Actual Total Emissions BAU Emissions Target (34%) Target (10%) 3,500 3,000 Graph 2. Emissions from buildings, transport, waste, water and refrigerant gases 2,500 2,000 1,500 1,000 Emissions from building (tonnes) Emissions from transport (tonnes) / / / / / / / /17 Year Further scope (waste, water and refrigerant gas) (tonnes) 2 Individuals who use their own vehicle for work Copyright 2017 Health and Social Care Information Centre. 6

7 The second graph illustrates the significant proportion of total emissions that are relate to the NHS Digital estate. The rise in emissions from 2014/15 onwards is the result of a number of factors including the growth of our estate, some overlap in running costs and increased insourcing of our data centre operation. The consolidation from four office buildings in Leeds to a single high specification Hub building by 2020/2021 and any further rationalisation of office premises, such as reducing to a single site in London, will also have an positive impact. Further work is planned to assess the carbon impact of NHS Digital s data centres and opportunities for carbon reduction. In terms of carbon emissions relating to travel, any reduction will require changes to travel patterns and preferences for staff (for example, reducing the amount of domestic air travel). This will require concerted effort and engagement with staff to encourage different ways of working. The Health and Care System Carbon Footprint NHS Digital also has an important role to play in supporting the reduction of the carbon footprint of the NHS and health care sectors. The graph below illustrates the challenge that the NHS has in reducing their carbon footprint by Graph 3. The SDU has already identified the opportunities for digital technologies to have a significant impact on reducing CO2 alongside cost savings for the NHS. In the Sustainable Development Healthy Returns report, the SDU identified that innovations such as telemedicine and telecare for longer term conditions and wider Copyright 2017 Health and Social Care Information Centre. 7

8 use of teleconferencing had the potential to save the NHS millions of tonnes of CO2 in addition to wider financial benefits. Sustainability Plan During the first year of the Plan delivery, our focus is on establishing the processes and engagement within NHS Digital and with relevant stakeholders to ensure we deliver the key 2020 carbon emission reduction of 34% set out in the GGC. To deliver this reduction, we have developed plans and targets for four core business areas illustrated in the diagram below. Sustainability Plan Summary Diagram REDUCE EMISSIONS BY 34% BY 2020 REDUCE ESTATES EMISSIONS REDUCE TRANSPORT EMISSIONS REDUCE PROCUREMENT EMISSIONS REDUCE ICT EMISSIONS SUPPLIER, HEALTH AND CARE SYSTEM PARTNERING STAFF COMMUNICATIONS, ENGAGEMENT AND BEHAVIOURAL CHANGE 13 Business Area Targets We have established business area targets which will support the overall Government 34% emission reduction target by 2020 and these are summarised for Estates, Transport, Procurement and ICT emissions below (from a 2009/10 baseline): 1. Estates Emissions Reduce energy consumption by 30% Reduce gas consumption by 30% Reduce water consumption by 30% Improve waste management - reduce waste to landfill to less than 10%; reduce waste generated; increase recycling Reduce paper use by at least 50% 2. Transport Emissions Reduce the number of domestic flights by at least 30% Reduce train travel and replace with video conferencing Copyright 2017 Health and Social Care Information Centre. 8

9 Conduct a grey fleet assessment 3. Procurement Emissions Embed compliance with the Government Buying Standards in departmental and centralised procurement contracts Buying greener products and services 4. ICT Emissions Reduce the impact of ICT on energy consumption Work to reduce the impact of Data Centres Take on the challenge to reduce the digital impact of the rest of the NHS More detailed plans for these business areas broken down for the five-year duration of the Plan are attached in Appendix A. This Appendix also summarises the additional activities planned in areas such as Compliance and Policy, Carbon Reduction projects and Risk Assessment. The Plan also sets out actions to support two wider engagement themes, working with our NHS Digital staff and through supplier and health system stakeholder partnering. Staff Engagement and Behavioural Change Delivering the targets set out above, particularly in terms the estate and travel targets will rely on the support of our staff to behave differently and support new ways of working. Having a clear organisational approach to sustainability is also recognised as part of our employee value proposition which can help retain and attract talent to NHS Digital. A key element of the Plan therefore will be ongoing communication and engagement with staff, to encourage their input to the actions set out in the Plan and raise awareness of the areas where most progress is necessary. This engagement has started through establishing the Green Digits an engaged network of staff who have an active interest in supporting a more sustainable NHS Digital. Supplier, Health and Care System Partnering Although the core focus of this Plan is on guiding NHS Digital s support for the Greening Government targets, as the national lead on information and technology for better health and care, NHS Digital has an opportunity to take on a more substantial and significant role. NHS Digital will work with system partners such as suppliers and the NHS Sustainable Development Unit (SDU) to explore opportunities to encourage wide sustainability in technology across the NHS, including procurement, and provision of guidance and best practice. As Graph 3 (the Health and Care System Carbon Footprint) indicates, health and care providers face challenging targets and NHS Digital will explore how our expertise and national system leadership can support delivery against these. Copyright 2017 Health and Social Care Information Centre. 9

