Building Healthier Communities: The Impact of Grassroots Healthcare Experience With Faye Deane British Chiropractic Association (BCA) member
Decarbonising MFT: The Pioneering Sustainable Transformation of the Birthplace of the NHS
SUSTAINABILITY
Cutting Scope 1 & 2 Greenhouse Gas Emissions by 50% by 2030
The Route to Reusable in Healthcare Settings
Veolia to Deliver Innovative Project to Decarbonise Energy at University Hospital of Hartlepool
Floyd March Editor
Paul Rose
Graphic Designer
Hannah Wintle Multi Media Journalist
FOREWORD f.march@peloton-events.co.uk
Welcome to the latest issue of Health Industry Leaders Magazine, where we delve into the transformative intersections of technology and sustainability shaping the future of healthcare. As the world grapples with unprecedented challenges and opportunities, the role of innovation in fostering a healthier, more sustainable planet has never been more critical.
The integration of cuttingedge technology in healthcare is revolutionising patient care, enhancing precision in diagnostics, and streamlining operations. From artificial intelligence and machine learning to telemedicine and wearable technology, these advancements are not only improving outcomes but also making healthcare more accessible and equitable.
DECARBONISING MFT:
THE PIONEERING
SUSTAINABLE TRANSFORMATION
THE BIRTHPLACE OF THE NHS
Manchester University NHS Foundation Trust (MFT) is kickstarting a revolution as the healthcare service strives to go green, with Trafford General Hospital, the birthplace of the NHS, set to become the first in-patient hospital to achieve net zero status.
As the world’s first healthcare service to commit to reaching carbon net zero in October 2020, the NHS published their Delivering a ‘Net Zero’ National Health Service report, which outlined two targets and the steps required to achieve them:
1. For the emissions the NHS controls directly (the NHS Carbon Footprint), the service will achieve net zero by 2040, with an ambition to reach an 80% reduction by 2028 to 2032
2. For the emissions the NHS can influence (the NHS Carbon Footprint Plus), the service will achieve net zero by 2045, with an ambition to reach an 80% reduction by 2036 to 2039.
To meet these targets, the report also identified a number of areas in which to reduce emissions, including through the decarbonisation of the supply chain, transport and travel, hospitals, and heating and lighting.
In July 2022, the NHS cemented its commitment to advancing towards their climate targets by embedding net zero into legislation through the Health and Care Act 2022, which requires commissioners and providers of NHS services to contribute towards environmental targets going forwards.
The challenge to decarbonise is one that MFT have taken in their stride, with multiple initiatives already in place to make progress towards the healthcare service’s ambitious goals.
At Wythenshawe Hospital in south Manchester, the changes are evident across the campus, with numerous technologies such as solar PV and EV charging points clearly displaying the move towards sustainability.
Delving deeper still, it becomes clear just how much investment has been made into Wythenshawe’s green transition, and how these changes are soon to be implemented not 10 miles away at Trafford General Hospital, where the NHS began its journey over 75 years ago.
To learn more about the changes being made, the renewable technologies being installed, and how reducing emissions has become a central focus for the Trust, Health Industry Leaders visited both sites to see firsthand the sustainable progress that is kickstarting a new era for this muchloved British institution.
TRAFFORD’S PROUD HISTORY AS THE BIRTHPLACE OF THE NHS
Opened in 1928 as Park Hospital, Trafford General Hospital has a rich history before its role in the NHS’s inception. During World War II, the hospital served first as a British military hospital from 1939-1943, before it was transferred to the US Army.
Park Hospital became the 10th US Station hospital and treated service personnel from around the world, even hosting Glenn Miller and his US Army Air Force Band to entertain troops, before Lancashire County Council reacquired the hospital after the Americans departed in July 1945.
But it was three years later that it acquired its claim to fame as the birthplace of the National Health Service, when on 5th July 1948, Health Secretary Aneurin Bevan formally opened the hospital as the first official NHS in-patient hospital.
