WEBVTT 00:00:07.029 --> 00:00:10.529 You're listening to the Decarbonisation Dialogue, 00:00:10.849 --> 00:00:14.529 a podcast from Salix. Welcome to Delivering on 00:00:14.529 --> 00:00:17.089 Climate Change, our collective challenge. Welcome 00:00:17.089 --> 00:00:19.690 to the Decarbonisation Dialogue. I'm Hannah Walker 00:00:19.690 --> 00:00:21.589 and I believe that the best way to communicate 00:00:21.589 --> 00:00:24.350 a message is by being passionate about what you 00:00:24.350 --> 00:00:27.309 are talking about. Through that passion, I believe 00:00:27.309 --> 00:00:30.969 you use your influence and take people with you 00:00:30.969 --> 00:00:35.049 to create action and make a difference. Our task 00:00:35.049 --> 00:00:37.770 today is to turn our actions into a positive 00:00:37.770 --> 00:00:42.039 legacy and make our impact count. My guest today 00:00:42.039 --> 00:00:45.179 is John McGarrigle who is Head of Energy and 00:00:45.179 --> 00:00:47.719 Performance for Cardiff and Vale University Health 00:00:47.719 --> 00:00:50.299 Board and is responsible for energy management. 00:00:50.759 --> 00:00:52.880 He is the project manager for strategic energy 00:00:52.880 --> 00:00:55.079 schemes for carbon and cost reduction and other 00:00:55.079 --> 00:00:57.420 engineering programs and is the author of a range 00:00:57.420 --> 00:00:59.439 of policies and procedures for the health board. 00:00:59.799 --> 00:01:02.280 He has more than 30 years energy management experience 00:01:02.280 --> 00:01:04.609 and engineering experience. During his career, 00:01:04.769 --> 00:01:07.230 he's been Energy Manager of the Year finalist, 00:01:07.450 --> 00:01:09.969 a part -time lecturer, and is a fellow of the 00:01:09.969 --> 00:01:12.849 Institute of Mechanical Engineers. Today, he 00:01:12.849 --> 00:01:16.310 plays a crucial role in driving forward the organization's 00:01:16.310 --> 00:01:18.709 carbon reduction initiatives, energy efficiency 00:01:18.709 --> 00:01:21.290 projects, and performance improvement programs 00:01:21.290 --> 00:01:25.010 across the Welsh health estate. John's background 00:01:25.010 --> 00:01:27.750 is in engineering, facilities management, and 00:01:27.750 --> 00:01:32.170 strategic planning. Welcome to John. Hello Hannah, 00:01:32.269 --> 00:01:34.230 and thank you so much for this great opportunity. 00:01:34.370 --> 00:01:36.370 That's really kind, thank you. It's a real privilege. 00:01:36.750 --> 00:01:40.170 Thank you. Now John, let's start by telling us 00:01:40.170 --> 00:01:42.829 please a little bit about your career and how 00:01:42.829 --> 00:01:45.730 you came eventually to combine health, engineering, 00:01:46.209 --> 00:01:49.489 energy and of course climate. Thank you for the 00:01:49.489 --> 00:01:52.769 question Hannah. Well I originally trained as 00:01:52.769 --> 00:01:55.829 a mechanical building services engineer for heating, 00:01:56.010 --> 00:01:58.629 ventilation and air conditioning systems. And 00:01:58.629 --> 00:02:01.469 I was always interested in making systems more 00:02:01.469 --> 00:02:04.790 efficient and more economical to run. And also 00:02:04.790 --> 00:02:08.330 in college I was drawn to energy and fuel related 00:02:08.330 --> 00:02:12.069 subjects. And then an opportunity arose where 00:02:12.069 --> 00:02:14.789 I then moved into the manufacturing industry, 00:02:15.069 --> 00:02:17.349 undertaking various energy and environmental 00:02:17.349 --> 00:02:20.000 research projects. for a major international 00:02:20.000 --> 00:02:23.039 cosmetics organization. This included aerosol 00:02:23.039 --> 00:02:25.900 waste minimization, steam distribution system 00:02:25.900 --> 00:02:28.659 optimization, and effluent treatments, and I 00:02:28.659 --> 00:02:31.979 really enjoyed my experience there. And at that 00:02:31.979 --> 00:02:33.639 same time, I also had the privilege of being 00:02:33.639 --> 00:02:36.120 a part -time lecturer at a local university. 00:02:37.539 --> 00:02:40.599 As I had developed a good background in engineering 00:02:40.599 --> 00:02:43.759 and also energy management, I really then wanted 00:02:43.759 --> 00:02:47.409 to use this knowledge and experience complex 00:02:47.409 --> 00:02:50.669 and diverse organization. And when the opportunity 00:02:50.669 --> 00:02:53.870 within Cardiff and Vale Health Board came along, 00:02:54.110 --> 00:02:56.990 it seemed to be a perfect fit for my career. 