Single-use plastic and COVID-19 in the NHS: Barriers and opportunities.

BACKGROUND: Single-use personal protective equipment (PPE) has been essential to protect healthcare workers during the COVID-19 pandemic. However, intensified use of PPE could counteract the previous efforts made by the UK NHS Trusts to reduce their plastic footprint. DESIGN AND METHODS: In this study, we conducted an in-depth case study in the Royal Cornwall Hospitals NHS Trust to investigate plastic-related issues in a typical NHS Trust before, during and after the pandemic. We first collected hospital routine data on both procurement and usage of single-use PPE (including face masks, aprons, and gowns) for the time period between April 2019 and August 2020. We then interviewed 12 hospital staff across a wide remit, from senior managers to consultants, nurses and catering staff, to gather qualitative evidence on the overall impact of COVID-19 on the Trust regarding plastic use. RESULTS: We found that although COVID-19 had increased the procurement and the use of single-use plastic substantially during the pandemic, it did not appear to have changed the focus of the hospital on implementing measures to reduce single-use plastic in the long term. We then discussed the barriers and opportunities to tackle plastic issues within the NHS in the post-COVID world, for example, a circular healthcare model. CONCLUSION: investment is needed in technologies and processes that can recycle and reuse a wider range of single-use plastics, and innovate sustainable alternatives to replace single-use consumables used in the NHS to construct a fully operational closed material loop healthcare system.

Seafood businesses' resilience can benefit from circular economy principles.

Seafood is expected to become increasingly important in future food systems and healthy diets. This transition will require the seafood sector to adapt business practices to respond to environmental and social challenges while increasing resilience. Here, we develop the circular economy-resilience framework for business models (CERF-BM) and, through exploring the current literature, apply this framework to business models in the seafood sector. We find that the majority of business models incorporate elements of circular economy and resilience in a limited way. The reviewed business models often fail to consider other supply chain actors and, instead, focus on the business itself and its customers. The CERF-BM helps to elucidate this disconnect through assessing business models against company-level actions towards circularity in combination with systems-level resilience mechanisms. To reap the synergies between the circular economy and resilience mechanisms, seafood businesses could extract more value from organic waste and dematerialize their business models.