London 2012 Legacy Brochure

LONDON 2012: OUR SUsTAINABIlITY LEGACY
INtRoDUctIoN
OUR sUstaINabIlItY lEgacY
WWW.COCA-COLA.CO.UK/LONDON2012SUSTAINABILITY
We set out with a huge promise to the world: to deliver the most sustainable Olympic Games of Modern Times. Seven years, 9 million visitors and 2,484 medals later, thats exactly what we achieved. London 2012 wouldnt have reached the level of sustainability that it did without the support and commitment of our Partners. David Stubbs, Head of Sustainability, London Organising Committee of the Olympic and Paralympic Games (LOCOG)
Its incredibly signicant that The Coca-Cola Company chose to harness the power of London 2012 as a force for good. The strength of the Coca-Cola brand put the company in a unique position to trigger a signicant shift in sustainable behaviour in the UK and leave a legacy of positive environmental change long after the Olympics had left town. They saw that potential, and they acted on it. Sue Riddlestone, Bioregional, CEO
Today, corporate sponsors are expected to demonstrate the added value that they bring to high-prole events to show that they care about their social and environmental impacts, as well as their commercial interests. At London 2012, the thought, the time, the effort and the investment that Coca-Cola put into ensuring its presence was as sustainable as it could be, was remarkable. In doing so, Coca-Cola have set the bar incredibly high for the corporate sponsors of future large-scale events. Giles Gibbons, Good Business, CEO
WElCOME
In 2005, the 2012 Olympic and Paralympic Games were awarded to London. This was a groundbreaking moment in terms of sustainability. For the first time, an event of this scale and magnitude was conceived with the clear and specific objective of lasting positive social and environmental impacts at its heart. This presented both an enormous challenge and a real opportunity to all involved. As a Worldwide Partner of the Olympic Movement and the longest continuous sponsor of the Games, we at The Coca-Cola Company wanted to work with the London Organising Committee of the Olympic and Paralympic Games (LOCOG) to deliver the most sustainable Games of modern times. We saw London 2012 as an opportunity to leave a lasting legacy, through development a comprehensive sustainability programme, and also through passing on what we learnt at London 2012 to future events organisers. We resolved to place sustainability at the heart of our Games-time strategy from the outset, building on the strong foundations, learning and experience of our sponsorship of previous Olympic and Paralympic events. At Salt Lake City in 2002, for example, we introduced the rst 100% biodegradable cold drink cups, and at Beijing, we won Greenpeaces rst Green Medal for our environmentally friendly refrigeration programme. At London 2012 we decided to go even further, raising the bar for ourselves and setting an inspirational sustainability standard for future sporting events, especially future Olympic and Paralympic Games.
OUR GAMEs IN NUMBERs
73%
of drinks consumed were our water, juice or no- or low-calorie brands
1,000+
Future Flames, exceptional young people selected through public nomination campaigns, carried the torch
100%
110,000
young people given new sports opportunities; 8,000 people with intellectual disabilities helped through the Special Olympics
CONTENTs
WELCOME AND INTRODUCTION Page 03 SETTING OUR GOALs Page 05 OUR OBJECTIVEs Page 11 GETTING GAMEs TIME READY Page 12 PROMOTE HEALTH AND wELLNEss Page 14 REDUCE AND COMpENsATE FOR OUR CARBON EMIssIONs Page 22 ELp TO DELIVER H A ZERO wAsTE GAMEs Page 30 DO MORE AND GO FURTHER wHERE COCA-COLA CAN MAKE A REAL DIFFERENCE Page 36 WWF sTATEMENT Page 45
of our bottles were completely recyclable
10.5m
bottles recycled
100%
of our staff trained in sustainability; 100% of staff wore uniforms containing recycled materials with unwanted items since donated to Oxfam for reuse
100%
HFC-free cooling equipment
49
young people from disadvantaged backgrounds given paid work experience
900
environmental pledges made by athletes
3
new models developed: for efcient waste and recycling at large scale events, for best practice carbon footprinting and for measuring the social impact of sponsorship
INtRoDUctIoN
OUR SUSTAINABILITY LEGACY
The Games amazed, inspired and challenged us all to go further and do more. Although there is always more that could have been done, and there are always lessons to be learnt, we are proud of what we achieved at London 2012: the investment in sporting opportunities for young people, the opening of the worlds largest plastics recycling facility, the new eet of low-carbon vehicles in our distribution network, and the creation of three new best practice models that we hope will support the work of events organisers for years to come; rst, to measure the social impact of sponsorship; second, a new case study for event carbon foot-printing; and third, a bestpractice efcient waste and recycling system that was used at all London 2012 venues. We have come a long way since our project team rst met in 2008. It has required a huge amount of careful planning, investment, innovation, partnerships and commitment. We have learnt a great deal along the journey and, just as we received invaluable support from the CocaCola teams in Beijing and Vancouver, now we want to pass on what we have learned so that others can take on the challenge to raise the sustainability standard of their own events. This report sets out how we made London 2012 our most sustainable event sponsorship to date. It is divided into sections: looking rst at how we established our team and developed our strategy, then at how we prepared and what we achieved in each of our focus areas. It is not intended as a blueprint for staging a sustainable event; rather, it is a personal story of what we did and how we did it. It is a record of our approach, and we hope it will help you create your own story for a sustainable event.
OUR SUSTAINABILITY JOURNEY

2012 Olympic and Paralympic Games awarded to London LOCOG sets out its sustainability goals in Towards a One Planet Olympics
2005
SETTING OUR GOAls

Just as your Olympic Plan should sit at the heart of your business plan and drive it forward, sustainability should sit at the heart of your Olympic Plan. It should be integrated into every aspect of planning its a way of thinking about what youre doing, rather than a project on its own. Daryl Jelinek, General Manager, London 2012 Olympic & Paralympic Games Team, Coca-Cola. 1,467 days before the start of the London 2012 Opening Ceremony, the Coca-Cola London Olympic and Paralympic Team held its rst meeting. The topic under discussion was sustainability. And from that moment on, sustainability remained central to Coca-Colas plans for London 2012. In this section, we explain how we went about setting our goals and embedding sustainability into our Olympic and Paralympic plans. This involved a three step process: assigning responsibilities. setting strategic priorities. d efining objectives and developing our delivery plan. We learnt that the earlier you start this process, the more you can achieve. The Olympic and Paralympic Games are as big as it gets and four years of planning was only just enough.
RECIpE fOR sUCCEss

1. Gain top level commitment, appoint a sustainability leader, assign realistic resources and embed sustainability into everyday business processes from the outset 2. Build sustainability considerations into the very rst day of planning and every decision that you take from that point on 3. Develop the sustainability plan in partnership with those people who have operational responsibility 4. Ensure the project team shares a common understanding of what sustainability is and why it matters for the business and for the event 5. Share progress with leaders and maintain support from the top 6. Engage with expert third parties as partners to support and challenge you to go further
2006
Coke GB team meet with Beijing 2008 team
2007
2008
Recruitment of key roles in Coca-Cola London Olympic and Paralympic Team and first meeting held
Begin working with LOCOG as part of Food Advisory Group
Begin planning for staff training in sustainability
Head of Sustainable Games recruited
2009
2010
First meeting of technical advisory group for carbon footprint
Coca-Cola announces sponsorship of London 2012 Olympic Games
Investment in recycling facility investigated
Enter into partnership with StreetGames to deliver a legacy of increased grassroots sport participation
Coca-Cola and Demos undertake consultation sessions for social impact model
Coca-Cola announces sponsorship of London 2012 Paralympic Games
Sustainable Games Project Co-ordinator recruited
2011
Coca-Cola supports LOCOG to develop The London 2012 Zero Waste Events Protocol
Roll out of PlantBottle to the UK
Sustainable Games strategy launched externally
19th May Olympic Torch Relay begins
10th May 22nd March Continuum Recycling Future Flames Plant opens announced
2012
19th June Coca-Cola London 2012 operations certified to new International Standard for sustainable event management, the ISO2012-1
26th July Move to the Beat finale concert in Hyde Park
1st October Coca-Cola Closing Event
9th September London 2012 Paralympic Games Closing Ceremony
27th July London 2012 Olympic Games Opening Ceremony
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AssigNiNg respoNsibilities We established our London Olympic and Paralympic Project Team in 2008. As the core team was assembled, the project was divided into ve work streams, one of which was sustainability. Sustainability was also a core part of the role and responsibility of each work stream Director; it was written into their personal performance objectives, and their support and enthusiasm for driving forward sustainability within their plans was key to the success of our strategy. To lead the dedicated sustainability work stream, we employed a full-time Head of Sustainability, Katherine Symonds. Her role was not to do sustainability, but rather to act as coordinator and catalyst, working with the Directors of the other four work streams to ensure that we embedded sustainability into every decision. She also had responsibility for building relationships with LOCOGs sustainability team and for several ancillary projects that would benet the sustainability of Coca-Colas sponsorship as a whole. The Head of Sustainability reported to the General Manager of the London Olympic and Paralympic Games Team, with a dotted line to the Director of Public Affairs and Communications, and was supported by a full-time Sustainable Games Project Coordinator, Olivia Knight-Adams. Over the course of the project, three interns were also brought on board for paid work placements. The Sustainable Games team was assigned its own budget to fund sustainability activity that did not fall under the remit of other work streams, and the business was also willing to make substantial investment in larger-scale projects that would benet the long-term sustainability of the Coca-Cola System in Great Britain.
SUsTAINABIlITY Is MORE THAN A wORK sTREAM
SUsTAINABILITY
A REspONsIBILITY FOR ALL wORK sTREAMs
COCA-COLA wORK sTREAMs
SUsTAINABLE GAMEs
SHOwCAsING AND MERCHANDIsE
VENUE OpERATIONs
OLYMpIC TORCH RELAY
HOspITALITY
OUR CORE SUSTAINABILITY TEAM fOR THE LONDON OlYMpIC AND pARAlYMpIC GAMEs
GENERAL MANAGER
DIRECTOR OF pUBLIC AFFAIRs
TOp TIps fROM DARYl JElINEK

GENERAl MANAGER, LONDON 2012 OlYMpIC & PARAlYMpIC GAMEs TEAM, THE COCA-COlA COMpANY
PROJECT COORDINATOR
HEAD OF sUsTAINABILITY
Secure senior leadership commitment and support. Ours embraced the sustainability plan and that made a huge difference. Its my number one tip! Create a very well articulated aim for what youre trying to do in terms of sustainability. If people understand it, theyre far more likely to help you achieve it. G et yourself a talented Sustainability Manager to drive it all forward. For us, it made all the difference to have Katherine tactfully and strategically developing plans and encouraging others to embrace them.
END TARGET
INTERN
INTERN
INTERN
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AlIGNING wITH LOCOGs sUsTAINABIlITY GOAls