00:02:57.830 --> 00:03:00.610 Also, as the NHS has so many differing areas 00:03:00.610 --> 00:03:03.310 of expertise, I've had the privilege of gaining 00:03:03.310 --> 00:03:05.969 experience in a range of other disciplines as 00:03:05.969 --> 00:03:08.469 well, including transport and travel and environmental 00:03:08.469 --> 00:03:11.099 management systems. I've now been responsible 00:03:11.099 --> 00:03:13.719 for energy management for Cardiff and Vale University 00:03:13.719 --> 00:03:15.860 Health Board and other roles as well for over 00:03:15.860 --> 00:03:19.560 20 years now and the NHS is an amazing organisation 00:03:19.560 --> 00:03:22.580 and I'm very privileged to contribute in a small 00:03:22.580 --> 00:03:25.139 humble way to the healthcare and wellbeing of 00:03:25.139 --> 00:03:26.780 our patients and I always do my best to follow 00:03:26.780 --> 00:03:29.360 the principle that patients come first, they 00:03:29.360 --> 00:03:32.280 are our priority. So that's really a bit of a 00:03:32.280 --> 00:03:35.240 very quick summary of my career pathway to date. 00:03:35.639 --> 00:03:38.180 Thank you. Thank you for putting such passion 00:03:38.180 --> 00:03:40.400 into that. Now, let's talk about Wales for a 00:03:40.400 --> 00:03:42.419 moment, because Wales' primary net zero target 00:03:42.419 --> 00:03:44.599 is to achieve net zero greenhouse gas emissions 00:03:44.599 --> 00:03:47.800 by 2050. And I think there's legally binding 00:03:47.800 --> 00:03:50.199 five -yearly annual carbon budgets to guide that 00:03:50.199 --> 00:03:52.460 transition. And I think the government also has 00:03:52.460 --> 00:03:55.479 a collective target for the public sector to 00:03:55.479 --> 00:04:00.599 achieve net zero by 2030. Now, all things health. 00:04:00.969 --> 00:04:03.629 Tell us a little bit for a moment about what 00:04:03.629 --> 00:04:06.569 the biggest challenge is in aligning health service 00:04:06.569 --> 00:04:11.210 delivery with ambitious carbon reduction targets. 00:04:12.069 --> 00:04:14.349 Energy management within Cardiff and Vale University 00:04:14.349 --> 00:04:17.449 Healthwood has a range of challenges, risks or 00:04:17.449 --> 00:04:20.209 opportunities depending on how we look at them 00:04:20.209 --> 00:04:23.329 and there are a number of recurring themes and 00:04:23.329 --> 00:04:25.610 I like to describe them really in the form of 00:04:25.610 --> 00:04:28.569 a Rubik's Cube because I find that they're generally 00:04:28.569 --> 00:04:31.990 related in some way. and have some form of interdependency, 00:04:32.370 --> 00:04:34.949 so they need the various faces to align in some 00:04:34.949 --> 00:04:38.370 way. So the first challenge we have is the age 00:04:38.370 --> 00:04:41.649 of our estate. Our largest site, University Hospital 00:04:41.649 --> 00:04:44.750 of Wales, and others, were designed and constructed 00:04:44.750 --> 00:04:47.089 before or whilst the Beatles were still together 00:04:47.089 --> 00:04:50.589 in the 1960s. Yes, they've been upgraded, but 00:04:50.589 --> 00:04:52.810 much of the original building and engineering 00:04:52.810 --> 00:04:56.230 infrastructure is still operational. And these 00:04:56.230 --> 00:04:59.629 designs, as good as they were and still are, 00:04:59.800 --> 00:05:02.800 do present energy management challenges, for 00:05:02.800 --> 00:05:05.500 example, building U -values and insulation levels, 00:05:05.959 --> 00:05:09.040 heating and ventilation system designs and controllability, 00:05:09.620 --> 00:05:11.879 they realistically will not be able to be as 00:05:11.879 --> 00:05:14.480 efficient as the latest systems. That's the first 00:05:14.480 --> 00:05:16.959 thing, really, is the age of our estate. Secondly, 00:05:16.959 --> 00:05:19.439 we have got the size and the geography of our 00:05:19.439 --> 00:05:23.480 estate. We have 48 sites, including two major 00:05:23.480 --> 00:05:26.680 acute hospitals, and we have hundreds of thousands 00:05:26.680 --> 00:05:29.300 of energy -consuming pieces of plant and equipment. 