In response to last month’s BBH article regarding the apathy among NHS staff to embrace the carbon reduction challenge, RUTH GILBODY, commercial director at 4See Environmental, explores what can be done to change attitudes
The report that stated that the NHS will miss its target of a 34% reduction in carbon emissions by 2020 unless staff take the challenge of saving the planet more seriously was disappointing, but not altogether surprising.
Yes, of course, NHS staff should stop seeing carbon reduction as a ‘burden and a distraction’ and it would be wonderful if they would accept it as an ‘opportunity for multiple wins’.
But, as someone who has worked in this sector for a number of years now, I recognise that certain things have to happen to make that possible.
Implementation of corporate social responsibility (CSR) and environmental strategies created by their own organisations is undoubtedly one of the greatest challenges facing property, building, facilities and engineering managers today. The current economic climate is often blamed for pushing these issues further down the list, or indeed scrapping them altogether, for now at least.
The NHS is not alone if it sees issues like sustainability as a burden or a distraction. Organisations have begun to understand what is required to influence investors, employees and other stakeholders, but only a proportion are seriously following up with substantive actions.
In light of this, managers, often personally passionate about ‘doing the right thing’, are frustrated by what appears to be a lack of prioritisation from the top and no budget released for ‘invest-to-save’ initiatives. Yes, they are under pressure to reduce costs, but it is not always clearly demonstrated how sustainability policies can help them do this. Above all they need complete top-down commitment.
Yes, managers are under pressure to reduce costs, but it is not always clearly demonstrated how sustainability policies can help them do this
We worked with one NHS trust which needed initially to know what its current carbon footprint was and to devise a strategy to meet its goal of a 10% reduction in emissions from its 2007 baseline.
A full review of carbon usage across the whole of the trust’s estate was carried out, determining the existing carbon footprint and producing recommendations as to how carbon and energy use could be reduced and by how much.
In addition, the trust needed a carbon reduction policy setting out exactly how it could seek to reduce its carbon emissions. The policy outlined both the trust’s carbon footprint and provided recommendations as to where savings could be achieved to meet that 10% target reduction.
The policy was fully supported by a detailed action plan for improvements at more thab 20 of the trust’s properties and the review identified measures that would mean that the trust could exceed its 2015 target.
Organisations must improve awareness and performance by generating a continuous conversation on environmental behaviour, the business measures and key messages
The recommendations identified a total reduction of 1,800 tonnes of carbon from a 2008/09 baseline. If the measures were to be implemented in full, savings of 17% against the baseline could be achieved – approximate savings of £150,000 per year.
Organisations recognise that policy statements, even when they are backed by new technology and building control systems, or changed procurement, will not of themselves wholly change performance. The positive practices of managers, staff and building occupants have a key role in generating the desired outcome.
So how do you get staff motivated? Firstly, you must manage behavioural change ‘top down, bottom up’. Set the desired culture and performance measures at senior level and use key performance measures to align an organisation’s activities. Then develop managers and environmental champions to work on behaviours and attitudes with their teams and peer groups and establish staff feedback mechanisms to open communication.
Organisations must improve awareness and performance by generating a continuous conversation on environmental behaviour, the business measures and key messages. This can be done by having structured, regular input, follow up and measurement by managers and champions to build impact over time.
Managers should also become role models for the desired behaviour and to facilitate and coach their teams. This would mean engaging staff with regular, short exercises, with discussion and interaction all run in the workplace.
Implementation of corporate social responsibility and environmental strategies created by their own organisations is undoubtedly one of the greatest challenges facing property, building, facilities and engineering managers today
One organisation we worked with developed ‘green champion’ facilitators to cascade the programme and to generate a continuous green conversation within their peer group. This was delivered around short, enjoyable activities, hosted in small groups around the desks, or through emails, run on a quarterly basis. Activities and group discussions covered business-related needs for using fewer resources, recycling more, and raising awareness of current behaviour and costs. The green champions kept the conversation going and checked on progress and remedial action.
The general feedback on using this approach was very positive. Staff enjoyed it. It was fun to take part and raised morale. It was also easy to do and it fitted well into workplace routines.
Staff also liked to be able to see their measured, often self-measured, green performance improving. It helped them focus on what they can affect – printing, paper use, switching off, and recycling. Importantly, it brought green behaviours, often commonplace at home, into the workplace.
It can be done in the NHS. It need not be painful, but trust must get the framework right.
Click here to read the previous BBH article