ENVIRONMENTAL MANAGEMENT
POLICY
Last review date: January 2004
Next Formal Review: January 2011 unless a
change in legislation or
guidance dictates
otherwise Implementation Date: January 2003
Author: Director of Service
Improvement Consultation Record Date sent a
Senior Management Team 3 rd Dec 07 a
Capital Planning Management Forum 10 th Dec 07 a
Approval Record Date
Shetland NHS Board 15 th Jan 08 a
SHETLAND NHS BOARD
ENVIRONMENTAL MANAGEMENT POLICY
NHS Circular HDL (2006) 21, Environmental Management Policy for NHSScotland, replaces the previous version issued under NHS HDL (2002) 77 and is consistent with current Scottish Government policies and NHS Scotland operational policies. Shetland NHS Board (the Board) will be assisted in the successful delivery of many of the actions required in this policy by their retained professional advisors and partners.
1. Purpose
The purpose of the national policy is to ensure that all NHSScotland Bodies, as an integral part of the commitment to the health and well being of the community, regularly annually review and do the utmost to ensure that their activities are sustainable and provide a national lead in the adoption of sound environmental management. It also provides guiding principles, which the Board’s Environmental Management Policy should address.
The national policy expresses European Union, UK Government and Scottish Government policy in an NHSScotland context and, in doing so, builds upon the actions taken by the then Scottish Government Health Directorate and NHSScotland to address environmental related issues in a sustainability context during recent years.
For example:
· actions taken to reduce energy consumption since 1985/86?
· actions taken to meet statutory and best practice
requirements with respect to the management of wastes?· the publication of A strategic guide to environmental policy for General Managers and Chief Executives – NHS MEL
(1993)1?
· the development of an NHS Environmental Management System, GREENCODE, designed specifically to help NHS
bodies achieve accreditation to the international
Environmental Management System (EMS) quality standards
ISO 14001, and
· the use of brownfield sites for new hospital developments. 2. Context
The Board is required to address all its environmental
responsibilities having particular regard to environmental
regulation and best practice. Everyone within the Board has a
responsibility to consider the environmental implications of their
actions and the decisions that they make. As part of NHSScotland and in its own right, the sustainability of the Board has strategic
relevance to population health. The scale and diversity of NHS
operations and, by extension, its environmental footprint can
significantly influence the toxic, infectious and psychosocial impact of the environment on the health of Shetland’s population.
3. Policy Aims
The purpose of this policy is to ensure that the Board, as an
integral part of its commitment to the health and well being of the
community, annually review and do the utmost to ensure that its
activities are sustainable and provide a local lead in the adoption
of sound environmental management.
The day-to-day operation of the Board’s healthcare facilities has a direct impact on the environment. Decisions taken on the
development and redevelopment of land and buildings can have
particular implications for land use planning and transport. As the Board is directly concerned with improving the health of the
population and the provision of healthcare, it is vitally important
that it is actively involved in improving environmental performance, reducing any harmful impact on the environment and providing an exemplar environmental model to the rest of the community: a
healthy environment helps achieve a healthy population.
4. Policy Statements
Statement 1
The Board will demonstrate that it has assessed, considered the
risks and have a formal plan to comply with or exceed the
requirements of all legislation and, in doing so, have appropriate
regard for all codes of practice and technical guidance, bearing
upon the environmental performance of Board healthcare
premises.
Statement 2
The Board will have an Environmental Management Policy
statement that commits to compliance with all environmental
obligations and is consistent with and supportive of the Scottish
Government’s sustainable development objectives including
energy targets.
Statement 3
The Board will provide guidance to staff to assist compliance with
environmental statutes and mandates and to aid understanding of the relationship between these and other NHS obligations. The
primary vehicle for this will be GREENCODE (published by the
NHSScotland Property and Environment Forum).
Statement 4
When commissioning property for owner occupation, newly
constructed property leased from another party or property
provided through a private finance initiative (PFI) contract, the
Board must be satisfied that such property is functionally suitable, fit for purpose and thereby complies with all requirements laid
down by legislations bearing upon the environmental performance of newly constructed property and the environmental performance shall be as advanced as is achievable without adversely affecting
other parts of the service provided. Account should be taken of
the impacts of climate change and building should be designed for future needs with respect to waste management and other
services.
Statement 5
All property (land and buildings) used for Board purposes to deliver its healthcare services whether new or existing, owner occupied,
leased or provided through PFI contracts, must be managed in
accordance with the mandatory requirements set out hereafter.