00:05:29.600 --> 00:05:32.519 just for estates and facilities alone. And this 00:05:32.519 --> 00:05:35.160 includes over two and a half thousand air conditioning 00:05:35.160 --> 00:05:38.300 and ventilation systems, nearly 300 boilers, 00:05:38.319 --> 00:05:42.060 and we operate a 4 .4 megawatt CHP plant combined 00:05:42.060 --> 00:05:45.860 with our system. And there are many other complex 00:05:45.860 --> 00:05:48.740 engineering networks and systems all consuming 00:05:48.740 --> 00:05:51.300 energy, and these also present any challenges 00:05:51.300 --> 00:05:55.019 to us. Thirdly, the NHS is a high -risk, high 00:05:55.019 --> 00:05:57.779 -dependency organization. We're always open 24 00:05:57.779 --> 00:06:00.339 -7. Therefore, we never close. So all of the 00:06:00.339 --> 00:06:02.939 engineering systems and technologies must always 00:06:02.939 --> 00:06:05.339 work. Then we've got health care activity and 00:06:05.339 --> 00:06:07.399 associated requirements. These will always change. 00:06:07.579 --> 00:06:09.860 And we must keep up to date with that and must 00:06:09.860 --> 00:06:12.519 understand how it impacts on energy usage. And 00:06:12.519 --> 00:06:14.319 then we've got cost and resource pressures and 00:06:14.319 --> 00:06:17.720 energy market volatility. It continues to be 00:06:17.720 --> 00:06:20.079 a challenge for the health board and other organizations 00:06:20.079 --> 00:06:22.959 as well. And capital funding is required to invest 00:06:22.959 --> 00:06:25.579 in energy and decarbonization. So there's cost 00:06:25.579 --> 00:06:28.220 and resource to pressures. And finally we've 00:06:28.220 --> 00:06:30.660 got decarbonisation. In 2021 the Welsh Government 00:06:30.660 --> 00:06:33.240 issued the NHS Wales decarbonisation strategy 00:06:33.240 --> 00:06:37.199 and that gives key objectives that we're trying 00:06:37.199 --> 00:06:40.449 to adhere to. and decarbonisation and energy 00:06:40.449 --> 00:06:43.110 generally they travel well together but sometimes 00:06:43.110 --> 00:06:44.990 there is a little bit of a tension between the 00:06:44.990 --> 00:06:48.009 two because when you are trying to, let's say, 00:06:48.089 --> 00:06:50.370 reduce our carbon impact for heating systems 00:06:50.370 --> 00:06:53.050 by electrifying them, there'll be a corresponding 00:06:53.050 --> 00:06:55.089 cost increase because the electricity tariffs 00:06:55.089 --> 00:06:57.230 are so much higher than gas. There can be a little 00:06:57.230 --> 00:06:59.209 bit of a tension there. So those are just some 00:06:59.209 --> 00:07:01.290 of the six factors that I've pulled out and in 00:07:01.290 --> 00:07:04.279 order to... really develop our energy management 00:07:04.279 --> 00:07:07.699 strategy and a decarbonisation strategy, but 00:07:07.699 --> 00:07:09.500 also ensuring we have the optimum healthcare. 00:07:09.939 --> 00:07:11.899 We have to make sure that all those six factors 00:07:11.899 --> 00:07:15.060 and those six faces are aligned. So it's really 00:07:15.060 --> 00:07:17.579 running that healthcare and making sure that 00:07:17.579 --> 00:07:20.160 people get the services they need. whilst facing 00:07:20.160 --> 00:07:21.560 all those other pressures that you've talked 00:07:21.560 --> 00:07:24.639 about, like the historic systems. I mean, when 00:07:24.639 --> 00:07:26.519 you mentioned the beetles, that puts it into 00:07:26.519 --> 00:07:28.899 a little bit of time context. And of course, 00:07:29.040 --> 00:07:30.819 all the cost and the pressures around that. And 00:07:30.819 --> 00:07:32.740 of course, the Wales health boards aim to achieve 00:07:32.740 --> 00:07:35.199 34 % reduction, I believe, in carbon emissions 00:07:35.199 --> 00:07:40.220 by 2030. And I think that involves new ambulances 00:07:40.220 --> 00:07:42.720 running on low carbon, et cetera, and lead lighting, 00:07:43.000 --> 00:07:45.980 et cetera. So thank you for explaining those 00:07:45.980 --> 00:07:51.160 challenges because it is no small feat. Is it 00:07:51.160 --> 00:07:54.500 ready to get on top of that and understand that 00:07:54.500 --> 00:07:58.279 and actually create action from all of those 00:07:58.279 --> 00:08:01.660 challenges? Which energy management strategies 00:08:01.660 --> 00:08:04.680 do you think have proven most effective in reducing 00:08:04.680 --> 00:08:07.180 both the carbon emissions and the operational 00:08:07.180 --> 00:08:10.540 costs in your experience with the work that you've 00:08:10.540 --> 00:08:13.050 been doing? Well firstly we have a management 00:08:13.050 --> 00:08:16.149 response which has been we've developed an environmental 00:08:16.149 --> 00:08:17.889 policy, we operate an environmental management 00:08:17.889 --> 00:08:21.069 policy. This details the aims and the objectives 00:08:21.069 --> 00:08:23.370 and themes that we want to achieve and the various 00:08:23.370 --> 00:08:26.810 responsibilities. We've adapted other policies 00:08:26.810 --> 00:08:30.350 to include decarbonisation and sustainability 00:08:30.350 --> 00:08:33.370 themes. From this we've developed action plans 00:08:33.370 --> 00:08:35.669 agreed by the health board which have then been 00:08:35.669 --> 00:08:38.889 developed and approved and then implemented. 