Environment and resource efficiency Strategy and action plan 2016/17

Transcription

1 Environment and resource efficiency Strategy and action plan 2016/17

2 Date: 27 June 2016 Version number: v1 Owner: David Jukes Approval route: NHSBSA Leadership Team Approval status: Approved

3 1. Introduction and links to our broader strategy This strategy is a public commitment of how the NHS Business Services Authority (NHSBSA) plans to continue maximising its positive impact on the environment and driving resource efficiency, in addition to delivering the duties placed upon us by environmental law and central government mandates such as the Greening Government Commitments. It also sets out how the NHSBSA will continue to add broader value to the environment, society and the economy through its activities. Our Environment and resource efficiency strategy and action plan is part of the NHSBSA s broader approach to corporate responsibility, and our Good Business approach. For more details, read our Good Business Responsibility Strategy. Our environment and resource efficiency objectives, s and actions (Appendix 1) are created through extensive consultation, as well as consideration of our legal and mandated requirements, for example s set by government. The following are our key sources of consultation and information informing this strategy: Community, Environment and Wellbeing (CEW) Committee (quarterly senior leadership group, setting strategy, chaired by Secretary), including materiality and stakeholder review (see our Good Business Responsibility Strategy) Community, Environment and Wellbeing (CEW) Staff Network (quarterly consultative group for local staff representatives) ISO Environmental Management System annual aspects and impacts review, legal / other requirements review, quarterly team performance reviews and annual management review (attended by senior management including Secretary)

4 2. About us The NHSBSA is a Special Health Authority and an Arm s Length Body of the Department of Health. We provide a range of critical central services to NHS organisations, NHS contractors, patients and the public. The NHSBSA was created in 2006 by bringing together a number of previously separate NHS organisations. We still deliver the core range of services we started with and have taken on additional services as our stakeholders needs have evolved. Figure 1 below summarises our services. Figure 2 explains the vision of the NHSBSA, including our strategic goals and values. Environment and resource efficiency strategy and action plan embodies all of our values and contributes to the delivery of many of our strategic goals. The Action Plan at Appendix 1 clearly states which strategic goals the actions in each objective area contribute to. Figure 1: Our journey

5 Figure 2: Our vision Our strategic goals have been developed to ensure we can continue to meet our purpose and address threats and opportunities identified in the longer term.

6 3. Our vision We recognise that our activities, products and services, and the way we choose to deliver them, can have both a negative and positive impact upon the environment, and therefore an impact upon our employees and local communities. We are committed to: preventing pollution caused by what we do ensuring that we comply with environmental laws related to what we do, and meeting the requirements of other policies, strategies etc. we support such as those created by Government, Department of Health and NHS continually improving our performance by setting and reviewing objectives and s relevant to the NHSBSA each year. We focus on: maintaining an appropriate governance framework, to ensure compliance and continuous improvement reducing greenhouse gas emissions and adapting to climate change reducing waste and maximising resource efficiency reducing water use creating wider environmental, social and economic value, through our activities and our supply chain We will achieve this by: operating an NHSBSA-wide environmental management system, which instructs staff and others on how to carry out key activities training and coaching staff (and others where appropriate) to ensure they understand how to play their part communicating with staff (and others where appropriate) about environmental issues actively engaging with relevant forums and groups to learn from others and share our knowledge and experience.

7 4. Meeting our duties and delivering improvements As a starting point, the NHSBSA must comply with a range of environmental laws related to our operational activities. We manage this through the operation of our ISO Environmental Management System (EMS). We are also mandated to deliver central government policies and s, based around the Greening Government Commitments. However, compliance is only a starting point for us, and we recognise that a proactive approach to the environment and resource efficiency delivers a broad range of benefits. Why environmental protection and resource efficiency is important to us The key benefits of good environmental and resource management include: reduced use of resources and associated costs reduced environmental impact legal compliance and delivery of government policies an engaged and educated workforce enhanced reputation improved engagement and integration with local communities and customers. Added value We also recognise that our activities, products and services, and the way we choose to deliver them, can create added value for the broader environment, society and the economy. This impact is often far greater than our immediate operational areas of focus. We aim to maximise this value, for example by assessing projects and procurement activity to enhance our added value. Delivering our objectives Our environmental and resource efficiency action plan (Appendix 1) gives details of:

