The London Fire Commissioner is the fire and rescue authority for London

Decision title

2019-20 Sustainable Development Annual Report

Recommendation by Decision Number

Assistant Director, Technical & Commercial LFC-0408-D

Protective marking: NOT PROTECTIVELY MARKED

Publication status: Published in full

Summary Report LFC-0408 presents the Sustainable Development Annual Report, covering the fiscal year 2019-20 for publication. The report:

• summarises the performance of the Brigade on sustainable development related indicators and key initiatives to drive improvement in that performance;

• outlines progress against year 4 of the Authority’s Sustainable Development Strategy 2016-2021; and

• proposes an extension of the existing sustainable development strategy to align with LSP and mayoral terms.

Decision

That the London Fire Commissioner: 1. Notes the content of this report, in particular the performance against targets, and the progress in

delivery of the Sustainable Development Strategy 2016-20 (FEP 2580) as set out at paragraph 9-10;

2. The Sustainable Development Annual Report for 2019/20, as set out in Appendix 1, is approved for publication; and

3. The Sustainable Development strategy 2016-2021 is extended for a further 12 months to the end of March 2022.

Andy Roe London Fire Commissioner Date

Access to Information – Contact Officer Name Steven Adams Telephone 020 8555 1200 Email governance@london-fire.gov.uk

This decision was remotelysigned on Tuesday 03 November 2020

Report title

2019-20 Sustainable Development Annual Report

Report to Date

Corporate Services DB Commissioner’s Board Deputy Mayor’s Fire and Resilience Board London Fire Commissioner

21 July 2020 26 August 2020 8 September 2020

Report by Report number

Assistant Director, Technical & Commercial LFC-0408

Protective marking: NOT PROTECTIVELY MARKED

Publication status: Published in full

Summary This report presents the Sustainable Development Annual Report, covering the fiscal year 2019-20 for publication. This report:

• summarises the performance of the Brigade on sustainable development related indicators and key initiatives to drive improvement in that performance;

• outlines progress against year 4 of the Authority’s Sustainable Development Strategy 2016-2021; and

• proposes an extension of the existing sustainable development strategy to align with LSP and mayoral terms.

Recommended decisions That the London Fire Commissioner: 1. Notes the content of this report, in particular the performance against targets, and the progress in

delivery of the Sustainable Development Strategy 2016-20 (FEP 2580) as set out at paragraph 9-10;

2. The Sustainable Development Annual Report for 2019/20, as set out in Appendix 1, is approved for publication; and

3. The Sustainable Development strategy 2016-2021 is extended for a further 12 months to the end of March 2022.

Background 1. The Sustainable Development Annual Report for 2019-20 as set out in Appendix 1 is structured

around the five strands of the LFB sustainable development framework as set out in the 2016-21 Sustainable Development (SD) strategy (FEP2580) and the 10 objectives of that strategy.

2. It reports and explains performance and provides highlights of the years activities aimed at improving performance, covering new and key initiatives rather than listing business as usual actions and related activities. The sections cover the environmental, economic and social impacts

of the Commissioner associated with sustainability as set our in the framework covering: Prevention, Protection, Response; Health, Safety & Wellbeing; Equalities and Social Inclusion; Environment and Climate Change; and Economic Value.

3. Indicators included in the Appendix 1 report are the corporate indicators that provide a summary overview of performance in line with our SD strategy that are found in the publicly available ‘LFB Performance’ reports. Additional indicators that provide a broader view of relevant performance are those adopted from the Mayor’s London Environment Strategy (LES) as published in May 2018 and the Greater London Authority (GLA) Group Responsible Procurement (RP) policy indicators.

4. The 10 core indicators listed in the Summary of Performance chart on page 6 of Appendix 1 are the headline indicators identified in the SD strategy. Performance is on target for 5 of the indicator, and has moved in the desired direction for 7 of the targets: operational staff sickness increased marginally; Home Fire Safety Visits are down, but remain on target; the diversity of firefighter trainees has improved, but remains off target; and recycling rates have improved 5 per cent but remain below target. Of the core indicators of note in particular is:

a. The significant reduction in fires attended of some 2k. Whilst there is no specific factor that can be identified as the reason for the improvement, there has been a number of programmes such as safe and well visits, increased youth and older persons engagement, communications messaging, the person centred fire risk approach and work with partners in recent years,

b. CO2 emissions reduced a further 2.7 per cent on 1990 levels, which is inline with the first carbon budget 2018-22 set for the LFC by the LES. Further reductions were achieved for buildings, grey fleet and air travel, whilst frontline fleet emissions increased, and onsite renewable energy generation increased. Buildings remain the largest source of emissions proportionally at just under two thirds; whilst the proportion of emissions from frontline fleet continues to creep up at just over one fifth of emissions five years ago, to just over one third of emissions in 2019/20. Grey fleet makes up just over one percent of emissions and air travel remains below one per cent as set out in the chart below.

i) Building energy efficiency works and behaviour change actions continue to deliver the majority of the overall emission reduction achieved of some 722k tonnes of CO2, compensating for the increase in frontline fleet emissions of 202k tonnes. Building works included additional photovoltaic solar panels and combined heat and power units, whilst the energy savers competition delivered energy reductions across the majority of participating stations, with Chelsea savings over 10%. As can be seen from the table above, and in the Environmental Data Summary of Appendix 1, the cost of energy does not directly follow the trend of reducing energy consumption and carbon emissions for this estate. This is a result of the fluctuating prices of the energy market, that can be affected by world events. Whereby efforts to reduce consumption, help to mitigate the impact of price rises as and when they occur.

ii) Frontline fleet emissions of increased 5 per cent, although the increase in emissions is not as substantial as last years rise, it comes despite a reduction in fires attended of almost 10 per cent. It is thought the increase continues to be as a result of the ongoing pumping replacement programme, whereby the new pumping appliances do not regularly achieve the engine temperature required for the catalytic reduction technology of the Euro 6 engines to work effectively (due to the short distances travelled). This technology reduces the emissions of nitrous oxides, which are air pollutants known to be harmful for our health. However when engine temperatures are not achieved the vehicle engines automatically go into overdrive when idling for a period of time to allow for the cleaner burn off of soot to take place, resulting in vehicles engines running longer and burning more diesel.

iii) Following last years spike in emissions, grey fleet mileage decreased by 46 per cent, with reductions across all three car schemes, most significantly for the Essential Car User scheme and the casual car scheme. Although last years mileage was inflated due to taxation changes and processing of backdated claims, this years mileage is the lowest

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recorded against emissions reporting, and is a 28 per cent drop on the next lowest year recorded in 2017/18.

iv) Air travel decreased by 54 per cent, thought to be due to a reduction in travel by the NFCC Central Programme Office, and is the lowest it has been since 2011/12.

v) Onsite renewable energy generation increased to 8.6 per cent. With a further 8 solar photovoltaic (PV) installations completed, and 3 combined heat and power (CHP) units, performance is expected to be closer to the 12 per cent target as set in the London Safety Plan. Performance remains below expectations due to ongoing maintenance challenges. This has been given renewed attention and by the end of quarter four, 10 of the 15 PV installations and 5 of the 24 CHP installations with faults had been resolved.

c. SME spend across tier one and two suppliers increased significantly for another year from 25.1 per cent to 41.3 per cent, exceeding the 33 per cent target. This is primarily the result of a significant increase in capital spend with tier 2 suppliers for vehicle replacements; whilst tier one supplier spend with SMEs dropped by one third. The most significant change in tier one spend was in the low value spend of £10k and under, which doubled in total spend from the previous year, whilst halving the amount that went to SMEs.

d. Recycling rates improved by a over 5 per cent, but remain below the target of 80 per cent as set out in the London Safety Plan 2017 (LSP17) as a result of:

i. The overall tonnage of mixed dry recyclables has decreased, as has the tonnage of general waste to energy, with food waste increasing considerably in recent years. This coincides with improved waste segregation, improved data quality as all collections moved from estimates to on-board vehicle bin weighing, the introduction of a dedicated vehicle to serve most of the LFB sites, a reduction in collections midway through the previous year due to waste reduction, and the introduction of a Dirty Materials Recovery Facility (MRF) that undertakes a second sort to retrieve recyclables.

e. Two of the core indicators included are those reported to the GLA that do not have targets specific to LFB. For both, the indicator values can vary from year to year. Whilst the indicator value does not necessarily reflect good or poor performance, it is considered a more meaningful representation of delivering on policy. For example monitoring of key contracts identified that 100 per cent of all contractors staff working at LFC premises were paid the London Living Wage (LLW) or higher, whilst the indicator reported is that 157 contractors staff were paid the rate of the LLW (Currently £10.75). Contractors staff paid the LLW is down from the previous year due a reduction in staff numbers for some services and for others a pay rise taking the affected posts above the LLW. The number of apprenticeship starts within the Brigade and Contractors have both increased, with the former primarily due to further fire fighter recruits starting.