00:08:39.289 --> 00:08:42.309 And also we have a review process whereby we 00:08:42.309 --> 00:08:44.730 review what we've achieved in the last year to 00:08:44.730 --> 00:08:48.350 make sure that our program and our strategy is 00:08:48.350 --> 00:08:51.169 still fit for purpose. That's kind of our management 00:08:51.169 --> 00:08:53.830 response. We've also had a technical response 00:08:53.830 --> 00:08:56.509 as well. And for our technical response, we've 00:08:56.509 --> 00:09:01.129 had like a three tier approach to that. Firstly, 00:09:01.190 --> 00:09:03.470 we have an energy monitoring and targeting bureau 00:09:03.470 --> 00:09:06.639 system. whereby we've identified and targeted 00:09:06.639 --> 00:09:09.759 uncharacteristic energy usage and profiles through 00:09:09.759 --> 00:09:12.299 the data, we've identified and addressed the 00:09:12.299 --> 00:09:14.620 issues with our estate's colleagues, and the 00:09:14.620 --> 00:09:17.000 findings have been really constructive, as areas 00:09:17.000 --> 00:09:19.919 of good practice have been highlighted, in addition 00:09:19.919 --> 00:09:22.940 to opportunities for improvement. Many of the 00:09:22.940 --> 00:09:24.740 improvements have been made by simple adjustments 00:09:24.740 --> 00:09:27.919 or changes, but have resulted in big benefits, 00:09:27.980 --> 00:09:30.059 for example, equipment left on overnight or at 00:09:30.059 --> 00:09:32.779 weekends. control panels left in hand instead 00:09:32.779 --> 00:09:35.059 of automatic control, and heating and cooling 00:09:35.059 --> 00:09:38.240 set points needing correction. That's the first 00:09:38.240 --> 00:09:40.740 stage of our technical response. It's really 00:09:40.740 --> 00:09:43.779 monitoring and targeting the data and finding 00:09:43.779 --> 00:09:47.600 out where anomalies are present there. Next thing, 00:09:47.720 --> 00:09:50.059 we have projects. These are generally standalone 00:09:50.059 --> 00:09:52.500 projects or smaller projects where we've sought 00:09:52.500 --> 00:09:54.980 funding within the health board. And these include 00:09:54.980 --> 00:09:58.059 things like re -burnering our boilers, addressing 00:09:58.059 --> 00:10:00.539 the control systems where they've needed replacement 00:10:00.539 --> 00:10:04.840 and also installing pipework and fabric insulation. 00:10:05.480 --> 00:10:09.179 And so that's a second stage of the tier process. 00:10:09.720 --> 00:10:11.720 And then finally, we've got a major strategic 00:10:11.720 --> 00:10:15.080 program and this is called Refit. And in 2016, 00:10:15.259 --> 00:10:17.919 the Health Board wanted to significantly reduce 00:10:17.919 --> 00:10:21.419 energy usage, costs and carbon emissions on a 00:10:21.419 --> 00:10:24.970 strategic scale. And in 2017, we were introduced 00:10:24.970 --> 00:10:27.730 to the Refit framework. And in summary, Refit 00:10:27.730 --> 00:10:30.850 is a government framework whereby large scale 00:10:30.850 --> 00:10:33.870 energy conservation measures are developed, they're 00:10:33.870 --> 00:10:37.470 designed and delivered via a third party. Funding 00:10:37.470 --> 00:10:39.909 is provided through the SALEX program and is 00:10:39.909 --> 00:10:42.490 paid back from the energy savings over an agreed 00:10:42.490 --> 00:10:45.490 time scale. Our service provider was selected 00:10:45.490 --> 00:10:49.250 after a mini competition exercise in 2018 -19 00:10:49.250 --> 00:10:53.460 and works commenced in 2020. And Refit has enabled 00:10:53.460 --> 00:10:56.179 Cardiff and Vale Health Board to really deliver 00:10:56.179 --> 00:10:58.139 the scale of the energy conservation measures 00:10:58.139 --> 00:11:01.059 needed to achieve the magnitude of the benefits 00:11:01.059 --> 00:11:04.519 we wanted to realise. Refit also gave us access 00:11:04.519 --> 00:11:07.139 to resources and expertise through the service 00:11:07.139 --> 00:11:09.820 provider to implement newer renewable technologies 00:11:09.820 --> 00:11:12.460 and systems in a healthcare setting within the 00:11:12.460 --> 00:11:15.220 Health Board. That's been really, really helpful 00:11:15.220 --> 00:11:18.960 to us. And then... Refit has also given us access 00:11:18.960 --> 00:11:21.139 to the expertise of SALECS and we're so grateful 00:11:21.139 --> 00:11:23.620 to the SALECS team and the SALECS program for 00:11:23.620 --> 00:11:26.100 the funding mechanism to fund the Refit program. 