Sustainability Summary Report Neutral

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Pre-Games Sustainability Report

Summaryreport

London 2012April 2012

Deliveringchange


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Pre-Games Sustainability Summary Report 1

The challengeInvite 14,700 of the worlds nest athletes to competetogether, watched by millions of spectators from allaround the world in the presence of the worlds mostdemanding media. Locate the whole show in one ofthe most under-developed areas of your capital city,

on some of the most contaminated and derelict landits possible to nd. Undertake to make sure all thebuildings and all the infrastructure required, and allthe services provided to stage such a jamboree, meetthe highest possible sustainability standards. Giveyourselves just seven years to marshal all the moneyneeded, employ the best possible staff, procure billionsof pounds worth of goods and services and mobilisethousands of volunteers with sustainability at theheart of the entire operation and thats the London

2012 Olympic Games and Paralympic Games!Jonathon Porritt, Chair of the London 2012Sustainability Ambassadors

The opportunityThe Games are the most spectacular sporting eventin the world. They bring the nest athletes on ear thtogether with hundreds of thousands of people whocreate the stage for their performances. They shoulderthe hopes and dreams of billions of people around

the world supporting their favourite sportsmen andwomen. Our vision is to use this power to inspirelasting sustainable change.

Our ambition is to rejuvenate neglected communitiesin London, promote healthier and better lifestylesacross the UK and beyond, change the way peopleeverywhere perceive disability, and inspire an entiregeneration to participate in sport. By building the stageand hosting the Games, our construction, catering,

hospitality and events companies showthe value of incorporating sustainability practices.

This summer the eyes of the world will be on London we have spent the last seven years working hard to makesure the immediate and lasting impact of the Games is aspositive, inclusive and sustainable as possible.

A truly sustainableGames

London 2012s relentless pursuit of sustainabilityhas been part of every bold and challengingdecision we have made, in the development ofthe Olympic Park and the staging of the Games.Seb Coe, Chair, LOCOG


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2 Pre-Games Sustainability Summary Report

Our approachIn considering sustainability in its full sense, there israrely an obvious right answer. What I can say withcondence, however, is that sustainability is rmlypart of the mix in the decisions we do make. In manyrespects we are trying to address sustainability in

areas that have not been considered before, especiallyin the context of major events and their supportingindustries. It is therefore important that we share thelearnings of what has worked well and what has notbeen so successful.Paul Deighton, Chief Executive of LOCOG

Sustainability was a key component of our originalLondon 2012 bid and, in partnership with BioRegionaland WWF, we established the concept Towardsa One Planet Olympics. These principles havebeen taken forward in the form of the London 2012Sustainability Plan, which is structured around ve

sustainability themes climate change, waste,biodiversity, inclusion and healthy living. They providethe framework for delivering our truly sustainableGames and have been carefully integrated into ourthree delivery phases.

20072011Building the stage

20112012Staging the Games

2013 onwardsA sustainable and lasting legacy

During this phase, sustainabilitywas incorporated into the designand construction of the OlympicPark, other permanent venues andinfrastructure

This phase focuses on preparing forand staging the worlds rst trulysustainable Olympic and ParalympicGames

The Games must secure anambitious and sustainable physical,environmental and social legacy forthe Olympic Park area and aroundthe UK

Assurance dont just take our word for it. TheCommission for a Sustainable London 2012 is theindependent assurance body specically establishedto assess the sustainability performance of the London

2012 programme. All their reviews and statementsare publicly available.


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3Pre-Games Sustainability Summary Report

Our stakeholders prioritiesSince the development of the bid, we have beenworking with our stakeholders to dene and test ourapproach to sustainability. As we get closer to theGames, we want to know what they care most about.

In 2011, we identied their priority issues througha materiality review process. We consultedrepresentatives from each of our 12 stakeholdergroups through an online survey, in-depth interviewsand a series of workshops. For more information onthe materiality review and how we have applied theoutcomes to our reporting and communications, pleasesee About this report in Section 1.6 of our main Pre-Games Sustainability Report.

The issues of most interest to our stakeholdersmap closely with our themes, but have a slightlydifferent emphasis.

Stakeholder priority issues: Carbon managementto deliver a low-carbon Games Delivering a zero-waste Games Providing sustainable and accessible transportsolutions

Using the Games to showcase the economic benets

of sustainability Promoting sustainable living by making sustainabilitya visible part of the Games

Ensuring the Olympic Park legacycontributes to theregeneration of communities in east London

Olympic Park aerial view looking south through the parklands,December 2011

Flowers in bloom in the parklands area of the Olympic Parklooking towards the Olympic Stadium, summer 2011


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Pre-Games Sustainability Summary Report4

View of the Velodrome from the parklands area in the OlympicPark, April 2011


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Our approachDelivering a low carbon Games was one of ouragship sustainability commitments. In part this wasframed by the strategic choices to use existing venueswherever practical, to build new permanent venuesonly where there was a strong legacy case and,

nally, to use temporary structures for all other needs.This approach, coupled with the compact nature ofthe Olympic Park and commitment to investing in andutilising public transport systems and a new utilitiesinfrastructure, provided a strong foundation for ourlow carbon plans.