The ceremony was marked with a symbolic presentation of the keys from Lancashire County Council, and nurses formed a ‘guard of honour’ outside the hospital. Thirteen-year-old Sylivia Diggory became the first NHS patient, and she would later revisit the hospital in 1988 to mark the NHS’s 40th anniversary, and the renaming of Park Hospital to Trafford General Hospital.
The hospital was the first hospital in the world to offer patients free healthcare, and now, over 75 years later, Trafford General Hospital will build upon this legacy by ushering in a new era for the NHS in the very place it all began.
WYTHENSHAWE IS A TESTBED FOR SUSTAINABLE CHANGE
Before the NHS can make net zero history at Trafford, MFT is rigorously testing the technologies that will make this possible at Wythenshawe Hospital.
Wythenshawe has acted as a testbed for the NHS’s sustainable transition as far back as 2010, when in an NHS first, a biomass boiler was installed on the site to replace the hospital’s incinerator.
Mark Foden, MFT’s Associate Director of Sustainability, commented: “That technology didn’t work out for us the way we’d hoped and we still had a steam site, so we developed a scheme to desteam the site.
“We achieved huge carbon efficiency in doing that, and replaced loads of aged infrastructure that was more than 60 years old, like the old boilers.”
The £11 million scheme commenced in 2019 and took two years to complete. It involved removing all of the old steam pipework and replacing it with a low temperature hot water (LTHW) system as well as a combined heat and power (CHP) system.
“Every scheme we do, in terms of being sustainable, also has to be financially sustainable.”
“We know CHP isn’t the final piece of the jigsaw, we’ve got a long way to go, but it was an instrumental piece in helping us desteam the site so that we can prepare for the next stage,” added Mark.
As well as desteaming, ground source heat pumps have been installed at Wythenshawe’s inpatient facility Opal House, harnessing the heat from ten 200-metre boreholes and completely eliminating the need for gas.
“In a couple of our other buildings, we’ve also installed air source heat pumps,” Mark added. “They’re in combination with the existing older gas boilers so that it trims the amount of gas that we’re using in favour of the electricallydriven air source heat pumps, and to mitigate the increased electricity of the heat pumps, we’ve installed solar PV to have renewable generation on site.”
Furthermore, Wythenshawe has undergone a full conversion to LED lighting, resulting in significant energy savings alongside other hospitals within the Trust, including Trafford.
Made possible through £1.2 million in funding from The Department for Energy Security and Net Zero and the Department for Health and Social Care, each year, the scheme could save the hospitals an estimated £210,000 in electricity costs, reduce electricity consumption by 800,000 kWh, and save around 220 tonnes of carbon dioxide.
Not only have these sustainable changes made a difference to the hospital from an environmental point of view, but also have an impact on cost savings.
Mark explained: “The recent energy crisis massively inflated everyone’s energy prices and it made it more cost effective to take action to decarbonise and become more energy efficient. It massively reduced the payback.
“LED lighting, for example, is a really nice, quick, simple-to-do scheme compared to some of the others. It’s really cost effective and looking at a payback within just a few years time.
“Even without the grant funding, you can justify the spending because you’re going to be reaping the rewards financially as well as the carbon and energy savings.”
LEADING THE NHS’S GREEN TRANSITION IN THE PLACE IT ALL BEGAN
Now, thanks to £18.9 million in funding from the Public Sector Decarbonisation Scheme, MFT are working on a project that will see Trafford General Hospital make history all over again.
In a bid to become the UK’s first retrofitted carbon net zero in-patient hospital, Trafford will also desteam, replacing its current heating infrastructure, which dates back more than 50 years, with air and water source heat pumps.
Additionally, existing solar panels will be boosted with extra units to generate more renewable energy on site. The scheme in itself is an NHS first, in that it is the only existing hospital to upgrade its entire energy system in order to decarbonise.