00:11:26.840 --> 00:11:28.879 So those are our three sort of technical approaches 00:11:28.879 --> 00:11:32.000 of how we've implemented our energy conservation 00:11:32.000 --> 00:11:35.120 measures. They have been proved to be successful. 00:11:35.799 --> 00:11:38.149 So firstly, management response but we've also 00:11:38.149 --> 00:11:40.450 had a technical response as well. And thank you 00:11:40.450 --> 00:11:42.230 for explaining that and I think you touched there 00:11:42.230 --> 00:11:44.809 on a little bit of technological advance and 00:11:44.809 --> 00:11:46.870 obviously the data which I'm going to talk, hopefully 00:11:46.870 --> 00:11:49.610 we'll talk about in a moment. So we've got all 00:11:49.610 --> 00:11:53.289 of this, it's exceptionally ambitious and driven 00:11:53.289 --> 00:11:55.409 and especially when you talk about the technical 00:11:55.409 --> 00:11:59.009 and then the management advancements there. But 00:11:59.009 --> 00:12:02.070 let's talk a moment for about people because 00:12:02.070 --> 00:12:05.769 you've got a large number of staff, you've got 00:12:05.769 --> 00:12:08.990 teams, um across the organization and you've 00:12:08.990 --> 00:12:11.750 got something called organizational culture what 00:12:11.750 --> 00:12:15.970 what part do teams and people play in achieving 00:12:15.970 --> 00:12:19.929 your energy and carbon targets and and how interested 00:12:19.929 --> 00:12:23.730 are they in terms of why are we doing this is 00:12:23.730 --> 00:12:29.149 it in in their investment in active kind of climate 00:12:29.149 --> 00:12:32.250 change measures well the team approach is vital 00:12:32.250 --> 00:12:35.740 to the success of any energy and decarbonisation 00:12:35.740 --> 00:12:38.519 management programme. Within Cardiff and Vale 00:12:38.519 --> 00:12:40.580 University Health Board there are approximately 00:12:40.580 --> 00:12:44.240 17 ,000 employees and they will have a significant 00:12:44.240 --> 00:12:47.700 impact on energy usage as they will know how 00:12:47.700 --> 00:12:50.559 their departments operate and how their departments 00:12:50.559 --> 00:12:54.039 use energy and we are so grateful for their support 00:12:54.039 --> 00:12:55.879 and their enthusiasm and their encouragement. 00:12:56.460 --> 00:12:59.620 We've operated a range of initiatives regarding 00:12:59.620 --> 00:13:02.179 staff awareness and staff encouragement and this 00:13:02.179 --> 00:13:04.720 is an area that we wish to develop further as 00:13:04.720 --> 00:13:07.220 it closes the loop between how we import and 00:13:07.220 --> 00:13:09.879 distribute energy in the health board and how 00:13:09.879 --> 00:13:13.360 it is used in practice for patient care. Furthermore, 00:13:13.740 --> 00:13:16.320 many of the ideas are readily available to trial 00:13:16.320 --> 00:13:19.379 and to implement. with no or low cost. So there 00:13:19.379 --> 00:13:22.480 really are readily available projects out there. 00:13:22.820 --> 00:13:24.940 Again, we're so grateful to the staff and teams 00:13:24.940 --> 00:13:28.000 who help us with that. So let's go turn our attention 00:13:28.000 --> 00:13:30.919 to the emerging technologies and innovations 00:13:30.919 --> 00:13:33.460 happening in the sector, specifically obviously 00:13:33.460 --> 00:13:37.299 in engineering and energy. What do you think 00:13:37.299 --> 00:13:40.879 has had the biggest impact, particularly on reducing 00:13:40.879 --> 00:13:44.440 healthcare carbon footprint? I believe that we're 00:13:44.299 --> 00:13:47.399 currently living through history from a technology 00:13:47.399 --> 00:13:51.100 and energy aspect. There are many new ideas and 00:13:51.100 --> 00:13:53.039 technologies which are now available such as 00:13:53.039 --> 00:13:55.700 electric vehicles, electric heat pumps, hybrid 00:13:55.700 --> 00:13:58.759 systems, improvements in controls and new controls 00:13:58.759 --> 00:14:01.519 technology and it may take a little longer to 00:14:01.519 --> 00:14:03.519 see how these systems develop in the next few 00:14:03.519 --> 00:14:06.639 years including their success in practical applications. 