5. Mandatory Requirements
Introduction
The mandatory requirements for the Board’s Environmental
Management Policy set out here apply to all NHSScotland bodies.
They are intended to promote cultural change such that the
management of environmental impact is fully integrated in all
planning and management decisions within the Board.
General Requirements
The Board must have an Environmental Management Policy
statement, with a formal plan and risk register on the principles to be implemented as an integral part of its general management
system, wherever its healthcare services are delivered. This shall include a formal plan and risk register which includes General
Practitioners, General Dental Practitioners, Community
Pharmacists and Ophthalmists. The system must be supported by
a capital investment programme, which incorporates a
commitment to measure environmental performance and
demonstrate revenue consequences within life cycle cost impact.
The Board should appointment an Environmental Champion at
Board level to assist in supporting this commitment.
The risk register should highlight where it may not be reasonable
or technically possible to meet the mandatory requirements in
which case it should include the planned priorities to compensate
during the interim.
Annex A of HDL (2006) 21 advises that NHSScotland bodies may wish to consider a partnership approach with other NHSScotland
bodies, other Public Sector bodies and the private sector in
developing value for money environmental initiatives through
economies of scale. In light of this, the Board has reached
agreement with Sodexho Ltd., to work in partnership to help the
Board achieve Environmental Management System (EMS) quality standards ISO 14001.
1. GREENCODE, as published by the NHSScotland Property
and Environment Forum, is the exemplar tool towards achieving
ISO 14001 accreditation and the Board is expected to utilise
GREENCODE to report performance unless given Scottish
Government Health Directorate (SGHD) approval of an alternative.
2. The Board’s Environmental Strategy must identify, in planned steps, performance in respect of energy consumption, greenhouse gas emissions (in particular carbon dioxide), water consumption, drinking water quality, wastewater and clinical, special and other waste arisings.
3. The Board’s Environmental Strategy must include a target for continuing reduction in energy consumption consistent with the NHSScotland national target of a 2% reduction (climatically adjusted) each year to 2010 and future national targets thereafter (NHS MEL (2000) 19).
4. The Board’s Environmental Strategy must include targets for continuing improvements in performance in respect of air pollutant and greenhouse gas emissions, in particular carbon dioxide, efficient water consumption, drinking water quality and wastewater, where that is considered feasible and necessary to achieve the policy aims.
5. The Board’s Environmental Strategy must include an assessment of the impacts of climate change and a suitable adaptation strategy. In particular, given the typical lifespan of property, the effect of the Government’s long-term commitments on issues such as carbon dioxide emissions must be planned for.
6. The Board’s Environmental Strategy must include measures aimed at promoting more sustainable travel choices through the implementation of green Travel Plans.
7. The Board’s Environmental Strategy must include targets for the reduction of clinical, special and other waste arisings and identify, where practicable, re-use, recycling and recovery opportunities.
8. The Board must appoint a senior staff member as Waste Management Officer (WMO) as a single point of contact, with responsibility for all aspects of waste management within the organisation. NHS Shetland will share these duties between the Estates and Facilities Manager and the General Services Coordinator. The General Services Coordinator will Chair a committee comprised of representatives from across the Board. The Estates and Facilities Manager is a member of the NHS Board Infection Control Committee and reports to the Chief Executive
through the Director of Service Improvement. The General Services Coordinator attends the Infection Control Committee. (NHS HDL (2002) 43)
9. The Board will ensure, through its designated Waste Management Officer, that its Procedure for the Disposal of Healthcare Waste allows for the segregation of all waste at the point it is produced and that all clinical waste is secure from areas of public access.
10. The Board will ensure ensure, through its designated Waste Management Officer, that awareness of the need to properly segregate waste for safety, environmental and cost reasons is stressed at the Board’s staff induction and refresher training.
11. The Board’s Environmental Strategy must include plans to ensure compliance with the EU Drinking Water Directive and the provisions of the Water Industry (Scotland) Act 2002.
Monitoring Requirements
12. The Board must submit a copy of its Environmental Management Policy statement to the SGHD Property Branch annually by 31 March of each year.
13. The Board must assess its performance in all areas of environmental management by appropriate use of benchmarking and performance indicators.
14. The Board must conduct regular waste audits:
· as a means of reviewing and thus ensuring that no clinical waste enters the domestic stream?
· as a means of quantifying the amount of domestic waste entering the clinical waste stream, and highlighting the
source, and
· to ensure appropriate action is taken to improve
segregation.