Unlike the average organisation, there is no exactscience to predicting the size and scale of theGames. We had precious little information upon

which to base an effective and measurable carbonmanagement strategy. To overcome this knowledgegap, we turned to carbon footprinting and developed

a new methodology that gave us a forward-looking,predictive model of our likely carbon emissions, whichwe called a reference footprint.

When we rst started this exercise in late 2007, weinevitably had a limited understanding of the full scale

of the project, signicant data gaps, or simply poorquality data, which meant we had to make manyassumptions. Despite these limitations, we have beenable to use the carbon footprinting as a valuable tool,allowing us to prioritise the areas where we are bestpositioned to avoid and minimise carbon emissions.

As we have progressed, we have been able torene the original reference footprint (rst publishedin December 2009) and map this against a more

accurate reduction scenario based on projectedcarbon savings from revised operational plans.Without an initial baseline it is hard to claim real

Stakeholder priority 1:Carbon management

The eld of play at the Copper Box is naturally lit through 88rooftop light pipes

Photovoltaic panels combined with a living roof on theOlympic Park


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reductions, especially as the vast majority of Games-related emissions are still in the future, so the focus hasbeen rmly on avoiding emissions in the rst place.

Early on we took a number of key decisions: rst,to account for all Games- related emissions covering

the seven years from winning the bid to the end ofthe Games we have not amortised them over thelifetime of the permanent venues. Second, we haveincluded embodied carbon, not simply direct emissionsfrom energy in use. Third, we dened a hierarchy tominimise the footprint through emission avoidance,reduction, substitution measures and compensation.

We recognise that the nal, actual footprint willnevertheless be a substantial gure. We have

therefore developed a broad approach to carboncompensation, embracing knowledge transfer, assetdisposal, local retrotting projects, behavioural changeinitiatives and conventional carbon offsetting. Thelegacy of these initiatives will be signicant but we donot make any claims about being carbon neutral asthe measurability and boundary denition of many ofthese initiatives is imprecise.

Our carbon management highlightsOlympic Park venues: The ODA has successfully

completed the construction of the Olympic Park and itsvenues on time, on budget and to high sustainabilitystandards. Notable amongst these has been the deliveryof the Kings Yard Energy Centre and the district heatingscheme, which feeds all of the permanent venues and

the Olympic and Paralympic Village. This will reducethe carbon footprint of the Park in legacy by around30 per cent and help the ODA exceed the target of a50 per cent reduction in carbon emissions for the builtenvironment by 2013 (representing the post-Gamesoperational carbon footprint of the venues). The ODA

Learning Legacy case studies provide full details of howthis was achieved.

Temporary structures: For the operation of the Games,we are projecting an actual carbon footprint of315 ktCO

2e, some 20 per cent lower than the latest

reference footprint. There are still many uncer taintiesaround this, especially in relation to venue energy use.The nal gures will be reported in detail in our Post-Games Sustainability Report.

The greatest savings have been in the form ofembodied carbon from the temporary overlay atvenues. Through design modications and materialspecications, we are on track to achieve our targetof hiring 85 per cent of overlay commodities (such astents, cabins, seating, barriers), which also representsa saving of 84ktCO

2e (64 per cent) from that portion

of the reference footprint. Additionally, by reducingthe planned physical footprint of our venues by 25per cent against a 2008 baseline, we have removed

90,000 square metres of oor area. This equates toa saving of 15ktCO

2e of embodied carbon.

London 2012 is therst-ever SummerOlympic and

Paralympic Games tomap its carbon footprintover the entire project.The Commission fora Sustainable London

2012 commends thegroundbreaking workled by LOCOG todene the carbonfootprint.The Commission for a

Sustainable London 2012


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Our challengesTwo aspects of the carbon agenda have proved to beparticularly challenging:

Renewable energyOriginal plans for a large, 2MW wind turbine were

abandoned in 2010. This has left the Olympic Parkshort of the 20 per cent renewable energy target.Current gures project reaching 11 per cent througha combination of biomass boilers at the on-site EnergyCentre, large PV arrays on buildings, and small scalerenewables such as photo-voltaic panels and smallvertical wind turbines.

After looking at the cost and carbon return on furtherrenewable energy, both on and off the Park, it

was clear that the budget would go much further ifinvested in energy efciency measures in the localcommunity. A decision was therefore made in 2011to partner with the Greater London Authority and funda programme in the Host Boroughs connected to theOlympic Park. The community project will reach 2,800homes and 12 schools, and has been designed toover-compensate for the shortfall, increasing the nalpredicted carbon reduction to around 60 per cent.

Venue energy useInitial projections for Games-time energy usesignicantly under-estimated the likely demand forpower. Following the 2011 test events and moredetailed scoping of venue power requirements, wenow have a larger but more accurate prole of venue

energy use, which equates to a carbon footprint of86ktCO

2e. A large part of the increase is due to the

inclusion of temporary power generation (which wasnot covered in the rst reference footprint) and a betterunderstanding of broadcast requirements. Additionally,the need for mechanical ventilation and coolingsystems has grown following the experience of testevents, where we had over-economised in areas usinglarge amounts of technology equipment.