Rob Jepson, Group Director of Estates and Facilities at MFT, said: “This was the place it all started for the NHS, so it’s important that this is the next place that revolutionary programmes can start, and being the first retrofitted carbon net zero hospital is massive. I’m so proud of the team for getting us there.”
Construction on the site will commence in Autumn 2024, with works set to take two years before the new system goes live in Spring 2026. By 2040, it is predicted that the hospital’s carbon emissions linked to energy use will have reduced by 92%, while saving up to £100,000 a year.
“The technologies that we’re putting in as part of the decarbonisation project ensure that not only is it innovative and modernised, but it’s symbolic that it’s here that we’re doing it, and that the first retrofitted hospital is the birthplace of the NHS.”
Rob Jepson Group Director of Estates and Facilities, MFT
MFT AIM TO ACHIEVE NET ZERO ALONGSIDE GMCA
As for MFT in general, the Trust has aligned with Greater Manchester Combined Authority (GMCA) to achieve net zero by 2038, two years ahead of the wider NHS’s target.
In their Green Plan, which spans 2022-2025, a number of areas of focus were identified, including estates and facilities, and workforce, networks, and system leadership.
According to MFT’s 2023-24 annual report, steady progress has been made across these areas, with the LED lighting scheme cited as a way to reduce electricity demand across the rust’s estates, as well as acknowledgement of the ongoing work into Trafford’s net zero ambition.
Additionally, the report referenced the first annual MFT sustainability conference, held in March 2024, which “[brought] together board members, senior leadership, sustainability leads, and those engaged in sustainable action,” and held workshops which will inform the Trust’s next Green Plan.
The report also highlighted that MFT’s sustainable actions have resulted in a 3.6% reduction in the Trust’s carbon footprint since 2022/23, and projected that 2024/25 will see a 6.2% reduction on the 2023/24 carbon footprint, thanks in part to the LED scheme.
Certainly, the Trust has big ambitions when it comes to climate targets, and their decarbonisation efforts to date demonstrate a commitment to achieving them.
Now, as was the case over 75 years ago, Trafford General Hospital will blaze the trail for the wider healthcare service to follow as it enters this new, sustainable era.
With MFT guiding the way, the birthplace of the NHS prepares to uphold its historic significance, establishing the path to progress and a greener future.
To learn more about MFT’s ongoing decarbonisation journey, and the role that Wythenshawe and Trafford General Hospital have to play, take a look at our recent visit to the Trust in the video:
THE ROUTETO REUSABLEIN
The NHS is the largest single-use plastics user in Europe. Between 2013-2018, the service used millions of single-use clinical and non-clinical plastic items, and close to a quarter of the NHS’s waste in England and Wales in 2020 was plastic.
Not only is this an environmental concern, but the cost implications of reducing reliance on single-use plastics are hard to ignore. One case study from Charing Cross Hospital reported an annual reduction in associated carbon of around 19,000 kgCO₂e with a cost saving of around £95,000, after they decreased unnecessary A&E cannulations by 25% over the course of 12 months.
Furthermore, Great Ormond Street Hospital’s reduced use of plastic gloves saved 21 tonnes of plastic and £90,000, following a successful internal scheme which sought to initiate behavioural changes among staff. This included the use of internal communications channels to raise awareness, and a training package for nursing staff and healthcare assistants.
With over 1.4% of NHS supply chain emissions due to single-use plastics, the NHS has made a commitment to reduce clinical single-use plastics by 10% in the short term, which will eventually save a total of 224 ktCO2e.
Schemes like the aforementioned and their associated environmental and cost benefits are certainly steps in the right direction, but a strategy overhaul for healthcare services and their supply chains around the world may be necessary to unlock lasting change.