00:14:07.440 --> 00:14:10.019 But the biggest impact in reducing the carbon 00:14:10.019 --> 00:14:12.679 footprint on healthcare will probably be a blend 00:14:12.679 --> 00:14:15.639 of differing approaches and technologies, a hybrid 00:14:15.639 --> 00:14:18.519 solution, which will include existing proven 00:14:18.519 --> 00:14:21.879 tech technologies and conservation ideas, but 00:14:21.879 --> 00:14:24.580 blending these with new emerging systems. So 00:14:24.580 --> 00:14:26.820 we'll see a range of systems and methodologies, 00:14:26.899 --> 00:14:30.379 but working together to deliver a common goal. 00:14:31.440 --> 00:14:34.600 Firstly, that we've seen, as I've mentioned earlier, 00:14:35.539 --> 00:14:38.360 staff engagement has a key role in reducing energy 00:14:38.360 --> 00:14:40.960 and carbon emissions. And by working together, 00:14:41.240 --> 00:14:43.679 we will ensure that there is a positive and encouraging 00:14:43.679 --> 00:14:46.940 culture in ensuring that local initiatives and 00:14:46.940 --> 00:14:50.419 sustainable daily practices are being adopted. 00:14:50.720 --> 00:14:53.019 And we really do have an encouraging culture. 00:14:53.220 --> 00:14:55.500 It really, really is excellent. Next, we have 00:14:55.500 --> 00:14:57.720 our monitoring and targeting bureau and exception 00:14:57.720 --> 00:15:00.200 reporting process, as I mentioned earlier, including 00:15:00.200 --> 00:15:03.139 the automated metering and data collection. We've, 00:15:03.139 --> 00:15:05.539 again, trialed new technology in that area, which 00:15:05.539 --> 00:15:08.220 has proved very successful. And this is fed into 00:15:08.220 --> 00:15:11.350 an energy database. And monitoring and targeting 00:15:11.350 --> 00:15:14.789 systems with half hourly data helps us understand 00:15:14.789 --> 00:15:18.149 in flight how our systems are performing and 00:15:18.149 --> 00:15:20.850 help us identify and address control problems. 00:15:21.190 --> 00:15:23.950 Again, in flight and not after a problem has 00:15:23.950 --> 00:15:28.169 arisen and then developed. Early identification 00:15:28.169 --> 00:15:31.049 and intervention can prevent much bigger issues 00:15:31.049 --> 00:15:34.490 from rising and that's been really successful 00:15:34.490 --> 00:15:38.480 for us. Thirdly, and we've been doing small to 00:15:38.480 --> 00:15:41.139 medium scale projects including building fabric 00:15:41.139 --> 00:15:43.080 and engineering infrastructure improvements, 00:15:43.679 --> 00:15:45.659 for example controls for our heating, ventilating 00:15:45.659 --> 00:15:48.240 and air conditioning systems, our steam and compressed 00:15:48.240 --> 00:15:51.080 air systems and processes, and many improvements 00:15:51.080 --> 00:15:54.340 can be low and no cost measures that can provide 00:15:54.340 --> 00:15:58.139 quick wins and savings. But finally our strategic 00:15:58.139 --> 00:16:01.759 schemes including existing system optimization 00:16:01.759 --> 00:16:04.320 and traditional energy conservation measures 00:16:04.320 --> 00:16:06.759 and the traditional conservation measures includes 00:16:06.759 --> 00:16:09.720 pipework insulation and double glazing. These 00:16:09.720 --> 00:16:12.379 have been blended with new technologies including 00:16:12.379 --> 00:16:15.779 solar PV schemes and these include a solar PV 00:16:15.779 --> 00:16:18.820 roof for one of our main multi -story car parks, 00:16:19.340 --> 00:16:21.799 two solar car ports at other sites and other 00:16:21.799 --> 00:16:25.000 solar PV systems as well. We've invested very 00:16:25.000 --> 00:16:27.299 heavily in replacing a lot of our traditional 00:16:27.299 --> 00:16:30.720 lighting systems with LED and we replaced over 00:16:30.720 --> 00:16:33.799 100 ventilation systems with direct drive high 00:16:33.799 --> 00:16:36.519 efficiency fan unit motors which is again proved 00:16:36.519 --> 00:16:39.120 very very successful. So again in conclusion 00:16:39.120 --> 00:16:40.620 for the question really I just feel it's going 00:16:40.620 --> 00:16:43.799 to be a blend of traditional technologies with 00:16:43.799 --> 00:16:45.860 newer technologies working together to achieve 00:16:45.860 --> 00:16:48.179 that common goal and that's what we found most 00:16:48.179 --> 00:16:50.519 successful in our programme. You mentioned obviously 00:16:50.519 --> 00:16:53.820 the solar PV, the LED lighting but of course 00:16:53.820 --> 00:16:57.539 that important issue of data collection and monitoring 00:16:57.539 --> 00:17:00.179 and making sure that you're seeing what's happening 00:17:00.179 --> 00:17:02.460 as a result so presumably you