NHS Confederation Conference

The NHS Confederation's flagship conference bringing together the health and care sector between 15 to 17 June 2021

Now I'm going to put the same question to each of you and for your response, what are your organisations doing to contribute to a greener NHS. It's a big question, but let me first of all start with you, Pinder.

 

Good afternoon, thank you, Victoria.

 

So sustainability is really at the heart of what Novo Nordisk does, and we call it our triple bottom line, and what that does is ensure that everything that we do, the actions that we put in place are one socially. secondly, environmentally, and thirdly financially responsible.

 

What has resulted in is a bold ambition to have zero environmental impact. So the first thing that we urgently focused on was reducing the environmental impact of our manufacturing at our manufacturing sites. So at the beginning of 2020 last year, we achieved our target of running all our global production facilities, exclusively on non fossil fuel, renewable energies. So we've reduced our carbon footprint in our manufacturing facilities by 57%, nearly 60% compared to the previous year. I think we're the first pharmaceutical company in the RE 100 group, to actually achieve this.

 

We're also focusing on waste, and in 2020, 93% of the waste coming from our production site was recycled or converted to biogas or incinerated in waste to energy plants. Actually one of our leading production facilities in Denmark is part of the world's first circular production cluster where biomass is actually collected from production and is directly used as a substrate for producing biogas.

 

It doesn't just stop with CO2 emissions we also believe we should be focusing on preserving and conserving water. So four of our production facilities are in areas subject to sort of a lot of seasonal variability. So we're continually focusing on reducing water consumption and we've managed to reduce consumption last year by 15% in 2020, but clearly there is more for us to do.

 

Whilst that's sort of things that we've achieved on the manufacturing side, we also have offices and facilities, you know globally across the world. We've got an ambition there to reduce our emissions targets by 2030 to be actually zero emissions across all our global operations.

 

So we'll do that through reducing travel, making sure all our fleet electric vehicles and looking at energy consumption in offices as well, but it's not going to stop there.

 

In addition to that we're working with all our key suppliers, and we're working with around 60,000 direct suppliers globally, and looking at how they can transfer to 100% renewable power by 2030, so that it's not just us, but the people that we work with the suppliers.

 

So what does that mean for the NHS? It means that when the NHS, when you use Novo Nordisk products that you can be satisfied that we are producing those to the highest environmental standards, and the impact of our products on CO2 levels is approaching net zero.

 

Finally, when the NHS sets its motion of a greener agenda to reach net zero by 2045 you can be kind of reassured that Novo Nordisk will be matching and probably exceeding the ask of their suppliers within the NHS.

 

Well, that's impressive. An impressive start actually.

 

Let’s come to Tom Delahoyde.

 

Thanks Victoria, good afternoon everybody.

 

At Cheisi, we are a family owned pharmaceutical and healthcare operation, we are absolutely committed to increasingly operating our business in a way that does ensure long term sustainability by minimising the impact of our products and our operations.

 

We've set ourselves some very clear, deliverables, and milestones.

 

We intend, and all of our objective is to become carbon neutral by 2035, which very much ties in with the NHS objectives, and we'll achieve that in a couple of steps.

 

By 2030, we intend to cut the greenhouse gases on the direct emissions to scope 1.

 

We also intend to reduce the indirect greenhouse gas emissions and scope 2 so that's the emissions which we gain from purchases of electricity and heat, for example, we will reduce those emissions by 50%, versus the emissions we had in 2019, so it's a big objective.

 

We are very confident we can achieve that.

But at Cheisi we intend to go a step further, and by 2030, we have set ourselves the objective of reducing greenhouse gas emissions per unit of our inhalers and we are one of the market leading respiratory companies; so reducing the emissions per unit of inhalers, by 80%.

 

Then moving on to 2035 will reduce all scope 3 greenhouse gas effects, across all of our solid products by 90%, and the big innovation that will bring to help us achieve that is we are working, and we're absolutely committed we put a big investment into a low carbon inhaler,

 

Thinking of maintaining patient choice, you know, when we do launch this, we hope to bring this to the market by 2025.

 

It will have a very low carbon propellant and from the work we've done it will reduce the greenhouse emissions from current pressured meterised dose inhalers, by 90%.

 

So, we're helping the environment, but fundamentally, we're putting patients at the centre of everything we're doing.

 

Thank you Tom.

Panel discussion - NHS Confederation and ABPI: Part of the problem or part of the solution: how can industry contribute towards a greener NHS?


Pinder Sahota, GM Novo Nordisk, Vice President ABPI and Tom Delahoyde, MD - Chiesi Ltd

Panel discussion - NHS Confederation and ABPI: How can we work together to improve diversity in clinical trial participation?

Howard Turner, Country Study Manager - Roche

From your perspective, what are some of the priorities for integrated working in order to address health inequalities. I'm sorry it's a big question but let's go in order, maybe Lars first .

 

Thanks Victoria, I’m excited to be here and share the thoughts that we as pharma companies and I speak of course for my own company, Bayer, but I also speak a little bit for the industry here.

 

We’re very keen on driving it forward for the patients and ensuring we have the right access for the patients and that across the country, and not just in certain areas.

 

We have in the past, partnered in many situations with many NHS organisations to try and drive uptake, to try and drive patient identification to try and drive better pathways, data based pathways, into the system. There's plenty examples of how we have been engaging and driving things forward together.

 

Now, we face a situation though in the UK where we are slow in uptaking innovation, of uptaking new medicine altogether.

 

We have a situation where the first year after launch, if in comparable countries 100 people would get the treatment, in the UK it's 20, and that gets better over time but by year five, it's still a gap, so we reached 70% and not 100% yet.

 

So that is a fundamental issue that we have, and that is aggravated by then this uptake not even being equal across the country.

 

We believe very much that the ICS, the integrated care setting, and the new structures that we create there, they're a very good opportunity to try and overcome some of the hurdles that are there for this uptake because it's plentiful there are many, there's not a single reason that contributes to these gaps, and that's probably true for the overall uptake as much as for the health inequalities.

 

But we know from the partnership work that we do that it depends on the engagement on the ground of the individuals, who do the work on the ground, to really change the picture.

 

Now we get with the integrated care setting, we get a slightly bigger and more encompassing units, and take responsibility for driving this forward could be better personalised, better made clear, in the path forward, than in the current situation where it's partially to disperse to really have an impact.

 

So that's my hope and that's certainly the commitment from industry we're very much here to engage and partner. We need the right partners to drive this forward, and to scale our efforts.

Panel discussion - NHS Confederation and ABPI: New systems, old problems: can integrated working unlock the health inequalities challenge?

Lars Bruening, GM - Bayer Ltd