LOCOGs sustainability goals were set out in 2005 in Towards a One Planet Olympics, a joint project between London 2012, WWF-UK and Bioregional. This identied ten principles of One Planet Living, as applied to the Games, together with a vision of how these would be manifest and what the legacy would be. The One Planet Olympics strategy provides a direct link to the International Olympic Committees (IOC) Agenda 21 Sport for Sustainable Development, through which the Olympic movement recognises the diversity and fragility of the planet. For Coca-Cola it was important that our London 2012 plans supported and operated within the One Planet Olympics framework and by extension the Agenda 21 Strategy, in order to ensure that we were playing our part in helping LOCOG to achieve the overall objective of the most sustainable Games of modern times.
BUIlDING fROM OUR EXIsTING BUsINEss sUsTAINABIlITY sTRATEGY

Long-term and sustainable thinking and a desire to spread happiness and refreshment has been at the heart of our business ever since the rst Coca-Cola drink was invented over 125 years ago. Today, sustainability continues to be part of the way that we do business. Linking our Games-time sustainability strategy to our corporate sustainability strategy was essential for consistency of approach, and in order to contribute to the ongoing efforts that Coca-Cola already makes, every day, to be a sustainable business. We wanted to ensure that everything we did for the Games was an echo of the way we routinely prioritise sustainability in the business. So throughout the formation of our Games-time sustainability strategy we used the Coca-Cola Live Positively framework to structure and guide our thinking.
LOCOGs 2010 COCA-COLAs sEVEN FIVE THEME sTRATEGY LIVE POsITIVELY FOCUs AREAs
SettiNg strategic priorities We wanted to use the inspiration and excitement of London 2012 to make our own business more sustainable and to make a positive difference to our planet, our consumers, our suppliers and the communities we serve and we wanted this impact to last long after the Games were over. In order to dene our priorities and help us achieve this vision, we began by identifying areas of alignment between The Coca-Cola Companys approach to sustainability and LOCOGs priorities for a sustainable Games. In our rst planning meeting, we reviewed LOCOGs framework for sustainability the One Planet Living Principles and its subsequent evolution in 2010 into a ve-theme strategy and explored areas of overlap and synergy with Coca-Colas approach to sustainability. Live Positively is the strategic framework that denes what sustainability means to Coca-Cola, helping us to manage our impacts on the environment, and the health and well-being of communities and employees. During our review, we identied several areas of clear overlap between the strategic priorities of LOCOG and Coca-Cola, particularly in the areas of health, climate change, packaging and water. We then began to explore the relevance and signicance of these areas within the context of Coca-Colas presence at the Olympic and Paralympic Games and the impacts we would have. Our aim was to identify the areas where we could make a real difference both through maximising positive impacts and minimising potential negative impacts. This meant looking at our biggest Gamestime impacts through the various lifecycle stages of distribution, refrigeration, consumption and recycling, as well as considering the opportunities to create broader positive change by leveraging brand and event exposure. This helped give us focus. For example, we could see that impact areas such as sustainable packaging and carbon would be extremely relevant during the Games, whereas water a core element of Coca-Colas broader sustainability activity as a business was not as relevant to the immediate impacts of our presence at the Games. This process of alignment and analysis led us to identify our three most signicant priorities to deliver a sustainable presence at the Games. These were health and wellness, carbon and waste. We also recognised that there were a number of other areas where we could take action and create signicant positive impact. We grouped these together as additional areas where we could do more and go further to help create a sustainable Games.
CLIMATE CHANGE
WAsTE
BIODIVERSITY
BEVERAGE BENEFITs
ACTIVE, HEALTHY LIFEsTYLEs
CLIMATE AND ENERGY pROTECTION
PACKAGING
HEALTHY LIVING
INCLUsION
GLOBAL wATER sTEwARDsHIp
COMMUNITY
WORKpLACE
PROMOTE HEALTH AND wELLNEss
REDUCE AND COMpENsATE FOR ALL CARBON EMIssIONs
OUR LONDON 2012 PRIORITIES
HELp TO DELIVER A ZERO wAsTE GAMEs
DO MORE AND GO FURTHER wHERE COCA-COLA CAN MAKE A REAL DIFFERENCE
INtRoDUctIoN
DefiNiNg obJectiVes aNd deVelopiNg our deliVerY plaN We set ourselves objectives across our four priority areas of health and wellness, waste, carbon and doing more and going further. These were designed to address our impacts in an effective way that stretched us, helping us leave a legacy of improved sustainable living in the UK for consumers, suppliers and Coca-Cola as a business. This gave us real strategic focus for all of the planning that followed. To help us do this, we formed partnerships with independent, objective, expert third parties who would challenge and inspire us. This partnership approach was invaluable in giving our plans credibility and integrity, as they supported and challenged us to maximise the positive impacts that we would achieve. Two of our most important partnerships for London 2012 were our work with WWFUK, whose environmental recommendations were incorporated into the heart of our Games-time strategy, and our Carbon Footprint Technical Advisory Group, which included representatives from WWF-UK, the UK Department for Environment, Food and Rural Affairs (Defra), Oxford University, the Sustainable Restaurant Association and Sustainable Events Ltd. Both partnerships had a signicant inuence on how we chose to approach our sustainability activities and provided valuable support in helping us to dene our specic objectives for the Games.
The Value of partNerships: WWF

Coca-Cola has a strong partnership with WWF at an international level, built over several years of working together to address key sustainability issues, especially water. This, combined with the fact that WWF helped dene London 2012s One Planet sustainability strategy, meant that they had a deep understanding of both the challenge and the opportunity of the Games, as well as being able to offer informed, realistic, expert advice about how Coca-Cola could play its part. We engaged WWF very early on in our preparations for the Games, and continued to talk to them throughout. They provided a constant source of inspiration and support, helping us to raise our game for London 2012.
OUR OBjECTIVEs
Promote Health and Wellness
Page 15 Offer the widest range of drinks we have provided at any Olympic or Paralympic Games, including water, juice and low/ no sugar options. Page 16 Use our sponsorship to promote active, healthy living. Page 18 Champion young people who have made a positive contribution to their local communities and environment. Page 20 Provide sporting opportunities to young people from disadvantaged communities across the country. Page 21 Provide sporting opportunities to people with intellectual disabilities across the country.
Reduce and compensate for our carbon emissions
Page 23 Measure, avoid and reduce all of our carbon emissions. Page 26 Invest in a state-of-the-art low carbon warehouse and energy-efcient equipment and HFC-free coolers for all London 2012 venues.
Page 27 Use a low-carbon emission eet for our Olympic Torch Relay transportation. Page 28 Invest in low-carbon vehicles for the delivery of our drinks to the London area at Games time. Page 29 Compensate for owned emissions and Coca-Cola guest ights.
Help to deliver a zero waste Games
Page 31 Support the development of an efcient recycling system at venues. Page 32 Invest in a major new recycling facility in the UK to enable us to recycle all clear plastic from the Games. Page 33 Inspire people in London 2012 venues and around the country to recycle.
Page 34 Serve all Coca-Cola products in 100% recyclable packaging that contains 25% recycled material. Page 34 Use recycled materials for our staff uniforms, licensed merchandise, and merchandising equipment wherever feasible, and create plans for their reuse Page 35 Establish a Zero Waste Network to share learning and inspire others to deliver zero waste events.
Do more and go further where Coca-Cola can make a real difference
Page 37 Integrate our sustainability priorities into our supply chain. Page 38 Ensure all our guests have a sustainable experience. Page 38 Deliver a sustainable structure for the Coca-Cola showcase in the Olympic Park. Page 39 Support athletes to prepare for a career after the Games. Page 40 Empower athletes to be ambassadors for sustainability.
Page 42 Give work experience to young people from disadvantaged backgrounds. Page 43 Ensure all staff receive training in sustainability and code of business conduct. Page 44 Create a model, available to all future events sponsors, to measure and improve the social impact of their investment.
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INtRoDUctIoN
GETTING GAMEs-TIME READY AND GOING fOR GOlD