EINHEALTHCARESETTINGS
CLOSING THE SINGLE-USE CHAPTER AND RETURNING TO REUSABLE
The issue of single-use plastics in healthcare settings was the subject of award-winning research by Mels Arnoldy of the Rotterdam School of Management, Erasmus University. It sought to explore how hospitals could navigate the swap from single-use to reusable medical devices, and developed a solutions flowchart to serve as a practical tool to aid hospitals in their strive to embrace circular systems when it comes to medical devices.
“There used to be a lot more reusable medical devices, but over the past thirty years, there has been a move towards single-use because they were thought to be safer, but also because they are more profitable for the companies selling these devices,” Mels explained.
“Hospitals began to decrease their internal capabilities to be able to process reusables, so the central sterilisation departments became smaller. Now, they’re starting to see that this is actually wrong.
“We’re actually impacting the environment a lot more now, and with that a lot more global health problems arise, so they are looking to switch back, but the infrastructure now is not built that way.”
In the mission to embrace reusable devices once more, the healthcare sector must now reexamine and adapt their material logistics infrastructure in order to create circular hospitals.
We’re actually impacting the environment a lot more now, and with that a lot more global health problems arise
THE STUDY SOUGHT TO EXAMINE THE IMPACT AND SUGGEST A SOLUTION
Through Mels’s study, over 500 common single-use medical devices were examined, and research into two hospitals and discussions with their logistics managers uncovered 70 problems hospitals face in their reliance on single-use tools.
Mels said: “Most of the problems were related to hospitals not having the data to know what they’re doing and how detrimental it can be, or to understand what the improvements could be.”
To overcome these problems, a comprehensive flowchart was subsequently created to offer stepby-step guidance for hospitals which would assist in making them circular, greener, and more efficient.
Mels also highlighted the cost benefits to hospitals, stating that after an initial upfront cost which could be perceived as more expensive, reusable items work out more cost effective in the long term.
He said: “Life cycle costing studies show that if you reuse it for the full amount of times that it’s made for, perhaps 80 times or 200 times depending on the medical device, the costs over the full life cycle are actually cheaper than the cost of a single-use device, which is not only the purchase of device but also the costs associated in the end phase such as waste collection and incineration.”
To overcome these problems, a comprehensive flowchart was subsequently created to offer step-by-step guidance for hospitals which would assist in making them circular, greener, and more efficient.
‘TRACK AND TRACE’ WAS IDENTIFIED AS THE MOST IMPORTANT OF FOUR KEY CONSIDERATIONS
The study ultimately identified four main concerns and benefits for healthcare decision-makers:
1. Track and Trace: A vital first step, this is the most important material logistics element as it indicates which devices can be swapped for reusable alternatives through monitoring the use of each type of device. It is key to hospitals embracing circular systems.
2. Life cycle analysis and costing: Studies into life cycle analysis and costing can be particularly powerful when it comes to changing mindsets amongst key decision-makers, and Mels highlighted the need for further research in this area.
3. Monetisation: Monetising the environmental and social impact of each device can help to illustrate which options for device production and disposal are more sustainable.
4. Investment: Changing to reusable medical devices is going to need investment, but costs can be recouped both from expenditure, and through costs associated with the devices’ lower environmental impact.
According to the study: “The most important solutions are solutions around the material logistics infrastructure element of tracking and tracing. When implemented, the designed solutions will help hospitals to move away from [single-use medical devices] to [reusable medical devices], increase circularity, lower environmental impact and save on costs.”
Mels added that the data aspect of track and trace is what makes this an essential first step for hospitals to adopt. He said: “The first thing that hospitals need to do is to get data, which is why track and tracing is the most important solution.
“Most of the different steps are related to it, so it’s important to know where your medical devices are, how many times you can use them, and how many times it went through the sterilisation department.
“Also, you need to know where it is inside the hospital, so that later when it comes to transportation solutions, you know where things need to be picked up from to have an efficient routing inside your hospital.”