can be flexible 00:17:02.460 --> 00:17:05.599 and change things where needed. Absolutely, I 00:17:05.599 --> 00:17:10.119 mean the data is key and what I always say is 00:17:10.119 --> 00:17:13.579 let the data be the anatomy or the DNA around 00:17:13.579 --> 00:17:15.779 which you build your technical solution because 00:17:15.779 --> 00:17:18.140 it really will guide you into where there are 00:17:18.140 --> 00:17:20.599 all those opportunities. Yes, do you think that 00:17:20.599 --> 00:17:22.039 because you've got those you mentioned I think 00:17:22.039 --> 00:17:27.700 17 ,000 employees across yes it's quite a large 00:17:27.700 --> 00:17:31.039 number how is that data if it is at all being 00:17:31.039 --> 00:17:33.980 shared with those people and is there much interest 00:17:33.980 --> 00:17:37.859 in that wider from the team that's operating 00:17:37.859 --> 00:17:42.579 it? A lot of the data is shared through various 00:17:42.579 --> 00:17:44.759 management meetings and management reports as 00:17:44.759 --> 00:17:48.339 well and we are looking at pioneering more of 00:17:48.339 --> 00:17:50.700 that onto our intranet side and other mechanisms 00:17:50.700 --> 00:17:54.000 as well for our staff to engage in, but also 00:17:54.000 --> 00:17:56.180 we're keen to learn from our staff and obviously 00:17:56.180 --> 00:17:58.180 learn from departments to see what they would 00:17:58.180 --> 00:18:00.279 like to see in the information that they would 00:18:00.279 --> 00:18:02.619 like us to develop for them. So we're kind of 00:18:02.619 --> 00:18:05.299 currently working on that. Yes, thank you. Now, 00:18:05.400 --> 00:18:07.819 you've got a huge, as I said, I alluded to your 00:18:07.819 --> 00:18:10.500 experience when I did the intro, you've got about 00:18:10.500 --> 00:18:13.880 30 years of experience. What drives your commitment 00:18:13.880 --> 00:18:17.420 to sustainability and carbon reduction? in healthcare 00:18:17.420 --> 00:18:20.400 for you personally? I've always been interested 00:18:20.400 --> 00:18:22.960 in making systems more efficient and economical 00:18:22.960 --> 00:18:25.900 to run and also in college again drawn into those 00:18:25.900 --> 00:18:29.660 subjects of energy and fuel related aspects. 00:18:30.299 --> 00:18:32.980 I have a pattern to protect and reduce the use 00:18:32.980 --> 00:18:35.599 of our fossil fuels where possible and reduce 00:18:35.599 --> 00:18:38.359 costs as well as because when we reduce costs 00:18:38.359 --> 00:18:40.799 this can be invested in the clinical needs of 00:18:40.799 --> 00:18:43.799 the health board and patient care. Finally, we 00:18:43.799 --> 00:18:46.259 have a beautiful world and we need to protect 00:18:46.259 --> 00:18:49.180 and reduce the impact of climate change and reduce 00:18:49.180 --> 00:18:52.259 our environmental impacts. And again, finally 00:18:52.259 --> 00:18:54.299 though, just again, another final comment. I'll 00:18:54.299 --> 00:18:56.279 go back to a previous comment. It's a real privilege 00:18:56.279 --> 00:18:58.380 that I can contribute in a small, humble way 00:18:58.380 --> 00:19:00.980 to healthcare of our patients and ensuring that 00:19:00.980 --> 00:19:03.779 healthcare is being delivered in the most sustainable 00:19:03.779 --> 00:19:06.859 and environmental manner. And this is a huge 00:19:06.859 --> 00:19:10.640 driver for me. And my final question, John. is 00:19:10.640 --> 00:19:12.599 what advice would you give to other healthcare 00:19:12.599 --> 00:19:15.720 leaders trying to implement impactful climate 00:19:15.720 --> 00:19:18.480 change initiatives? We've got a long way to go, 00:19:18.559 --> 00:19:22.180 haven't we, and a lot to achieve in relatively 00:19:22.180 --> 00:19:25.960 short periods. Absolutely. I think firstly it's 00:19:25.960 --> 00:19:28.900 to determine what your baseline is and what your 00:19:28.900 --> 00:19:31.440 energy usage is and you have to get the data 00:19:31.440 --> 00:19:34.700 or as much of it as possible and also understand 00:19:34.700 --> 00:19:37.019 your estate and clinical requirements for energy 00:19:37.019 --> 00:19:39.640 usage because as the saying goes if you can't 00:19:39.640 --> 00:19:42.359 measure it you really can't manage it. This will 00:19:42.359 --> 00:19:45.500 show you where you are from the aspect of performance 00:19:45.500 --> 00:19:48.420 and also where the potential opportunities that 00:19:48.420 --> 00:19:51.019 are available to you. From this you can then 00:19:51.019 --> 00:19:54.079 develop your outline strategy for your organization. 