Training and planning form the basis of every athletes preparations for the Olympic and Paralympic Games. Similarly, we knew that the success of our sustainability strategy depended on careful planning and preparation on each of our sustainability objectives.
Never underestimate just how long it takes to get everything in order ahead of the event. You need to keep an eye on the bigger picture of what youre trying to do, and identify all the smaller actions that will feed into it. We found that a formal management system really helped us to keep on track and maintain momentum internally I recommend that other event organisers do the same. Looking externally, theres a lot that can be done to engage your supply chain and, to do this effectively, the process of engaging legal and procurement teams should be started as early as possible Katherine Symonds, Head of Sustainability for Coca-Colas London 2012 Olympic and Paralympic Team
James Williams, Olympic Torch Relay Director We viewed everything through the lens of sustainability. It was a hygiene factor, a non-negotiable baseline for all our plans. Everything from the inspirational young people holding the ame, to the sustainable vehicles we used, laddered up to a big message of positivity and celebration. We also worked hard to inuence the other sponsors and partners of the Torch Relay, encouraging and supporting them to do more. Id recommend that future sponsors push for sustainability to be a part of integrated partner planning as early as possible in order to combine forces on key issues and maximise the positive impacts of the event.
REflECTIONs fROM...
Katherine Symonds, Head of Sustainability My role was to give the team a clear vision for sustainability early on in our planning process, so we could ensure we planned everything to have the lightest impact on the environment, and the most positive benets for society. Once the vision was clear, I worked with the teams to ensure everyone understood their specic role in delivering it, and in turning a big ambition into a series of concrete actions. I was also there as a subject matter expert to advise and support, as needed. Part of this was to be the connection point with LOCOGs sustainability team: ensuring that Coca-Cola was supporting the right things at the right time, such as the creation of LOCOGs Food Vision, or discussions about how to encourage recycling.
Malcolm Plows, Venue Operations Director We had to think about our impacts at every stage of delivery. We planned for our products to start at the most sustainable warehouse in the country; then they would be delivered to the venue by biogas trucks and put in coolers that were as sustainable as we could make them. Then we had to make sure every bit of packaging could be recycled and we had to put the infrastructure in place to make that happen, because it didnt exist when we started! Its the combination of everything together that Im most proud of. And Im especially proud because it wasnt difcult everyone was on our side. People in our business dont have to think about sustainability its just the way we do things here. Its embedded now.
Our approach to preparatioNs We put a structured management system in place to prepare for the Games. Coca-Colas entire London 2012 programme was managed from the outset to a certiable management standard: initially the British Standard for Sustainable Event Management, the BS 8901 and then its successor the ISO 20121 Event Sustainability Management System. The ISO is a best practice standard for sustainable events management, and provides guidance, structure and certication. Using the standard gave us an invaluable framework, helping us to build and maintain a clear picture of how we, as a team, were progressing on each of our sustainability objectives. We also found the standard to be a useful tool for engagement it helped us explain what we were trying to achieve to others working on the London 2012 project team and within the CocaCola system more broadly. The standard gave us a clearly dened process and set of objectives, which people could understand and support.
Vesna Malesevic, Hospitality Director Sustainability questions were constantly raised during the planning for London 2012 and the breadth of initiatives being undertaken by the team gave us the condence to challenge suppliers at every opportunity. We asked our hospitality partners what additional efforts they would commit to and the Langham (the hotel where our guests stayed) put a zero waste contract in place and signed up to the Sustainable Fish City initiative.
Using the ISO 20121 management system as guidance, our Sustainable Games Team worked with the Directors of the other work streams to plan how we could deliver our sustainability priorities. The Team set key performance indicators to track progress in each work stream (for example the showcasing team knew from the start that the inclusion of energy efciency in their procurement policy was a performance indicator that would be measured). We also held regular meetings with the Directors and a nominated sustainability champion from within their team to discuss plans, ideas and any issues. Each Director then worked with the relevant people from within the business, amongst our partners, and across our supply chain to put in place the actions needed to deliver our sustainability objectives, with support and input from the Sustainable Games Team as needed. In the case of outsourced operations, for example in Hospitality, suppliers were required to meet the same high sustainability standards as we set for our own business.
We did this by making them aware of our Sustainability Policy and Supplier Guide from the start, and by ensuring that sustainability requirements were written into supplier contracts so that they were legally binding. Our Sustainable Games team also managed a series of independent projects, such as carbon offsetting, that did not fall into the remit of any other work streams; and they held regular meetings with senior management to update them on progress against each objective. A more detailed explanation of what the ISO 20121 is, how we used it, and how others can apply it, is available at: www.coca-cola.co.uk/ London2012sustainability The following pages outline some of the achievements of which were most proud. We know that numbers only ever tell part of the story and that some impacts cannot be quantied. So we have tried to tell some of the personal stories of those involved in our projects as well as provide data that demonstrates the scale of our legacy.
Maxine Chapman, Showcasing Director The Coca-Cola Beatbox was unlike anything else on the Olympic Park. Over 300 young performers from London helped to bring it to life during Games time, and it stood as a testament to the millions of young people who use their passions in areas like sport and physical activity, music and dance to spread happiness in communities all over the UK.
GETTING GAMES TIME READY

1) Work stream-specic sustainability objectives were developed in collaboration with each team to ensure they took ownership and were accountable for delivery. 2) Implementation Meetings were scheduled on a quarterly basis with every work stream Director to track progress against targets. We also assigned an additional sustainability champion for each work stream who attended these meetings and helped the work stream Director communicate and embed targets within their team. 3) Processes were embedded to ensure suppliers were fully enlisted in our vision. This included engaging them early, creating a Sustainability Guide for Suppliers, scoring and evaluating prospective suppliers on sustainability, and adding clauses related to sustainability into supplier contracts. 4) Personal Performance Objectives that reected our London 2012 sustainability objectives were added into each work stream Directors personal performance plans to encourage and reward proactive engagement. 5) Sustainability Training materials and tools were developed for each work stream. 6) A legacy for future events was ensured by producing an ISO 20121 How To toolkit and guide that will be made publically available, to help other organisations learn from our experience and make it as easy as possible for them to organize their own sustainable events.
THE ISO 20121 EVENT SUsTAINABIlITY MANAGEMENT SYsTEM

ISO 20121 is a certiable international standard that event planners can use to structure their approach towards sustainability. We used ISO 20121 as our management system in preparing for the Games. We also worked with our suppliers to ensure that they understood our sustainability priorities, and we devised our own Sustainability Guide to clarify our expectations of them.
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CHOICE
PROMOTE HEAlTH AND WEllNEss

IN THIs sECTION: Choice Move to the Beat Our Future Flames StreetGames Special Olympics GB
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Based on sales data from previous coke cokecorporateresponsibility.co.uk 20 2012 The Coca-Cola Company. promoted separately in the 2012 The Coca-Cola Company. Games, we estimated that, if we 2012 The Coca-Cola Company. 2012 The Coca-Cola Company. of our drinks Olympic Park. provided appropriate choices, around consumed at three-quarters of the volume of cokecorporateresponsibility.co.uk Sampling activities included the Games were We offer more choice than you might think. drinks we sold or gave away would juice, water sugar-free alternatives. or low-or-nobe low or Olympic no calorie products, At the London 1948 Games we proudly provided Coca-Cola. calorie options 73% of our drinks consumed at the water, juice or smoothies. And so London 2012 wechoice are proud to offer consumers a choice of Coca-Cola WeAt offer more than you might think. 2012 The Coca-Cola Company. Games were juice, water or lowor we decided to offer the widest and 18 other drinks, including a variety that are low and no calorie. 2012 The Coca-Cola Company. At the London 1948 Olympic Games we proudly at provided Coca-Cola. no-calorie options. Moreover, 95% range of drinks ever provided an At London 2012 we are proud to offer consumers a choice of Coca-Cola of all those sold were made in the Olympic and Paralympic Games to and 18 other drinks, including a variety that are low and no calorie. UK, supporting jobs and skills and the 14,500 athletes, 7,000 ofcials, cokecorporateresponsibility.co.uk 2012 The Coca-Cola Company. delivering broader economic benets 27,000 media, 200,000 workers and to our 4,500 employees, their families volunteers and nine million spectators cokecorporateresponsibility.co.uk who would be at London 2012 venues. and their communities.
73%
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2012 The Coca-Cola Company.
PRomotINg HEalth aND WEllNEss
impact: Move to the Beat captured the imagination of a generation, working through music and social media to subtly motivate an interest in sport. Millions were engaged in the campaign through Track the Beat, The Global Beat, Create my Beat, My Beatmaker and BeatTV. We helped LOCOG and the host Local Authorities bring music, fused with sport and celebration, to every corner of the UK. We showcased up-and-coming music talent along with some of the countrys best-loved stars with 66 nights of live music along the Olympic Torch Relay route. Four of these events were large-scale, freeticketed Special City Celebrations, with over 50,000 enjoying these free concerts. A further 70,000 people celebrated the nale of the Olympic Torch Relay at a one day festival in Londons Hyde Park, the day before the Games began. 160,000 people visited our BeatBox in the Olympic Park, where they got involved with the interactive design of the building and its integrated sound system, moving to the beat through the inspiration of music.
MOVE TO THE BEAT

ObJectiVe: To use our sponsorship to promote active, healthy living ActioN: Inspire young people to get closer to sport through a fusion of sport and music: Move to the Beat
THE BEATBOX
Perhaps the most complete synthesis of these elements was seen in our Olympic Park Pavilion, the Beatbox, which was expected to see over 160,000 people pass through its doors. The Beatbox featured an external ramp around the outside of the circular structure where people could play interactive sound cushions, embedded with the beats from Anywhere in the World, which rose up to a roof offering panoramic views of the Park and the opportunity for the public to have their photo taken with the Olympic torch. The ramp then plunged back down in to the Beatbox where participants were given a free bottle of Coca-Cola before joining Future Flames on the dance oor and being encouraged to literally Move to the Beat. By placing the sounds of sport at the heart of all of this appealing media and experiential content, the connection between modern music and sport was constantly reinforced.
MakiNg it happeN: We designed our global campaign for London 2012, Move to the Beat, with the aim of using the power of music and the inspiration of our brands to bring young people closer to the spirit of the Games and to sport and physical activity in general. We teamed up GRAMMY award-winning producer Mark Ronson with 2011 Mercury Prize nominee and fellow Londoner Katy B, to pen and perform the lyrics to an anthem that would sit at the heart of the campaign. The resulting track - Anywhere in the World - included the sounds of ve athletes who were chosen for their inspirational stories and the variety of their sporting sounds. The campaign was multiplatform, including a huge range of ways to encourage young people to move to the beat and get excited about the summer of sport ahead. They included a nightly ten-episode TV series Beat TV broadcast on ITV2 in the UK during the Olympic Games; a Facebook app (Track the Beat) and online music collaboration platform (The Global Beat), which connected young people across the globe through music; a desktop application that fused young peoples musical preferences and their sporting interests through social media (Create my Beat); and the (My Beatmaker) smartphone app that used ground-breaking ZooZ technology to enable young people to create their Beat through moving their body and this motion being detected by their phone.
The Fitness Associations mission is to get more people, more people more active more often. We know this message is a challenge for some parts of the population. Move to the Beat was a fabulous example of how exercise doesnt have to mean sport and that getting out and active can be as easy as moving to the beat. Fred Turok, Chairman of the Fitness Industry Association (FIA) and Chair of the Physical Activity Network of the UK Public Health Responsibility Deal
The Move to the Beat campaign has inspired teens all around the world, through their passion for music and sport, to get engaged in the London 2012 Olympic Games Joe Tripodi, Chief Marketing and Commercial Officer, The Coca-Cola Company
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OUR FUTURE FlAMEs