8 Actions we will take (including action owner, outcome and deadline) The environment and resource efficiency objective it supports Associated if applicable Each objective also contributes to the delivery of one or more of the NHSBSA s strategic goals (see figure 2) and these are also highlighted, along with the broader trend the objective is also aiming to address, taken from our materiality assessment (see our Good Business Responsibility Strategy). Responsibilities and governance Our Chief Executive is ultimately responsible for the delivery of this strategy. This is delegated to the NHSBSA Secretary as Leadership Team representative. At NHSBSA Board level, Mark Ellerby is our non-executive director champion, ensuring appropriate oversight of the executive directors performance. Our Community, Environment and Wellbeing (CEW) Committee drives the agenda from a strategic level. This is chaired by our Secretary, and is made up of senior managers from across the business (terms of reference are available on request). The committee meets at least quarterly, and provides strategic oversight and assurance to the Board on delivery of the strategy. Reporting and monitoring our progress internally Our Community, Environment and Wellbeing (CEW) Staff Network provides the link to our people, and ensures engagement and consultation happens across the business (terms of reference are available on request). The group meets at least quarterly and staff representatives ensure the agenda is delivered across all of our business areas. Progress against our objectives, s and actions is monitored by the Responsibility Manager, collating data from relevant functions as required. Reporting is undertaken as follows: Board governance papers and Annual Report Leadership Team Quarterly update report and Annual Report

9 Staff Quarterly update report, Loop (newsletter) and Hub (Intranet) articles and Annual Report. Reporting progress to our external stakeholders We publish specific details on our wellbeing performance in the NHSBSA Annual Report and Accounts and also a specific Responsibility Annual Report. This contains detailed data related to our performance and progress, with commentary.

10 Appendix 1 Environment and Resource Efficiency Action Plan for 2016/17 This action plan sets out our environment and resource efficiency objectives to ensure we continue to improve our performance, and meet our legal and mandated duties. The plan is set out to clearly show which of the materiality assessment trends each objective relates to. Objectives are grouped into the following key areas; 1) Maintaining an appropriate governance framework, to ensure compliance and continuous improvement, 2) Reducing greenhouse gas emissions and adapting to climate change, 3) Reducing waste and maximising resource efficiency, 4) Reducing water use, 5) Creating wider environmental, social and economic value, through our activities and supply chain. Objectives in each area contribute to delivery of one or more NHSBSA strategic goals (see figure 2), and these are included in each section. Also, the UK / global trend they are addressing is highlighted. How our objectives have been set: The key below indicates which objectives have been set as a result of either; being a legal requirement, being mandated by central government, identified via our environmental management system (EMS), or were highlighted as a priority during the consultation and engagement we have carried out with our CEW Committee (including stakeholder input) or CEW Staff Network. Each objective in the plan is marked with the relevant symbol(s), under the column headed Benefits / rationale ; L Legal requirement Gov Government mandate EMS Environmental Management System E Employee consultation (including CEW staff network) M Management consultation (including CEW Committee) Monitoring our progress: Against each action is a column, indicating the progress made against each action using the key below: Completed or in place IP In Progress Not progressing Not due to start yet

11 Summary of s: The following is a summary of our corporate s: Operational performance indicators: 70% reduction in greenhouse gas emissions* 35% reduction in water consumption* 65% reduction in waste generated* Less than 10% of waste to landfill* 50% reduction in office paper use* *By the end of 2019/20, on 2009/10 baseline Management performance indicators: Maintain ISO certification Over 90% of environment online learning modules completed by deadline Over 80% of staff indicate they understand their role in environmental management in NHSBSA staff survey Sustainable Procurement Level 2 These are highlighted below where linked to a specific action. Longer term corporate responsibility goals and s are published in our Good Business Responsibility Strategy.