5. Performance reported for SME spend has changed from figure previously reported to the LFC and included in the ‘LFB Performance report 2019/20’ published on the London Date Store, which was provisional. This is due to performance data for a number of the sustainable development core indicators, relying on data collected from external sources, which is not always supplied within reporting deadlines.

6. A number of performance indicators that align to the LES are monitored by the GLA’s LES delivery team, covering carbon and waste reduction as noted at paragraph 4, and air quality. Air quality is one or the Mayor’s priorities, and performance to date remains on track for the shorter term targets as outlined below, however significant challenges remain in achieving the future targets set out:

a. All vehicles based within the current zone are compliant, and Vehicle replacements continue with the aim of all vehicles being ULEZ compliant by October 2021. A further 86 vehicles or some 63% of all vehicles are now compliant with the Ultra Low Emission Zone emissions standards due to the ongoing vehicle replacements, in readiness for the October 2021 expansion of the zone.

b. 14.3 per cent of all fleet and almost half of all light fleet are now zero emission capable, against the 2030 target for all fleet, and the 2025 target of all light vehicles.

7. A number of additional indicators have been introduced as part of performance monitoring of Responsible Procurement as reported to the GLA Group Collaborative Procurement Board. Those not already identified earlier in this report are:

a) Prompt payment of Small to Medium Enterprises (SMEs) by the LFC with first tier suppliers remains high at 97.2 per cent paid in ten working days, and considerably above the GLA Group target of 90 per cent.

b) The average gender pay gap of key suppliers that are required to report on the UK Government gender pay gap register is -17 per cent. This equates to women earning on average 17 pence less for every £1 earnt by men, ranging from 41 pence less, to 30 pence more, with three of the 19 key suppliers reporting a positive pay differential.

c) Supply chain apprenticeship starts increased to 14 from 5 as further contracts with apprenticeship requirements came into effect and supplier reporting improved.

d) Supply chain compliance with the Modern Slavery Act (2015) is now monitored annually for key suppliers, with all suppliers in scope, compliant when reviewed. This compares to the national average of compliance of 79 per cent.

e) Over 71 per cent of key suppliers manage their environment risks through an ISO 14,001 certified environmental management system, it was not a requirement of contract for any of the remaining 5 suppliers to operate a certified system.

Expected future performance 8. Expectations for future performance against core indicators is set out below for those indicators

that are not the focus of other subject specific more detailed reports. As such indicators covered under Prevention, Protection and Response; Health, Safety and Wellbeing; and Equalities and Social Inclusion are not covered in the paragraphs below.

9. The LFCs Carbon Reduction Strategy approved in October 2019 proposed further property actions and funding requirements from 2020/21 to 2022/23 to reduce building emissions further and achieve the first carbon budget and the 60 per cent reduction by 2025 target. Funding has been allocated accordingly for 2020/21, and work progressed on delivering those actions, including an appointment to the new post of carbon strategy manager. Further proposals will be required to achieve carbon neutrality by 2050 as set out in the LES. More recently the Mayor has agreed with London Councils to include an ambition to accelerate carbon reductions towards

2030 as part of COVID-19 recovery plans, at present this is defined as an ambition, and not a revision of the target. The GLA will be assessing the impact of this ambition on the Group and is looking into options for green finance including the recent UK Government announcement of funds for public sector decarbonisation scheme.

10. Work continues on the improvement of maintenance for renewable energy installations through

the Facilities Management team. With suppliers being closely monitored for improvements in auctioning faults and the increased use of manufacturer service level agreements being explored.

11. The impact of capital spend could result in considerable variance in tier two SME spend over time as major projects such as vehicle replacement come to an end. As such there is the potential that performance may drop below target in future. Staff are working with the Central Responsible Procurement Team for the GLA Group to take forward new actions that have been proposed to improve support for small businesses. This should help to mitigate the impact of any capital spend changes to keep SME spend at levels above target.

12. With the renewed focus on inclusion through our Togetherness Strategy, the Procurement Department will be reviewing its contract management arrangements with key suppliers and developing action plans that pick up on their approach to inclusivity. Good practice in this area is set out in the Mayor’s Good Work Standard, which has been promoted in recent tenders and will also form part of the contract management discussions. Performance in this area will be addressed in future reports.

13. The current recycling target was set under LSP17, based on industry guidance of what was considered achievable for our waste stream. Whilst there are further opportunities to improve segregation of wastes at LFC premises through behaviour change, the impact of COVID-19 on the waste industry and the implications for improving recycling rates are still to be determined. The recent variability of commodity prices for recyclable materials, alongside the reduced demand for collections from business customers is affecting the financial security of waste contractors that primarily provide to the commercial sector, including the LFCs supplier. This is likely to stall further improvement in the recycling rate in the short to medium term. Discussions with our supplier are ongoing.

14. Progress continues against future fleet targets as set by the LES and ULEZ to address air quality and carbon emissions, and whilst it is expected that the earlier targets will be largely met, there are still some areas of challenge:

a. Challenges remain with achieving ULEZ compliance by the end of the sunset period provided to the LFC due to the impacts of COVID-19 on supply chains; and a small number of national vehicles that are not scheduled for replacement until after this date. The LFC’s supplier who is responsible for vehicle procurements is working closely with the supply chain to better understand the scale of delays and limit them wherever possible.

b. Achieving the 2025 target of Zero Emission capable light vehicles is expected to be manageable with existing infrastructure, and the normal replacement cycle, given the progress within the light vehicle market. Achieving the 2030 target of zero emission capable heavy vehicles is expected to be far more challenging. Early indications are that significant additional capital funding will be required for both the vehicle replacement and the additional infrastructure required for heavy vehicles. The pilot of the Zero Emission Pumping Appliance (ZEPA) prototype vehicle aims to provide further clarity on the cost implications of meeting future targets for heavy vehicles. Procurement activity of the ZEPA vehicle is in progress.

c. The potential for the early introduction of electric heavy vehicles into the fleet is being explored through the Command unit replacement project. Early indications are that this will be financially challenging to achieve within approved budgets, with the infrastructure requirements yet to have funds allocated, and initial costs projections are in the £100k’s per site.

Sustainable Development Strategy 2016- 2021 15. The SD strategy has 47 actions, including one carry over from the previous strategy. All actions

were due for completion by the end of 2019-20. A further 8 actions were completed during 2019-20, bringing the total number of completed actions to 44, as set out in summary of deliverables in Appendix 2. Actions completed during 2019-20 include:

a. The Whole Life Costing policy was updated to reflect the aims of achieving BREEAM standards on major property works;

b. Divestment from carbon forms part of the overarching investment policy of the GLA and is incorporated in the London Pension Fund Authority’s investment strategy;

c. Following a review of the potential to use cold cutting technologies to reduce water usage in fires, fog nails and lances will be rolled out as part of the aerial replacement project; and

d. The tactical approach for fighting large industrial fires was reviewed for the potential for more effective early management of fires resulting in reduced water use and has been rolled out through briefings and Breathing Apparatus training.