ObJectiVe: Champion young people who have made a positive contribution to their local communities and the environment MakiNg it happeN: The prestige and the excitement of the Olympic Torch Relay was a big opportunity for Coca-Cola. As Presenting Partner of the Relay, this was our chance to show our commitment to young people, to local communities, and to inspiring moments of happiness. We developed Future Flames as a way to fuel and channel the excitement of this event in a positive way. The idea behind Future Flames was to shine a light on the best of British youth by recognising, rewarding and inspiring the young people who use their passions to help make Britain a better place, by giving them the once in a lifetime chance to carry the Olympic Flame. We set selection criteria to identify young people who: H ave a passion for life - specifically sport and active lifestyles, music and dance, the community or the environment - and who live life to the full. H elp others benefit from their passion and have a dream of staying passionate throughout their lives. We ran a campaign to encourage the public to nominate young people who met these criteria and also conducted dedicated searches in association with partners such as WWF-UK, StreetGames and the National Union of Students (NUS) to nd inspirational young people who spread happiness in their local communities. Thousands of entries were received and judging took place via independent panels, which included music artists Dizzee Rascal, Eliza Doolittle, The Wanted and a number of London 2012 hopefuls. During the selection process, we maintained a focus on nding people who, among other things, lived active, healthy lifestyles and were role models in their communities. In March 2012, we announced over 1,000 inspirational people our Future Flames who would carry the Olympic Flame. This was our celebration of young people who had made a positive contribution in areas like sport and physical activity and music and dance promoting active, healthy lifestyles and supporting their communities. ActioN: Identify and reward community youth champions
Being a Coca-Cola Future Flame has given me the condence to go out there and inspire young people, not just in Newham but across the whole of London Terry Bobie-Agyekum, Future Flame and torchbearer This has been an unbelievable experience. A once in a lifetime opportunity. I couldnt have done it without Coca-Cola, they have being amazing and made everything possible. Dreams can come true! Tom Halloway, 19, Future Flame and StreetGames coach and role model
The Coca-Cola Beat Fleet travelled 8,000 miles across the UK as part of the Olympic Torch Relay and our crew encouraged people to come out and celebrate their Future Flames and Move to the Beat. Over 13 million people came to watch the Relay and celebrate. As part of the Future Flames campaign, we also spent two years bringing together the best in emerging young talent to showcase their abilities at London 2012. To do this, we worked with an experimental theatre company as well as dance colleges, drama schools and community organisations to identify and then audition a cast of over 300 young performers, particularly targeting young people from the six Olympic host boroughs in London. This created a talented young cast our Coca-Cola Beat
Collective who would be given the chance to showcase their talents at the Games. The young British artists of the Coca-Cola Beat Collective performed to an estimated live audience of over one million visitors at the Olympic Park and Londons Hyde Park, getting us all celebrating the best of British youth. In addition, a team of roving performers toured the Olympic Park, entertaining the crowds with spontaneous dance routines and performances, and celebrating people who recycled. They also encouraged visitors to collect and swap Olympic pin badges in aid of StreetGames, a national charity supported by Coca-Cola that brings sport to the doorstep of young people in disadvantaged communities across the UK (see overleaf).
Its time to recognise young people in this country and Cokes Future Flames campaign does just that. See the person, not the age. I see young people judged all the time and theres negativity about them. But people should look at reality many young people are making a positive difference but no one hears about it. We can change that by nominating the Future Flames we know. UK Rapper Dizzee Rascal, who helped promote the Future Flames campaign
PIN BADGEs
The designs for the 182 different pin badges created by CocaCola were created by two inspirational young designers Julia Zeen from Brighton and Stuart Langley from Hartlepool as part of our commitment to celebrate and shine a light on the best of British youth. The pins featured famous London landmarks, as well as iconic moments in British popular culture.
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STREETGAMES
ObJectiVe: Provide sporting opportunities to young people from disadvantaged communities across the country MakiNg it happeN: We have a long history of using the power of our brands to help people become more physically active, and we wanted to harness this experience in the context of London 2012 to make a difference to the lives of young people in the most deprived parts of the UK. So in 2010, we entered into a new three-year partnership with national charity StreetGames to deliver a legacy of increased grassroots sport participation that would last well after the Games were over. Our funding supported StreetGames plans to provide an improved sporting experience to over 110,000 young people across the country, through a range of initiatives including: G rowing its network of projects for young people, including to launch into Scotland for the rst time. D eveloping a new programme of 300 neighbourhood & massparticipation sports festivals to reward existing StreetGames participants and to encourage more young people to get active and to get involved in their local StreetGames project. E stablishing the StreetGames Sport for Change Training Academy, to allow 100 tutors to deliver 11 new training courses to around 6,000 sports coaches.
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StreetGames projects ensure that young people from all circumstances are able to participate, enjoy and potentially discover a hidden gift in sport. Sir Clive Woodward, British Olympic Associations Director of Elite Performance
ActioN: Fund StreetGames to bring sporting opportunities to 110,000 young people in deprived parts of the UK
C onnecting elite athletes with StreetGames projects in their local area and giving them the chance to apply for a bursary of up to 5,000 each to set up initiatives that would benet the projects in their community. G iving 65 StreetGames participants the opportunity to carry the Olympic Flame in the London 2012 Olympic Torch Relay via a bespoke StreetGames nomination campaign. Our in-kind support provided crucial communications expertise, connecting StreetGames with stakeholders and opinion leaders at a number of events including a launch in parliament where hundreds of MPs were able to hear about StreetGames for the rst time. We also brought in ambassadors such as Amir Khan to raise prole of StreetGames in the media and inspire young people. A total of 50,000 was allocated in bursaries to inspirational Olympic and Paralympic athletes for a wide range of activities, all focused on engaging more young people in different Olympic sports. Recipients included Diane Modahl, Athletics; Stephanie Millward, Paralympic Swimmer; Claire Bennet, Fencing; Tom Davis, Judo; and Giles Long, Paralympic swimmer.
It has brought sport to the doorsteps of these young people, helping them develop in the community, its a special thing that Coca-Cola and StreetGames are doing. Sport is about bringing people together from different walks of life. A lot of these young people were actually really good and picked it up so quickly, they were brilliant! Claire Bennet, GB fencer and StreetGames Ambassador
SPECIAL OLYMPICS GB
ObJectiVe: Provide year-round sporting opportunities to people with intellectual disabilities across the country MakiNg it happeN: ActioN: Fund Special Olympics GB projects in the UK to extend their programme of Unified Sports into four new sports
SHARING KNOwlEDGE
The Coca-Cola Foundation commissioned Brunel University to undertake an in-depth evaluation of StreetGames to explore the impact of its work and to help share the lessons learnt with other organisations.
We are a founding partner of Special Olympics GB and were proud of our long-standing association with this charity, which provides year-round sports training and competition for young people and adults with intellectual disabilities. Special Olympics GBs programme of Unied Sport brings both intellectually disabled and able-bodied people together to play sport on the same teams, fostering inclusion and friendship. As part of our London 2012 legacy, we committed additional funding to radically extend the reach of Unied Sport, which prior to London 2012 was limited to football, into four new sports. The funding supported outreach to volunteers, clubs and national bodies and built on the foundation of the existing 135 clubs and 8,000 members. The extended programme of Unied Sports was launched at a high prole event in February 2012 with NBA legend John Amaechi OBE.
Unied Sports programmes will play a valuable role in breaking down the barriers to sport that exist for people with learning disabilities; and in an environment that promotes equality and inclusion. With such a great range of sports to choose from now everyone can get involved. John Amaechi OBE, former NBA star and Special Olympics GB Ambassador
FURTHER FUNDING
To fund further support after the Games were over, we took the decision to donate Coca-Colas prots from our CocaCola Pin Trading and London 2012 merchandise sales to StreetGames. This was widely promoted at the point of sale, and on the items themselves, affording the charity signicant national exposure. We are still working out the nal sum but anticipate donating an additional 100,000 to StreetGames as a result.
Our mission at Laureus is to use the power of sport as a tool for social change so we were really pleased to see Coca-Cola using the Olympics to address both social and environmental issues. The Unied Sports programme is an excellent example of how sport can be used to break down barriers and unite people. Ned Wills, Director, Laureus Sport for Good Foundation
It really builds their self-condence. Its also brought students together who didnt know each other, so especially in terms of our disability and non-disability students, theyve made new friends. Its been so nice seeing the students now chatting and saying hi to each other around College Unied Sports made that possible! Tanya Blake, Mentoring co-ordinator, Tower Hamlets College
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REDUCING AND COMpENsATING fOR OUR CARBON EMIssIONs

IN THIs sECTION: Carbon footprint Voltaic warehouse Low carbon delivery vehicles Low carbon OTR vehicles Carbon compensation
CARBON FOOTPRINT
ObJectiVe: Measure, avoid and reduce carbon emissions ActioN: Implement a comprehensive carbon reduction programme MakiNg it happeN: We recognised from the start that mapping and understanding our carbon emissions was the key to managing them effectively and in 2011 we started working with Best Foot Forward, the carbon footprinting specialists chosen by LOCOG, to assess the estimated carbon impact of our London 2012 programme. Best Foot Forward used a methodology based on the Greenhouse Gas Protocol, especially adapted for events, and we
AllOCATION Of OwNED EMIssIONs BY wORKsTREAM

36%
AllOCATION Of OwNED EMIssIONs BY CATEGORY

TraNsport EQuipmeNt & buildiNgs & offices 1% 2% 6% 25% 7% 27%
9%
Guest accommodatioN 22% Staff subsisteNce aNd uNiforms DriNks giVeN awaY 20% giVe-awaYs OlYmpic Torch RelaY citY celebratioNs aNd coNcerts
13%
7% 8% 14%
HospitalitY OlYmpic Torch RelaY
ProJect team ShowcasiNg VeNue Ops
MerchaNdise Waste
Power & cooliNg
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REDUcINg aND compENsatINg foR oUR caRboN EmIssIoNs
dened the scope of our programme according to the simple and effective Owned, Shared and Associated classication tool used by LOCOG. From this, we calculated a reference case, which identied what our Games carbon footprint would be without taking any action. This showed us our forecast emissions across the ve Olympic and Paralympic work streams, highlighting where our carbon emissions were greatest, which helped us focus our thinking on where to prioritise our Games-time carbon reduction efforts. After the Games were over, we measured the actual carbon footprint of our activities to give us clear before and after gures. This approach allowed us to measure the precise impact our carbon reduction efforts had on our footprint. The question of where to focus our carbon reduction efforts was challenging and to support us in this task we convened our Carbon Footprint Technical Advisory Group, with representatives from WWF-
UK, Defra, Oxford University, the Sustainable Restaurant Association and Sustainable Events Ltd. This group helped us to review our assumptions, and develop a plan to avoid, reduce and replace sources of carbon emissions across our Gamestimes activities. The result was that we managed to reduce emissions by 12% against the pre-Games reference case. We hope the event footprinting methodology piloted for London 2012 will become the global standard, used at all large events as the primary tool for understanding emissions sources, prioritising activity and recording outcomes. Within The Coca-Cola Company we will share what we learnt with others, in particular with the Coca-Cola teams working on future Games such as the Sochi 2014 Winter Olympic Games and Rio 2016 Olympic and Paralympic Games. We will do this at our After Action Review meeting in Moscow in November 2012 with the intention of helping them to make their own sponsorship as sustainable as possible.
TOTAL OWNED EMISSIONS

Pre-Games reference case to final tally
Within this 12% reduction from the pre-Games reference case there are some clear examples of the action we have taken resulting in a positive impact. For Venue Operations, the investments we made in biogas delivery vehicles, the Voltaic warehouse and the reduction in overnight stays made a real difference. For the Olympic Torch Relay, the investment in a fuel efcient eet achieved a 30% reduction in emissions compared to the reference case. Emissions from Hospitality increased in response to an expanded scope. Merchandise emissions also increased signicantly. These were calculated on the basis of royalties payable to Coca-Cola and the nal agreed rate was markedly higher than the gure used in the reference case.
12% lEss
RefereNce casE
7,000
FiNal tallY
6,000
5,000
ToNNes of CO2e
4,000
3,000
2,000
1,000
FiNd out more: A more detailed review of our London 2012 carbon footprint is available at www.Coca-Cola.co.uk/ London2012sustainability
ShowcasiNg OlYmpic Torch RelaY
ProJect team VeNue Ops
MerchaNdise HospitalitY
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25
Operations and distribution manager and Olympic Ambassador John Halpin at our state-of-the-art warehouse
LOW CARBON INFRASTRUCTURE