Addressing the use of single-use plastics in healthcare won’t only point to greater cost savings and environmental benefits. Single-use waste and its negative impact on global health has caused a paradox in that it is damaging what healthcare serves to protect.
The task to implement lasting change ultimately falls to healthcare decision-makers. Whether it is through implementing the track and trace mechanisms this study outlines, or supporting behavioural changes to facilitate sustainable choices, healthcare providers such as the NHS have a responsibility to seek the routes to adopting more reusable medical devices and trigger lasting change within the sector.
BUILDING HEALTHIER COMMUNITIES:
THE IMPACT OF GRASSROOTS HEALTHCARE EXPERIENCE
WITH FAYE DEANE BRITISH CHIROPRACTIC ASSOCIATION (BCA) MEMBER
As a chiropractor and lecturer, my foundational thoughts, values, and beliefs are deeply rooted in evidence-based theoretical information. Nevertheless, I often find myself engaging in philosophical discussions with my students and patients about their thoughts, feelings, and behaviours, which influence their life trajectories.
My professional journey, significantly guided by intuition and gut instinct, has occasionally felt disparate. However, steadfastly following my passion has ultimately led to convergence and professional clarity.
This personal perspective aims to inspire readers to persist in pursuing their passions, even during times when progress feels stagnant.
While working in a private clinic, I developed a keen interest in health inequality, recognising that many patients were unable to access necessary care and treatment for musculoskeletal (MSK) issues, impacting their overall well-being.
I’ve been a registered Chiropractor for 16 years, after the initial 5 years post-graduation, whereby my focus was predominantly on refining my clinical skills, I spent several years pondering why many of my patients led predominantly unhealthy lifestyles.
MOTIVATED
BY A SENSE OF ALTRUISM, I
UNDERTOOK TWO SELF-ARRANGED PUBLIC HEALTH AND CHIROPRACTIC INTERNSHIPS IN LOW- AND MIDDLE-INCOME COUNTRIES
The first of these was in Malawi, Africa, the then third poorest country in the world. During my six-week tenure at Open Arms Infant Home in Blantyre, I assisted with the daily operations of the orphanage, which housed 40 infants co-infected with tuberculosis and HIV.
Additionally, I visited specialised rural spinal health centres and observed various pathologies in local charity hospitals.
My second internship took me to Universidad del Desarrollo in Santiago, Chile, where I was part of a global public health team. This experience involved working in rural and urban public and private primary and secondary healthcare facilities.
I
learned from traditional healers and gained a deeper understanding of the cultural differences, beliefs, and values underpinning healthcare in developing countries.
This inquiry prompted me to pursue studies in International Public Health at The University of York, examining patient care from a population perspective, and understanding the broader socioeconomic factors affecting health and well-being. Despite this extensive background, I faced multiple rejections when applying for public health positions.
IN 2020, TEESSIDE UNIVERSITY LAUNCHED THE FIRST MSCI CHIROPRACTIC DEGREE IN NORTHERN ENGLAND
With a passion for education, I was appointed to the course team at the end of the inaugural year, amidst the COVID-19 pandemic.
This marked a turning point in my professional career. I was tasked with developing the public health module for the degree program, which led to my appointment on the Public Health Committee for the World Federation of Chiropractic.
Shortly thereafter, I was elected as a Board Member for the British Chiropractic Association (BCA), the largest and most established association for chiropractors in the UK.
TEESSIDE UNIVERSITY AT THE TIME, SOUGHT TO EXTEND ITS GLOBAL REACH TO SOUTH AMERICA AS PART OF ITS GLOBAL STRATEGY
Despite my brief tenure of six months, I successfully secured an internal seed corn funding grant, facilitating a professorial visit from Universidad del Desarrollo and Pontificia Universidad Católica de Chile.
The professors, my public health lecturers from The University of York, with whom I’m facilitated my previous internship, had collectively lead and developed the first Global Public Health pan-Latin American development group on Migration Health, and had changed the law in Chile to include chronic pain in all non-communicable disease health priorities, aligning with the World Health Organization’s Sustainable Development Goals.
