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NHS Borders, NHS Lanarkshire and NHS Tayside are all set for considerable energy and carbon savings as their energy conservation schemes reach completion and go live.

Now complete, the three projects are set to reduce NHS Scotland’s carbon footprint by over 12,000 tonnes over the course of their lifecycles.  Additionally, NHS Forth Valley has just completed its first 12 months, adding another 2,470 tonnes of carbon reduction to Scotland’s decarbonisation targets.

The three projects were delivered by Vital Energi through the Non-Domestic Energy Efficiency Framework and include an energy performance contract which guarantees energy and carbon savings, which are verified over a 12-month period.

NHS Borders

Our team surveyed the existing energy infrastructure at Borders General Hospital and designed a range of measures which are projected to save £279,302 whilst generating 344 tonnes of carbon reduction per year.  This was achieved through a mixture of upgrades to the lighting, HVAC, valves and building management systems as well as insulating pipework across the hospital and a few smaller satellite sites. We also delivered a 680 kWp solar array, generating clean energy and making the health board more self-sufficient.

NHS Lanarkshire

The health board is set to save 191 tonnes of carbon whilst achieving £172,135 of financial savings through a comprehensive mix of energy conservation measures across 2 sites which included  rooftop solar PV, heating pump upgrades and building fabric improvements such as insulation, draught proofing and door glazing upgrades.

Two separate heat recovery systems have been added to the West of Scotland Laundry site, these bespoke systems have been designed to recover waste heat from both the internal space and mixed effluent of the washing machines.  This achieves 715,174kWh of gas savings and 122TCO2 carbon savings annually from these measures alone.

NHS Tayside

NHS Tayside undertook a range of measures which will reduce their carbon emissions across 3 of their sites (and councils) by 186 tonnes per year whilst saving £27,389 per annum.  To achieve this a range of energy conservation measures were installed, including 269 rooftop solar panels installed across 2 of the sites, a total of five  air source heat pumps to provide heating and hot water to each of the sites and improved building fabric performance through measures including insulation, door and glazing upgrades and LED lighting upgrades across 2 sites.

NHS Forth Valley Completes First 12 months

In addition to three new projects entering the monitoring and verification phase, the NHS Forth Valley energy conservation project just completed its first 12 months of being live and achieved each of its key performance indicators, saving 116 tonnes of carbon per year, almost £60,000 in energy savings and reduced energy usage by over 600,000 kilowatt hours per year.

After securing additional funding, works were expanded to also include Battery Energy Storage Systems across three sites and an air source heat pump to further help decarbonise the Health Board’s estate.

Mr Walsh concludes, “These projects exemplify a fundamental step transition to Scotland meeting its net zero targets, so it is imperative that they deliver as promised and the NHS realises the full carbon savings.  We’re delighted to show our commitment to the decarbonisation of the NHS by helping to deliver four more projects which will make a real difference to the Health Boards and local communities.

We’re making great progress on the development of Energetik’s Meridian Water Energy Centre at the Edmonton EcoPark in Enfield.

After commencing construction last February and completing groundworks throughout spring and summer, the structural steel frame of the energy centre was completed at the end of December.

Construction has progressed well and to plan, even with challenging site coordination and logistics to manage. Now the site has reopened after the Christmas break, we’ll be focussing on the internal building work and services installation. As the building is now partially weathertight, we have commenced the external cladding works, and the installation of the thermal stores will begin in the next couple of months.

Chris Beckwith, Vital Energi’s Construction Director, said:

“Vital Energi have all future works procured well in advance to enable us to guarantee the timely completion. This year should bring some exciting challenges with the installation of the mesh cladding to the building, the flue and thermal stores installation, and the complex pipework infrastructure within the energy centre itself.”

Energetik’s energy centre will eventually make use of otherwise wasted heat energy to serve tens of thousands of homes and businesses across north London with very-low carbon heating and hot water. This heat energy will be recovered from the nearby Energy Recovery Facility, due for completion in 2026, and will effectively reduce the carbon footprint for heat and hot water of these homes by over 90% compared to a traditional individual gas boiler system. With the capacity to supply over 50,000 homes and business with fairly priced and environmentally friendly energy, Energetik will support the borough’s regeneration ambitions and help tackle both fuel poverty and the climate emergency across Enfield and beyond.