12 Objective Area 1: Maintaining an appropriate governance framework to ensure compliance and continuous improvement The objectives in this area support the following NHSBSA strategic goals: We will always improve service and deliver great results for customers We will derive insight from data to drive change We will invest time in our people, and we will recognise them for their commitment, contribution and passion Trend considered: Value Change Action Benefits / rationale Lead(s) Timescale a Include environment Information included in Head of Risk and commentary in NHSBSA Annual Annual Report(s), ensuring Assurance Report and Accounts 2015/16, transparency and sharing and more detailed approach with stakeholders Responsibility Annual Report (L, Gov) Added value: Sharing of approach with other organisations, encouraging responsible business practice 30/06/16 Mandated and stakeholder interest information included in Annual Report(s), made publically available Staff survey b Update Environment and Resource Efficiency Strategy and Action Plan for 2016/17, reviewed and approved by CEW Committee and NHSBSA Leadership Team Agreed plan and monitoring arrangements in place Added value: Sharing of approach with other organisations, encouraging responsible business practice Head of Risk and Assurance 30/06/16 Agreed Strategy and Action Plan in place Staff survey

13 Action Benefits / rationale Lead(s) Timescale c d e f g Include environment questions in NHSBSA staff survey, to measure engagement levels and areas for improvement Provide quarterly update to staff on environmental performance Develop and roll-out communication / campaign timetable, linked to other areas of Responsibility Non- Executive and Executive Champions to continue in their roles, including quarterly report to Leadership Team CEW Committee to monitor performance against this strategy, and provide assurance to the Board Engagement levels measured and actions established to improve Awareness maintained in workforce of progress against s (EMS, E, M) Awareness raised in workforce of key issues (EMS, E, M) Added value: Increased knowledge in communities of issues Environment and resource efficiency issues are championed at Board and Leadership Team levels (EMS, M) Senior representatives who are members of the Committee are accountable for actions within this Strategy (EMS, M) Head of Communication and Insight Responsibility Manager Responsibility Manager Non-executive champion Secretary CEW Committee CR Manager 31/12/16 Questions included in staff survey, and responses analysed 31/03/17 Quarterly updates published and promoted 31/03/17 Campaign timetable agreed with CEW Committee / Staff Network, and rolled-out by CEW Network 31/03/17 Exec and Non- Exec Champions in place, who champion environment and resource efficiency issues at Board and LT level 31/03/17 CEW Committee meetings take place and provide assurance to the Board N/A Staff survey Staff survey N/A N/A

14 Action Benefits / rationale Lead(s) Timescale h CEW Staff Network to represent CEW Staff Network business areas and provide input and support CR Manager i j k Chief Executive and/or Non- Exec or Exec Board Champions to attend a CEW Staff Network meeting annually Senior representatives of CEW Committee communicate support of environment and resource efficiency to staff, and management to promote, and meet with the CEW Staff Network Maintain membership of stakeholder groups, including DH Greening Government forum, BITC Alumni Group, and others as identified Staff consultation and input provided on actions within this Strategy (EMS, E, M) Board level commitment to environment and resource efficiency and the CEW Staff Network is demonstrated to staff Senior management level commitment to environment and resource efficiency is demonstrated to staff and the profile raised. Greater partnership working between the CEW Committee and the CEW Staff Network is achieved (EMS, E, M) Ensures alignment with mandated requirements, and sharing of best practice Added value: Sharing of approach with other organisations, encouraging responsible business practice Chair / Chief Executive / Secretary Senior representatives of the CEW Committee Responsibility Manager 31/03/17 CEW Staff Network meeting take place and provide support and input 31/03/17 CEW Staff Network meeting (s) attended 31/03/17 Message communicated, and CEW Staff Network meetings attended 31/03/17 Meetings attended Staff survey Staff survey Staff survey Staff survey

15 Action Benefits / rationale Lead(s) Timescale l Maintain ISO Environmental Management System certification, including gap analysis against new standard m Continue rolling SHE Audit Schedule, coaching staff and tracking implementation of actions Assurance gained from being externally certified, and awareness of changes required to move to new standard certification (EMS, M) Environment arrangements and practices checked, and improvements made (L, EMS, M) Responsibility Manager 31/03/17 External ISO certification maintained, and gap analysis produced SHE Manager 31/03/17 Audit plan completed ISO certification ISO certification Staff survey