16. Six were proposed for completion in year 4 of the strategy, of those 5 actions are complete, 3 actions remain outstanding, as outlined in the table below:

Action Department Progress

Incorporate Responsible Procurement into our Contracts Management Database

Technical and Commercial The specification has been provided to IT to progress. This project is not currently a priority, due to COVID-19 and a timeframe for completion is not known at this time.

Environment induction to new recruits and non-operational staff

Technical and Commercial The new Environment Matters induction was rolled out to all staff through Big Learning and on the desktop in September 2019. Work continues with Training & Professional Development to update the existing Health, Safety and Environment induction to incorporate Environment Matters.

Improve environmental awareness through our youth engagement programmes

Fire Safety A number of initiatives have been delivered including an environment focussed life course, Cadets participating in Braidwood forest maintenance annually and plans are in place for a Green cadets unit to be established, currently delayed due to COVID-19 restrictions.

Next Sustainable Development Strategy 17. The SD strategy sets out the work plan of the sustainable development team along with relevant

actions to be undertaken across the organisation to deliver on related policies and targets during a fixed period, with the current SD Strategy running until April 2021. In light on the considerable number of additional plans and strategies developed during 2016-20 at the request of the Mayor, it is proposed to extend the current SD strategy for a further year to align with the next London Safety Plan and the new Mayoral term. Whilst the majority of actions under the strategy are complete, this would have the effect of extending the objectives.

18. A 12 month extension of the SD Strategy was approved in July 2019 (LFC 0046), providing a new expiry date of end of March 2021. The extension was agreed in light on the considerable number of additional plans, strategies or actions therein developed during 2016-20 at the request of the Mayor that continued beyond April 2020. These included:

• the update to the GLA Group Responsible Procurement Policy (FEP 2648 September 2016) and the subsequent Responsible Procurement Implementation Plan 2018-2020 as approved by the GLA Group Collaborative Procurement Board (January 2019);

• the Ultra Low Emission Fleet Plan (LFC 0034 July 18);

• the Carbon Reduction Strategy 2019-25 (LFC 0256 October 2019); and

• the Single Environment Plan 2019-2025 (LFC 0217 July 2019).

19. All of the plans referenced at paragraph 12 fall directly within the remit of the SD strategy as either contributing to the existing objectives or are an explicit action of the strategy, with actions that continue beyond March 2021:

a. The Single Environment Plan, which was an action of the SD Strategy and sets out how the Brigade will support the LES, includes 13 actions, with 39 tasks to be completed between 2019 and 2025, of which 5 tasks have been completed, 22 tasks are on target, and 11 tasks are yet to be started.

b. The Responsible Procurement Implementation Plan primarily included actions up to the end of 2019/20, whilst setting out further priorities for work beyond then and is expected to be revised setting out further ambitions.

20. Extending the SD strategy for a further year to the end of March 2021 aligned it to the timeframe of the next LSP and the new Mayoral term. The timetable to develop each new LSP is scheduled to allow the newly elected Mayor the opportunity to shape the plan prior to its public consultation and approval. The postponement of the Mayoral and London Assembly elections due to COVID -19 has led to a misalignment between the draft timetable and that aim. An extension of LSP17 has subsequently been proposed (LFC 0366) to realign the timetable for the plan with that of the elections. As such, and in light of the existing plans with actions still to be delivered, it would seem prudent to align the timetable of the next SD strategy with the revised timetable proposed for the LSP, to commence in April 2022. This would also provide the opportunity for the next strategy to take into account the expectations of the Mayor with regards to recovery from COVID-19.

21. The Mayor has commenced public consultation on COVID -19 recovery plans, with the London Recovery Board agreeing that it’s priorities would be to:

• reverse the pattern of rising unemployment and lost economic growth caused by the economic scarring of COVID-19

• support our communities, including those most impacted by the virus

• keep young people safe

• narrow social, economic and health inequalities

• deliver a cleaner, greener London

22. Whilst the specific actions to be delivered through recovery are still to be determined, as noted earlier, the Mayor has agreed with London Councils that acceleration of climate change reduction would form part of recovery, with an ambition of accelerating towards carbon zero by 2030. As part of this two new GLA Group committees have been set up to look at energy procurement and energy and environment collaboration and delivery opportunities. Both are in the very early stages of scoping out potential areas of opportunity.

23. Corporate Services Directorate Board requested consideration as to whether the strategy should be extended or reviewed and extended in light of a number of challenges around future targets and ambitions that are outlined in this report. Some of these ambitions are still subject to further clarification from the GLA on how they will impact the LFC, and are expected to be developed further over the current year. As these challenges fall outside of the scope of the current strategy and the timeframes are not aligned, it is considered more appropriate to address the challenges through the development of a future strategy, rather than review the current strategy.

Staff Travel Survey 24. Travel related actions are addressed under the Single Environment Action Plan, with performance

monitored via travel survey results. It was intended that the next staff survey would be

undertaken in June of 2020, providing a 3 year gap from the last monitoring period. As a result of the COVID-19 lockdown a staff survey was not issued, as the data is unlikely to be representative of what ‘normal’ travel arrangements staff would make for commuting or business travel and would therefore not provide comparable performance data. The next staff survey is now planned for summer of 2021.

Finance comments 25. The Chief Finance Officer has reviewed this report and has no comments.

Workforce comments 26. This report provides a performance update only, therefore staff side consultation has not been

carried out.

Legal comments 27. The report presents the London Fire Brigades annual performance against a number of indicators

set out in the Sustainable Development Strategy 2016-2021 (‘the Strategy’), ahead of the publication of this years Annual Report 2019/2020, at Appendix 1, in line with the Brigades Publication Scheme.

28. The Strategy ensures sustainability runs throughout a number of the Brigades activities and is a commitment to continuous improvement. The report also confirms many of the objectives are consistent with social, economic and environmental targets set out in other policies and strategies, including and not limited to the GLA Group Responsible Procurement Policy and the Mayor’s London Environment Strategy.

29. The recommendations are within the London Fire Commissioner’s general powers. Section 5A of the Fire and Rescue Services Act 2004 (‘the Act’) enables the London Fire Commissioner to do anything it considers appropriate for the purpose of carrying out of any of its functions, or anything it considers appropriate for purposes incidental to its functional purpose. Measuring improvements in sustainability also ensures that the London Fire Brigade will exercise its functions efficiently and effectively.

Sustainability implications 30. This report sets out the performance against key LFC indicators for sustainable development, the

majority of which are on target or travelling in the right direction. It also sets out performance against the actions of the sustainable development strategy, of which the majority of actions have now been completed within the existing term of the strategy.

Equalities implications The London Fire Commissioner and decision takers are required to have due regard to the Public Sector Equality Duty (s149 of the Equality Act 2010) when exercising our functions and taking decisions.

It is important to note that consideration of the Public Sector Equality Duty is not a one-off task. The duty must be fulfilled before taking a decision, at the time of taking a decision, and after the decision has been taken.

The protected characteristics are: Age, Disability, Gender reassignment, Pregnancy and maternity, Marriage and civil partnership (but only in respect of the requirements to have due regard to the need to eliminate discrimination), Race (ethnic or national origins, colour or nationality), Religion or belief (including lack of belief), Sex, and Sexual orientation.

The Public Sector Equality Duty requires us, in the exercise of all LFC functions (i.e. everything the LFC does), to have due regard to the need to:

(a) Eliminate discrimination, harassment and victimisation and other prohibited conduct.

(b) Advance equality of opportunity between people who share a relevant protected

characteristic and persons who do not share it.

(c) Foster good relations between people who share a relevant protected characteristic and

persons who do not share it.

Having due regard to the need to advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it involves having due regard, in particular, to the need to:

(a) remove or minimise disadvantages suffered by persons who share a relevant protected characteristic where those disadvantages are connected to that characteristic;

(b) take steps to meet the needs of persons who share a relevant protected characteristic that are different from the needs of persons who do not share it;

(c) encourage persons who share a relevant protected characteristic to participate in public

life or in any other activity in which participation by such persons is disproportionately low.

