No of Topics Topics

1 Overview

2 Board of Chairman

3 What drives Square?

4 Strength in diversification

5 Outpatient Services

6 Inpatient Services

7 Executive Health Check-up

8 Medical Specialties

9 Patient Facilities

10 Service Support

11 Support Services

12 Why is it necessary to have a sustainability strategy?

13 What is sustainability?

14 Manage Square Resource Use- Energy and Carbon Savings Minimise Waste Water conservation Effective Information Technology and Telephony Design Sustainably Promote Green Travel

15 Monitoring and Measuring Sustainability

16 Recommendations

17 Conclusion

18 References

Climate change is one of the greatest threats to our health and well-being. It’s likely to have a

significant impact for health in the Bangladesh. The Square Hospital, as the largest employer

in the city region, has a key role to play in reducing carbon emissions and supporting local

people to adapt to climate change.

Chairman of Square Hospital & Square Group.

Samuel S Chowdhury, eldest son of late Samson H Chowdhury has been made the new

chairman of Square Group, the leading conglomerate of the country. Ratna Patra, daughter of

Mr Samson was made the new vice chairperson of the conglomerate, said a press release.

Samuel S Chowdhury and Ratna Patra have been working with the Square Group for a long

time in their capacities as vice chairman and director, respectively. Samson H Chowdhury put

in his 54-year-long working life.

An organization with equal emphasis on Leadership, Technology, Quality and Passion.

What drives Square?

The relentless pursuit for excellence; the urge to never stand still, to never slow down and to

never stop thinking.

SQUARE believes in continuous innovation and progress. Its endeavor is to bring the best

minds together in a uniquely rich and stimulating environment.

Strength in diversification:

Today SQUARE is a corporate giant active in divergent business and industrial fields. Its

present unassailable status is the outcome of its successful diversification.

Outpatient Services

OPD Services:

The outpatient department of the hospital can serve 1200 patients per day through 60

examination rooms. To ensure optimum healthcare-hospitality, the patients are closely

monitored in their waiting times in outpatient clinics, emergency and admissions.

Outpatient Facilities

60 fully-equipped medical consultation & exam rooms

10 foreign-trained medical & nursing specialists

Open daily - convenient early morning / afternoon / late evening hours.

All hospital services are carried out with the support of the hospital information system,

especially tailored to meet the requirement of our staff and patients.

Inpatient Services

IPD Services:

Inpatient Facilities

320 beds

Large, comfortable, full-furnished suites and deluxe patient care rooms

Large, clean, modern private & semi-private rooms

Cable TV & telephone services

Specialized hospital beds with all state-of-the-art medical outfits

Central gas system (piped oxygen in all units)

24-hour nurse call & monitoring system

Dietitian supported meals.

ICU, CCU, NICU, PICU, CSICU, SICU

Labor and Delivery Unit

State-of-the-art Operating Theaters

State-of-the-art Cardiac Catheterization Lab.

Critical Care

SHL is well-aware of the inadequate critical care services in Bangladesh. The ER, ICU and

CCU are exceptionally well designed to rectify this. All ambulances will be staffed with

trained paramedics. Two rooms in ER are dedicated as trauma rooms. Emergency Services

24-hour Emergency & Trauma Services with Express TRIAGE & Resuscitation area

Emergency Cardiac Care Specialists

Trauma Surgery Specialists

24-hour Ambulance Service

Regional Helicopter Transport Service

When a patient arrives at the ER, s/he will be seen at the ER triage area. Critical patients will

immediately be sent to the area next to the triage area which is composed of 4 beds with

intensive care facilities. Non-critical patients will travel to basement 1 via the lift located at

the ER triage area. The lift connects the ER area to floors above where the patient can be

transferred to ICU, CCU, OR and obstetric floor. This lift will not be used for any other

purpose.

Coronary Care Unit (CCU)

A coronary care unit (CCU) is a hospital ward specialized in the care of patients with heart

attacks, unstable angina, heart failure and various other cardiac problems that require

continuous monitoring and treatment.

Intensive Care Unit (ICU)

Intensive care unit is one in which patients requiring close monitoring and intensive care are

housed for as long as needed. Our ICU contains highly technical and sophisticated

monitoring devices and equipment, and the staffs in this unit are educated to give critical care

as needed by the patients. The ICU and CCU are designed in a way where the nurses and

physicians are situated in a central position with rooms around them. Patient vitals can be

monitored with a central monitor.

All hospital services are carried out with the support of the hospital information system,

especially tailored to meet the requirement of our staff and patients.

Executive Health Check-up

SQUARE EXECUTIVE HEALTH SCREENING

There is so much to look forward to...

Your life rotates around your dear ones. Your life and dreams are for your family. This

togetherness also keeps rousing newer possibilities. And for those possibilities to come true,

you have to keep well. That is why we have our executive health screening program. It lets

you know your full physical details within a few hours, and there is also prompt consultancy

by a specialist doctor.