10 Appendix A: NHS Digital Sustainable Development Management Plan, a. Development Management Plan Person to deliver Carbon target - Identify realistic targets achievable on an annual basis and identify target that correlate with - Comply with the HM Treasury and DH sustainability annual report guidance - Identify Carbon reduction savings - Board approval for the SDMP Reduce NHS Digital s carbon footprint by 10% - Identify new carbon reduction projects - Complete the Good Corporate Citizenship to compare against other similar organisations Reduce NHS Digital s carbon footprint by a further 10% - Identify new carbon reduction projects - Complete the Good Corporate Citizenship to compare against other similar organisations Reduce NHS Digital s carbon footprint by 10%, achieving the 34% target based on the 2009 baseline - Identify new carbon reduction projects - Complete the Good Corporate Citizenship to compare against other similar organisations Work towards a 50% reduction in NHS Digital Carbon Footprint by Identify new carbon reduction projects - Complete the Good Corporate Citizenship to compare against other similar organisations Environmental and to co-ordinate all parties Environmental and Corporate Social Responsibility (CSR) Compliance and Policy - Review all policies to identify where sustainability can be included - Include in Annual Report - Develop an Environmental Policy - Assessment of all air conditioning units to ensure that they are compliant Climate change adaptation and risk assessment - Identify risks to NHS Digital from climate change - Commence a CSR programme with sustainability and environmental elements included - Include carbon reduction and sustainable development in Annual Report - Develop a fleet policy - Develop a waste policy - Develop a cyber security policy - Develop an electric vehicle charging policy - Develop a Green ICT policy or incorporate green sustainable ICT into Data Management and Data Centre Policy - Develop a Climate Change Risk Assessment - Develop a Climate Change Adaption Plan - Create CSR partnerships - Create CSR partnerships - Create CSR partnerships Environmental and Include update in Annual Report Include update in Annual Report Include update in Annual Report Environmental and Environmental and Copyright 2017 Health and Social Care Information Centre. 10

11 Person to deliver Sustainable Development Management Programme - Identify a full range of projects to be undertaken as part of the carbon reduction process - Produce an action plan with required investment for the roll out of the SDMP Identify a MAC (Marginal Abatement Cost) curve associated with the projects as well as a financial savings if projects are implemented - Complete the Good Corporate Citizenship to compare against other similar organisations - Seek Board approval for the SDMP annually Seek Board approval for the SDMP annually Seek Board approval for the SDMP annually Seek Board approval for the SDMP annually Seek Board approval for the SDMP annually Copyright 2017 Health and Social Care Information Centre. 11

12 b. Staff engagement, Engagement and Behavioural change Person to deliver Behavioural Change programme - , webpage, blog, poster and Yammer campaign - Launch a green champions campaign to engage staff - Internal awareness campaigns - Staff engagement Campaigns External Awareness Campaigns - Raise awareness of NHS Digital s SDMP and the work that they are intending to do to reduce emissions - Yammer conversation group - Update Estates page for sustainability - Include Sustainability in HR process for recruitment and in job descriptions - Awareness campaigns - Sustainability Day Energy and water reduction campaign - Work with Sustainable Development Unit (SDU) to create metrics for engagement with the NHS to encourage sustainability and SDMPs - Create an aspirational programme and accreditation scheme to work with external contractors and suppliers to drive down the carbon footprint of products produced and used by NHS Digital - Carry out a survey with all external customers and suppliers to identify areas that can be improved on and support provided - Yammer conversation group - Update Estates page for sustainability - Include Sustainability in HR process for recruitment and in job descriptions - Awareness campaigns - Sustainability Day Energy and water reduction campaign - Work with the SDU to develop an ICT awareness campaign for the NHS - Continue to implement an accreditation scheme - Yammer conversation group - Update Estates page for sustainability - Include Sustainability in HR process for recruitment and in job descriptions - Awareness campaigns - Sustainability Day Energy and water reduction campaign - Continue to implement an accreditation scheme - Yammer conversation group - Update Estates page for sustainability - Include Sustainability in HR process for recruitment and in job descriptions - Awareness campaigns - Sustainability Day Energy and water reduction campaign - Continue to implement an accreditation scheme Environmental and working with the Internal communications team Environmental and working with the External communications team Copyright 2017 Health and Social Care Information Centre. 12