The steps involved in meeting the needs of disabled persons that are different from the needs of persons who are not disabled include, in particular, steps to take account of disabled persons' disabilities.

Having due regard to the need to foster good relations between persons who share a relevant protected characteristic and persons who do not share it involves having due regard, in particular, to the need to—

(a) tackle prejudice, and

(b) promote understanding.

An Equality Impact Assessment (EIA) was undertaken on 09/07/2020 in consideration of the extension of the SD strategy. The impact assessment identified the extension would have a neutral impact for equalities.

List of Appendices

Appendix Title Protective Marking

1. 2.

Sustainable Development Annual Report 2019-20 Sustainable Development Strategy 2016-21 Summary of Deliverables

Not protected Not protected

Sustainable Development

Annual Report 2019/20

Page 3 of 16

Contents

Introduction by the London Fire Commissioner .................................................................. 4

1 Introduction ....................................................................................................... 5

Policies and Plans ...................................................................................................................... 5

Key Achievements for 2019/20 .................................................................................................. 5

Our Performance ...................................................................................................................... 5

2 Prevention, Protection, Response ............................................................................ 7

Key Initiatives ........................................................................................................................... 7

3 Health, Safety & Wellbeing .................................................................................... 8

Key Initiatives ........................................................................................................................... 8

4 Equalities and Inclusion ......................................................................................... 9

Key Initiatives ........................................................................................................................... 9

5 Climate change and environment .......................................................................... 10

Key Initiatives .......................................................................................................................... 10

6 Economic Value ................................................................................................. 11

Key Initiatives .......................................................................................................................... 11

7 Ensuring that sustainability runs through all our activities ........................................... 12

Key Initiatives .......................................................................................................................... 12

Appendix A: Environmental Data Summary ..................................................................... 13

Appendix B: Sustainability Legislation Changes ................................................................ 16

Page 4 of 16

Introduction by the London Fire Commissioner

TBC Andy Roe London Fire Commissioner

Page 5 of 16

1 Introduction

The London Fire Brigade (LFB) is run by the London Fire Commissioner. We are one of the largest firefighting and rescue organisations in the world, employing some 5770 people. We know that our continued prevention work such as carrying out Home Fire Safety Visits (HFSVs) help to reduced the number of fires across London. This year we attended our one millionth visit, meaning that approximately one quarter of the City’s population have been visited. The advice and installation of smoke alarms provided by the Brigade saves lives and reduces the devastating impact fires can have on communities. Aside from fatalities, injuries and other health impacts, fires can also result in financial loss, pollution, and loss of resources impacting Londoners.

Policies and Plans

The London Safety Plan 2017 sets out our plans for 2017-2021 to deliver against our corporate strategic aims: prevention and protection; response and resilience; and people and resources, which are supported by the underlying principles of inclusion, safety, sustainability, accountability and collaboration. Our Sustainable Development Strategy 2016-20, (extended to 2021), sets out how we intend to deliver on that principle and lead the way on sustainable development within the UK fire and rescue service.

The LFB’s core sustainability policy covers: sustainable development; environmental, social and economic pillars; and Responsible Procurement, covering social, economic and environmental issues, including ethical sourcing and whole life costing. We also have an overarching environment policy along with procedures covering the specific areas of energy conservation, waste management, pollution prevention and gardens. The Mayor’s London Environment Strategy has set out the key actions to deliver through to 2050, which is supported by a more specific short term single environment plan for the LFB.

Key Achievements for 2019/20

▪ We completed our one millionth Home Fire Safety Visit, helping to keep Londoners safe and the number of Fires attended reduced by 10 per cent on 2018/19.

▪ Our latest intake of women as trainee fire fighters doubled from last year to 16.7 per cent.

▪ 68 per cent of our fleet are ready for Ultra Low Emission Zone extension and 95 per cent of our fire stations have electric vehicle charging points, supporting

our move to fleet electrification.

▪ CO2 reduction is down 52.9per cent from 1990, and on track for our first carbon budget and a reduction of 60 per

cent by 2025.

▪ Our recycling rate has increased by 5 per cent to 67.8 per cent.

▪ Our second tier Small to Medium Enterprise spend increased, taking combined spend to 40.9 per cent

Our Performance

This report highlights performance against the objectives of our Sustainable Development Strategy and our sustainable development framework. More detailed performance data on Inclusion; Fire Safety; and Health Safety & Wellbeing, as well as previous years and at borough and ward level is available through the London Date Store.

Our sustainability performance is summarised by 10 indicators on page 6. We are on target for 5 of the 8 core indicators that have targets.

The figures provided in the performance summary chart and the body of this report for sickness, safety and fires are annual performance compared to our 5 year direction of travel (,, ) which we consider, to be

more appropriate measures to show trends in performance, the remainder are annual trends.

Page 6 of 16

Page 7 of 16

2 Prevention, Protection, Response

Our Objectives

1. Improve the safety and security of Londoners through our prevention and protection activities

*10 year average

# 5 year average

Our Performance

✓ Time spent on community safety work by station staff: 11.4%

✓ Home Fire Safety Visits (HFSVs): 77,087

✓ All fires attended: 17,751

✓ All fire deaths*: 49

✓ Injuries from fire#: 897

We know home fire safety visits and fitting smoke alarms save lives and reduces the number of fires and their devastating impacts on the community, and despite a drop off in time spent on community safety work, it remains above target. The Brigade continues to work with partners to raise awareness, identify high risk persons and provide a referral pathways for our prevention activity, with fires in the home falling by 8 per cent over the last five years. Fire related fatalities and injuries, continue to be influenced by the significance of the Grenfell Tower fire as they are averaged over multiple years.

Key Initiatives

▪ The Waltham Forest cycle team was launched in response to the Wanstead Flats wildfires, providing a

visual presence, increased community engagement, fire safety advice and prevention work.

▪ After years of Brigade campaigns to lower the threshold for sprinklers in flats from 30 m, the

Government held a public consultation to reduce it to 18 m, the Brigade continues to press for 11 m.

▪ Erith, Bexley and Sidcup fire stations worked with Bexley council to deliver over 50 HFSVs and fit arson

reduction letterboxes to domestic abuse survivors, protecting them from the use of fire as a weapon.

▪ Our Juvenile Firesetters Intervention Scheme (JFIS) provided 1:1 tailored interventions to 154

children/young people and ran a pilot with Feltham Young Offenders Institute (18 to 21yrs), completing

706 visits by caseworkers and multi agency meetings to support the child and family.

▪ Over 300 volunteers supported the Brigade’s 18 Fire Cadet Units, offering young people the

opportunity to gain a BTEC qualification , develop teamwork skills and build confidence. At present we

have 256 Cadets and 67 Officers, giving us a total of 323 young people currently attached to the

Brigade.

▪ We reached 59,000 young people through school visits and 151,000 through youth engagement

programs Junior Citizens and Crossfire in partnership with the Metropolitan Police and London

Ambulance Service. These programs help young people to appreciate the dangers and consequences

of playing with fire, and the importance of keeping the Brigade’s crews available for real emergencies.

▪ We are now the go to commentator on product recalls thanks to our Total Recalls campaign and

ongoing promotion of the Whirlpool recall of over 500,000 washing machines, affecting 1 in every 60

homes.

One million home fire safety visits

We passed a tremendous milestone in the summer, completing our one millionth home fire safety visit (HFSV) in London, this means that over a quarter of the City’s population have received free advice and been helped to make their homes safer. The achievement makes the Brigade the first fire and rescue service in the country to give fire safety advice

to one million homes and some two million residents.

Page 8 of 16

3 Health, Safety & Wellbeing

Our Objectives

2. Protect and promote the health safety and wellbeing of our staff

Our Performance

✓ RIDDOR events: 56

✓ Vehicle Events: 434

Our staff are placed in stressful situations, posing risks to their physical and mental health. Health, safety and

wellbeing are very important for us, to maintain a productive workforce that can provide a quality service.