Consequently, Teesside University’s Global Strategy now includes South America, providing chiropractic students a unique opportunity to participate in global public health research at Universidad del Desarrollo in Santiago.
In April 2024, during the BCA’s Chiropractic Awareness Week, I was part of a team that hosted a roundtable at the House of Lords, Westminster.
This roundtable aimed to gather insights from various stakeholders, including members of parliament and the ex-minister for sport, to develop a strategy to further the BCA’s mission of integrating chiropractic care into the UK healthcare system.
During my tenure as a board member, I have actively advocated for the chiropractic profession.
In 2023, I received the BCA Chiropractors’ Chiropractor Award for my work with the General Chiropractic Council for Equality, Diversity & Inclusion, driven by my desire to reduce health inequalities.
I have now embarked on a PhD focused on musculoskeletal health policy in the UK, specifically examining the role of integrated care boards in implementing recent policy changes prioritising musculoskeletal health.
I now perceive myself as a leader in both the chiropractic profession and the field of public health— an outcome I would not have envisioned when facing rejections from interviews.
My advice to anyone feeling professionally lost is to persist in pursuing your interests; one day, you may find them intertwining in unexpected ways, leading you precisely where you aspire to be.
About the British Chiropractic Association: The BCA is the largest and longest-standing association for chiropractors in the UK and has been named ‘Best Professional Body of the Year’ at the Memcom Excellence Awards 2022 for its Repositioning Project which has played a pivotal role in changing the healthcare landscape for the better.
As well as promoting international standards of education and exemplary conduct, the BCA supports chiropractors to progress and develop to fulfil their professional ambitions with honour and integrity, at every step.
The BCA is raising awareness about the rigour, relevance and evidence driving the profession and the association’s ambition for chiropractic to be more closely embedded within mainstream healthcare.
The BCA is the home for chiropractors who provide patient-centred, evidence-based care and offer full transparency to their patients.
Through the Patient Charter BCA chiropractors provide reassurance to their patients and that they will empower them to make an informed decision about their treatment.
CUTTING SCOPE 1 & 2 GREENHOUSE GAS EMISSIONS BY 50% BY 2030
At the start of December, world leaders met in Dubai for the 28th COP climate change talks. This latest session of the UN conference was made even more significant for hosting its first-ever ‘Health Day’. Recognising the ‘critical intersection between climate change and human health’, 123 countries signed a UAE Climate Declaration to “place health the heart of climate action”, cementing the recognition that the climate crisis is at its core a human health crisis.
As a company dedicated to the minimisation of infections through our surgical solutions, this renewed focus carries a special significance for Mölnlycke. Beyond natural disasters, climate change exacerbates the proliferation of infectious diseases around the world.
AS LEVELS OF INFECTION GROW, SO TOO WILL THE BURDEN ON HEALTHCARE SYSTEMS
With the healthcare value chain responsible for 5% of global greenhouse gas emissions, forward thinking manufacturers like Mölnlycke must embrace the combined challenges of combating global health threats while managing our own environmental footprint and that of our suppliers. But what does this mean in reality?
Transitioning to sustainable practices is particularly critical in industries such as surgical glove manufacturing, where striking the delicate balance between sustainability and infection prevention is paramount.
As a business, we remain committed to innovation, constantly striving to provide customers with the most sustainable solutions without ever compromising on the safety or quality of our products - nor the guidelines and protocols by which they are manufactured and used.
Our opportunities to improve our impact on people and the planet span the entire product life cycle. It encompasses sourcing, transportation, manufacturing, customer usage, and end-of-life considerations.