This now puts into perspective the scale of thechallenge to reach a carbon saving target of 6ktCO2e

from direct energy use (representing 20 per centof Games-time electricity use on the Olympic Park).An energy conservation plan is being prepared forthe Games operational period. This will need totake into account the operational imperatives forensuring continuous, adequate power supply forcritical functions such as eld-of-play lighting, spor tsresults, broadcasting and other essential technologydependent services.

From these challenges, London 2012 has managed tond alternative solutions that ultimately are leading tobetter outcomes in terms of carbon reductions, even ifnot by the original means envisaged.

During the Games the Olympic Park Energy Centre will provideefcient, local cooling and heating


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Stakeholder priority 2:Zero waste Games

Our approachLondon 2012 aims to be the rst zero waste to landllGames. Its that simple.

This is explained in detail in our recently publishedZero Waste Games Vision. In addition to delivering

a zero waste to landll Games, our waste plan takesinto account two other key factors: demonstratingexemplary resource management practices andpromoting long-term behavioural changes to anyonewho is touched by the Games.

Our waste plan is designed as a hierarchy. Avoidingwaste always comes rst. Secondly, we emphasisereuse which is especially important for any short-termproject or temporary organisation. Disposal is only

considered if every other option in the hierarchy isimpossible:1Avoidance/prevention includes designing out waste,

maximising product lifetime, hiring rather thanbuying new, using less hazardous materials.

2 Preparing for re-use includes checking, cleaning,repairing and refurbishing whole items or spareparts.

3 Recycling involves turning waste into a new product.This includes composting if it meets quality protocols.

4 Other recoveryincludes incineration with energy

recovery, gasication and pyrolysis, which produceenergy.

5 Disposal means landll and incineration withoutenergy recovery.

Our waste highlights Demolition and construction: The ODA aimedto reuse or recycle 90 per cent of waste in thedemolition phase, and actually achieved more than98 per cent. They also committed to recover, reuseor recycle 90 per cent of waste created through the

Olympic Park construction and managed to reach 99per cent. The process used for the main constructionon the Park was developed in conjunction withWRAP and was integrated with design briefs andprocurement contracts at anearly stage.

Designing out waste process: Waste avoidance isour top priority, which is especially critical in thecontext of temporary structures. By designing forreuse and recovery of materials, it has been possible

to facilitate easy and efcient deconstruction afterthe Games are over. At previous Games, manytemporary structures have been built to bespokespecications with no after use planned: for London2012 we have congured designs to enable usto hire modular structures readily available in themarket. This helps us avoid waste and minimise ourcarbon footprint.

Colour-coded waste streams: During the Games,event waste from public areas (primarily food wasteand food and drink packaging) will be channelled

into three streams: recycling, food and compostablepackaging, and non-recyclables. These will be colourcoded and complemented by simple and consistenticonography. The colour coding will be matched

Pre-Games Sustainability Summary Report8


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across food and drink packaging, the waste binsthemselves and bin liners. We have required ourcaterers to source the majority of their packagingfrom a single supplier of compostable materials, sothat we can minimise the risk of contaminating thewaste streams with different types of packaging. The

system and visual appearance were trialled duringthe second phase of London Prepares series testevents over the winter of 201112.

Asset disposal programme: London 2012 is therst Games where the organisers have put in placea comprehensive asset disposal programme. Weare looking at potential waste items as a valuableresource. This goes well beyond traditionalmemorabilia programmes and initiatives to donateitems of sport equipment to schools and sports

clubs, to understand the potential resale value ofequipment, furniture and overlay materials.

Zero Waste Events Protocol: Waste will also occuroutside Games venues, for example, in the nalapproaches to venues, along road event routes, theTorch Relays, and at events and Live Sites acrossLondon and the UK. Waste management at opensites like these presents different challenges, so we

have developed the Zero Waste Events Protocol as apractical guide for local authorities and other eventorganisers to understand the issues and implementconsistent approaches.

The London 2012 zero waste to landll target is

widely considered to be a agship sustainabilitycommitment and Im pleased that WRAP isplaying a part in helping to deliver this.Dr. Liz Goodwin, Chief Executive,Waste and Resources Action Programme (WRAP)

The Old Ford Water Recycling Plant on the Olympic Parkprovides the largest non-potable water supply network in the UK


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Our challengesBecause the 90 per cent target for reuse andrecycling of demolition materials was combined, onlya limited amount of materials were actually reusedas opposed to recycled. Although there were someexcellent examples of reuse on the Park, such as the

Greenway design, it became clear that this combinedtarget favoured recycling. In turn, this led to callsfor LOCOG to set reuse targets for our own wastestreams. However, the Organising Committee had nobenchmark to measure against and our research inthe event sector found no reliable data on reuse andrecycling of temporary materials in the installation andbreakdown phases, and only patchy data concerningoperational waste arising from events.

Understanding the true ow of waste materials throughan event life cycle at different venues had simply notbeen looked at before. It was therefore decided to seta stretch target of 90 per cent by weight reuse and

recycling of waste arising from temporary overlayconstruction and breakdown. This matches the targetset by the ODA for permanent construction, but wedo not know whether this is achievable in an eventcontext, nor the likely proportion of reuse.