▪ Stress, anxiety and depression (SAD) remains the main reason for sickness amongst all staff.

▪ Whilst the majority of illness associated with the Grenfell Tower response has been resolved, a number of employees continue to experience intermittent related sickness absence.

Key Initiatives

▪ Vehicle events dropped 12 per cent as a majority of drivers completed the Emergency Response Driving Revalidation course, reassessing driver skills and providing instruction in preventing accidental vehicle damage.

▪ Improved forced entry equipment and training materials were developed as forcing entry to premises at incidents was identified as leading to a significant number of more serious staff injuries. Injuries reportable to the Health and Safety Executive (RIDDOR) have reduced by 40 per cent over 5 years.

▪ To reduce the exposure of fire fighters to contaminants, the Salvation Army Canteen van that provides refreshments at larger incidents is now equipped with hand washing facilities.

▪ The Counselling and Trauma Service (CTS) are now part of the welcome day for new Firefighters, to ensure they are aware of, understand, and know what the service offers and how to access it. Additionally, mental health and wellbeing feature prominently in the Brigade’s new Wellbeing Strategy.

▪ Our United MINDs support group held its first World Mental Health Day event for over 130 members of staff from across the Brigade and partner organisations. The key theme was 'Making the Invisible Visible' by creating a space to normalise mental health conversations, discuss tackling the stigma and signposting staff to key resources and support available to help them, including our CTS.

▪ Marking World Menopause Day, our Menopause Action Group held an event to raise awareness of the impact of menopause in the workplace, and how to better support colleagues dealing with the symptoms.

Prioritising Mental Health and Wellbeing

LFB ran its first 2 day Mental Health First Aid Training course, delivered by Mental Health First Aid England, in March 2020 for 16 members of staff. There have been over 120 expressions of interest in becoming an MHFA. 60 people are awaiting training that will recommence once the Coronavirus outbreak reaches a point where face to face training activities are permitted.

Page 9 of 16

4 Equalities and Inclusion

Our Objectives

3. Developing a diverse and inclusive workforce, supported by a diverse and inclusive supply chain, serving diverse communities

Our Performance

✓ SME Invoices paid in 10 days: 97.2%

✓ Spend with SMEs: 41.3%

London is one of the most diverse cities in the world and we want our workforce as well as our suppliers to reflect this, with staff and suppliers from all backgrounds, regardless of race, gender, disability, sexual

orientation, faith or religion and age.

▪ The latest recruitment drive attracted

significantly more applications from under-

represented groups than previously. With 40

per cent of applicants of Black, Asian and

minority ethnic groups, 29 per cent women

and 7.4 per cent LGBTQ+. Of the 565

applicants assessed, 275 were successful,

including 103 (60 per cent) women, 96 (42

per cent) Black, Asian and minority ethnic

groups applicants, and 53 (67 per cent)

LGBTQ+ applicants, and 8 (35 per cent) disabled applicants.

▪ Our median gender pay gap narrowed to -2.84 per cent from the previous report of -4.62 per cent.

▪ Spend with SMEs increased significantly due to second tier SME spend on vehicle replacements.

Key Initiatives

▪ Newly appointed firefighters from underrepresented groups are now supported by being placed into

inclusive stations, giving them the best chance to succeed in their careers.

▪ Partnering with IntoUniversity we supported 35 young people from disadvantaged backgrounds with

Blue Light Experience, allowing them to see first-hand the opportunities available across the Brigade.

▪ 5 of our professional women joined the Mayoral initiative ‘Our Time: Supporting Future Leaders’,

pairing them with senior managers for a year to tackle gender inequality by improving access to

professional networks and opportunities to progress into leadership positions.

▪ We supported the 2019 Rip up the Dress Code campaign during Black History Month, to dispel the

notion that black hair, in certain styles, is not professional, to support dress codes to be more inclusive

of afro hair at all levels of business and education.

The book ‘My Mummy is a

Firefighter’ was launched at Soho Fire

Station, as part of the ongoing campaign

to promote women in the fire service.

London Pride: Staff from across the

organisation marched alongside our

rainbow #SaferTogether appliance in

London’s pride march, continuing the.

celebrations with an open day for the

public at Soho Fire Station.

Page 10 of 16

5 Climate change and environment

Our Objectives

4. Reduce our CO2 emissions by 60 per cent from 1990 levels by 2025

5. Ensure that we have the capacity to respond to the challenges posed by climate change

6. Protect the environment from harm through emergency response and delivery of our service

Our Performance

✓ CO2 Reduction 52.9%

Onsite Renewable energy 8.6%

▪ Water Consumption 165,872m3

Recycling rate 67.8%

✓ Zero Emission Capable Fleet 14.3%

Climate change affects the number and size of weather related incidents the LFB attends, and they can vary considerably from year to year. Flooding incidents were up 8 per cent on the previous year to 507. Firefighters dealt with 160 incidents in a 12 hour period in February 2020 due to storm Ciara, including damage to the gantry at Victoria Station, with nearly double the average number of calls to the Brigade’s 999 control centre from this one event. Whilst grass fires decreased by almost a half to 2,264, following last years spike after the 2018 heatwave, and a Brigade’s awareness campaign to educate the public on the dangers of grass fires.

Key Initiatives

▪ New flood response assets, including inflatable rescue boats, were used in training on the Thames, demonstrating the new capability to a

group of our national tactical advisers.

▪ 86 fleet vehicles were replaced, ready for the

ULEZ expansion, achieving 63 per cent

compliance, with 9 zero emission capable.

▪ Inspecting Officers were provided with a refresher on the importance of environmental protection for

businesses adjacent to Sites of Special Scientific Interest.

▪ 24 electric vehicle charge points were installed, to support fleet vehicles and encourage staff to choose

cleaner vehicles, achieving 95 per cent coverage of fire stations, with 226 points across 102 sites.

▪ Solar Photovoltaics were installed at 8 fire stations and

Combined Heat and Power units at 3, increasing onsite

renewable energy generation.

▪ Cadets and Instructors from Havering & Dagenham planted

new trees at Braidwood Forest, improving biodiversity with

Dogwood, Silver Birch, Hawthorn and Wildcherry.

Environmental Management System (EMS) Two stations dropped from an excellent to good degree of control, all remain at minimum acceptable or better. Minor findings related to a lack of spill kit, and hazardous waste storage. Two Department audits were postponed due to Covid -19.

Degree of Control Stations* Depts.*

High 5 Excellent 3 2

4 Good 7 2

3 Minimum Acceptable 2 0

2 Poor 0 0

Low 1 Unacceptable 0 0

Further environment and climate data is detailed in Appendix A, and relevant environmental regulatory changes and our response are detailed in Appendix B

EMS Certificate No. 611954

Page 11 of 16

6 Economic Value

Our Objectives

7. Support skills and employment for Londoners through the provision of apprenticeship opportunities

8. Support businesses in understanding the economic impact and risks of fire and encourage businesses to undertake contingency planning

9. Continually improve the social value obtained from the public money we spend

Our Performance

▪ 275 LFB apprenticeships

▪ 14 through contracts

▪ 3 Job starts through contracts

▪ 157 Contractors staff paid the London

Living Wage

✓ Mayor’s financial savings target: £3.4m

Economic value encompasses more than just balancing budgets, it’s about ensuring that we obtain best value for the public funds we spend in providing our service to the public. That means striving to provide more for Londoners through the things we buy and who we buy them from, ensuring that that our staff and our contractors staff a treated fairly, ethically and are afforded opportunities to prosper, in particular supporting the more vulnerable members of our community. It also means supporting the businesses we engage with

through Fire Safety to improvement their approach to risk management to help them prosper for longer.

Key Initiatives

▪ A further 275 trainees started on the Firefighter apprenticeship scheme.

▪ We continue to require all our contractors to pay their staff working on our premises the London Living

Wage or higher, meeting the Living Wage Employer terms as a Living Wage Employer.