With a vision to become a global leader in sustainable healthcare, we have embarked on an ambitious sustainability journey, encapsulated in our “WeCare” sustainability roadmap. This reflects our commitment to a sustainable future, aligning with the objectives of the Paris Agreement on climate change and the UN Sustainable Development Goals. Central to this business approach are three focus areas: a green mindset, responsible relationships, and ethical business.
These pillars are integrated across
our business
models,
partnerships, resource management,
and
innovation
efforts, aiming to foster a work environment where everyone can thrive and inspire a Net Zero future.
These pillars are integrated across our business models, partnerships, resource management, and innovation efforts, aiming to foster a work environment where everyone can thrive and inspire a Net Zero future.
Reflecting these ambitions, we have pledged to cut our Scope 1 and 2 greenhouse gas emissions by 50% by 2030 and 100% renewable electricity across our manufacturing sites by the end of this year. Our new Kulim Hi-tech facility exemplifies our commitment to sustainability and employee well-being.
Completed in 2022, the facility incorporates advanced technologies and eco-friendly features to reduce carbon emissions and enhance working conditions. With clear roofing panels and indoor gardens, it minimises reliance on artificial lighting and air conditioning while fostering a positive atmosphere for employees.
THIS HOLISTIC APPROACH UNDERSCORES DEDICATION TO CREATING A HEALTHIER ENVIRONMENT FOR BOTH THE WORKFORCE AND THE PLANET
Our sustainability ambitions extend beyond our environmental footprint, encompassing every element of our business. By embedding sustainability into our overall strategy and forging partnerships along the value chain, we endeavour to create sustainable product portfolios that deliver tangible benefits to customers while unlocking new business opportunities.
One notable aspect of our dedication to the WeCare pledge lies in our commitment to innovation and partnerships with likeminded organisations. Recognising the need for transformative change across the supply chain, we collaborate with innovative partners to drive sustainability across our global operations. These partnerships span many areas, from energy management to water conservation and beyond. By leveraging cutting-edge technologies and expertise, we have implemented energy-saving measures, digitised operations, and adopted smart building solutions to minimise energy consumption. At our new Kulim Hi-Tech plant and other sites, we have invested in renewable energy sources, such as solar panels, to reduce reliance on fossil fuels.
As the unity between nations at COP 28 has shown, there’s many reasons for optimism in the fight against the climate crisis in the year ahead
Healthcare providers wield considerable purchasing power, enabling them to drive emission reductions and promote sustainability within their supply chains.
Collaborating with suppliers to devise emission reduction plans and embrace green technologies can pave the way for a more sustainable healthcare industry, while also enhancing the social impact across the supply chain.
Our commitment to a healthier, happier planet, driven by innovative partnerships and transformative initiatives, exemplifies the potential for businesses to drive positive change while safeguarding both public health and the planet’s well-being.
In 2023 EcoVadis awarded us a gold medal for our sustainability focus, ranking us in the top 3% of companies worldwide. This was a great moment on our journey, but we know there’s more we can achieve.
We are proud to serve as the market leader in ethical supply chains for glove manufacturing, setting benchmarks and standards in our industry.
Paul Harrison
Sustainability in glove manufacturing and supply is a strategic imperative for Mölnlycke and the planet.
VEOLIA TO DELIVER INNOVATIVE PROJECT TO DECARBONISE ENERGY AT UNIVERSITY HOSPITAL OF HARTLEPOOL
Global resource management company, Veolia, is set to deliver wide-ranging energy projects to further decarbonise the heat supply at the University Hospital of Hartlepool. Designed to de-steam the current heating system, and deliver guaranteed carbon savings of 2,179 tonnes per year, it will use a ground source heat pump and thermal store, combined with solar arrays to maximise energy efficiency. The innovative new scheme is the first healthcare site where Veolia has implemented this type of design in the UK, and will help the hospital meet the NHS carbon reduction targets for 2030.
Veolia has been managing energy at the hospital that provides patients with a wide range of diagnostic services, outpatient clinics and low risk surgery, since 2003 using combined heat and power, CHP. The new upgrades will use a combination of technologies to optimise efficiency and balance the electrical and thermal requirements.