Another major unknown is how well spectators willperform in separating their waste into the correct bins.Considerable effort is being put into the design, lookand messaging of our front-of-house waste systemin an effort to inform and inuence behaviour, butour target to achieve 70 per cent reuse, recycling orcomposting is way beyond gures normally achievedin major events in this country.

Whatever results are achieved, the learnings from theimplementation of our Zero Waste Games Vision willbe of huge benet for future Games and the widerevents sector. We will provide a detailed analysis ofoutcomes in our Post-Games Sustainability Report.

Colour-coded bins being trialled at the Aquatics Centre


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Pre-Games Sustainability Summary Report 11

Local residents and school children enjoy a picnic in thenewly completed wetland bowl, spectator lawns and wetwoodlands in the north of the Olympic Park, as part of therst Walk in the Park event, June 2011


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Stakeholder priority 3:Sustainable andaccessible transport

solutions

Our approachThe London 2012 Transport Plan sets out ve objectivesfor the Games:1 Provide safe, secure, inclusive, fast and reliable

transport for workers at the Games.2 Provide frequent, reliable, friendly, inclusive,

accessible, environmentally-friendly and simpletransport for spectators and visitors from aroundthe UK and overseas.

3 Leave positive lasting benets and facilitate theregeneration of east London.

4 Keep London and the rest of the UK moving duringthe Games, making it a positive experience to hostthe Games.

5 Achieve maximum value for money for everypound spent on transport.

Our transport highlights Public transport Games: London 2012 will be therst true public transport Games. Our commitmentis to enable all ticketed spectators to travel to venuesusing public transport, or by walking or cycling.Ticket holders will be given a Games Travelcard to

use on Londons public transport within zones 19on the day of their event. Discounted fares havebeen negotiated with train and national coachoperators for travel within the UK. The only carparking available at Games venues will be forBlue Badge holders.

Active Travel programme: This programme willencourage more walking and cycling in the lead-up to, during and after the Games. The aim is toachieve 300,000 spectator journeys via activetravel means, and to ensure an additional one

Never before has an Olympic and ParalympicGames placed such an emphasis on encouragingwalking and cycling and ensuring a long-term

legacy. For us, the summer of 2012 is just thebeginning and we are really excited about whatcan be achieved.Nicola Francis, Manager,London 2012 Active Travel programme


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million active travel journeys across London duringthe Games. The Active Travel programme includes75 kilometres of walking and cycling routes to theOlympic Park, and the provision of secure, staffedcycle parking for spectators and workforce at everycompetition venue, including 7,000 spaces at three

locations by the Olympic Park. A free keep yougoing cycle maintenance service proved popularat test events and this will be available at certainvenues during the Games.

Accessible public transport: Inclusive transportmeans helping everyone with their travel to theGames. Accessibility has been integrated throughoutall transport planning, demand forecasting,infrastructure improvements and venue transportoperations. Access improvement works at over 90national rail stations will be completed by the timethe Games begin, and over 65 London Undergroundstations will be step-free from street to platform.

Low-emission Games Family eet: The 4,000 ofcialGames Family vehicles supplied by BMW will bewell within the eet-wide average emissions target of120gCO

2/km. Over two-thirds of the eet will also

be compliant with the forthcoming Euro 6 standardsfor nitrogen oxides emissions. While the GamesFamily eet is critical for operational purposes, wewill be encouraging Games Family members to use

public transport and all accredited clients will havefree access to Londons public transport networkduring the Games.

Sustainable transport legacy: Signicant investmenthas been made to improve the public transportinfrastructure in and around London, which isalready delivering an early legacy benet. Transportinfrastructure has only been built where needed, andwhere it will provide a benet in legacy, or where

it was already planned. Temporary arrangementshave been made where there were no obviouslegacy benets to gain from building permanentinfrastructure.

Our challengesGiven the large number and wide range of vehiclesrequired for operational purposes, it is no simple taskto ensure they are all compliant with our low-emissionvenue policy. For example, we require approximately2,000 buses and coaches during the Games totransport athletes, ofcials and sponsors. From asustainability point of view, it was crucial to contractcompanies that could provide the right calibre ofvehicles. We required that each vehicle be less thanve years old and be a minimum of Euro 4 emissionstandard. In a market with limited capacity, thisrepresented a signicant challenge for the procurementteam.

Following a rigorous tender process, we contracted 44

separate bus and coach providers from across the UK,including micro, small, medium and large businesses.Based on the current data, 75 per cent of vehicles

Mark Foster cycling with children and followed by London 2012mascots Wenlock and Mandeville on an enhancedcycle scheme in Palatine Road, Hackney


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will be less than ve years old (manufactured since2007) and over a quarter of the eet will be Euro 5standard. However, to achieve the numbers requiredwe have had to contract vehicles from a wider pool, sothere are some vehicles from 20012006 in the eet.These already have or will have particulate traps tted,

and are mid-life vehicles that will have undergone athorough refurbishment just prior to being deployed forLondon 2012.

A subject of considerable public debate is the OlympicRoute Network (ORN). The fundamental purpose of theORN is to give operational certainty on journey timesto and from Games venues by improving trafc ow.We will ensure that the ORN comes into operation justa couple of days before the Games and is taken out assoon as it is no longer required. Around 70 per cent ofroad trafc in Greater London will be unaffected. Anyvehicle, including taxis, can use the vast majority of theORN. In London, it covers just one per cent of the roadnetwork and only one-third of that is Games Lanes.These are only implemented where more than one laneis available. An additional challenge is presented bythe fact that our venues have limited parking capacity.