▪ Monitoring supply chain compliance with the Modern Slavery Act (2015), shows all key suppliers are

compliant, compared to the national average of 79 per cent.

▪ As affiliates of Electronics Watch, we included terms and conditions in our Hardware Maintenance

contract, allowing them to monitor our suppliers to improve compliance with labour rights and safety

standards in the electronics sector.

▪ Supporting a STEM (Science, Technology, Engineering and Maths) careers event at Sandhurst Military

Academy, we promoted STEM related roles in the fire service such as fire safety, Urban Search and

Rescue, fire engineering and drone teams.

▪ Firefighter charity donations far exceeded previous years with a £51.9k contribution from EAKO as a

result of sales of their products made from our redundant fire hose, and £12k from LMB resulting from

55 tonnes of clothing donated through textile recycling bins based at fire stations.

Page 12 of 16

7 Ensuring that sustainability runs through all our activities

Our Objectives

10. Support our staff to ensure that sustainability runs through all our activities

Our Performance

▪ A level projects1 completing SDIAs: 79%

▪ Policies completing SDIAs2: 99%

▪ Green Champions: 356

Our Sustainable Development Impact Assessment (SDIA) process provides assurance that the LFB is meeting its legal obligations, and complying with LFB and Mayoral targets, policies and strategies to reduce environmental impact and deliver more sustainable outcomes. This forms part of the controls of our certified EMS. The levels of SDIA compliance has increased for policies and has increased by 9 per cent, this is a result

of increased communications between the Sustainable Development team and Project Managers.

Key Initiatives

▪ 66 stations from 8 UK Fire Services participated in the third Energy

Savers competition. Three LFB stations placed in the top 20, led by

Chelsea for London with an overall energy saving of 26.4 per cent.

▪ Our Headquarters café introduced further measures to reduce single use

packaging: ‘Disposable Cup free Wednesdays’, cut out 200 cups a day;

event catering introduced recyclable sandwich platters; single use

sachets were removed; and small events use glasses and crockery rather

than disposables.

▪ 26 staff collected 15 bags of waste from a Thames beach with our waste

contractor, raising awareness, and reducing plastic pollution by collecting

small and microplastics that endanger aquatic and birdlife.

▪ 294 staff were helped to start or continue cycling to work through Ride to Work, a 3 fold increase.

▪ Gardens at 80 of our Fire Station’s offer firefighters a place to unwind, supporting their wellbeing, local

air quality, zero miles food and pollinators, 12 competed in ‘Brigade

in Bloom’, with Norbury, Tooting (pictured) and Acton winning.

▪ Our Green Champion of the year salvaged 75 fire escape hood

replacements, buckles, pouches, designed improved stowage to

avoid damage, minimise costs and preserve stocks of vital

equipment; and co-ordinated the salvage of old boots, storage

boxes and end of life hose reels, giving these materials a second life.

1 Strategic projects with an A level governance 2 Sustainable Development Impact Assessment

Environment Matters online induction

In collaboration with Avon & Somerset Fire Service, and endorsed by the Environment Agency, Fire Brigades Union and National Fire Chiefs Council, we developed the online Environment Matters guidance tool for the fire service, available to other fire services to adopt. Highlighting key environmental issues to new and existing

operational and non-operational staff, and completed by 772 staff since its launch.

Page 13 of 16

Appendix A: Environmental Data Summary

Buildings Resource Use Data 2015/16 2016/17 2017/18 2018/19 2019/20

Actual cost of energy (£m) 1.9 1.3 2.1 2.3 1.8

Total energy consumption (GWh) 34.9 38.2 38.0 36.8 35.7i

Total floor area (m2) 185,565 181,652 177,363 177,363 143,852ii

Total energy intensity (kWh/m2) 188.3 210.5 214.2 217.4 248.2

Electricity (GWh) 9.2 13.0 12.2 13.3 11.8

Gas (GWh) 22.9 25.2 25.8 23.5 23.9

Water Consumption (m3) 94,849 94,277 127,995 99,967 165,872iii

CO2 (t) 9,802 10,165 9,927 8,083 7,359

Onsite renewable energy % 6.9 7.2 8.2 7.3 8.6

Onsite renewable energy kWp 731.9 757.1 847.7 847.7

CO2 reduction from buildings from 1990 %iv

-45.6 -43.7 -45.6 -55.0 -59.1%

Building Energy Ratings 2015/16 2016/17 2017/18 2018/19 2019/20

A 2 1 1 1 1

B 9 13 16 9 12

C 56 54 60 61 56

D 27 31 25 28 26

E 9 7 5 7 7

F 3 3 1 1 2

G 1 1 1 2 0

Not rated 0 2 0 1 0

Fleet Data 2015/16 2016/17 2017/18 2018/19 2019/20

Total No. LFEPA vehicles 508 467 433 433 463

Diesel fuel frontline fleet (Mlitres) 1,158 1,563 1,165 1,448 1249.2

Petrol fuel frontline fleet (Mlitres - - 10.5 25.7 23.0

% non road vehicles 1.6 3.9 1.9 1.8 2.2

% Pre-Euro to Euro IIv 4.5 0.9 0.9 0.9 0.9

% Euro III 66.0 61.2 49.6 39.9 25.7

% Euro IV 22.4 9.2 9.5 8.2 6.7

% Euro V 5.5 9.0 9.7 8.2 3.2

% Euro VI 3.6 15.2 28.4 47.1

% Zero Emission Capable 12.2 13.2 13.4 14.3

Frontline fleet CO2 Emissions (t) 2,985 4,071 3,162vi 3,804 4,006

Fleet Cars EV charging CO2 (t) 14.0 15.1 11.5 11.0

Grey fleet miles 617,963 688,459 602,704 813,721 450,694

Grey fleet CO2 emissions (t) 183.6 203.6 175.3 234.5 126.5

Air Travel 2015/16 2016/17 2017/18 2018/19 2019/20

Miles Travelled 329,169 839,669 501,898 288,403 167,541

CO2 from Air Travel (t) 86 112 94 53.5 45.8vii

Total CO2 2015/16 2016/17 2017/18 2018/19 2019/20

Total CO2 (t))viii 13,057 14,566 13,359 12,175 11,412.6

Total CO2 reduction from 1990 % -46.7 -40.5 -45.4 -50.3 -52.9

Page 14 of 16

Waste & Recycling 2015/16 2016/17 2017/18 2018/19 2019/20

Mixed recycling (t) 671.6 422.1 408.5 326.6 298.9

Food waste recycled (t) 12.00 80.0 95.5 230.9 268.4

Waste to energy (t) 16.30 424.0 414.2 342 270.0

Waste to landfill (t) ix 2.99 2.8 0 0 0

Batteries recycled (t) 2.6 2.0 0.97 1.9 0x

Textiles recycled (t) 1.20 1.98 1.62 2.7 1.28

Mobile phones recycled (volume) 925 0 0 0 TBCxi

Toner cartridges (volume) 1775 995 0 0 2277xii

Hose recycled (t) 3.6 5.9 6.0 2.7 5.0

Fire Fighter Charity Donations (£k) 21.6 22 4.1xiii 26.9 51.9

Recycling rate (%)xiv 95.6 54.1 54.9 62.4 67.8

Total Waste produced (tonnes)xv 722.3 929.0 926.8 899.4 837.3

Environmental Incidents 2015/16 2016/17 2017/18 2018/19 2019/20

Suspected Hazmat incidents 5101 5409 5659 5750 5395

HMEPO incident attendance 596 526 573 837 990

Weather related flooding 466 832 402 469 507

Grass fires 3589 3480 3284 4290 2264

Significant Spills at our premises 0 0 0 0 1xvi

Near misses recorded at our premisesxvii

0 2 1 0 1

Compliments and Complaintsxviii 2015/16 2016/17 2017/18 2018/19 2019/20

Corporate Compliments 0 0 0 0 0

Corporate Complaints 0 0 0 0 1xix

i Approximately one third of the gas consumption data from Barnet fire station is missing for January and February 2020.