16 Objective Area 2: Reducing greenhouse gas emissions and adapting to climate change The objectives in this area support the following NHSBSA strategic goals: We will reduce our unit costs by 50% Trend considered: Demography, Resources, Climate Change, Value Change, Politics Action Benefits / rationale Lead(s) Timescale a Create working group with Energy efficiency embedded Operational Property and FM, and Finance across estate Facilities Manager to continuously review building changes throughout the year, Senior Finance including feasibility of renewable Business Partner projects b Complete data centre move and upgrade in Bridge House, improving efficiency of equipment and refrigerant gases in A/C units Reduced energy use, and less potent greenhouse gases in A/C units Responsibility Manager Head of Property and FM 30/06/16 Working group created Efficiency practices in building 30/04/16 Datacentre relocated and upgraded Energy Energy c Upgrade roof at Bridge House, including insulation Reduced energy use at Bridge House Head of Property and FM 30/04/16 Bridge House roof renovated Energy d Roll-out new hard / soft FM contracts at Fleetwood, including environmental requirements, including Government Buying Standards compliance in relevant categories Energy efficient practices rolled-out at Fleetwood Head of Property and FM Head of Strategic Sourcing 31/07/16 Contract let and requirements rolled-out on site Energy

17 Action Benefits / rationale Lead(s) Timescale e Roll-out new hard / soft FM Energy efficient practices Head of Property contracts across broader estate, rolled-out across estate and FM including environmental requirements, including Head of Strategic Government Buying Standards Sourcing compliance in relevant categories f g h Use the new PC screensaver messages to promoted environment and resource efficiency Improve space utilisation at Fleetwood, moving operations from large, inefficient area of site, and upgrade lighting etc. in new office space Improve accuracy of automatic prescription processing system Awareness maintained in workforce (EMS, E, M) social benefits gained through awareness for home life Reduced energy use at Fleetwood Reduced energy use in manual processing Head of Communications and Insight Responsibility Manager Head of Property and FM Head of Prescription Services Head of Portfolio 31/09/16 Contract let and requirements rolled-out on site 31/03/17 At least one message promoted in year 31/03/17 Inefficient area of site mothballed, and operation moved to newly upgraded office area 31/03/17 Automatic prescription processing system implemented Energy Target Energy Staff survey Energy Energy i Continue to review and roll-out agile working practices, including further homeworking and introduction of collaborative working tools, ensuring business continuity in event of extreme weather events Continue to deliver service when buildings are inaccessible Head of Portfolio 31/03/17 Agile working practices are delivered Energy

18 Action Benefits / rationale Lead(s) Timescale j Maintain Business Continuity Continue to deliver service Head of Internal Plans and service-specific Area when buildings are Governance Action Cards, ensuring inaccessible arrangements are in place to Heads of Service ensure that critical business functions are available in the event of a service interruption (e.g. extreme weather). k Complete IT hardware refresh project, installing higher efficiency equipment Reduced energy use 31/03/17 Agile working practices are delivered Head of IT 31/03/17 IT hardware refresh rolled-out across business N/A Energy

19 Objective Area 3: Reducing waste and maximising resource efficiency The objectives in this area support the following NHSBSA strategic goals: We will reduce our unit costs by 50% Trend considered: Demography, Resources, Climate Change, Value Change, Politics Action Benefits / rationale Lead(s) Timescale a Roll-out new hard / soft FM Waste practices rolled-out at Head of Property contracts at Fleetwood, Fleetwood and FM including environmental requirements, including Head of Strategic Government Buying Standards Sourcing compliance in relevant categories b c Roll-out new hard / soft FM contracts across broader estate, including environmental requirements, including Government Buying Standards compliance in relevant categories Digitisation of Maternity Exemption service Waste practices rolled-out across estate Reducing paper waste Head of Property and FM Head of Strategic Sourcing Head of Portfolio Head of Patient Services 31/07/16 Contract let and requirements rolled-out on site 31/09/16 Contract let and requirements rolled-out on site 30/11/16 Digitised service rolled out Waste s Waste s Waste s d Digitisation of Medical Exemption Certificates service Reducing paper waste Head of Portfolio Head of Patient Services 30/11/16 Digitised service rolled out Waste s