15. The Board must submit an annual environmental return to the NHSScotland Property and Environment Forum which will be used in the production of the annual NHSScotland National Environment Report.
6 Principles
Management
The Board will prepare an annual environment management report for all its occupied premises.
Energy
The Board will, where practicable, adopt best practice energy
efficiency methodology and management, conducting regular
energy audits as a means of identifying and reviewing
opportunities for energy savings (NHS MEL (2000) 19). (These
are available at no cost from the Carbon Trust in Scotland, who
are funded directly by the Scottish Government and also provide
additional financial support through partnership agreements.)
The Board will use EnCO2de as a means to ensure that everyone
involved in managing, procuring and using The Board building and equipment thinks about the implications of energy use, in the
present and in the future. (EnCO2de is an energy management tool which recommends a five-step approach to energy management
and provides a project design checklist that it recommends should be used during the design, construction and hand-over phases of
all capital projects to confirm that the aims of the Board’s energy
and carbon management policy have been taken into
consideration and correctly addressed).
The Board will consider adopting Combined Heat and Power and
renewable technologies such as biomass in new build and
refurbishment, where feasible, and procure energy from renewable sources, where practicable and cost effective.
Climate Change and Emissions
The Board will, wherever practicable, adopt best practice in actions to reduce the factors contributing to climate change and to lesson
its effects through exemplar energy management and adopting
best practice in building design, consistent with the BRE
Environmental Assessment Method (BREEAM), the Building
(Scotland) Regulations 2004, the then Scottish Executive
Architectural Policy and Construction Procurement Policy.
The Board will evaluate the implications arising from the impacts of climate change on the management and operational
responsibilities of The Board and ensure suitable adaptation
measures are put in place. For example, the Board will require its professional advisors to specify suitable alternatives to products
(product substitution) which contain ozone depleting substances, prevent ozone depleting substances being vented from equipment through regular servicing and ensure that they are recovered for recycling or destruction in accordance with all current legislation and codes of practice.
The Board will take action where practicable to minimise the release of greenhouse gases, volatile organic compounds, vehicle emissions and other substances damaging to health and the environment.
The Board will monitor, report and record discharges and emissions to air, land and water as a means of assessing necessary actions to reduce pollution or the risk of pollution. Water and wastewater
The Board will conduct regular water efficiency audits to identify leakage (savings in water use can lead to reduced metered water charges). Reduced leakage and savings in water use also assists sustainable development through a reduction in pressure on water resources, which, in turn, leads to a reduction in wastewater discharges and thus a reduction in sewerage/trade effluent charges.
The Board will monitor the quality of water intended for human consumption at drinking water taps and water coolers in order to check for compliance with the EU Drinking Water Directive under the auspices of the Scottish Government Regulatory Framework. The Board will consider the feasibility of harvesting of rainwater in order to reduce the volume of fresh mains water used (e.g. in lavatory flushing systems) and the volume sent to sewer. Greywater recycling systems require constant observation and maintenance through a management system that will ensure the avoidance of any risk to health and should only be installed in buildings in accordance with the guidance contained in section 3.7 of the Technical Handbook (Non-domestic) to the Building (Scotland) Regulations 2004.
Waste
The Board will, wherever practicable, adopt best practice waste policy and management to prevent waste production, make the best use of any waste produced through re-use, recycling and other waste recovery and minimise the risks and effects from pollution both in the short-term and long-term.
The Board should address the following in order of environmental importance:
1. waste prevention?
2. re-use?
3. recycling?
4. other recover, and
5. disposal.
As part of its management of waste, the Board will set targets to reduce all waste, including clinical waste and targets for increasing the amounts of waste designated for re-use, recycling or recovery and decreasing the amounts for disposal. Targets will be reviewed and set annually.
Healthcare/Clinical Waste
The Board will adopt best practice management arrangements for the segregation and safe and economic handling of clinical waste. Staff should be adequately motivated and trained to properly segregate waste in order to control the streams designated for treatment and thereby increasing the amount available for recycling. All clinical waste must be secure from areas of public access at all times.
The Board has a Disposal of Healthcare Waste Policy and local workplace-specific procedures in accordance with statutory legislation and guidance produced by the NHS Scotland Property and Environment Forum (i.e. Scottish Hospital Technical Note 3: Management and Disposal of Clinical Waste) and carry out regular waste audits to: ensure that no clinical waste enters the domestic waste stream? establish how much domestic waste is in the clinical waste stream and highlight its source and, ensure action is taken as appropriate to improve segregation.