ObJectiVe: Ensure a low impact infrastructure for storage and distribution of Games-time products ActioN: Invest in a state-of-the-art warehouse from which to supply London 2012 venues and ensure that our infrastructure at venues is as sustainable as possible
We hope to engage people at the sites and leave a legacy as a business. It will determine how Sidcup is viewed and shape what people think. John Halpin
LOW CARBON OlYMpIC TORCH RElAY VEHIClEs

ObJectiVe:
Our Olympic Torch Relay vehicles were representing Coca-Cola to millions of people and it was important for us to know that we had taken all practical steps to minimise the impact of our eet. The work we did with E4Tech provided us with a clearly prioritised plan on which our suppliers then delivered. James Williams, Olympic Torch Relay Director
ActioN: Prepare a Sustainable Fleet
MakiNg it happeN: Refreshing and hydrating the 14,500 athletes, 7,000 ofcials, 200,000 workers and more than nine million spectators that were expected to ock to venues during the Olympic and Paralympic Games required an enormous amount of planning and we knew we had to make sustainability a core consideration in order to achieve genuine results. We thought about how we store and distribute our products and took steps to reduce the carbon generated by these processes. Ahead of London 2012, we invested in a new warehouse in Dagenham with robust environmental credentials, from which we could deliver our products to Olympic venues. Known as Voltaic, the new warehouse includes cutting-edge features such as photovoltaic roof panels to generate solar electricity, skylights covering 15% of the roof (against an industry norm of 10%), which reduces the need for lighting inside, motion-censor lighting to further reduce electricity usage, a ground source heat pump, which uses the earths geothermal energy to supply heating and cooling for the ofces, and a rainwater harvesting system to reduce our water footprint. We also made sure that every cooler or vending machine that was placed inside a London 2012 venue was HFC-free, energy efcient and used LED lighting. We also formulated legacy plans for these coolers to ensure that they could be redistributed to our European customers after the Games. This accelerated our transition to HFCfree coolers across Europe.
Use a low-carbon fleet for our Olympic Torch Relay transportation MakiNg it happeN: We planned the transportation with an eye on the possible sustainability hot spots. Thats how we knew we needed to reduce our carbon footprint associated with the Torch Relay as far as possible. We commissioned a comprehensive analysis of eet options from sustainable energy consultants, E4Tech, on the basis of which we made a number of adjustments to our eet, as well as training our drivers in fuel-efcient driving. O ur two main Advanced Sampling vehicles the Beat Buses were converted to diesel-electric hybrid power, saving an estimated 1.6 tonnes of CO2.
R ecycle Beat our innovative mobile recycling unit (see page 33) is hybrid. A ll support vehicles were BMW Efcient Dynamics cars. Although not primarily a carbon reduction initiative, the principle celebration vehicle, the Beat Box, was also tted with an advanced exhaust cleanup system and a low emission auxiliary generator to reduce air pollution to very low levels.
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CARBON COMPENSATION
ObJectiVe:
We are impressed with Coca-Colas commitment to reducing their carbon emissions from their Games-time activities and commend the company for choosing to purchase Gold Standard carbon credits from projects in Brazil and China, demonstrating a clear commitment to meeting the highest benchmarks in carbon accounting and project design. Because of The Gold Standards uniquely rigorous governance framework these projects deliver a trusted and genuine social and environmental legacy. Adrian Rimmer, CEO, The Gold Standard Foundation
ActioN: Implement a comprehensive carbon compensation programme
Compensate for our owned emissions plus the carbon impact of the flights of our guests MakiNg it happeN: Despite our best efforts to reduce our carbon footprint, we knew our Games-time activity would produce signicant levels of carbon emissions and, with input from our Technical Advisory Group, we decided to compensate for all unavoidable owned emissions (6,184 tonnes CO2e), as well as the ights for all CocaCola guests (4,588 tonnes CO2e), by purchasing Gold Standard offsets. We chose to support two offsetting projects, a Chinese biogas capture programme and the Ceara Biomass Project in Brazil effectively paying it forward to the host country of the next Summer Olympic and Paralympic Games, Rio 2016. Best Foot Forward also calculated the legacy benets from three of our carbon reduction investments, which more than compensates
for the remaining 5,863 tonnes of associated emissions. O ur Voltaic warehouse should save 322 tonnes CO2e over the course of our ve year lease. T he 14 biogas trucks should save 1,849 tonnes CO2e over their six year estimated lifespan. T he annual benet from the Continuum Recycling Facility could be as much as 33,000 tonnes CO2e, depending on what proportion of the bottles used would otherwise have gone to landll. Even if 100% of bottles would have been recycled anyway, many would likely have been shipped to Asia rst. Domestic recycling and reuse is more carbon efcient than exporting PET and then buying back the rPET ake for use in our bottles.
LOW CARBON DElIVERY VEHIClEs

ObJectiVe: Devise a low-carbon vehicles plan for the delivery of our drinks to the London area at Games-time MakiNg it happeN: We invested 1.75 million in 14 new biogas trucks (powered by methane captured from a landll site in Surrey) and the refuelling infrastructure to operate them to deliver our products to London 2012 venues. This wasnt essential, as the diesel vehicles we were using were compliant with London 2012 requirements, but the 50% carbon saving over conventional diesel-fuelled vehicles made the biogas option very compelling from a sustainability perspective. These vehicles have now been integrated into our distribution systems and so will have a life long after the Games. The new biogas trucks will cut the carbon footprint of our distribution system by an estimated 1,800 tonnes over their expected six year lifetime. In addition, the other vehicles we used for our Games-time deliveries were powered with liquid natural gas (LNG), a lower carbon fuel type than diesel. ActioN: Invest in new biogas delivery vehicles
COMpENsATING fOR COCA-COlAs GAMEs-TIME CARBON EMIssIONs
10,772
toNNes of co2e
4,000
toNNes of carboN offsets Biogas capture project in China
7,000
toNNes of carboN offsets Biomass project in Brazil
Owned emissions from transport, equipment, accommodation etc
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INfographic
ZERO WASTE INFRASTRUCTURE

ObJectiVe: Work collaboratively to develop an efficient recycling system at venues MakiNg it happeN: Through our Recycle Zone Scheme (providing on-the-go recycling bins) and other activities, we know what motivates people to recycle. We used this knowledge to work with LOCOG and WRAP in devising a simple waste system for Games venues. The bin shape, style, position and signing were the product of many discussions and trials; for example, the green recycling bins and orange compostables bins were twice the size of the black general waste bin that sat between them: intended as a clear nudge to visitors to prioritise recycling, as well as a strong sign of LOCOGs ambitions for a zero waste Games. Despite our expectation that the nal gures for London 2012 recycling and composting rates will be impressive, we feel the messaging could be even sharper for future events see the What we learnt box for recommendations for future bin systems. The innovations we introduced have contributed to our understanding of this complex subject and the challenges we faced will be factored in to future planning. Our number one lesson is that any system can be improved though close monitoring and rapid reaction. We learned a great deal from watching spectators use the bins and LOCOG were quick to make adjustments during the transition period between the Olympic and Paralympic Games. Beyond London 2012 venues, we also improved the recycling facilities around London, placing 260 new recycling bins around the city. The bins on Oxford Street alone now collect over one tonne of recyclable waste each day. ActioN: Prepare initiatives, infrastructure and systems to proactively support LOCOGs zero waste ambitions
HElpING TO DElIVER A ZERO wAsTE GAMEs

IN THIs sECTION: Zero waste infrastructure Zero waste processing facilities Inspire recycling Recyclable packaging Recycled materials Zero Waste Network
The bins were also colour coded to match the recycling symbols found on food and drink packaging purchased in venues, to make it as easy as possible for spectators from all over the world to put their waste in the correct bin, no matter what language they spoke.
What we learNt: C o-locating the three types of bin engaged spectators with the request to sort their rubbish. T he smaller size of the black general waste bin sent a clear signal that this was a last resort. U sing a see-through shell gave spectators a strong visual clue about what should go in which bin, although in future, this could be done as effectively by printing a photo around the bin shell instead with the additional benet of protecting a contaminated bin from further mistakes. S pectators first look for information on what goes where on the bin lid and so this is where clear signage should be focussed, rather than the body of the bin. P utting our logo on the orange compostable bin contributed to incorrect streaming, wrongly suggesting that Coke branded product could be put in this bin (branding was removed from the lid for the Paralympic Games). B etween the Olympic and Paralympic Games, LOCOG added a no food sticker to the recycling bin lids and a no plastics sticker to the compostable bin lids which appears to have contributed to lower contamination rates during the Paralympic Games.
It was great to collaborate with Coca-Cola on the look and feel of our waste bins. We greatly beneted from their insight into consumer behaviour and together we created an engaging and consistent recycling system for the Games. Phil Cumming, LOCOG
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HElpINg to DElIvER a zERo wastE GamEs
ZERO WASTE PROCESSING FACILITIES