00:19:54.400 --> 00:19:56.299 so that you can get senior management and board 00:19:56.299 --> 00:19:59.440 approval with a targeted approach and contact 00:19:59.440 --> 00:20:01.220 other health boards and trust for their advice 00:20:01.220 --> 00:20:03.279 as we will have a range of common opportunities 00:20:03.279 --> 00:20:06.880 and challenges and we can assist others as others 00:20:06.880 --> 00:20:09.920 can assist us. Thirdly, then develop the actions 00:20:09.920 --> 00:20:12.079 that you're going to be undertaken. Please ensure 00:20:12.079 --> 00:20:14.660 that they are achievable and deliverable. There's 00:20:14.660 --> 00:20:17.920 nothing more encouraging than when you set an 00:20:17.920 --> 00:20:19.680 objective and you achieve it. So make sure they 00:20:19.680 --> 00:20:21.440 are achievable and deliverable. So you need to 00:20:21.440 --> 00:20:24.900 have smart objectives. Try where possible to 00:20:24.900 --> 00:20:27.119 keep the action simple as they can yield really 00:20:27.119 --> 00:20:30.970 really strong benefits communication communicate 00:20:30.970 --> 00:20:32.930 the strategies and plans, the length and breadth 00:20:32.930 --> 00:20:35.730 of your organisation and identify and recruit 00:20:35.730 --> 00:20:38.109 the champions and resources you need to deliver 00:20:38.109 --> 00:20:40.990 it as many great ideas can be birthed through 00:20:40.990 --> 00:20:43.450 discussion and we're so grateful for all the 00:20:43.450 --> 00:20:45.829 encouragement within Cardiff and Vale from all 00:20:45.829 --> 00:20:48.309 the staff and all the management and the total 00:20:48.309 --> 00:20:49.710 health board as well because it really really 00:20:49.710 --> 00:20:53.170 is a massive program for us and I'm very grateful 00:20:53.170 --> 00:20:55.769 to our director who leads capital estates and 00:20:55.769 --> 00:20:58.170 facilities for all his enthusiasm and encouragement 00:20:58.170 --> 00:21:00.500 and then finally just go for it. and implement 00:21:00.500 --> 00:21:02.359 the planned projects and measures and capture 00:21:02.359 --> 00:21:04.720 and monitor the results of the actions. Again, 00:21:04.779 --> 00:21:07.019 if you can't measure it, you can't manage it. 00:21:07.619 --> 00:21:09.779 So also capture any lessons learned, which can 00:21:09.779 --> 00:21:12.700 be helpful when you come to replicate any initiatives 00:21:12.700 --> 00:21:16.869 in other sites as well. So that will be my advice 00:21:16.869 --> 00:21:19.089 going forward for anybody else. Thank you very 00:21:19.089 --> 00:21:21.490 much John and I do love that idea of finding 00:21:21.490 --> 00:21:25.490 the champions because they will lead the way, 00:21:25.930 --> 00:21:29.650 as well as all that good communication. Thank 00:21:29.650 --> 00:21:33.579 you very much to John today for joining me. from 00:21:33.579 --> 00:21:35.799 the Cardiff and Vale University Health Board. 00:21:36.099 --> 00:21:38.019 There can be no doubt that climate change is 00:21:38.019 --> 00:21:40.220 the biggest challenge of our time. Today we must 00:21:40.220 --> 00:21:42.559 reduce greenhouse gas emissions to slow global 00:21:42.559 --> 00:21:45.400 warming. Today we must act for tomorrow, adjusting 00:21:45.400 --> 00:21:47.319 our lifestyles to current and future impacts 00:21:47.319 --> 00:21:50.039 of climate change. Today we must use our collective 00:21:50.039 --> 00:21:52.400 wisdom to deliver on our climate commitments. 00:21:52.759 --> 00:21:55.480 Today we work for tomorrow's world. Don't forget 00:21:55.480 --> 00:21:57.859 to subscribe to our podcast channels and please 00:21:57.859 --> 00:22:01.759 do email us at podcast at salixfinance .co .uk. 00:22:02.380 --> 00:22:05.019 us know what you think and also any ideas for 00:22:05.019 --> 00:22:06.980 future guests. Thank you very much and thank 00:22:06.980 --> 00:22:09.119 you very much again to John. Thank you so much, 00:22:09.200 --> 00:22:10.339 Hannah, for the privilege. It's been a privilege 00:22:10.339 --> 00:22:12.000 to be here and talk to you. Thank you so much. 00:22:12.039 --> 00:22:15.140 Thank you. You've been listening to the Decarbonisation 00:22:15.140 --> 00:22:19.160 Dialogue, a podcast from Salix. For more information 00:22:19.160 --> 00:22:22.440 about our work and to find more content, please 00:22:22.440 --> 00:22:27.220 visit salixfinance .co .uk forward slash podcasts.