ii Floor space decreased due to the sales of the former sites of Southwark Training Centre in 2018 and Mitcham fire station in 2019/20.

iii Meter readings have been carried out by the current supplier to adjust previous years estimates provided by the previous supplier, whom read meters biannually. Water usage may have increased due to COVID-19 and additional cleaning and washing.

iv CO2 emissions are reported as absolute figures, when weather has a significant impact, weather corrected figures are also reported.

v Figures are based on engine standard on registration only and do not reflect any modifications.

vi Corrected to include electric vehicle charging emissions

vii Reduction in air miles travelled is primarily as a result of further travel reductions by the NFCC team, who work on behalf of the UK Fire and Rescue Service.

viii We report direct and indirect emissions from our buildings, fleet and air travel in line with the Greenhouse Gas Protocol (GGP) and the Mayor’s London Environment Strategy.

ix Waste and recycling for our Control centre was managed under a separate contract to our other sites prior to 2017/18.

x Battery collection unable to occur due to COVID-19.

xi Phones collected in previous years were stored for recycling under the next phone replacement. Recycling data is temporarily unavailable due to COVID-19.

xii Used toner cartridges were stored for recycling due to low volumes prior to 2019/20.

xiii EAKO undertook business investment to provide a more sustainable long term footing including additional employees, reducing profits and therefore donations in 2017/18 for hose recycling.

xiv Our recycling rate refers to tonnes recycled through our waste and recycling contract, excluding hazardous waste. Our contractor operated a dirty Material Recovery Facility prior to 16/17, significantly increasing materials recycled, this approach was re-established in late 2018/19 under a new supplier.

xv Total waste produced includes all materials disposed of through our waste and recycling contract.

Page 15 of 16

xvi During a vehicle equipment test, 90L of foam concentrate spilled onto the station yard due to a suspected blockage. Spill kit was used and the amount of foam entering the drain was limited to around 2L.

xvii A near miss recorded on our premises is were a minor spill occurred and was contained

xviii Specific to the environment theme.

xix Complaint from a member of the public regarding sand used to absorb a fuel leak in the road, not been cleaned up, that subsequently soiled their vehicle.

Page 16 of 16

Appendix B: Sustainability Legislation Changes

Below are details of the changes to legislation for 2019/20 with relevance to sustainable development and the LFB.

Legislation Action taken

135 updates to environmental legislation and compliance were reviewed and assessed. There were no changes to LFB legal duties, with the majority of changes specific to the European Union exit regulations.

Nil required

Appendix 2: Sustainable Development Strategy 2016-20 Summary of Deliverables

Objective Final Status Action Comments

Prevention, Protection, Response

Improve the safety and security of Londoners through our prevention and protection activities

Actions to address this objective are identified and defined in our corporate plan – The London Safety Plan

Health, safety and wellbeing

Protect and promote the health, safety and well being of our staff

Completed Make improvements to our systems and training for accident investigation

A new accident reporting solution, went in October 2018, with a comprehensive electronic user guide available and a series of familiarisation workshops held for staff.

Completed Review and improve our approach to hygiene during and post incidents

The new series 3 pumping appliances include hand hygiene units in the design, replacing the use of wet wipes on the previous series 2 appliances.

Completed Obtain the ‘achievement’ level of the London Healthy Workplace Charter status

LFB was presented with the Achievement level award in November 2016, and gained the Excellence accreditation in May 2017.

Equalities and Social inclusion

Developing a diverse and inclusive

workforce, supported by a diverse

and inclusive supply chain,

serving diverse communities

Completed To develop a 10 year equality and diversity strategy The Authority's 10 year inclusion strategy was adopted on 30 June 2016. A revision to the strategy was adopted in June 2020.

Completed Improve the diversity of fire fighter applicants through our 2016 recruitment round by continuing to require London based applicants

The 2016/17 recruitment round February required all applicants to have had a permanent London address for at least 12 months. More recently the requirement was dropped due to insufficient applications being received to meet recruitment needs.

Environment and climate Change

Protect the environment from harm through emergency response and how we deliver our service

Completed Update our ISO 14,001 certified EMS to the 2015 Standard

ISO 14,001 certification was achieved to the 2015 Standard in October 2017.

Completed

Develop a single environment action plan in support of the Mayor of London’s upcoming single Environment Strategy addressing our risks and impacts related to climate change mitigation and adaption, travel, air quality, waste minimisation (including the circular economy), biodiversity, and water

The Single Environment Plan was approved in August 2019, providing one plan to cover all relevant areas of environmental risk, impact and targets, and addressing the aims of the Mayor’s London Environment Strategy.

Increase our use of electronic means of communicating and recording information by:

Completed Assessing the requirement for paper copies of newsletters following the outcome of the internal communications survey

The internal communications survey identified 74% of staff wanted paper copies to be reduced or stopped. Paper copies of Shout and Operational News were reduced by 30% in July 2017.

Completed Recording station log book information electronically

Following a trial at Croydon fire station, paper log books were removed in July 2018, and electronic systems are now in use.

Completed Recording fleet vehicle and equipment checks electronically

Electronic test cards were piloted in 2017 to improve the accountability and efficiency of reporting the checks, providing a safer system of working. Phase 1 roll out was completed in 2018 successfully for the testing of 30 items using an electronic test card. This now moves into business as usual with the roll out of further electronic test cards for equipment implemented as equipment is replaced.

Completed Focussing on using digital tools for public consultations and engagement

Digital tools were used for consultation on the draft London Safety Plan and this is now our standard approach for consultation.

Completed Investigate options to reduce distances staff travel through standbys

The standby policy was amended to increase direct standbys, reducing ‘on shift’ standbys from a base station to another. Staff can now volunteer to undertake a direct standby to a station that is 7.5 - 12 miles (tier 2) or over 12 miles (tier 3) from home.

Completed

Investigate the potential to reduce water consumption through fire fighting without compromising response efficiency or safety, through a range of activities including firefighting tactics, equipment and further developing our approach to the use of controlled burn

The tactical approach for fighting large industrial fires was reviewed for the potential for more effective early management of fires resulting in reduced water use and has been rolled out through briefings and Breathing Apparatus training.

Completed To investigate the potential use of cold cutting technology to use less water to extinguish and control fires

Following a review of the potential to use cold cutting technologies to reduce water usage in fires, fog nails and lances will be rolled out as part of the aerial replacement project.

Completed

Develop a programme to encourage our staff to be more water efficient at work and at home.

Guidance tool for Green Champions developed that cover water saving advice, to be rolled out for February/March launch. Water saving has now been included within the Environment Matters Guidance Tool.

Reduce our CO2 emissions by 45% from 1990 levels by 2020

Completed Replace all fleet cars with electric/hybrid Fleet cars were replaced with 52 range extended electric vehicles and 5 Plugin in hybrid electric vehicles in 2016.

Completed

Pilot provision of improved user control of heating, allowing on/off control within temperature limits set in Policy 746 to reduce emissions

A station heating switch off control was installed in late 2017 at Richmond fire station. Watches were visited to support its use and monitoring reports demonstrated significant reductions in gas consumption of 18.2%.

Completed Replace all petrol generator powered equipment with rechargeable battery operated equipment on frontline vehicles

Battery operated equipment was rolled out to replace petrol powered equipment on all frontline appliances in 2018/19.

Completed Achieve 43% electricity, 16% gas and 19% water reductions at 21stations through (REFIT) upgrades

REFIT upgrades was completed at a further 21 fire stations including measures such as LED lighting (20), insulation, Photovoltaics (6) and a Combined Heat and Power (1) and Voltage Optimisation (6).

Completed Identify incentives to encourage staff to adopt low emission vehicles

The tariff for staff to use charge points was revised to a fairer consumption based tariff. An additional 62 charge points were installed, increasing coverage to 95% of premises. Car schemes emission standards were revised to reflect market availability and vehicle air quality ratings to support lower emission vehicles.