The Board will adopt a uniform method of calculating waste volume and costs of the different aspects of waste disposal. (NHS HDL(2002)43)
The Waste Electrical and Electronic Equipment Directive (WEEE)
The WEEE regulations specify requirements for the collection, treatment, recycling and recovery of WEEE. The Board is responsible for the management of ‘historic WEEE’ it produces, that is, WEEE generated from products purchased before August 2006. Responsibility for this waste can be passed on to the
manufacturer or retailer of electrical or electronic equipment (EEE) items if the items are purchased to replace the WEEE item on a like for like basis.
In order to manage WEEE effectively the Board needs to segregate WEEE at source, differentiating historic WEEE. The WEEE regulations specify a number of different types of WEEE e.g. lighting equipment, electrical and electronic tools. The Board should be mindful of these groups when segregating and storing waste as it is likely that reprocessing and recycling contracts will be based on these groupings.
From August 2006 producers (manufacturers) of EEE were responsible for the products they produce. The Board should ensure that all EEE products are purchased from appropriately registered producers. On disposal the Board should then contact the suppliers who will arrange appropriate treatment and disposal. Many WEEE items are considered special waste due to the hazardous nature of some components. The Board should always seek guidance from the manufacturer of the hazardous characteristics of the products it procures in order to identify special waste. As with all special waste, special WEEE will require consignment and may only be treated (including recycling) or disposed of in suitably authorised facilities.
Radioactive Waste
The Board will continue to apply its policy on radioactive waste management, which should be consistent with the then Scottish Executive’s views as set out in the white paper, Review of Radioactive Waste Management Policy (CM 2919). The policy should also accord with all extant statutory requirements and guidance including those set out in the Radioactive Substances Act 1993 (as amended).
Dental Special Waste Including Dental Amalgam
Dental amalgam is classified as special waste in accordance with The Special Waste Amendment (Scotland) Regulations 2004. Board staff using amalgam and producing amalgam waste should ensure that arrangements are in place to separate and prevent discharge to drain (to BS EN ISO 11443) and must ensure that that waste is consigned to suitably authorised facilities for treatment or disposal.
Transport
The Board has a duty to ensure that all materials transported are
done so in a manner that ensures protection of human health and the environment. The Board should at minimum comply with the Carriage of Dangerous Goods Regulations 2004 (as amended) and seek advice from a suitable qualified Dangerous Goods Safety Advisor (DGSA) as required.
The Board should adopt sustainable transport options as a means to promote good health. Walking and cycling are important in tackling obesity and the Board is well placed to promote healthy methods of transport for patients, staff and visitors.
Wherever possible, the Board will co-operate with Shetland Islands Council in the planning and implementation of local and regional transport strategies towards ensuring that, through integrated transport policies, Board facilities, in particular new developments, are accessible to all by public transport, walking and cycling. The Board will take into account the strategy for internal NHSScotland systems and car parking.
If engaged in any PPP or PFI initiatives, the Board will recognise transport issues - staff, patient and visitor access to the development - as a key element in the initial bid and costing process.
The Board will develop a Travel Plan in line with the policies outlined in the 2004 transport white paper, Scotland’s Transport Future, Scottish Planning Policy 17 Planning for Transport, Planning Advice Note 75 Planning for Transport and, Transport Assessment and Implementation: A Guide, (all published 17 August 2005). A travel plan is a set of measures designed to reduce the impact on the environment of travel to/from work and travel during work. Guidance is available in the then Scottish Executive Development Department document, Travel Plans: An Overview, September 2002.
It is incumbent upon every Board to implement a Travel Plan that incorporates active transport and connects with the local public transport system. The Board will continue to work closely with Shetland Islands Council and in particular ZetTrans to progress transport strategy in Shetland.
Land
The Board will, where practicable, adopt best practice land policy for the conservation of biodiversity and land use management, for example using practical measures to minimise the use of slow
renewables such as peat and minimising the use of pesticides in favour of alternative substances or control measures.
Biodiversity
The Nature Conservation (Scotland) Act 2004 gives all public bodies in Scotland a duty to, “further the conservation of biodiversity” as they carry out their work. The Board therefore has a duty to think about the impact of its activities on the natural world, reduce any negative effects on biodiversity and look for ways of benefiting biodiversity in the way that it goes about its business. This means explicitly integrating biodiversity considerations into all activities, operations, plans and policies. Planning and new development
The Board will:
· ensure that all new development conforms with the Government's Scottish Planning Policies and takes full account of its Planning Advice Notes?