MakiNg it happeN:
ObJectiVe: Ensure that processing facilities are in place to deliver a zero waste Games
ActioN: Invest in the worlds largest plastics recycling facility: the Continuum Recycling Plant
INSPIRE RECYCLING
ObJectiVe: Inspire people to recycle ActioN: Create innovative ways to engaging people in the idea of recycling
Continuum Recycling represents CCEs commitment to transform recycling infrastructure in the UK and to develop the most sustainable packaging possible. The partnership with ECO Plastics is an industry rst, creating a state of the art facility that will make a signicant contribution to the countrys low carbon economy. We are also delighted to have created 30 new skilled jobs for the local area as a result of the partnership. It is hoped that this model proves to be a catalyst for inspiring similar initiatives in future between other major UK brands and progressive recycling companies. Simon Baldry, Managing Director of Coca-Cola Enterprises
Our pledge to include 25% of recycled material in all PET bottles supplied to London 2012 venues was an exciting commitment, but it also presented a challenge: how could we meet this objective given the limited availability of (rPET)? Coca-Cola Enterprises collaborated with ECO Plastics a well-established waste reprocessor to fast-track plans for a major new bottle-to-bottle recycling facility: the Continuum Recycling Plant in Lincolnshire. This 15 million investment more than doubled the amount of bottle-grade recycled plastic (rPET) available in Great Britain, and enabled us to commit to recycling all clear PET drinks bottles from Games venues and turn them back into new bottles within six weeks. It also allowed us to hit our target of including 25% rPET in all our PET packaging by the end of 2012. This was not only a huge achievement and a world-class example of how to manage bottle-to-bottle recycling, but it also enabled us to talk about a simple, inspiring message: that a bottle
served at the Opening Ceremony of the Olympic Games could be back on a shelf before the Paralympic Games were over. We conducted research during the Paralympic Games to better understand the impact of this message over three-quarters of spectators were unaware that recycling could be done so quickly on home soil and, on learning this, 70% claimed they would now be more likely to recycle at home. Continuum is the worlds largest plastic bottle reprocessing facility and has doubled current production of food grade recycled PET plastic in the UK. The facility has already recycled over 10.5million bottles collected from the Games, avoiding 290 tonnes of waste to landll, saving an estimated 310 tonnes of carbon and providing sufcient material to use in around 42million new bottles. The factory as a whole will save around 33,500 tonnes of CO2e per year, the equivalent of taking 15,715 cars off the road, as well as creating 30 new jobs in the UK.
MakiNg it happeN: Millions of people joined the 70 day celebration of the Olympic Torch Relay. We saw this as the perfect moment to spread a positive message about recycling while we handed out free samples of Coca-Cola and Coke Zero along the way. Our new hybrid vehicle, Recycle Beat, was designed to encourage and reward recyclers in an interactive way. Special sensors connected to the sound system, allowing people to remix and adapt our Games-time track Anywhere In The World every time they recycled a bottle at one of the evening celebrations. We took their photos, which they could download from our Coke Zone website and share with friends on Facebook and Twitter, and gave them the opportunity to make personal recycling pledges which they could record on their phones. We recorded more than 7,000 such pledges during the Torch Relay and collected 30,000 bottles for recycling. Our team included dedicated recycling experts who talked to people along the Torch Relay route and inspired them to recycle their bottles and cans every time, every day. We collected 2.3 tonnes of bottles during our 70 day journey around the UK. All material collected by Recycle Beat was transported to our new recycling facility, Continuum Recycling, and reprocessed to be back on the shelves of British retailers within six weeks. The strong focus on recycling was extended into our Gamestime messaging too. All food and drink concessions in venues carried clear recycling messages and concession staff wore recycling badges. In addition to the work we did with LOCOG to design the bins, we also placed additional signage above them to ensure the recycling message stood out, even in crowds. Finally, a team from the Beatbox pavilion roamed the Park, celebrating individuals who they caught recycling. This immersive approach paid off with our recycling survey, conducted during the Paralympic Games, indicating that spectators noticed our efforts. Half of those surveyed recognised our role in supporting recycling, and making the Games more sustainable. The benet to our brand was clear too: as a result of this activity, two-thirds agreed that CocaCola was a good t with the Games, and 80% felt more positive about Coca-Cola being a brand which is helping the environment.
The key to getting people to change their behaviour is to make the change easy and fun, that way you dont have to tell them to do good things, theyll just want to. Coke really understands this principle. Their Recycle Beat vehicle was an inspired way to get spectators of the Olympic Torch Relay to recycle. They made the experience of recycling fun and they made it shareable. I wouldnt be surprised if people were scouring the oor for extra bottles to recycle! Nick Stanhope, CEO, We Are What We Do
We have spread the recycling message across Great Britain, reaching out directly to hundreds of thousands of consumers. Its not just about recycling at the Torch Relay, it is about inspiring people to recycle everything possible in their daily lives, at home and when out and about. We want to show people what a difference recycling can make and the Olympic Torch Relay was a unique opportunity to spread this sustainability message. Patrick McGuirk, Recycling Director, Coca-Cola Enterprises
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HElpINg to DElIvER a zERo wastE GamEs
100% RECYClABlE pACKAGING

ObJectiVe: Serve all Coca-Cola products in 100% recyclable packaging that contains 25% recycled material MakiNg it happeN: In line with LOCOGs comprehensive packaging strategy, we wanted all Coca-Cola products we served to be in 100% recyclable plastic bottles, with 25% recycled content (rPET), and we were pleased to achieve this target. We thought about all the elements from bottle caps to label glue and realised we needed to invest, innovate and work quickly. We were helped by existing innovations like our PlantBottle packaging, containing up to 22.5% of plant-based materials and which is 100% recyclable. We introduced PlantBottle to the UK in 2011 and used it for all Coca-Cola, Diet Coke and Coke Zero bottles sold at London 2012. Elsewhere, we made small but crucial adjustments, such as changing the glue used to adhere the label on Powerade products and the removal of an additive from the Glaceau Vitaminwater bottle, since we discovered that these materials impacted the quality of the resultant recycled PET. ActioN: Transform our packaging to meet these standards
The decision to use 100% recyclable packaging was huge! It was my job to get everyone on board. Normally, youd need at least two and a half years notice for this kind of change but we did it faster. I found I was pushing at an open door, with everyone keen to help accelerate change. The Olympic Games is a moment in time to aim for change and drive action Malcolm Plows, Venue Operations Director
SHARE THE LESSONS OF A ZERO WASTE GAMES

ObJectiVe: Share learning from staging a zero waste Games and inspire others to deliver zero waste events ActioN: Set up the Zero Waste Network and maximise its impact MakiNg it happeN: In 2011, Coca-Cola worked with LOCOG to develop The London 2012 Zero Waste Events Protocol. This was a practical guide to support and encourage best practice for managing waste at events associated with London 2012, such as the Olympic Torch Relay, as well as the Games themselves. We wanted to use the Protocol to benet and inform as many people as possible but particularly the waste managers at local authorities along the route of the Olympic Torch Relay. Therefore, with LOCOGs blessing, we created Zero Waste Events, an online platform for events and waste management professionals to learn from each other and share their experiences. We encouraged them to take part by offering prize draws for tickets to the Games, and by maintaining a stream of quality information and What we learNt: posts we created a thriving community of over 300 practitioners with a useful library of case studies. This was especially important for us in the run up to the Olympic Torch Relay (OTR), where we had little opportunity to directly affect the way in which the events were run. The OTR team put measures in place to mitigate our waste impact, ensuring all samples were OTR branded to encourage the view that they were souvenirs and training the Advance Sampling Vehicle teams to sweep areas and recycle bottles before leaving. However, much of the responsibility and recycling infrastructure for the Relay and City Celebrations fell to the local authorities. We used the Zero Waste Events platform as a way of exciting and inspiring them to run the events in a way that generated as little waste as possible, while also giving them practical support and advice on how to do this.
USE RECYCLED MATERIALS

ObJectiVe:
Made with
ActioN: Transform our merchandise and uniforms to use recycled content wherever possible
Use recycled materials for our staff uniforms, licensed merchandise and merchandising equipment wherever feasible, and create plans for their reuse MakiNg it happeN: We wanted our branded products and uniforms that we used during the Games to be as sustainable as possible. That meant taking a close look at how we could scale up our use of recycled content in these items, and how we could up-cycle or re-use them after the Games. We worked with Greenpac, our uniform
suppliers, to ensure that the clothing that was worn by every member of the CocaCola team was made with fabric created from recycled plastic bottles. After the Games this clothing was donated to Oxfams projects in Senegal and Pakistan. Any unworn items were sold as souvenirs to Coca-Cola employees with all proceeds donated to StreetGames.
I dentifying and communicating with our target audience (Local Authority Waste managers) was challenging and required the support of partners. T he way waste management works in the UK can differ from one county to the next, as can levels of engagement and understanding. It was therefore important to keep the advice broad but make sure we covered the basics rst.
W e had intended to collect case studies along the route of the Olympic Torch Relay, helping each borough to inspire the next. In practice, it was challenging to get a quick turnaround on these.
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SUPPLY CHAIN
ObJectiVe: Integrate our sustainability priorities into our supply chain MakiNg it happeN: The support of our suppliers was essential. Prospective suppliers had to show how they would respect and address our sustainability objectives. Our Sustainability Policy set out our own objectives and our Sustainability Guide for Suppliers went one step further, setting out our expectations of our suppliers and providing guidance and further resources to support them. These expectations were integrated into the tender process. At the outset, those tendering were asked for a copy of their Sustainability or Environmental Policy, and suppliers were scored, in part, according to the degree to which the products or services they intended to provide us met our sustainability objectives. Delivering these measures required the full support of our legal and procurement teams, and we learned it is never too early to start with this process. At London 2012, we provided branded menu boards for food and drink concessions. Previously, most of these were simply thrown away or recycled post-Games. We wanted to raise the bar, so asked our supplier, Blake Jarrett and Co., to build sustainability into their planning. They came back to us with some great ideas: Use recycled plastic. E nsure the London 2012 logos can be removed after the Games and replaced with generic Coca-Cola logos for re-use. U se as little packaging as possible but make it strong enough to be stored and used again post-Games. M anage the production schedule to ensure that most items were shipped, not own. We took them up on every point. Over 1,000 menu boards were deployed at London 2012 venues, which would have been thrown away after previous Games. We redeployed 97% of all the reusable items (3% were damaged) saving the business money as well as reducing our waste. ActioN: Ask, require and support suppliers to contribute towards our sustainability objectives
sUsTAINABlE fIsH CITY