To overcome this we have limited the number ofaccredited vehicles and will maximise shared use ofvehicles. Our workforce will travel by public transport.

Complementary measures include the ODAs TravelDemand Management programme to target key groups

of travellers during the Games, including commuters,visitors to London, businesses and the freight industry.London 2012 and Transport for London are workingwith businesses to provide them with the tools theyneed to plan staff travel and deliveries during theGames. Detailed travel information and hotspot mapsare available on the Get Ahead of the Games website.

Local area trafc management plans are beingdeveloped to manage the requirements of variousstakeholders near venues. The Mayors agreement withutilities providers species that only emergency workswill take place on the highways during the Games,in order to minimise disruption to trafc ow andassociated impacts on sustainability.

BMW will provide the 4,000 or so vehicles which are requiredat Games time to transport athletes, technical ofcials, media,LOCOG operational teams, National Olympic Committees,International Sports Federations, the IOC and marketingpartners


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Stakeholder priority 4:Economic benets ofsustainability

Our approachThe London 2012 Games is an oppor tunity todemonstrate that sustainability is both deliverableand cost-effective. As we reach the climax of ourprogramme and people see how all embracingand important sustainability issues have become,

the demand now is to prove the business case forsustainability.

This is not a straightforward task, as for much ofour programme sustainability has been such anintegral part of decision making that it is impracticalto unpick the individual elements. What is evidentis that by starting with a clear vision and leadershipcommitment, we have been able to make sustainabilitypart and parcel of how we do business it is not anafterthought.

Our sustainability ambitions with respect to the socialand economic regeneration of east London wereset out in the bid and received full political, cross-party support as well as backing from the businesscommunity. To deliver sustainability as a net benet,we knew our partners must seriously share our

commitment. This provided an enabling context but thenext critical step was to embed this thinking into ourprocurement policies and procedures and establishappropriate support structures.

Highlights of economic benets The Olympic Park has been completed on time, onbudget and to high standards of sustainability. Thisis real proof that sustainability can be delivered toscale within the context of a hugely challengingprogramme and xed budget. Much of this has beenachieved through the prism of designing for long-term legacy use and accommodating the Gameswithin that context. Specic examples include: The re-proling of the river valley to create a largewetland bowl. This not only addressed ecologicalconsiderations, but also took more than 4,000properties out of 1:100 year ood risk.

An apartment in the Olympic Village


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The on-site remediation of heavily contaminatedsoil, instead of sending it to landll, savedapproximately 68m. The associated reductionin trafc to and from the site led to signicantcarbon savings and beneted local residents andbusinesses by avoiding dust, noise, congestion and

air pollution. The Velodrome is a case where value engineeringand sustainability considerations were alignedto produce a lightweight design solution thatachieved signicant cost savings and improvedenvironmental performance. The choice of a cable-net roof design contributed to bringing the projectwithin budget, with a 1.5m saving over theoriginal steel arch design; it also used about 1,000tonnes less steel and resulted in embodied carbonsavings of over 27 per cent.

Designing out waste resulted in the ODA makingsavings of between 3,000 and 3m for differentprojects, while the reuse of surplus gas pipes forthe Stadium roof trusses saved approximately500,000. Many more examples of cost savingsare documented in the learning legacy casestudies.

CompeteFor: This is a brokerage service betweenpotential suppliers and buyers throughout theLondon 2012 supply chain. It is free to use andcan be accessed via the London 2012 website. Thescheme enables businesses to compete for contractopportunities linked to the London 2012 Games

and other major public and private sector buyingorganisations, such as Transport for London, Crossrailand the Metropolitan Police. By the end of 2011,CompeteFor had achieved the following: 10,200 opportunities have been made availableto businesses.

41,600 suppliers from London and more than153,000 suppliers nationwide have registeredon the CompeteFor system. 38 per cent of contracts (approx. 350m invalue) awarded to CompeteFor suppliers havegone to London-based businesses, helping sustainLondons economy and employment during difculteconomic times. Over 40,000 companies across the UK havereceived business support through Business Linkor an equivalent.

London 2012 is ontrack to have a social,environmental and

economic legacy that issecond-to-none, despitechallenging economictimes. Arguably it isthese Games that not

only set the benchmarkfor the future, but alsoput London on showlike never before.The Commission for aSustainable London 2012

Legacy Review (March 2012)


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Skills and employment programmes: The 14 millionGLA 2012 Employment and Skills programmepromotes social inclusion, allowing worklessLondoners to benet from the Games by helpingthem into sustained employment. The programmecomprises three projects:

The Host Borough Employment and Skills Projectfunds local employment brokerage projects inBarking and Dagenham, Greenwich, Hackney,Newham, Tower Hamlets and Waltham Forest. Theproject works with economically inactive residents,helping them access Games-time jobs with LOCOGcontractors or other emerging opportunities ineast London, and supporting them into sustainableemployment afterwards. The project previouslyprovided access to jobs on the Park, includingODA construction jobs.