13 c. Reduce Estates Emissions Person to deliver Estates Electricity and Gas - Baseline Assessment to be carried out for electricity use across the estate - Implement LED replacement programme at owned sites - Commence negotiations with landlords in relation to lighting upgrades - Ensure that all electricity is sourced from renewable companies to ensure only green electricity is used at new sites - Work with landlord (where applicable) - Baseline Assessment to be carried out for gas use across the estate - Assessment of heating assets within the entire estate - Work with landlord (where applicable) - Implement a summer heating shut down across the estate - Implement LED replacement programme at leased sites with motion sensors and timers for lighting - Look at solar programme for owned buildings with solar panels, solar heating and solar window film and work with landlords to implement - Start a roll out programme of electric vehicle charging points across the country - Upgrade hand dryers with more efficient ones and eliminate paper towel use - Reduce Electricity use by 10% based on 2009 figures - Implement voltage optimisation across the estate - Summer heating shut down - Reduce gas use by a further 10% based on 2009 figures - Install battery storage associated with the solar panels - Reduce electricity use by a further 10% based on 2009 figures - Implement voltage optimisation across the - estate - Summer heating shut down - Reduce gas use by a further 10% based on 2009 figures - Negotiate green tariffs from renewable companies to ensure only green electricity is used at new sites - Reduce energy use by 10% to a total of 30% based on 2009 figures - Reduce gas use by 10% to a total of 30% based on 2009 figures - Summer heating shut down - Install hydrogen boilers and heating in conjunction with the H21 project for Leeds - Summer heating shut down Estates Team Water - Baseline Assessment to be carried out for water use across the estate - Assess water consumption to identify where there may be leaks or excessive water consumption - Identify water saving devices that can be implemented across the estate - Work with landlord (where applicable) - Conduct a heating assessment i.e. air conditioning vs radiators for all buildings - Upgrade radiators to have Thermostatic Radiator Valves - Identify boilers that require upgrading - Work with landlords to identify a replacement programme - Reduce water use by 10% based on 2009 figures - Hot water tap restrictors (push or aerators) to reduce gas requirement - Upgrade with low flow water taps or push taps - Upgrade with aerator water flow for showers - Replace toilets with dual flush and low flow toilets - Replace urinals with low flow flushes or waterless urinals - Work with landlords to upgrade boilers - Install Building Management Systems where required - Reduce water use by a further 10% based on 2009 figures Reduce water use by 20% based on 2009 figures Copyright 2017 Health and Social Care Information Centre. 13

14 Person to deliver Biodiversity - Assess the biodiversity across the estate i.e. green spaces, trees, outside areas Waste - Conduct a waste audit - Commence a waste campaign with posters for the waste bins - Create a waste reduction programme and education programme - Replace waste bins across the estate that are identifiable from one building to another - Assessment of the adverse effects on biodiversity from our necessary operations - Ensure that all members of staff are aware of their responsibilities towards protecting and enhancing biodiversity - Introduce systems that ensure that biodiversity considerations are taken into account in all site developments, relocations and refurbishments - Assess ICT Waste Electrical and Electronic Equipment (WEEE) and work to recycle and reduce the waste generated - Ensure Battery waste is recycled - Work to reduce waste sent to landfill to less than 10% of overall waste by 2020 compared to the baseline (GGC) and 100% of waste recycled Environmental and Estates Team Environmental and Estates Team ICT team Paperless Identify internal targets - Assess paper reduction potential by assessing where it is used - Educate staff as to alternatives required to reduce paper - Assess technology required and implement - Save 50% reduction in amount of paper used (GGC) - Work towards a complete paper elimination Copyright 2017 Health and Social Care Information Centre. 14