Jayne Clare, Energetik’s Managing Director, said:

“Construction of our energy centre marks a major milestone for Energetik and all our partners. It will allow us to utilise a local, sustainable heat source and supply thousands of homes with low carbon heat and hot water, generating huge carbon savings and contributing towards Enfield’s climate action plan objectives.”

Gas distribution company SGN and UK renewable energy solutions provider Vital Energi are combining to form a unique and pioneering private sector initiative to develop, own and operate low and zero-carbon heat networks.

The 50:50 joint venture will create an Energy Services Company (ESCO), representing the UK’s leaders in utility infrastructure and heat networks to provide affordable and low-carbon infrastructure to SGN’s existing land portfolio. This includes delivery of heat to developments planned by SGN’s property arm, SGN Place, and the local vicinities where there is a demand for low-carbon heat.

It is estimated that the heat network market requires approximately £30 billion of investment by 2050 to meet the UK Government’s net zero targets, and the decarbonisation of heat has been highlighted as a particular challenge where heat networks can offer a solution. The Climate Change Committee’s Sixth Carbon Budget suggests the UK should target 20% of UK heat demand through low-carbon heat networks by 2050.

Together, SGN and Vital have ambitious plans to establish solutions to this challenge across strategically located sites. These locations are a combination of redundant sites owned by SGN and others which will be developed over time through Vital’s existing market presence.

The objective is to supply new and existing residential, industrial and commercial facilities and development activity is already underway for two projects in Scotland and the South East, with another 20 in the pipeline.

SGN is looking to develop alternative heat solutions alongside its core gas distribution business and expand into the growing district heating market, recognising the future of heat is likely to include a mix of technological solutions and energy sources.

Vital Energi is seeking to expand into asset ownership opportunities to complement its core design, build and operations businesses.

The complementary skillsets of both organisations will offer a compelling proposition for developers, commercial and industrial users and public sector bodies seeking low-carbon heat solutions.

SGN’s Director of Commercial Services and Investments Marcus Hunt said: “Heat networks are likely to play an increasing role in the delivery of UK heat in the context of net zero. The creation of this joint venture with market-leading Vital Energi enables us to build a presence in this emerging market, delivering new heat infrastructure and supporting decarbonisation.”

With an established presence in the UK heat network market, this partnership is a major step for Vital Energi to expand its asset ownership solution.

University campuses evolve over time and need heat networks which grow and develop alongside them.  Vital Energi has been working in partnership with Loughborough University for 25 years to ensure their heat network can meet the needs of staff and students.

We recently sat down with the University’s Project Manager, David Bell to discuss preparing for shutdowns, reconfiguring networks and how to minimise disruption on campus.

Vital Energi: When you know you’re doing a heat network shutdown, what are your considerations?

David Bell: Firstly, you have to consider which part of the campus is involved. Our campus is split into three areas: Central, East, and West.

The East side consists mainly of teaching spaces and offices, so a shutdown there primarily affects staff during the working day.

The Central campus is different as it contains most of our student accommodation. We must be very careful about how we manage that impact. Students are our clients; they pay to live on campus, and we have a duty of care to ensure they always have heat and hot water. For that reason, we schedule most Central campus shutdowns during the summer, from June through to the end of September, when far fewer people are around.

The West side of campus has some teaching areas as well, but it also includes the Science and Enterprise Park, which is home to commercial companies renting space from us. That means close coordination is essential.

We often plan these works years in advance, making the best use of that time. We start with initial communications to let everyone know what’s planned and then liaise with the contractor. Vital Energi handles much of the detail under our oversight, bringing their technical experience and understanding of heat network systems. Once we know the timescales and finer points, we can introduce more detailed communications and engage with stakeholders to identify and resolve any potential issues.

VE: You’ve mentioned communications a few times now. How important are they on higher education projects?

DB: Communications are essential.

On this project, we were doing enabling works over the summer as part of a new 500-bed student accommodation build. A lot of the existing heat and water infrastructure ran through the area where the new buildings were going, so we had to divert those services. That also meant diverting mains cold water and both the high-voltage and low-voltage cabling.

We held a joint meeting with Vital Energi East and other contractors to coordinate everything and make sure everyone knew who was digging where and when. The cold-water work wasn’t too disruptive as it was mostly outside the main compound, but within the compound we had HV and LV works happening at the same time.