2012 Employment Legacyalso helps economicallyinactive people into Games-time jobs and workswith them to secure sustainable employment. In thiscase, the project works across the whole of Londonand is delivered by national provider Seetec, whichhas 19 bases across London, including in Croydon,Lewisham and Walthamstow. The project also runsthe Westeld Retail Academy.

Construction Employer Accord works withpartner sites and contractors to identify suitable

vacancies and prepare economically inactivepeople to access them. As construction jobs areusually temporary, there is particular emphasison supporting people into further opportunities.Recognising the particular challenges faced byyoung people, the projects work with 1624year olds.

Key outcomes of these initiatives have included: 44,000 people worked on the construction ofthe Olympic Park and Olympic and ParalympicVillage, with 10 per cent previously workless and50 per cent coming from London, including 20 percent from the Host Boroughs.

More than 30,000 out-of-work Londoners wereassisted into jobs through the Games and thewide variety of job brokerage and skills traininginitiatives from the London Employment & SkillsTaskforce for 2012 and associated activities.

52 per cent of contractors for Games-time rolesare from the Host Boroughs. We have specicallytargeted these people through 100 dedicated localrecruitment events and other support services.

Procurement for the Games has made hugeinvestments in the UK economy: Out of 700 millionspent to date, 90 per cent of contracts have beenmade with UK businesses, of which 70 per centare SMEs. Two-thirds of our suppliers are basedoutside of London, representing every single nationand region in the UK. All sponsors, suppliers andlicensees are contractually required to comply withthe LOCOG Sustainable Sourcing Code.

London 2012 merchandise inside the new shop at HeathrowAirport Terminal 5, March 2011


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Sponsorship: Great partners are needed to delivera great Games. The volume of investment fromprivate companies is testament to the attractionof the London 2012 project. Sponsorship revenueconstitutes approximately one-third of the LOCOGbudget. This comes not only in the form of cash,

but also as goods and services in kind. By the endof 2011, the target of raising 700m in domesticsponsorship had been reached from a total of54 marketing partners. Sustainability is integralto sponsorship deals, both for managing risk andleveraging the value of commercial partnerships.Many of the marketing partners are alsoinstrumental in delivering sustainability objectivesand target areas.

Our challengesBy integrating sustainability fully into the procurementprocess from the outset, the vast majority of dealshave achieved an effective balance of cost and social,ethical and environmental considerations. There aresome instances where the sustainable choice doescost more but by addressing this up front, we havebeen able to make properly informed choices. Twoexamples illustrate this:

Catering: We have strived to balance two criticalelements of our Food Vision: the need for highenvironmental and ethical standards in our foodsourcing (eg Fairtrade, sustainably sourced shand Red Tractor Farm Assured produce), whilemaintaining a strong focus on affordability. The

outcome is across-the-board application of ourFood Vision benchmark standards by all 12+ ofour contract caterers.

Particulate lters for temporary generators:Conscious of the importance of local air qualityand the health and wellbeing of our workforce andlocal residents, we took the decision to commissionthe retrotting of diesel particulate lters to 27prime running temporary power generators, andour partner Aggreko is providing an additional 20machines tted to meet new emissions standards. Thelters reduce noise and par ticulate emissions by over80 per cent compared with standard machines.

Windsor Castle provides a stunning backdrop to the London2012 Rowing and Canoe Sprint venue at Eton Dorney


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Stakeholder priority 5:Promote sustainableliving

The Games provide an important opportunityto feel proud of what weve achieved. Londonand the UK will be on show to billions of people

during the Games and this is a precious once-in-a-lifetime opportunity to visibly display ourleadership in sustainability issues.

Jonathon Porritt, Chair of the London 2012 SustainabilityAmbassadors

Our approachAnyone who works with the Games knows the impactthis global event can have on peoples lives. Thereis a big expectation that London 2012 can inspirepeople to live more sustainably. We certainly aspireto do so, but we must be realistic about what we can

achieve. The Games are fundamentally about sport.If we can reach people who havent previously beenaware of sustainability, then we will have succeeded.Once the Games are over, we will turn to all those thatwe have touched to continue our work. Whether theyare sponsors, Government, the International OlympicCommittee, International Paralympic Committee,suppliers or spectators everyone has a role to playto make the Games a catalyst for lasting change.

We are very proud of the London 2012 sustainabilitystory and know that by sharing what has beenachieved, we will inspire others in many ways. Weknow that there is something for everyone in thechoices we have made. The challenge is nding away of explaining everything thats been achieved

in a clear and simple way. We have decided that toreach out to our biggest audience (spectators), thekey sustainability touch points will be those directlyrelating to their experience at the Games: travel, foodand waste. For those that want to listen, we will shareas much as possible, whether they are a sustainabilityexpert or an Athletics gold medallist. To do this wereembedding our story across all communications atthe Games and we aim to reach as many peopleas possible.


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Highlights of promoting sustainable living Spectator guides: Instead of the traditional booklet of

information covering every venue and sport, London2012 spectator guides will comprise single fold-outsheets with essential information on the specicvenue and sport the ticket holder is attending. This

is more cost-effective and avoids a huge amount ofwaste.