Make no delay in availing our health screen service and have every beauty of your life

secured and serene

Medical Specialties

Cardiology Plastic Surgery Ophthalmology

Pulmonary Medicine Emergency Medicine & Trauma Surgery

Dental & Maxillofacial Surgery

Gastroenterology Hepato Biliary Surgery Colorectal Surgery

Pediatrics & Neonatology Surgical Oncology Urology

Neurology Infectious Disease Obstetrics & Gynecology

Hepatology Geriatric medicine Otolaryngology (Ear/ Nose/

Throat)

Nephrology Diagnostic & interventional Radiology

General & Cardiac Anesthesiology

Endocrinology Clinical Pathology Minimal Invasive Surgery (MIS)

Clinical Hematology Medical Oncology Neurosurgery

Dermatology General Surgery Orthopedic & joint Surgery

Rheumatology Cardiovascular & Thoracic Surgery Internal Medicine

Physical & Rehabilitation Medicine

Neonatal & Pediatric Surgery -

http://www.squarehospital.com

Patient Facilities

Accommodations

Bill of rights

Cafeteria

Facilities

Facilities

Meal Provision

Others

Pharmacy

Playground

Roof Top Garden

Service Support

Professional USA-standard housekeeping & cleaning services

24-hours pharmacy services

Convenient & secured car parking garage

Full-service cafeteria & snacks cafe

Computer info access

USA-standard safety & security system

Prayer rooms.

http://www.squarehospital.com/?q=content/hospital-overview

Ground Ambulance Service: A fleet of total 6 ambulances, which includes state of the art

Mercedes Benz Ambulances with all cardiac life support and ICU facilities

Square Air Ambulance Helicopter (a brand new Bell 407, USA): It has been specially

adapted for its purpose, to enable patients to be treated to the standard of an intensive care

unit in flight

The only fully functional Helipad on the roof of Square Hospital and an exclusive entrance to

Emergency Department

All hospital services are carried out with the support of the Hospital Information system,

especially tailored to meet the requirements of our staff and patients.

Support Services

Customer Care Service: Square hospital is dedicated to providing the highest level of

customer service.

House Keeping

Engineering

Security Service

Food and Beverage

Business Office

IT Services

24 Hrs. Pharmacies

Why is it necessary to have a sustainability strategy?

A sustainability strategy is necessary to ensure that the key Trust sustainability aims and

objectives are clearly defined and effectively implemented and managed. Only then will we

be able to effectively reduce our carbon emissions.

The Strategy aims to

Take pre-determined Baseline emissions to identify

Future Carbon Savings year on year.

Establish and Implement a Resource Reduction Plan (RRP) Monitor and Measure Sustainability

A Sustainability Working Group, comprised of key clinical and non-clinical staff has been established

to lead the strategic development, and ensure that all areas of the Trust community were represented

in the final strategic document. The Newcastle upon Tyne Hospitals NHS Foundation Trust

recognises the need to behave as a good corporate citizen and not as a hostile intruder into the city

area we serve.

We are taking action to reduce our impact on the local environment and take great pride in the

installation of Combined Heat and Power (CHP) capacity at our principal sites - an NHS first which

has seen year on year benefits delivered since 2001.

Changes to our climate are already having a significant impact on the health of our population -

leading clinicians agree that climate change is a challenge we all have to rise to. As the largest

healthcare provider in the region, and as the largest employer in the city region, we are committed to

the challenge and embrace our responsibility to lead from the front in the NHS and in the North to

tackle this issue head on.

What is sustainability?

The UK Government defined sustainability in “Securing the Future” at 2005.

The Department of Health and the NHS Sustainable Development Unit have adopted this

definition, which states that the five guiding principles of sustainability are:

Living within environmental limits

Ensuring a strong, healthy and just society

Achieving a sustainable economy

Promoting good governance

Using sound science responsibly

It is increasingly well recognised that climate change poses a formidable challenge to

healthcare services more extreme weather patterns, the spread of infectious disease, and

threats to infrastructure from flooding and other natural disasters are likely to grow as global

warming continues to affect the climate.

Square Hospital’s Commitment:

Square hospital has established the Regional Sustainability Lead Network which will support

Trusts to reduce carbon emissions associated with energy, transportation and procurement.

As part of this commitment, Square Trusts in the region will:

Assess the environmental impact of all capital investments

Establish a board-approved environmental strategy that monitors, manages and

reduces carbon

Designate carbon reduction leads at board and officer level.

Sustainability aims:

Recognise our responsibility to mitigate and prepare for impacts of climate change.

Promote the health and well-being of staff, patients and visitors through behavior

change.

Promote environmental stewardship and the responsible use of resources to minimise

costs and maximise funds available for patient care.

Work collaboratively within the NHS and the wider community to promote

sustainability.

Embed environmentally sustainable practices and understanding of sustainability

within the Trust.

Develop a process to measure and report progress on performance.

Manage Square Resource Use

Energy and Carbon Savings

Reducing carbon dioxide and other greenhouse gas emissions

Square commitment:

Minimise resource use through efficient and innovative technology and upgrading of

the Trust’s estate

Monitor, measure and report on energy use to improve understanding of consumption

and promote efficiency

Ensure compliance with environmental legislation, such as the Carbon Reduction

Commitment Energy Efficiency Scheme.