· liaise with Shetland Islands Council planning authorities and environmental protection bodies when planning new
developments to ensure compliance with the approved
development plan and that arrangements are in place which
minimise the impact to patients, public and staff, risks to public health and to the environment?
· liaise with Shetland Islands Council to ensure that public transport and more sustainable modes of transport are available for employees, patients and the public visiting the facility?
· liaise with Shetland Islands Council in relation to the development of a Travel Plan?
· liaise and, if appropriate, undertake pre-planning application discussions with Shetland Islands Council in respect of the
disposal and potential reuse of any surplus The Board property to ensure consistency with the land use and transport planning strategies for the area?
· consider the environmental issues from the start of any project where an Environmental Impact Assessment is required,
alongside other design, construction and sustainability
considerations, ensuring consistency with the wider Strategic Environmental Assessment?
· liaise with Shetland Islands Council in relation to its Local Biodiversity Action Plan (Local Biodiversity Action Plans are a means of translating national biodiversity strategy into effective action at local level), and
· liaise with the Scottish Environment Protection Agency (SEPA) and Shetland Islands Council to ensure that new emergency facilities are not located in areas that may be at risk from
flooding.
Strategic Environmental Assessment (SEA)
Strategic Environmental Assessment (SEA) applies at the strategic planning level rather than the project specific level for which Environmental Impact Assessment is the assessment process. SEA requires a comprehensive consideration of environmental consequences of plans and programmes and involves formal consultation with statutory consultation authorities and subsequently the public, on both the plans and a separate environment report.
If the Board prepares and/or adopts a plan or programme that is subject to the Environmental Assessment of Plans and Programmes (Scotland) Regulations 2004, it must prepare a report on its likely significant environmental effects, consult environmental authorities and the public and take the report and the results of the consultation into account during the preparation process and before the plan or programme is adopted. The Board must also make information available on the plan or programme as adopted and how the environmental assessment was taken into account. The Regulations also require monitoring of the implementation of plans and programmes which can assist in the identification of unforeseen adverse effects and to enable remedial action to be taken.
Procurement
When procuring goods and services, including works, the Board must place an emphasis on whole-life costs to the workplace or clinical setting in addition to the initial purchase cost. Procurement should take into account the Board’s operational and policy objectives while also contributing to the Scottish Government's environmental and sustainability objectives. Procurement options must include user education to encourage minimisation, recycling and reuse measures as a priority to the utilisation of non- sustainable natural resources. It is important that such
procurements be consistent with the Board's Environmental Management Policy and are in compliance with EC procurement directives and the UK regulations that implement them (NHS HDL (2001) 47).
Procuring from local businesses and social enterprises is an investment in the local economy and community and in doing so the Board can contribute to regeneration and reducing inequalities. The Board’s purchasing decisions and those of its partners should take into account the impact of a product throughout its entire life cycle. The purchase of items with reduced packaging, the reuse and purchase of recycled products, e.g. prosthetic limbs and reconditioned wheelchairs, can contribute to reduced waste and landfill costs. Local purchasing reduces transportation costs, risks and pollution.
Procurement contracts relating to paper should have minimum levels of recycled content in the tender specification for goods, works and services. These should be:
? for printing and writing paper applications, at least 50% recycled content, and
? for tissue paper applications, 100% recycled content. Procurement of healthy, nutritional, fresh food aids in patient recovery and the health of staff and visitors. The Board and its partners can support the agricultural and commercial infrastructures of food source localities by procuring food that is healthy and seasonal. By doing so, they can reduce pollution from the use of fertilisers and pesticides and from the energy requirements necessary to produce vegetables, fruit and other foods out of season.
It is important that procurements are carried out in a manner compliant with EC procurement directives and the UK regulations that implement them.
Employment
The Board should, wherever practicable, encourage local employment and the utilisation of the local skill-base. Research suggests that people actively employed enjoy better health than those who are unemployed and thus providing jobs within a local community is likely to improve the health of the wider community.
Architecture/Construction
The Board should incorporate sustainability criteria (including accounting for the impacts of climate change) in building contracts from the beginning of any process (e.g. PFI, Joint Ventures). This provides the opportunity for NHS buildings to be designed, constructed and managed to the benefit of the local community, economy and environment which can result in quicker patient recovery rates and a healthier staff and local population. A sustainable building is designed to reduce waste, energy and resource use? saving money, reducing environmental harm and benefiting health. It should also be suitable for operation in a future climate.