In-venue information: Sustainability messaging willbe included in public address announcements, onmenu boards at all catering outlets, in retail stores(including on carrier bags) and on the simple andgraphic colour-coded waste bins.

Green Games guide for London 2012 media andvisitors: This short, consumer-friendly guide haspractical information on how to take up sustainablebehaviours inspired by the Games. The guidecovers travel, recycling and energy-efcient actions.The information will also be available on ourGames-time website.

A workforce trained to deliver a truly sustainableGames: From the start, weve made sustainabilitya key feature of workforce training. We know theirawareness is key to achieving our goals, and wehope they can help spread the message to themillions of spectators too.

Equipping the media with information onsustainability: Information and resources includekey stats and facts, media brieng packs, interviewsand guided tours. The media have the power tobroadcast the message of a truly sustainable Games,and we want them to be prepared.

Helping spectators experience sustainabilitythrough our Walk in the Park: Walk in the Parkis an exciting trail running through the heart ofthe Olympic Park. Along the way, spectators willencounter a series of intriguing story stations thatreveal hidden stories of how life used to be in theOlympic Park, how it was redeveloped and thecreative thinking that went into staging the Games.

Sustainable Living for London 2012 started withthe building programme, which had a verypositive approach to the health and well-beingof the workers involved. Thousands of peoplecontributed to the design and construction of thevenues and facilities on the Olympic Park andbeyond. Their health and safety was one of ourpriorities, and the result of leadership, workerengagement and effective communications hasbeen the safest and healthiest construction everseen in the UK. In one sense, this has helpedcreate a sustainable workforce, able to undertaketheir jobs without coming to harm, indeed withtheir health and well-being enhanced.

Seb Coe and Eddie Izzard are joined by London 2012volunteers for orientation training at Wembley Arena

Marathon Swimming 10K test event at Hyde Park, London,August 2011


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Stakeholder priority 6:Olympic Park legacy

The decision to host the Games in London providesa once-in-a-lifetime opportunity to revive thecommunities of east London.

Olympic Park legacy planThe Queen Elizabeth Olympic Park (the name for the

Olympic Park after the Games) will open its gatesto the public in phases from summer 2013 onwards.The Park will provide a unique and inspiring place forevents and leisure activities, be a major centre for sportand culture, include new communities built aroundfamily housing with a range of affordability, and be acommercial hub. It will be an exciting new home forbusiness, leisure and life, bringing the bestof London together in one place.

The ongoing regeneration and development of theQueen Elizabeth Olympic Park will be overseen bythe London Legacy Development Corporation. This newbody was established on 1 April 2012 with a missionto promote and deliver physical, social, economicand environmental regeneration on the Park and thesurrounding area. The Development Corporationcontinues the work of the OlympicPark Legacy Company.

The sustainability commitments for the Park include: All homes on the future Queen Elizabeth OlympicPark will be resource efcient and zero carbonahead of new Government policy. All homes will connect to the Parks existingcommunity heating system.

All homes on the Park will be water efcient,achieving a usage intensity of 105 litres per personper day (compared to an average of 144 litresper person per day in London). New buildings will achieve a 15 per cent reductionin embodied carbon. No home will be more than 350m away froma bus stop. The Mayors cycle hire scheme will extendinto the Park.

Recycling facilities will be provided in allpublic areas. The amount of green space will double in legacy,to 102 hectares. Educational initiatives and research programmeswill be put in place to enable sustainable behaviourto become the norm in and around the Park. The public will be encouraged to use open spacefor sport, physical well-being and leisure activities,as well as social gatherings and cultural events.

A new food strategy will be implemented to build

on the London 2012 Food Vision.

The parklands of the future Queen Elizabeth Olympic Park


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Legacy plans are moreadvanced than in anyprevious Olympic Host

City. London has set thebenchmark for using theGames as a catalyst forregeneration.Andrew Altman, CEO,London Legacy DevelopmentCorporation

Olympic Park legacy highlights: Conrmed legacy use for key Games venues: ByJanuary 2012, the future use of six of the eight newpermanent venues on the Park was conrmed. Newoperators were announced for the Aquatics Centre,the Copper Box, the Orbit and the contract for the

estates and facilities management of the Park afterthe Games. The post-Games use of the Velodrome(to become part of the VeloPark) and Eton Manor(to become Lee Valley Hockey and Tennis Centres)had already been conrmed as being operated bythe Lee Valley Regional Park Authority.

Sustainability vision and policy framework: Thiswas published in April 2012 with a strong basis oflearning from both the ODA and LOCOG, and willprovide overarching guidance for the DevelopmentCorporations sustainability work.

Biodiversity and waterways: After the Games,the full extent of the new legacy parklands will beestablished, amounting to 102 hectares of accessiblegreen space, of which 45 hectares will be managedfor biodiversity. Long-term management plans willensure biodiversity is properly factored into the remitof the parklands management teams, in accordancewith the Olympic Park Biodiversity Action Plan. TheDevelopment Corporation and British Waterwayshave also produced a strategic plan to progress

waterways improvements and to promote their activeuse over the next 20 years. A practical exampleof this strategy coming to life is the DevelopmentCorporations funding of the pre -Games BigWaterways Clean Up programme.