David Cooper, your project manager, managed that brilliantly. He kept everyone in the loop, worked with a senior lecturer to create a safe walkway through the site in case of emergencies, and even helped with bin deliveries and car park access. It’s those small details that make a big difference.

From the initial planning stages right through to estimating and coordination, communications were spot on. The whole team at Vital delivered exactly what we’ve come to expect, which is the reason we keep working with them.

VE: Construction and engineering works can cause disruption, and not all projects can be delivered during the summer holidays. What levers can you pull to reduce that disruption and minimise the impact?

DB: It depends on the project, but our long lead times make it easier to plan ahead and reduce issues. If we have an emergency shutdown outside of the holidays, for example, we work closely with our Rooms and Accommodation Department to look for solutions through timetabling.

If a lecture was scheduled in a building without heat, we might move it elsewhere. Rooms and timetabling will always work together to avoid disrupting core teaching wherever possible.

Our biggest concern is always the students, so we do everything possible to keep heat and hot water running while they’re here. Sometimes it can’t be helped, but careful planning and clear communication help to minimise the impact.

It’s like a sliding scale of solutions. We aim to do everything outside of term time, but if that’s not possible, we’ll find individual solutions. Even outside of term we must be careful as graduation, for instance, is a key date that needs to be respected.

VE: Can you give us practical examples of how you worked with Vital Energi to reduce the impact on this project?

DB: The pre-construction period is critical. That’s when we issue communications to everyone involved so stakeholders can provide feedback before work starts.

Vital sent senior members of staff to the pre-start meetings and developed very good relationships with our Facilities Management team, which meant everyone knew what was happening and could keep others informed. I maintain a stakeholder map to help the project team identify who they need to speak to, and we liaise closely with Security to manage access. We also have a project management board that’s updated weekly or monthly. My role is to make sure Vital has those relationships in place and that communication stays consistent.

You can see the benefits of that planning in practice. On one occasion, there was a fire on an adjacent site, and emergency vehicles needed access through our site. Because emergency routes had already been factored in and protected at the planning stage, everything went smoothly.

VE: So responsiveness is also important?

DB: Absolutely. Some issues need fast resolution, and Vital are very strong in that area. Your project manager shared his mobile number with everyone who needed it and responded quickly whenever issues arose.

Vital are also proactive in branding their site fencing with contact details, which makes it clear how to provide feedback or raise a concern, and those queries are resolved promptly.

VE: University campuses are constantly changing and evolving. What can you do to make sure your heat network keeps up?

DB: We’ve known for five years that we were going to build this new student accommodation, so we planned accordingly. We’ve also got a ten-year plan, which means anything we do now complements that bigger picture and is future proofed. Having a long-term view is essential.

VE: Are here any areas you feel are undervalued, but if you do them right, your project goes more straightforward?

DB: We live in a world of technology, but there’s still no substitute for the personal touch. When Vital has a project, I’ll call, arrange a site meeting, have a coffee, and we go through the drawings together. That kind of open, two-way discussion sets the foundation for a good partnership.

Everyone is flooded with emails these days, so that face-to-face contact at the start makes a real difference.  Also, that’s when you can start helping them to understand your culture.

VE: No two campuses are the same. How much work goes into helping contractors understand yours?

DB: That’s a really important point. Vital has been working with us for 25 years now, so they know the campus well, but that experience has built up over time.

We have “Loughborough standards” and specifications, and most Universities will have variations of their own.  They’re all clearly set out in our ITT documents, which help contractors understand the technical expectations. But you also have to learn the culture of how the university operates.

The project manager on this job came straight from another higher education project, but he quickly realised that methods and procedures which worked elsewhere wouldn’t necessarily work here. He listened, adapted, and came up with the right solutions for our environment.

We also do simple things like sharing the academic calendar, identifying sensitive dates, and connecting contractors with curriculum and facilities management teams. It’s about building a full picture of how the site functions.

VE: So trust becomes a big issue?

DB: Absolutely. I can’t be on site eight hours a day, it’s just not realistic. My job is to communicate what’s needed, set the required standards, and then trust the contractor to deliver. I provide oversight, not micromanagement.

That’s why experience and a strong track record are so important. Good contractors work to the right quality and standards, and we make sure that happens without needing to watch every move.