20 Action Benefits / rationale Lead(s) Timescale e Digitisation of Low Income Reducing paper waste Head of Portfolio Scheme service Head of Patient Services 31/01/17 Digitised service rolled out Waste s f g Use the new PC screensaver messages to promoted environment and resource efficiency Digitisation of Prescription Services elements (e.g. resubmissions process), and continued support of Electronic Prescription Service (EPS) Awareness maintained in workforce (EMS, E, M) Added Value: Broader social benefits gained through awareness for home life Reducing paper waste Head of Communications and Insight Responsibility Manager Head of Portfolio Head of Prescription Services 31/03/17 At least one message promoted in year 31/03/17 Increase in EPS and increased digitised functions Waste s Staff survey Waste s h Enable medical and dental practitioners to receive online dynamisation sheets on pension details, replacing need for paper versions Waste reduction Head of Portfolio Head of Dental Services 31/03/17 Online system rolled-out Waste s

21 Objective Area 4: Reducing water use The objectives in this area support the following NHSBSA strategic goals: We will reduce our unit costs by 50% Trend considered: Demography, Resources, Climate Change, Value Change, Politics Action Benefits / rationale Lead(s) Timescale a Create working group with Water efficiency embedded Operational Property and FM, and Finance across estate Facilities Manager to continuously review building changes throughout the year, Senior Finance including feasibility of water Business Partner projects b c d Roll-out new hard / soft FM contracts at Fleetwood, including environmental requirements, including Government Buying Standards compliance in relevant categories Roll-out new hard / soft FM contracts across broader estate, including environmental requirements, including Government Buying Standards compliance in relevant categories Use the new PC screensaver messages to promoted environment and resource efficiency Water efficiency practices rolled-out at Fleetwood Water efficiency rolled-out across sites Awareness maintained in workforce (EMS, E, M) Added Value: Broader Responsibility Manager Head of Property and FM Head of Strategic Sourcing Head of Property and FM Head of Strategic Sourcing Head of Communications and Insight 30/06/16 Working group created Efficiency practices in building 31/07/16 Contract let and requirements rolled-out on site 31/09/16 Contract let and requirements rolled-out on site 31/03/17 At least one message promoted in year Water Water Water Water Staff survey

22 Action Benefits / rationale Lead(s) Timescale social benefits gained through awareness for home life Responsibility Manager

23 Objective Area 5: Creating wider environmental, social and economic value through our activities and supply chain The objectives in this area support the following NHSBSA strategic goals: We will collaborate to create 1 billion for patients We will reduce our unit costs by 50% We will always improve service and deliver great results for customers We will invest time in our people, and we will recognise them for their commitment, contribution and passion Trend considered: Demography, Resources, Climate Change, Value Change, Politics Action Benefits / rationale Lead(s) Timescale a Source and implement a route Procurement staff with to delivering basic sustainable updated knowledge of procurement training to all sustainable procurement existing Strategic Sourcing Team and any new starters 31/03/17 Basic training delivered b Consideration of Sustainable Procurement Training in the NHSBSA People Strategy Sustainability integrated into business-wide people plans 31/03/17 Sustainable procurement training delivered as part of People Strategy c Training needs analysis process implemented across the Strategic Sourcing Team which systematically identifies sustainable procurement Procurement staff with updated knowledge of sustainable procurement 31/03/17 Training needs analysis completed

24 Action Benefits / rationale Lead(s) Timescale training needs d Identify "key" procurement staff and other "key" stakeholders around the organisation - and address their sustainable procurement needs Procurement and broader key staff with updated knowledge of sustainable procurement 31/03/17 Key staff identified and training needs planned / delivered Added Value: Broader e Sustainable Procurement Champion identified and their role is defined and communicated. Specific objectives built into ORO (appraisal) process. Lead in Strategic Sourcing team, driving agenda. 31/03/17 Sustainable Procurement Champion role established, and objectives set f Establish an agreed specific Sustainable Procurement Policy and associated objectives signed off by CEO (subsequently communicated to wider audience). Consult with suppliers and stakeholders. Ensure that latest government policy is considered Policy made specific to procurement and NHSBSA 31/03/17 Specific sustainable procurement policy established