How we’ll achieve it:

Install energy monitors on high consumption equipment

Install motion sensors for lighting across Trust

Invest in energy saving refurbishment projects.

How we’ll measure it:

Overall carbon emissions for the Trust (based on direct emissions)

Sub-metering in key areas

Energy consumed per member of staff per year

Measurement of transportation and supply chain emissions.

Minimise Waste:

Promoting appropriate use of resources and reduction of waste.

Square commitment:

Reduce the resources we use

Promote re-use of materials

Increase recycling

Promote correct segregation and waste disposal.

How we’ll measure it:

Percentage of overall waste recycled

Regular auditing of all waste streams

Percentage of waste diverted from landfill

Monthly waste volumes per hospital site.

How we’ll achieve it:

Improve awareness about responsible use of resources

Find innovative ways to re-use unwanted materials

Divert all of our general waste from landfill

Introduce recycling facilities in all areas.

Water conservation:

Promoting efficient use and innovative solutions for water conservation.

Square commitment:

Minimise resource use through efficient technology and upgrade of Trust estate

Monitor, measure and report on water use to improve understanding of consumption

and promote efficiency.

How we’ll achieve it:

Water saving devices installed as standard in refurbishments and new builds.

How we’ll measure it:

Water used per member of staff per year

Water used per square meter per year.

Effective Information Technology and Telephony

Improving the efficiency and reliability of information technology.

Square commitment:

Provide technical solutions and support to reduce energy and material use

Priorities IT&T solutions that save resources and promote efficiency of use

Recognise the role of IT&T in enabling sustainability.

How we’ll achieve it:

Centralized “shut down” of idle PCs after specified time of inactivity

Development of energy efficient data centers

Increased use of IT&T solutions to reduce materials such as paper and printer toner.

How we’ll measure it:

Sub metering of data centers, communications rooms and other high energy use areas

Monitoring of energy consumed per member of staff per year.

Design Sustainably

Square Hospital says; ensure our buildings, new and

old, reflect our sustainability aims.

Square commitment:

Integrate processes to ensure

sustainability is prioritized when

planning estate work.

Develop innovative sustainable

design standards for refurbishments

and new buildings.

How we’ll achieve it:

Project managers to complete

sustainability evaluation for all major

projects.

Investment in resource saving

refurbishments through RE-FIT

building efficiency programme.

How we’ll measure it:

Sustainability Impact

Assessments.

BREEAM (Building Research

Establishment environmental

Assessment Method) rating for new

buildings and large refurbishments.

Promote Green Travel

Promote Low Carbon Transportation and

Active Travel.

Encourage active and sustainable travel for

patients and staff.

Square commitment:

Develop processes to promote sustainable transportation.

Promote health and well-being through improved information about and opportunities

to participate in active and sustainable travel.

How we’ll achieve it:

Develop a sustainable transport plan for our hospital sites.

Improve the efficiency of Trust vehicles.

Commit to a Cycling Strategy.

How we’ll measure it:

Track the number of staff using active travel options, such as cycling.

Staff and patient questionnaires.

Measure Trust vehicle miles fuelled by alternative sources.

Reduce total miles driven by Trust vehicles and patient transportation.

Monitoring and Measuring Sustainability

Successful delivery of the sustainability strategy depends on

effective measurement of its progress, as well as ongoing

monitoring, feedback and reporting.

Key actions and progress on key performance indicators are

documented in our Resource Reduction Plan (RRP). This is

monitored at the quarterly Sustainability Working Group

meeting.

Other key areas of measurement include:

The CRC Energy Efficiency Scheme (CRC)

European Union Energy Trading Scheme (EU ETS)

Estates Return Information Collection (ERIC) data

BREEAM for Healthcare Assessment Model.

The Monitoring Model.

Source- The Daily News

Paper Daily Star.

Recommendations

Hospital leaders should ensure that assessments of the health needs and resources in

their community include specific attention to behavioral illness.

All of which we were able to follow through with and improve upon.

Future teams should make sure that they understand the hospital in this same manner

so that they know what reforms are feasible.

Group of hospital staff and faculty discusses issues in regards to sustainability. They

can also work together to monitor and solve any relevant problems.

After operation, they should think about their environment.

Used one time materials such as hand glaps, needles and others are should bury.

We would suggest that future teams work to raise awareness of

These types of issues so that the entire hospital can work together toward a more

sustainable future.

Conclusion

Throughout the last two quarters, the Square team encountered many obstacles and through

the help of stakeholders and office personnel, grew as a sustainability team. They started off

the quarter with what last year’s team had accomplished, including the initiation of interest in

sustainability. They were able to notice the areas that needed the most attention and found

that awareness above all. . We wish future Square Teams great success in continuing the

forgoing sustainable projects in making SQUARE a better and greener place.

References

http://www.squarehospital.com

http://www.squarehospital.com/?q=content/hospital-overview

http://www.squarehospital.com/?q=node/303

http://www.squarehospitalbd.blogspot.com/

https://www.facebook.com/squarehospital

The Daily News Paper Daily Star

Google & Bing search.

Thank You