VE: If you get the invitation to tender right, does that solve many of the technical challenges?

DB: It certainly helps. We don’t use external cost consultants; we estimate project values ourselves and apply to our special projects team for funding.

Our framework contractors have already met the necessary standards, and the ITT documents set out the scope of works, specifications, and procedures. We assess bids on both price and quality.

There’s always a temptation to go for the cheapest option, but that can cost far more in the long term. Especially with district heating systems, it’s important to have the right expertise… you need absolute confidence that your contractor knows what they’re doing.

VE: How would you rate Vital’s approach?

DB: You met every single expectation, and in some cases, you went above and beyond, which was great to see.

VE: You’ve managed your heat network successfully for over 25 years now. What advice would you give to organisations just starting out?

DB: Technically, I’d say build resilience into your design. Our network is designed so we can isolate certain branches and redirect heating through others. That means we can shut down parts of the system while still delivering service elsewhere, which is a big help during reconfiguration works.  You can’t overstate the importance of resilience.

More broadly, build strong relationships with your contractors. There’s real comfort in knowing you’re working with professionals you can trust.

Finally, don’t focus solely on price… aim for value. Budgets are tight, and value for money is essential, but long-term infrastructure has to last. Choosing the cheapest option can cost far more in maintenance, repairs, and operational issues later.

We are delighted that one of the first students to enrol on our Net Zero Apprenticeships programme has won the Technical Apprentice of the Year (Level 3-4) award at CIBSE’s Young Engineer Awards 2022.

Harvey is a 2^nd year Technical Apprentice with Vital Energi and studies at The City of Liverpool College. As part of his apprenticeship, he has been working in various departments ranging from work winning through to commercial and design and he is now moving onto the site-based part of his experience.

Today, the Department for Energy Security and Net Zero has awarded £21m to the South Westminster Area Network (SWAN). This major infrastructure project is set to slash carbon emissions and improve air quality in Westminster.

SWAN, which will drive £1bn investment into the capital by 2050, is progressing, with construction planned to start next year. This investment will drive growth across Westminster and create a wave of high-quality jobs in the local area.

Today, the SWAN Partnership, who are developing the heat network, have provided a first look at the scheme.

SWAN will develop out from two centres, one around the Strand, and one around Millbank and St James’ Park. Buildings in these areas can connect to the heat network from 2028.

To accelerate development of the scheme since they took on the role of developer in September 2024, the SWAN Partnership has engaged over 170 buildings in the Westminster area. Most of these buildings are now working through the process to get planned into and connected to the network.

Several landmark buildings are planning to connect to the heat network, including Somerset House and the London Transport Museum. These buildings have set ambitious plans for decarbonisation which they will put into action. By working together and with the SWAN team, organisations like this are making the heat network a reality, helping to save carbon, improve air quality and drive growth into Westminster.

The intended heat source for the first phase of the network will be natural heat from the River Thames. A water source heat pump would recover energy from the river to generate heat for the network. The heat pump then uses electricity to upgrade the temperature of that heat to around 80^oC. For the buildings in the area, this is a big benefit, because many of their systems already operate at around 80^oC meaning that the swap to low carbon heat is easier.

The team behind SWAN has identified and worked up a number of heat source options which will be brought forward over time to allow the network to expand. This includes looking at other waste heat sources such as heat from the tube and the sewer. Over time the network will expand to serve the whole zone, including, eventually, some homes.

The £21m grant funding announcement by DESNZ will support the development and construction of the heat network, helping make the network more affordable for customers. Funding is provided by the Green Heat Network Fund which is administered by Triple Point Heat Networks Investment Management.

Buildings within or near the area are being encouraged to join the network by emailing [email protected] to request an Indicative Connection Offer.

Heat pumps, window replacements, and extensive fabric upgrades reduce the carbon footprint of Gloucestershire Royal Hospital by over 1,400 tonnes a year, placing then firmly on the map of sustainable healthcare sites.

In their latest decarbonisation project, Gloucestershire Hospitals NHS Foundation Trust partnered with Vital Energi, who designed and delivered a multi-technology energy solution, to not only reduce the hospital’s carbon footprint, but to reduce energy bills and enhance the patient and staff experience too.