In support of LOCOGs sustainable sourcing objectives and Food Vision, in June 2012 Coca-Cola GB signed up to Sustains Sustainable Fish City Pledge. We worked with Compass, our UK head ofce catering supplier, and the Marine Stewardship Council (MSC) to gain MSCs Chain of Custody certication. This involved all of our Hammersmith catering staff being trained, altering our menus and the restaurant being independently audited to verify that no sh or seafood served in the restaurant is at risk from extinction nor from unsustainable sheries. To communicate this to staff we held a Lunch and Learn sustainable sh buffet where the MSC came in and communicated the importance of sustainable sh. We also held additional meetings with our London 2012 hospitality suppliers to explain the Sustainable Fish City Pledge, and both the Langham hotel and Benugo, our Games-time hospitality providers, have now signed the pledge and committed to sourcing sustainable sh in their restaurants. Since LOCOG made the commitment to serve sustainable sh at the London 2012 Olympic and Paralympic Games we have asked many large employers to adopt the same standards for the catering they commission - decisions that are hugely inuential with the catering industry. Coca-Cola GBs work to ensure sustainable sh is served to their staff is a model we hope many other businesses will follow. Jon Walker, Sustainable Fish City
DOING MORE AND GOING fURTHER wHERE COCA-COlA COUlD MAKE A REAl DIffERENCE
IN THIs sECTION: Supply Chain Guest experience Sustainable structure Support athletes Empower athletes Apprentices Staff training Social impact
London 2012 was our chance to shift what we were doing as a business investing in new projects to reduce our carbon impacts, increase recycling and promote health and wellness. But we also recognised that there was a real opportunity to have an even greater impact by asking and requiring our suppliers to do the same. Olivia Knight-Adams, Sustainable Games Project Coordinator
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DoINg moRE aND goINg fURthER
GUEsT EXpERIENCE
ObJectiVe: Ensure all our guests have a sustainable experience MakiNg it happeN: We wanted our guests to understand what we were doing, and see the effects throughout their visit. We worked with the Langham Hotel to integrate sustainability messages into our guest hospitality programme. As a result, the Langham was able to advance its own sustainability agenda, signing the Sustainable Fish City pledge and a zero waste to landll waste contract. In addition, we provided amenity packs for our guests with sustainability messages and rPET clothing. We used coaches, not cars, to transport them and used this travel time to show them a 10-minute lm about our sustainability projects at the Games. They also received a London Transport travelcard with every event ticket, encouraging them to use public transport when not travelling with us. We informed all our international guests that we had offset the carbon created by their return ight to London. ActioN: Integrate multiple sustainability touch points into the guest experience
CSR and sustainable business development are an important part of our ethos so we were keen to work alongside Coke to push the sustainability message to all our guests during London 2012 Kobus Maree, Langham Hotel
SUPPORT ATHLETES
ObJectiVe: Support athletes to prepare for a career once they finish competing professionally ActioN: Create an Academy of Excellence programme to train young athletes in business skills
The Coca-Cola Academy of Excellence challenged the traditional model of athletes receiving cash payment for endorsement, to create a closer partnership between the brand and athlete and genuinely support aspiring Team GB athletes on their 2012 journey Mark Richardson, Lane4
MakiNg it happeN: Athletes need support preparing for life after their professional sporting careers. Our Academy of Excellence programme was developed with Lane4, Olympic champion Adrian Moorhouses elite performance business, to investigate alternatives ways of providing corporate support to future champions that look to the long term welfare of athletes. We wanted to harness the commitment, passion and desire of athletes and direct it to developing business skills, whilst bringing the insight and experience of elite performers into The Coca-Cola Company to inspire, motivate and educate. We selected ten young Olympic and Paralympic hopefuls, from disciplines including Swimming, Badminton, Judo and Wheelchair Basketball and gave them business experience and mentoring to help them continue to excel when their sporting careers are over. We also invited them to do a number of paid appearances at Coca-Cola employee events across the country, which had a huge impact on the level of staff engagement with the Games.
DELIVER A SUSTAINABLE SHOwCAsE

ObJectiVe:
Sustainability is of great importance in our design approach, particularly so for London 2012. It was really refreshing to nd that the team at Coca-Cola shared our viewpoint and could get excited about the same things as us. Asif Khan, Architect
I was really pleased to be invited to be an Athlete Ambassador for CocaCola. Its hard to build up meaningful work experience when youre busy training but Coke gave me the chance to get real work experience inside their ofces for a couple of weeks each year. When I nally hang up my judo kit, I know this is going to help me nd my next career. Tom Davies, GB Commonwealth judo champion
ActioN: Construct the Coca-Cola Olympic Park pavilion to high environmental standards
Deliver a sustainable structure for the Coca-Cola showcase in the Olympic Park MakiNg it happeN: We commissioned young emerging architects Pernilla Ohrstedt, 30, and Asif Khan, 31, to design our Olympic Park pavilion (the Coca-Cola Beatbox), to high standards of environmental sustainability. The lightweight structure was designed with ambitious aims, including sending zero waste to landll, 100% of timber sourced
either from a reused or FSC-approved source, and all suppliers using low or no emissions vehicles. The entire structure was also designed to be completely deconstructed and recycled or reused at the end of its useful life. STYLE THIS UP
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EMPOWER ATHLETES
could connect with them on things that they enjoy, we knew we could get a better response hence bringing the popular activities of pin-trading and kit-swapping into the centre. At the One Planet Centre, over 2,000 athletes learnt about environmental issues what we learNt: T he one-on-one interaction with our staff was very powerful, and many athletes were eager to engage. On the other hand, despite this being very much a social media Games, the #ActToday hash tag was not widely used by athletes. FiNd out more:
and made pledges to act as role models of sustainable behaviour. A total of 900 pledges were made, ranging from I will teach my kids about recycling and lead by example from the Canadian sailing team, to I wont wash laundry that doesnt really need it! by British diving star Tom Daley.
We dont have recycling in my country, I think its really important. So I will go back home and ask Do this here! Nekmatov Farkhod, Tajikistan Taekwondo Athlete
A thletes wanted an always on approach, rather than set times for set activities. We adapted by changing the kit swap sessions from a daily one hour event to an all-day opportunity.
I dont usually think about these things but this place alerted me to recycle, to make a small effort in my everyday life, it doesnt seem that hard actually. It shows Coca-Cola dont care about just selling now but also about the future, as their activity generates waste. They think about that and try to prevent it. Patricia Mamona, Track/Field athlete for Portugal
ObJectiVe: Empower athletes to be ambassadors for sustainability MakiNg it happeN: Athletes are inspirational and powerful role models. To harness this, we supported DEFRA, LOCOG and the sustainability charity BioRegional to raise athletes awareness of environmental issues, and to help them take simple actions towards a more sustainable future when they returned home after the Games. The One Planet Centre, at the heart of the Olympic Village, was an interactive hub lled with activities and information about the positive steps that could be taken to build a cleaner, healthier, and more sustainable future. Through a series of fun, social events and
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ActioN: Support BioRegional to create the One Planet Centre to inspire and educate athletes about sustainability
Our vision was to use the power of the Games to inuence lasting sustainable change. The athletes and sport are at the heart of the Games, and the One Planet Centre on the Olympic Village is the perfect place to positively engage with them. David Stubbs, Head of Sustainability at the London Organising Committee for the Olympic and Paralympic Games (LOCOG)
A more detailed assessment of the One Planet Centre is available at www.Coca-Cola.co.uk/London2012sustainability
competitions, the idea was to help athletes nd out more about reducing energy use, cutting waste and protecting the environment. Many of the activities that took place here, from the swapping of pins to the sharing of stories and use of social media, used what we had learned from previous Games about what engages young people and inspires change. From similar initiatives at the Beijing and Vancouver Games we knew that by educating and engaging athletes about sustainable living we could get this message to a much wider audience. Better still, if we
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STREETGAMEs WORK EXpERIENCE PROGRAMME

ObJectiVe: Give work experience to young people from disadvantaged backgrounds MakiNg it happeN: We planned to give 30 young people from disadvantaged communities the chance to work at London 2012. We publicised it through StreetGames as work experience and received over 150 applications from young people making a difference in their communities. After telephone interviews we took 90 away for a selection weekend, training them in interview techniques and CV writing skills to ensure that even those not selected went away with something to help their future careers. The weekend culminated in a team building exercise, followed by nal interviews. We were so impressed with their enthusiasm, energy and commitment, we gave 49 of them paid employment with our crews working in Olympic Venues across London, affording them a behind-the-scenes look at the workings of the Olympic and Paralympic Games and gaining valuable work experience. Two were hired to support our Showcasing team for eight months, a further 43 worked in Venue Operations for between four and eight weeks during the Games, and four worked within our Pin Trading Centres. They were all paid and received training, support, food, transport, uniforms, event tickets and accommodation. At the end of their contract, each participant attended a review with their line-manager and received a postassignment report and certicate. FiNd out more: We have collaborated with StreetGames to write a more detailed account of our Games-time work experience programme which you can access via our website at www.Coca-Cola.co.uk/London2012sustainability ActioN: Invite 30 young people from disadvantaged communities to join our Venue Operations team working at the Games
Young people are nding it increasingly difcult to get a job: its tough out there. I think the Coke initiative with StreetGames is inspired. I congratulate both Coca-Cola and the charity for getting together and fullling the dreams of young people. Nick Hewer, Supporter of StreetGames
sTAff TRAINING
ObJectiVe:
It is pleasing to know that Coke are doing so much to recycle and reuse. The purchase of the recycling plant last year showed their long term dedication to the cause. Its reassuring to know that when you talk to the public about Coca-Cola, we can talk with condence that Coke reuse, recycle and are consciously making efforts to be a sustainable company. It is something very close to my own heart, ensuring that we try and leave a decent planet for our children. Fiona Britten, Coca-Cola venue manager at Eton Manor
London 2012 has been the best experience of my life, a once in a lifetime opportunity that I can tell my kids and grandkids in the future. London2012 has been a great experience and I owe it all to StreetGames and Coca-Cola and want to thank you all for this wonderful opportunity. Terrence Hughes, StreetGames
ActioN: Integrate sustainability modules into all staff training
Ensure all staff receive training in sustainability and code of business conduct MakiNg it happeN: We began to train our staff on sustainability long before the Games began, covering a range of topics: T he background to the major sustainability issues. W hat we were doing and why, so that everyone felt part of what we were trying to achieve. W hy we made the decisions we did. Some of our decisions, such as deciding to offer such a wide range of products, signicantly increased the work load for our staff, so it was essential they understood the reasons behind our strategy. B espoke function-specific training, relevant to individual job roles. In total, more than 1,200 staff members received training and information about sustainability.
It has been an absolute pleasure getting to know Azad and watching him grow and develop as the assignment progressed. On day one Azad was the quiet member of the team, but by the end of it he had completely come out of his shell. Azad has done himself and the team proud! Thank you for being part of our team. Coca-Cola Venue Manager
We also had a comprehensive approach towards ensuring the health and wellness of our people at the Games. Planning for this began in 2009, well before the operational, Games-time employees for our hospitality, venue operations, showcasing and Torch Relay programmes were selected. We worked with health coaches and performance scientists to help us understand how we could ensure and improve our employees health and wellness in a way that would be lasting and meaningful for them. We developed plans and coaching sessions to help them think about and improve everything from their tness levels, to their eating habits, to their sleep patterns.
Its been a journey that I will remember when I am old and stories that I can share with my children when they grow up. Jahur Ali, StreetGames
Being able to work alongside Coca-Cola, one of the worlds biggest brands and to be able to work at my favorite sporting event ever is the perfect combination I couldnt ask for any more! Casey Lashley, StreetGames
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SOCIAl IMpACT Of spONsORsHIp