Completed Investigate options for a low emission frontline vehicle

The Ultra Low Emission Fleet Plan was developed in April 2018, followed by the Ultra Low Emission Fleet Programme and Zero Emission Pumping Appliance (ZEPA) project, which were established in 2018.

Completed Consider the potential to further reduce the emissions of all our car schemes by moving to a pool car scheme of low emission vehicles

Options for a provided for car scheme were reviewed and it was determined not to take it forward due to advice on HMRC rules that it could not be a tax-free scheme whilst other cars schemes were in place, and there were no plans to discontinue the ECUS scheme.

Completed

Explore options to trial Biodiesel B20 mix produced from waste fats and oils in frontline vehicles where manufacturers warranties are supportive

Initial consideration of biodiesel in ULEF plan, further review of drop in fuels feasibility will review options for biodiesel. Only B100 biodiesel mix would be compatible with the London Environment Strategy requirements, therefore this action will be closed. B100 was identified in the initial ULEF plan as a potential drop in fuel as a back up should the 2030 deadline be missed to move to a zero emission capable fleet, which is the focus.

Ensure that we have the capacity to respond to the challenges posed by climate change

Completed

Review the effects of a changing climate, and associated risks, in developing the London Safety Plan 6 to ensure appropriate capacity levels continue to be maintained

A review of LFB's roles at incidents involving specialist rescue and search capabilities such as flood response, water rescue & body recovery was included in LSP2017, covering the provision of PPE for floods for frontline crews, the purchasing and mobilisation of flood prevention equipment in collaboration with local authorities and the Environment Agency, community safety activities to assist with flood awareness and preparation and the number of London Fire Brigade national flood advisors.

Completed Provide flood safety advice via our website Flood Safety advice is available on the LFB website under Fire safety at home.

Completed Ensure stations in areas at risk of flood have a Flood Plan in place

The risk identified for stations is considered low and a general flood warning plan is in place that fire stations adapt to address their individual risks. Existing policies were reviewed as appropriate.

Economic Value

Support skills and employment for Londoners through the provision of apprenticeship opportunities

Completed Investigate the potential to introduce an apprenticeship scheme as part of fire fighter recruitment

Fire sector apprenticeship standards, including Operational Firefighter were developed. Since November 2018 all trainee firefighters undertake the Operational Firefighter apprenticeship. Over 450 trainees have been enrolled on the programme to date.

Support businesses in understanding the economic impact and risks of fire and encourage business to undertake contingency planning

Completed

Provide Inspecting Officers with a refresher on the importance of environmental protection for businesses adjacent to SSSIs in undertaking contingency planning for fire

Refresher training to Inspecting Officers on the importance of environmental protection for businesses adjacent to Sites of Special Scientific Interest when undertaking contingency planning for fire’s was completed. The final area team was completed through an electronic update tied to Individual training Records, following the cancellation of a meeting as a result of the changes to working practices from COVID.

Completed

Establish a forum on waste fires with the Local Government Association to discuss how local authorities can support prevention work through closer partnership with the Fire and Rescue Service and EA at local level

Working with the Waste Industry Safety and Health (WISH) Forum, their existing guidance was updated in April 2017to align to national guidance and improve the consistency and standards in waste site fire prevention guidance. Published as WASTE 28: Reducing Fire Risk at Waste Management Sites.

Completed Continue to deliver the Waste and Recycling Fire Prevention Strategy in London

We continue joint working with the Environment Agency, waste industry and the NFCC EA site inspections continue, with the number of higher risk waste and recycling facility sites in the LFB area having reduced significantly over this time.

Continually improve the social value obtained from the public money we spend

Completed Review our approach to delivering Social Value through procurement and measuring our progress

Our approach to social value has been reviewed against the Social Value Maturity Index developed by the Social Value Task Force with representatives from central and local government and industry, on which the Brigade has a representative.

Completed Work with the GLA to refresh the GLA Group Responsible Procurement Policy in line with the Social Value Act

The revised Responsible Procurement Policy was reviewed collectively by the GLA Group organisations to incorporate the Social Value Act, and approval given by LFEPA in September 2016.

Completed To review the Whole Life Costing outcome of key building elements to inform our aims around BREEAM

The Whole life costing policy was reviewed. Reviews of boilers

and lighting have been undertaken and opportunities to

collaborate with other functional bodies to review other key

building fabric such as fenestration continue to be explored

through the GLA Group Central Responsible Procurement

Team.

Completed Improve the transparency of capital spending to support implementation of our Whole Life Costing Policy

Capital budgets are now on the Finance General Ledger system, enabling wider transparency and access to the data to support decision making.

Off target Incorporate Responsible Procurement into our Contracts Management Database

A specification has been provided to Enterprise application delivery to progress the action to incorporate Responsible Procurement into our Contracts Management Database. This project is not currently a priority, due to Covid-19 and a timeframe for completion is not known at this time.

Completed

Undertake a Gap Analysis of our processes against the future ISO 20400 Standard on Sustainable Procurement to improve our delivery of social value

Self assessment review (Gap analysis) completed. Formal review by external advisors to be undertaken for the central team.

Completed Monitor how the London Pensions Fund Authority in addressing sustainability issues in its investment strategy

Divestment from Carbon forms part of the overarching investment policy as set by the GLA. There is no more action that needs to be taken due to the LPFA/LPP having the LPFA Invest Strategy, and the LPP Responsible Investment Policy in place.

Completed Further incorporate procurement and broader sustainability issues such as ethical supply into our certified EMS

Contract management and contract audits have been expanded to cover responsible procurement and non- compliance of Responsible Procurement related issues (Modern Slavery, LLW) identified in Registers link up to monitoring of EMS findings.

Ensure that Sustainability runs through all our activities

Support our staff to ensure that Sustainability runs through all our activities

Provide sustainability and environmental training to all staff through:

Completed Environment Protection training to station managers

On going course managed by D&T.

Off target Environment induction to new recruits and non-operational staff

The new Environment Matters induction was rolled out to all staff through Big Learning and on the desktop in September 2019. Work continues with Training & Professional Development to update the existing Health, Safety and Environment induction to incorporate Environment Matters.

Completed Green Champion led ‘climate change presentation’ to all stations

Presentations were provided to all watches at all stations, highlighting the links between the fire service and climate change and providing examples of small steps we can all take to collectively make a difference.

Completed Annually review our Green Impact competition with participants to ensure it provides support, motivation and remains relevant

Participation levels in Green Impact started to drop off a three years and a revised collaborative approach with other fire and police services was taken forward to replace Green Impact, with more of a focus on theme specific campaigns such as the energy competition and waste audits.

Off target Improve environmental awareness through our youth engagement programmes

A number of initiatives have been delivered including an environment focussed life course, Cadets participating in Braidwood forest maintenance annually and plans are in place for a Green cadets unit to be established, currently delayed due to Covid restrictions.

Highlight the Brigades historical links to and ongoing support of the Environment through our 150 year celebrations by:

Completed Planting the London Fire Brigade Forest with 150 trees

Braidwood forest in Ingrebourne Hill was officially opened on August 2016 with 150 trees planted, recognising the historical links between the fire service and the use of timber operationally.

Completed Establishing a bee hive at fire station A risk assessment with the British Bee Keepers Association of

through the British Bee Keeping Association

several potential stations considered London's fire stations were inappropriate sites for bee keeping.

Completed Identify opportunities to use our influence for positive benefit to the community where they support fire safety

The Fire, Safe & Well pilots covered falls prevention, smoking cessation, social isolation and fuel poverty were ran up until 2019. The winter warmth/cold homes element of the pilots involved Data Sharing Agreements with organisations in the five pilot boroughs . The pilot concluded in September 2019.

Completed Deliver green champions induction sessions to support further staff to become Green Champions

The Environment Matters guidance tool developed in collaboration with Avon and Somerset Fire Service was released in September 2019. Aimed at green champions and new starters, but open to all staff, it was completed by some 15 per cent of staff by March 2020.