The new scheme combines a 1,400kW ground source heat pump system, with a 70,000 litre thermal store, to optimise the efficiency of the system by operating the heat pump at a higher load, when it is most efficient, to charge the store and deplete it over several hours. To maximise efficiency and give N+1 redundancy the heat pump will use the supply from two boreholes, and will be supported by 1MWp of renewable electricity supplied from ground and roof mounted solar PV arrays.
To balance the power generated by the solar PV system and the CHP, and the thermal output of the heat pump and CHP Veolia’s specialist energy team has developed a bespoke management solution which will manage the electrical and thermal balancing of the system using smart controls. The smart control strategy will optimise the overall system efficiency, and provide additional resilience to the site through carbon balancing of the energy delivered using the combination of the heat pump, CHP heat recovery, hot water boilers and thermal store.
The scheme includes high voltage and low voltage electrical infrastructure upgrades to support the new plant and equipment with an extension of the site’s existing HV ring main. Energy efficiency will also be extended through the wide ranging installation of LED light fittings across the buildings, and upgraded air handling units.
The upgrade projects will be seamlessly integrated into the working hospital, and once completed will be maintained through a 24/7 operating contract.
Commenting on this latest healthcare decarbonisation project, John Abraham, Chief Operating Officer - Industrial, Water & Energy for UK, Ireland and Nordics said:
This will help the NHS meet the net zero target, and we look forward to working in partnership with the teams at Hartlepool, and achieving their environmental goals.
“Veolia has been delivering energy management to University Hospital of Hartlepool for over 20 years, and this new project will further extend efficiency and the carbon savings. To make a real difference and limit the damaging effects of climate change needs innovation, and this latest hospital upgrade shows what we can do for the vital healthcare sector as part of our Green Up strategic programme.
“This will help the NHS meet the net zero target , and we look forward to working in partnership with the teams at Hartlepool, and achieving their environmental goals.”
Steve Taylor, Group Director of Estates for University Hospitals Tees, said: “This is a major investment and a really exciting opportunity.
“These works will make the University Hospital of Hartlepool one of the first hospitals in the country to use an aquifer based ground source heat pump system. This involves a mix of the latest renewable technology and local geology to help heat the building for many months of the year. Solar panels are also going to be included to give green electricity to the building and reduce the need to import electricity from the grid.
“These improvements will mean we are making huge reductions to our carbon footprint, while providing the best care for our patients and protecting our environment for our local community.”
Veolia has been delivering energy management to hospitals for 85 years, and currently provides energy and facilities management to over 100 hospitals in the UK. These support the healthcare for around 8.1 million inpatients each year, and reduce CO2 emissions in the healthcare sector by 120,000 tonnes.
On a wider scale, this fits into the NHS decarbonisation plans set out at the start of the decade.
Identifying a route to net zero emissions for a complex system as large as the NHS is particularly challenging. To understand how and when the NHS can reach net zero they established an NHS Net Zero Expert Panel, reviewed nearly 600 pieces of evidence submitted and conducted extensive analysis and modelling.
The targets set are as ambitious as possible, while remaining realistic; and are supported by immediate action and a commitment to continuous monitoring, evaluation and innovation.
“Our aim is to be the world’s first net zero national health service.”
They have set two targets:
1. For the emissions we control directly (the NHS Carbon Footprint), we will reach net zero by 2040, with an ambition to reach an 80% reduction by 2028 to 2032;
2. For the emissions we can influence (our NHS Carbon Footprint Plus), we will reach net zero by 2045, with an ambition to reach an 80% reduction by 2036 to 2039.
The NHS is in a strong position with over a decade of expertise and progress in sustainable healthcare, and the knowledge that their staff support our response to climate change.
Our aim is to be the world’s first net zero national health service.