As well as installing a 200kW air source heat pump to provide low carbon heat to the hospital, Vital Energi have completed major upgrades to the exterior of the 11-storey Tower Block building at the heart of the hospital estate.

Almost 700 original windows were replaced with modern, triple-glazed units, and the external fabric of all four sides of the Tower Block, from the ground floor up to the 11th floor, has been upgraded.

These upgrades will not only reduce heat loss, resulting in lower energy usage, but will enhance the patient and staff experience through increased natural light, improved ventilation, and reductions in external noise levels. BMS and heating systems have also been upgraded to enhance temperature regulation and overall energy efficiency.

During the works, peregrine falcons were found nesting on the Tower Block building. As the birds of prey are protected by law, and with only 1,750 pairs in Britain, their nests must be treated with great care. After consulting with a peregrine specialist, Vital Energi made and relocated a new habitat for the falcons in the same vicinity of the building but away from all the hustle and bustle of the construction works.

Simon Jones, Regional Manager (North & Scotland) at Vital Energi, said:

“It’s been great to work alongside the Trust on this project, which has delivered real impact, not just in cutting carbon, but in transforming the look and feel of the hospital. The upgraded façade and triple-glazed windows have modernised the Tower Block, making it more energy efficient and visually appealing, while accelerating the Trust’s journey to net zero.

“It’s also sparked real interest among Vital staff, especially around the resident peregrine falcons, which added a unique and unexpected dimension to the project.”

This project received grant funding from PSDS Phase 3a and was delivered through the Carbon and Energy Fund Framework (CEF), which has been specifically created to fund complex energy infrastructure upgrades for public sector organisations.

Vital Energi are implementing a range of low-carbon energy solutions at Gloucestershire Royal Hospital in an £11.2m contract which will reduce Gloucestershire Hospitals NHS Foundation Trust’s carbon footprint by approximately 1,400 tonnes a year and deliver financial savings.

As well as being the most visible part of the hospital site, the 11-storey concrete Tower Block building, which was built in the 1970s, is one of the most visible buildings in Gloucester, dominating the skyline.

Vital Energi are carrying out comprehensive upgrades to the external fabric and windows of all four sides of the Tower Block, from the ground floor up to the 11^th floor, which will significantly reduce heat loss through the building fabric and glazing units, resulting in lower energy usage and reduced carbon emissions.

The Tower Block upgrade works will enhance the patient and staff experience through increased natural light, improved ventilation, and reductions in external noise levels, and the two-toned façade panelling will drastically improve the aesthetics of the building.

The existing windows will be replaced with modern, contemporary tripled glazed windows throughout, and the heating systems will be improved too, which will help to optimise the temperature across the building.

The project also includes the installation of a 200kW air source heat pump, which will provide low carbon heat to the hospital, as well as upgrades to the heating and hot water controls systems which will further reduce energy usage and carbon emissions.

Development Engineering Manager, Rolf Hudson, is playing a key role in the design and delivery of the project.

“We’re really pleased to be working on our second round of PSDS (Public Sector Decarbonisation Scheme) projects with the Trust, assisting their journey to net zero carbon by 2040 under a new long-term energy performance contract. We’ve designed an optimum solution which will significantly reduce the hospital’s carbon emissions and energy bills, as well as providing increased levels of staff and patient comfort,” said Rolf.

“We have an extensive track record of delivering complex infrastructure upgrades within hospital environments, and are working closely with hospital staff to ensure energy services are maintained at all times, and the patient experience is not affected.”

Deborah Lee, Chief Executive of the Trust, said:

“We are absolutely thrilled at securing this additional money. This investment will not only provide significant environmental benefits but will also enhance the aesthetic appearance of the Tower Block and bringing with it all those softer associations such as improved morale, staff recruitment and retention and a better public perception of our hospitals.

“This investment comes on top of an existing capital programme of more than £100m which is enabling us to realise our vision for centres of excellence at our Cheltenham and Gloucester acute hospital sites. We want to provide the very best care possible with patient outcomes as good as anywhere else in the country.”

The project received grant funding from PSDS Phase 3a and will be delivered through the Carbon and Energy Fund Framework (CEF), which has been specifically created to fund complex energy infrastructure upgrades for public sector organisations.

The construction and engineering works are due to commence on site in March 2023.

Read about the first phase of the Trust’s decarbonisation works here.