The Board should also consider localised employment and procurement opportunities during construction in the context of sustainability but in accordance with Scottish Government and European Union procurement policies.
Careful location and planning of new Board healthcare facilities can help regenerate an area and an integrated transport strategy with improved access by cycling, walking and public transport will benefit the health of the community served.
The Board must liaise with Shetland Islands Council Building Standards Department when designing new developments to take advantage of options in building regulations for most environmentally effective energy and drainage requirements.
The Board should undertake the Building Research Establishment's Environmental Assessment Method when planning new or substantially refurbished premises.
The Board should act to reduce (and avoid wherever possible) waste, through reuse and recycling and by specifying within construction project procurement contracts the use of refurbished and recycled products and materials where such alternatives are available.
Appendix I 1. Rapid Impact Checklist Environmental Management Policy
Which groups of the population do you think will be affected by this proposal? Other groups:
· minority ethnic people (incl. gypsy/travellers, refugees & asylum seekers)a
· women and men a
· people in religious/faith groups a
· disabled people a
· older people, children and young people a
· lesbian, gay, bisexual and transgender people a · people of low income a
· people with mental health problems a
· homeless people a
· people involved in criminal justice system a
· staff a
What positive and negative impacts do you think there may be?
N.B. The word proposal is used below as shorthand for
any policy, procedure, strategy or proposal that might be
assessed.
Which groups will be affected by these impacts?
What impact will the proposal have on lifestyles? For example, will the changes affect:
· Diet and nutrition?
· Exercise and physical activity?
· Substance use: tobacco, alcohol or drugs?
· Risk taking behaviour?
· Education and learning, or skills? Positive impacts
Exercise and Physical Activity – Travel Plan will support increased activity through promotion of cycling, walking.
Will the proposal have any impact on the social environment? Things that might be affected include
· Social status
· Employment (paid or unpaid)
· Social/family support
· Stress
· Income Positive impacts
Encouragement of local employment
Will the proposal have any impact on
· Discrimination?
· Equality of opportunity?
· Relations between groups?
None
Will the proposal have an impact on the physical environment? For example, will there be impacts on:
· Living conditions?
· Working conditions?
· Pollution or climate change?
· Accidental injuries or public safety?
· Transmission of infectious disease? Positive Impact
Good environmental management should have a positive impact on all these factors.
Will the proposal affect access to and experience of services? For example,
· Health care
· Transport
· Social services
· Housing services
· Education Positive Impact
Transport Plan should have a positive impact on Transport.
Possible Negative Impact
Financial impact of this policy not known and, if investment is required, could impact on the resources available for Board services.
Rapid Impact Checklist: Summary Sheet
Positive Impacts (Note the groups affected)
All Groups
Exercise and physical activity Social status
Employment (paid or unpaid) Stress
Income
Working conditions
Pollution and climate change
Public safety
Transmission of infectious disease Transport Negative Impacts (Note the groups affected)
All groups
Financial impact of this policy not known and, if investment is required, could impact on the resources available for Board services.
Additional Information and Evidence Required
None
Recommendations
From the outcome of the RIC, have negative impacts been identified for race or other equality groups?
No
Has a full EQIA process been recommended?
No
If not, why not?
No negative impacts identified
Manager’s Signature: Date:
Glossary of Terms
Amalgam The most commonly used
substance for dental fillings. Benchmarking A self-improvement tool for
organisations that allows them to
compare themselves with others. Biodiversity The variety of life on earth. Biomass Refers to biomass energy, which is
created by harvesting organic
matter, such as wood or special
'energy crops', and converting it
into heat, electricity or transport
fuel.
Brownfield site Previously developed land which
is, or was occupied by a permanent
structure.
Capital Money used to buy items of
equipment or buildings which cost
in excess of ￡5,000
Carbon management Systematic process to reduce an
organisation’s emissions through
energy efficiency, low carbon
technologies (such as renewable
energy systems), low energy
buildings and more sustainable
transport schemes
Climate change A global environmental problem
caused by the sharply rising level
of greenhouse gas emissions
resulting from fossil fuel
combustion and other industrial
activities.
Clinical waste Waste produced as a result of
healthcare activities - includes a
wide range of substances e.g.
human or animal tissue, blood or
other bodily fluids, drugs, swabs or
dressing, syringes, needles
EnCO2de An energy management tool Environmental footprint The environmental impact of an
organisation produced by the raw
materials and non-renewable
resources / products that it wastes Environmental Management The management of human