ObJectiVe: Create a model, available to all future events sponsors, to measure and improve the social impact of their investment ActioN: Work with independent experts Demos to create a model that quantifies the social value of sponsorship
Politics is increasingly concerned with how we can involve business in the Big Society and ensure that capitalism is responsible, but we havent equipped the corporate sector with the tools they need to understand and demonstrate the good that they do. This new tool aims to plug that gap so that we can build a more accurate and less polarised picture of the social value of business. Max Wind-Cowie, Demos, co-author of the report Measuring Up the Social Value of Sponsorship
wHAT OUR pARTNERs THINK

Londons bid to host the 2012 Olympic and Paralympic Games made a clear promise to stage the most sustainable Games of modern times. In 2004, we started working with London 2012 and BioRegional on the One Planet 2012 framework for Londons bid, which went on to form the foundation of London 2012s sustainability approach for the Games. We knew that, as a worldwide partner of the Games, the support of Coca-Cola would be integral to the successful delivery of this aspiration, and we were determined to work with them to help achieve this. WWF has been working with Coca-Cola all over the world for many years, primarily around water conservation, but also around other sustainability initiatives of interest and value to us both. We were pleased to be able to work with Coca-Cola to stretch their Olympic sustainability efforts, through our presence on the technical advisory team on carbon, and as a trusted adviser across their 2012 programme. The Olympics presents a great opportunity to create momentum and showcase change around green issues and, whilst theres always more that could be done, Coca-Cola has shown real leadership in the way it has pursued its sustainability agenda. The work it has undertaken to reduce its impact at the Games, and the lengths to which it has gone to use the power of its brand to engage others and ensure its actions have a lasting impact is to be commended and sets a standard for future corporate sponsorship of international events.
MakiNg it happeN: Every Games inspires us to go further and do more. We believe that corporate sponsorship can create Measuring up cover 4/4/12 7:08 PM Page 1 lasting social value, but it became clear early in our planning that there was no standard approach to quantify the social benets of corporate sponsorship of large sporting events. Our 18-month with independent think its social value partnership and civic responsibility. Critics call for social responsibility (CSR) a to rigorous be more tank corporate Demos aimed to create and robust effective and businesses to benefit more directly the evaluation model for this purpose. We wanted this communities in which they operate. But the truth is that while many businesses fund and deliver an array of model to help us, and other corporate sponsors, positive and pro-social activities and interventions, they to understand sponsorship can leave remain poor at how measuring and demonstrating the social a lasting value they add. legacy for people, communities and the planet. Measuring Up aims to bring social value into the The model was based extensive stakeholder be specifically designed to on measure the social value of corporate sponsorship. This tool, designed bothmodel consultation to understand what to a be new rigorous and easily applied by businesses at a minimum for measuring social value sector of corporate additional cost,the will help the corporate to understand, demonstrate and improve the value of was sponsorship would look like. Thesocial new tool their sponsorship and CSR activity. tested on our own sponsorship of London If we want capitalism to be more responsible, and 2012. The to drive positive social change, webeing must equip results of the pilot are now evaluated and will businesses with the necessary tools. Measuring Up be shared in 2012. Many the provideslater the corporate sector with theof means toindicators of measure the social of their engagement with social impact are value described in this report. The understand the broader impacts of their Max Wind-Cowie Head of the Progressive sponsorship andisto use that knowledge as an Conservatism Project at Demos. Claudia Wood is Deputy additional way of measuring business success. Director of Demos. It reects the priorities and problems identied with social value measurement, by measuring Key Performance Indicators set by the sponsor ahead of time under the categories behaviour, community and infrastructure. The new tool Demos 2012is available for download in the report Measuring up the social value of sponsorship. Available to download at http://demos.co.uk/publications/measuringup
ISBN 978-1-909037-04-5 10
Business is under increasing pressure to demonstrate
corporate sphere. It recommends a new tool the first to
measuring up the social value of sponsorship

Max Wind-Cowie Claudia Wood
measuring up | Max Wind-Cowie Claudia Wood
events, communities and charities to discover the good that business can do. helping businesses to model is a rst,
WIll TRY TO fIND HIGH REs ONlINE
David Nussbaum
Chief executive WWF-UK
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REflEctIoNs
www.coca-cola.com/loNDoN2012sUstaINabIlItY
DOCUMENTs
THESE caN be fouNd oN the Coke 2012 LegacY website www.coca-cola.co.uk/ LoNdoN2012sustaiNabilitY
O ur London 2012 Sustainability Policy O ur London 2012 Sustainability Guide for Suppliers A detailed case study on how we applied the ISO 20121 How To advice on applying the ISO 20121 Zero Waste protocol F urther information about our London 2012 carbon footprint A report on the athlete engagement activation, the One Planet Centre A more detailed account of the StreetGames work experience programme A review of the success of the Athlete Bursary scheme
REflECTIONs
The Olympic and Paralympic Games is Coca-Colas most valuable asset: we have an 84 year history with the Olympic Movement. London 2012 was the rst event for which the Company elected to have full-time headcount and dedicated budget to deliver sustainability and I consider it a huge privilege to be the person who was put in charge of that. I found I was pushing on an open door: the Coca-Cola Company takes sustainability very seriously and is in a leadership position on many issues. There was also the legacy of past Games to build upon: we had made sustainability a focus of our operations at both Beijing 2008 and Vancouver 2010. The single most important reason why it all went smoothly is that I had genuine support and enthusiasm from the wider team and the leadership of each work stream. Everyone understood that this was the right thing to do, and everyone seemed proud that we were doing it this way. Passing on tips is always fraught with difculties your event will face different issues, based on circumstances, location, organisation, relationship to the event and so on, but if I had to summarise what Ive learnt I think there are 5 key things. 1. T hiNk Big. This is number one for a reason. The level of your ambition sets the tone for everything you do so be ambitious. You never know whats possible until you start trying to make it happen.
2. Start earlY. Get the idea of sustainability embedded from the rst days of planning and, as far as possible, make the project teams take ownership of it from the start. You cant bring a sustainability expert in at the end and ask them to gloss the project.
3. Seek adVice. This is complex stuff and no one person has all the answers. Theres no substitute for expertise. Build partnerships with external parties to strengthen projects and bring in experts as required to support decision-making and build credibility.
4. Be persisteNt. Some sustainability proposals will not be embraced immediately, but if you believe they are right for the business then they are worth ghting for.
We haVe also uploaded all the films we made to tell our sustaiNabilitY storY at the Games:
Summary film An External Perspective Offering Choice Promoting Recycling Cutting our Carbon Footprint Introducing PlantBottle About StreetGames StreetGames Work Experience
Im proud of what we achieved at London2012 and look forward to watching the bar being raised ever higher at future events
5. MaiNtaiN focus. All activity has to link bank to your core purpose as an organisation. We are a business, not an NGO, and to retain the support of the organisation, it was important that all our Games-time investments had long-term payback - building our brand, supporting stakeholders, cutting resource consumption and minimising environmental impact.
At the time of going to print, some of these reports are incomplete so please revisit the website in November 2012 if the document you are interested in is not yet available.
StreetGames Athlete Bursaries The One Planet Centre
Katherine Symonds, Head of Sustainable Games, Coca-Colas London 2012 Olympic & Paralympic Team
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This report is printed on 130gsm silk and 300gsm silk, produced using 100% recycled, de-inked postconsumer waste. They are ECF, meaning no chemical bleaching has been used in their manufacture, and FSC assured so that the fibre is sourced from renewable and responsibly managed forests with a traceable chain of custody throughout the process. This report is printed by an FSC certified printer.

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LONDON 2012: OUR SUsTAINABIlITY LEGACY

OUR sUstaINabIlItY lEgacY

OUR GAMEs IN NUMBERs

of our bottles were completely recyclable

OUR SUSTAINABILITY LEGACY

OUR SUSTAINABILITY JOURNEY

SETTING OUR GOAls

RECIpE fOR sUCCEss

Coke GB team meet with Beijing 2008 team

Begin working with LOCOG as part of Food Advisory Group

Begin planning for staff training in sustainability

Head of Sustainable Games recruited

First meeting of technical advisory group for carbon footprint

Coca-Cola announces sponsorship of London 2012 Olympic Games

Investment in recycling facility investigated

Coca-Cola announces sponsorship of London 2012 Paralympic Games

Sustainable Games Project Co-ordinator recruited

Roll out of PlantBottle to the UK

Sustainable Games strategy launched externally

19th May Olympic Torch Relay begins

26th July Move to the Beat finale concert in Hyde Park

1st October Coca-Cola Closing Event

9th September London 2012 Paralympic Games Closing Ceremony

27th July London 2012 Olympic Games Opening Ceremony

OUR SUSTAINABILITY LEGACY

SUsTAINABIlITY Is MORE THAN A wORK sTREAM

COCA-COLA wORK sTREAMs

SHOwCAsING AND MERCHANDIsE

OLYMpIC TORCH RELAY

DIRECTOR OF pUBLIC AFFAIRs

TOp TIps fROM DARYl JElINEK

OUR SUSTAINABILITY LEGACY

AlIGNING wITH LOCOGs sUsTAINABIlITY GOAls

BUIlDING fROM OUR EXIsTING BUsINEss sUsTAINABIlITY sTRATEGY

ACTIVE, HEALTHY LIFEsTYLEs

CLIMATE AND ENERGY pROTECTION

GLOBAL wATER sTEwARDsHIp

PROMOTE HEALTH AND wELLNEss

REDUCE AND COMpENsATE FOR ALL CARBON EMIssIONs

OUR LONDON 2012 PRIORITIES

HELp TO DELIVER A ZERO wAsTE GAMEs

DO MORE AND GO FURTHER wHERE COCA-COLA CAN MAKE A REAL DIFFERENCE

OUR SUSTAINABILITY LEGACY

The Value of partNerships: WWF

Reduce and compensate for our carbon emissions

Help to deliver a zero waste Games

Do more and go further where Coca-Cola can make a real difference

OUR SUSTAINABILITY LEGACY

GETTING GAMEs-TIME READY AND GOING fOR GOlD

GETTING GAMES TIME READY

THE ISO 20121 EVENT SUsTAINABIlITY MANAGEMENT SYsTEM

PROMOTE HEAlTH AND WEllNEss

We offer more choice tha

We offer more choice than you might think

PRomotINg HEalth aND WEllNEss

OUR SUSTAINABILITY LEGACY

MOVE TO THE BEAT

PRomotINg HEalth aND WEllNEss

OUR SUSTAINABILITY LEGACY

OUR FUTURE FlAMEs

PRomotINg HEalth aND WEllNEss

OUR SUSTAINABILITY LEGACY

REDUCING AND COMpENsATING fOR OUR CARBON EMIssIONs

AllOCATION Of OwNED EMIssIONs BY wORKsTREAM

StreetGames Athlete Bursaries The One Planet Centre