25 Action Benefits / rationale Lead(s) Timescale g Promote and publicise Policy made specific to sustainable procurement activity procurement and NHSBSA via internal communications channels (Hub intranet, The Loop newsletter etc.). 31/03/17 Hub, Loop communications published h Full spend analysis exercise to determine high level priorities, using Defra Prioritisation tool Key risks / opportunities identified to ensure focussed resource use 31/03/17 Spend prioritisation completed gained through focussed engagement with key suppliers i Continue implementation of SPROUT (procurement sustainability review) process, reviewing implementation across year Key risks / opportunities identified for each procurement project, and risks / opportunities addressed 31/03/17 SPROUT assessments and action plans created for each procurement j Assess whether any existing contracts should be Key risks / opportunities identified for each contract, 31/03/17 Contracts reviewed

26 Action Benefits / rationale Lead(s) Timescale retrospectively considered to improve the consideration of sustainability and risks / opportunities addressed gained through contract management k Establish a supplier engagement process with those suppliers in areas of high priority Key risks / opportunities addressed through supplier engagement 31/03/17 Supplier engagement process established gained through contract management l Embed consideration of sustainability (and associated reporting) into the existing contract management process Key contracts managed to ensure sustainability requirements are delivered 31/03/17 Contract management processes updated gained through contract management m Dashboard is established to monitor key metrics Delivery of government requirements and progress against sustainable 31/03/17 dashboard

27 Action Benefits / rationale Lead(s) Timescale procurement agenda created and maintained n Measures in place to indicate of training programmes Sustainable procurement training tracked and improved 31/03/17 Training measured o Consider integration of sustainable procurement into "core competencies" Sustainability integrated into business-wide people systems processes 31/03/17 Sustainable procurement competencies integrated into core competencies p Training delivered is recorded to demonstrate evidence of completion Ensure delivery of government requirements, and build professional development profiles of key staff 31/03/17 Training records created

28 Action Benefits / rationale Lead(s) Timescale q Where appropriate "key" procurement staff to receive additional, advanced, sustainable procurement training Procurement and broader key staff with updated knowledge of sustainable procurement 31/03/17 Advanced training delivered r Deputy Sustainable Procurement Champion identified and their role is defined and communicated. Specific objectives built into ORO (appraisal) process Lead in Strategic Sourcing team supported in driving agenda. 31/03/17 Sustainable Procurement Champion deputy role established, and objectives set s All Strategic Sourcing staff have development objectives for Sustainable Procurement. Procurement staff with updated knowledge of sustainable procurement 31/03/17 Objectives set for Strategic Sourcing staff

29 Action Benefits / rationale Lead(s) Timescale t u A formal communications strategy is developed to support wider understanding in the NHSBSA, taking in to account the different stakeholder needs Break spend analysis into commodities and use SPTF prioritisation methodology to prioritise NHSBSA focus. Awareness maintained in workforce Key risks / opportunities identified to ensure focussed resource use 31/03/17 Communications Strategy created 31/03/17 Spend prioritisation completed gained through focussed engagement with key suppliers v Complete analysis work identifying pharmaceutical waste, and work with CQC and NHS England to embed proposals Added value: Large scale carbon / water / waste reductions in production of pharmaceuticals, and financial savings across health and care system (approx. 50 million worth of NHS supplied medicines are disposed of every year by care homes annually) Pacific Programme Lead 31/03/17 Pharmaceutical waste reduction initiative launched N/A w Continue investigation work into national roll-out of point of care testing for faecal calprotectin with NHS England, and further point-of-care testing possibilities Added value: Reduced appointments for patients and elimination of uncomfortable procedure, reduced travel carbon, Pacific Programme Lead 31/03/17 Point-of-care testing rolled out N/A

30 Action Benefits / rationale Lead(s) Timescale waste materials etc. (estimated million of NHS money could be saved in referral costs if rolled out to remaining CCGs homes) x y Complete internal audit of compliance with Social Value Act, and take forward actions to address any recommendations Embed social value requirements, including Government Buying Standards, into relevant contracts see NHSBSA Business Plan 2016/17 (Appendix 4 - Procurement Pipeline) NHSBSA improves practices in place to embed environmental requirements into contracts and add value to society through procurement activity (L) Government Buying Standards embedded into contracts, providing efficiency gains (Gov) social benefits gained via contract requirements Head of Risk and Assurance Head of Risk and Assurance 31/03/17 Audit completed and recommendations implemented 31/03/17 Government Buying Standards included in relevant contracts. Social value requirements included in contracts N/A Procurement s