Broader legacy opportunitiesOutside the Parks boundaries, London 2012 has beenrunning the successful Changing Places programmeto create opportunities for local people to getinvolved in creating cleaner, greener and healthierneighbourhoods. Based on partnership working with

a range of organisations such as Groundwork, Thames21 and the London Wildlife Trust, the programmehas already involved over 6,000 people contributing14,000 volunteer hours. A real community has builtup within the programme, with over 25 per cent ofparticipants being repeat volunteers.

One of Changing Places most successful projects hasbeen Transform, which is coordinated by GroundworkLondon. Funding was secured to transform up to50 poor quality under-used sites into thriving localresources such as community growing spaces and newareas for play. Involvement of the community is vitalin the planning and delivery of these transformationsso they continue to be a real resource for manyyears to come.

After the Games, some elements of the ChangingPlaces programme will continue to be run by theDevelopment Corporation, as part of its role inmaintaining the park and integrating the new

communities associated with it. One par ticularlyexciting development is the creation of a Time Banklinked directly to the Queen Elizabeth Olympic Parkand the surrounding areas. Time banking is ascheme where the community deposits time by giving


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practical help to others through activities such as helpwith exercising and developing new skills. Memberscan then withdraw time in return when they needsomething.

The use of existing and temporary venues for the

Games has presented additional legacy opportunities.In some cases we have made direct interventions toimprove legacy or post-Games usage of venues orassets. More than 17m has been invested in bringingour training venues which comprise a range ofschools, universities, sports clubs and leisure centres

across London and throughout the UK up to world-class standards. We have also increased technologicalcapabilities, capacities and infrastructure at venuesparticularly in the area of telecommunications.

The Games provide an unrivalled platform to show

leadership, transfer knowledge and raise awareness ofsustainability issues. Our learnings and understandingof the challenges, especially in areas where we couldnot achieve our original sustainability objectives, willsignicantly benet sustainability practitioners, theevents sector, and wider industry.

Lee Valley White Water Centre, one of the permanent legacy venues opened to the public in April 2011,more than a year ahead of the Games


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Beyond London 2012 The London 2012 Olympic and Paralympic Gamesare a historic moment for sustainability. They presenta unique opportunity to showcase sustainability onan unprecedented scale and to inspire change acrossbusiness, industry and individuals.

Millions of people have already played a role inrealising our sustainability vision, from construction

companies and corporate partners to visitors and localcommunities. Our suppliers are changing the waythey do business, our partners and sponsors are usingtheir expertise to raise awareness and every visitorwill have a role to play in making the Games moresustainable. We invite you, our readers, both to hold

us accountable and also play your role in supportingour legacy.

Weymouth and Portland International Regatta 2011, July 2011


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London 2012programme highlights

Since winning the bid in July 2005, we have madesustainability a basis for all our activities. Six majorachievements showcase the new standards weve setfor sustainability across our programme:1 Olympic Park: The most sustainable Olympic

Stadium ever built was completed on time and

budget and to high sustainability standards. The Parkitself is the largest new urban parkland in Europe for150 years. It is already developinga mature landscape, and the cleaned-up andre-proled river valley is providing both new wildlifehabitats and signicant ood alleviation earlyexamples of lasting legacy benets.

2 Carbon management: London 2012 is the rstSummer Olympic and Paralympic Games to measureits carbon footprint over the entire term of the project.By using the footprinting assessment to informdecision-making, weve radically improved our abilityto avoid, reduce and substitute the carbon emissionsassociated with delivering the Games.

3 Sustainable transport: Our commitment to deliveringa public transport Games means nine millionspectators will experience sustainable eventslike never before. Our Active Travel programme,launched in October 2011, aims to ensure onemillion extra walking and cycling journeys are madein London every day of the Games.

4 Food Vision: London 2012 is the rst Games tospecify stringent sustainability requirements for itscatering operations. All our caterers have signed upto the Food Vision standards, and are ready to serve14 million sustainably sourced meals. Meanwhile,the excellent work of the Food Legacy Group is

extending the Food Vision approach to other sectorsand organisations beyond the Games.

5Waste: Our commitment to delivering a zero wasteto landll Games is another rst for the Games andhas required detailed planning, as set out in ourrecently published Zero Waste Games Vision. Thework of the ODA on construction of the OlympicPark has set a very high bar, achieving 98.5 percent and 99 per cent rates of reuse and recyclingof materials in demolition and construction,respectively.

6 Standards: In 2011, LOCOG became the rstOrganising Committee to be independently certiedto the British Standard 8901: Specication for aSustainability Management Systems for Events. Thestandard was inspired by the London 2012 bidand is proof of how deeply sustainability has beenembedded into our organisation. ODA Transportand GLA City Operations, as well as several London2012 venues, have also been certied to BS 8901.Achieving the standard enhances our ability to

deliver sustainability across all the areas that matterto our stakeholders.


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This publication is available on request in other languages and formats.To obtain these please quote reference number LOC2012/SUS/1307Email [email protected] +44 (0)845 267 2012

This document can be found in the publications section of london2012.comThis document is correct as of 24/04/2012

This document and the official Emblems of the London 2012 Games are London Organising Committee of the Olympic Games and ParalympicGames Limited 20072012. All rights reserved.

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