15 d. Reduce Transport Emissions Person to deliver Transport Fleet - Assessment of lease car - Carry out a Grey fleet assessment (staff s own vehicles) with the Energy Saving Trust - Assessment of Lease car policy - Implement a limit on vehicles - Change Lease Car policy to reduce the maximum CO2 emissions (g/km) to 110 g/km CO2 with further annual reductions identified - - Recommend to all Lease car drivers that they get Euro VI vehicles to drive in Leeds and Birmingham (Clean Air Zone implemented). - Reduce emissions from lease cars by 10g/km CO2 - Recommend to all Lease car drivers that they get Euro VI vehicles to drive in Leeds and Birmingham (Clean Air Zone implemented). - Reduce emissions from lease cars by 10g/km CO2 - Reduce emissions from lease cars by 10g/km CO2 - Travel Team working with the Environmental and Sustainability Manager Travel - Assessment of train travel - Assessment of flight travel - Assessment of hire car use - Assessment of grey fleet - Identify the impact of NHS Digital on air pollution through the SDU Health Outcomes Travel Tool (HOTT) - Reduce train travel by 10% - Reduce domestic flights by 10% - Reduce domestic flights by a further 10% - A total reduction in domestic flights by 30% (GGC requirement) - Reduce domestic flights by 40% in total Copyright 2017 Health and Social Care Information Centre. 15

16 e. Reduce Procurement Emissions Person to deliver Procurement - Assess products and services procured by NHS Digital - Work with providers to reduce their carbon emissions by 30% by 2020 based on a 2009 baseline - Develop a green procurement policy and strategy incorporating Modern Slavery, Public Services Social Value Act and Fairtrade - Work with providers to reduce their carbon emissions by 30% by 2020 based on a 2009 baseline - Work with providers to reduce their carbon emissions by 30% by 2020 based on a 2009 baseline - Achieve a 30% carbon reduction based on a 2009 baseline for all providers - Work with providers to reduce their carbon emissions by 30% by 2020 based on a 2009 baseline Procurement team to work with Environmental and Sustainability Manager - Assessment of the social impact of products procured Copyright 2017 Health and Social Care Information Centre. 16

17 f. Reduce ICT Emissions Person to deliver ICT - Assess Data Centre and server room energy use - Assess number of ICT assets within NHS Digital - Identify where energy consumption of ICT assets can be reduced and improved - Identify energy reduction through a Green ICT procurement process - Assess energy differences between data centres versus cloud services. Ensure data centres comply with EU Code of Conduct. Ensure best practice energy efficient initiatives are carried out - Identify elements of the Greening Government ICT strategy that can be used in NHS Digital - Conduct an assessment of storage rationalisation - Assess multifunctional assets - Print reduction strategy developed and adopted - Assess the implications of remote working, agile working and active working - Apply low power energy settings to devices - Work with Data Centres to reduce energy use - Conduct an ICT lifecycle assessment - Identify redundant ICT and turn off/recycle and track reuse - Identify Data Centre requirements for future contracts to minimise energy consumption and storage - Assess Energy consumption for all ICT assets - Assess, make accessible and publicise guidance on Webex and video conferencing, provide training as required - Assess network rationalisation - Look into app rationalisation - Assess virtualisation and implement where appropriate, removing/reducing hardware dependencies. Consolidate onto fewer servers that are loaded to maximum levels of utilisation with due regard to resilience needs - Identify ICT areas that need to be consolidated by reducing device intensity through sharing and device reduction initiatives - Create a blueprint to identify ways in which NHS Digital can work with external organisations to minimise ICT impact - Work towards transferring to the Cloud - New desktops to conform to Government Buying standards, promoting equipment with power management capabilities - Use and populate an application asset register, enabling reuse and identification of duplication where applications may be decommissioned - Improve device to employee ratios - Reuse and share devices across public sector - Redundant circuits should be responsibly decommissioned and ensure network resilience and fault tolerance is not over specified - Identify redundant ICT and turn off/recycle - Conduct a supply chain assessment and work to reduce the carbon footprint of products upstream - Identify redundant ICT and turn off/recycle - Reuse and share devices across public sector - Identify redundant ICT and turn off/recycle - Reuse and share devices across public sector ICT team to work with Environmental and Procurement team to work with ICT ream Copyright 2017 Health and Social Care Information Centre. 17