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8/12/2019 London 2012 Legacy Brochure
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LONDON 2012:OUR SUSTAINABILITY
LEGACY
8/12/2019 London 2012 Legacy Brochure
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young people given new sports opportunities;
8,000 people with intellectual disabilities helped
through the Special Olympics
110,000of our bottles were
completely recyclable
100%
new models developed: for efficient waste and recycling
at large scale events, for best practice carbon footprinting
and for measuring the social impact of sponsorship
3
young people from disadvantaged
backgrounds given paid work experience
49
of our staff trained in sustainability; 100% of staff
wore uniforms containing recycled materials with
unwanted items since donated to Oxfam for reuse
100%
Future Flames, exceptional young people selected
through public nomination campaigns, carried the torch
1,000+
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 t he
clear and specific objective of lasting p ositive
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 theOlympic 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 first 100%
biodegradable cold drink cups, and at Beijing,
we won Greenpeaces first 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
environmental pledges
made by athletes
900
bottles recycled
10.5m
HFC-free
cooling equipment
100%
of drinks consumed were
our water, juice or no- or
low-calorie brands
73%
CONTENTSWELCOME AND
INTRODUCTIONPage 03SETTING 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
HELP TO DELIVER
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
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 significant
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 significant 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-profile 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
3
WWW.COCA-COLA.CO.UK/LONDON2012SUSTAINABILITYOUR SUSTAINABILITY LEGACYINTRODUCTION
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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
argest plastics recycling facility, the
new fleet 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; first, to measure the social
mpact of sponsorship; second, a
new case study for event carbonfoot-printing; and third, a best-
practice efficient waste and recycling
system that was used at all London
2012 venues.
We have come a long way since our
project team first met in 2008. It has
required a huge amount of careful
planning, investment, innovation,
partnerships and commitment. We
have learnt a great deal al ong the
ourney and, just as we received
nvaluable support from the Coca-
Cola teams in Beijing and Vancouver,
now we want to pass on what we have
earned 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
nto sections: looking first 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
t will help you create your own story
for a sustainable event.
10th MayContinuum RecyclingPlant opens
27th JulyLondon 2012Olympic GamesOpening Ceremony
Begin workingwith LOCOGas part of FoodAdvisory Group
Enter intopartnership withStreetGames todeliver a legacyof increasedgrassroots sportparticipation
Coca-Colaannouncessponsorshipof London 2012Paralympic Games
SustainableGames strategylaunchedexternally
2012 Olympic andParalympic Gamesawarded to London
Coke GB teammeet with Beijing2008 team
Head ofSustainableGames recruited
Firstmeeting oftechnicaladvisorygroup forcarbonfootprint
Coca-Colasupports LOCOGto develop TheLondon 2012Zero WasteEvents Protocol
19th JuneCoca-Cola London 2012 operationscertified to new InternationalStandard for sustainable eventmanagement, the ISO2012-1
19th MayOlympic TorchRelay begins
SustainableGames ProjectCo-ordinatorrecruited
Recruitment of key roles in Coca-ColaLondon Olympic and Paralympic Teamand first meeting held
9th SeptemberLondon 2012Paralympic GamesClosing Ceremony
22nd MarchFuture Flamesannounced
26th JulyMove to theBeat finaleconcert inHyde Park
LOCOG sets out itssustainability goalsin Towards a OnePlanet Olympics
Begin planning forstaff training insustainability
Investmentin recyclingfacilityinvestigated
Coca-Colaannouncessponsorshipof London2012 OlympicGames
Coca-Cola andDemos undertakeconsultationsessions for socialimpact model
Roll out ofPlantBottleto the UK
1st OctoberCoca-ColaClosing Event
OUR SUSTAINABILITY JOURNEY
2012
2011
2010
2009
2008
2007
2005 SETTINGOUR 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
first 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.
dening 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 FORSUCCESS
1. Gain top l evel 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
first 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 projectteam 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
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INTRODUCTION WWW.COCA-COLA.CO.UK/LONDON2012SUSTAINABILITYOUR SUSTAINABILITY LEGACY
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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
five 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 benefit 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 ac tivity 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
benefit the long-term sustainability of theCoca-Cola System in Great Britain.
SUSTAINABILITY IS MORETHAN A WORK STREAM
COCA-COLA WORKSTREAMS
SUSTAINABILITY
A RESPONSIBILITY
FOR ALL
WORK STREAMS
END
TARGET
VENUEOPERATIONSSUSTAINABLEGAMES HOSPITALITY
SHOWCASING
ANDMERCHANDISE
OLYMPICTORCH RELAY
TOP TIPS FROMDARYL JELINEK
GENERAL MANAGER,
LONDON 2012 OLYMPIC &
PARALYMPIC GAMES TEAM,
THE COCA-COLA COMPANY
Sec ure senior leadership
commitment and
support. Ours embraced
the sustainability plan
and that made a huge
difference. Its my numberone 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.
Get 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.
OUR CORE SUSTAINABILITY TEAMFOR THE LONDON OLYMPIC AND PARALYMPIC GAMES
GENERALMANAGER
HEAD OFSUSTAINABILITY
INTERN INTERNINTERN
DIRECTOROF PUBLICAFFAIRS
PROJECTCOORDINATOR
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INTRODUCTION WWW.COCA-COLA.CO.UK/LONDON2012SUSTAINABILITYOUR SUSTAINABILITY LEGACY
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LOCOGs sustainability goals were set out in 2005 in
Towards a One Planet Olympics, a joint project betweenLondon 2012, WWF-UK and Bioregional. This identified 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 themost sustainable Games of modern times.
ALIGNING WITH LOCOGSSUSTAINABILITY GOALS
Long-term and sustainable thinking and a desire to
spread happiness and refreshment has been at theheart of our business ever since the first 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 ourGames-time sustainability strategy we used the
Coca-Cola Live Positively framework to structure
and guide our thinking.
BUILDING FROM OUR EXISTINGBUSINESS SUSTAINABILITY STRATEGY
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.
n order to define 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.
n our first planning meeting, we reviewed LOCOGs
framework for sustainability the One Planet Living
Principles and its subsequent evolution in 2010nto a five-theme strategy and explored areas of
overlap and synergy with Coca-Colas approach
to sustainability. Live Positively is the strategic
framework that defines 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 identified 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
significance 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 Games-
time 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 wouldbe 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 significant 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 significant
positive impact. We grouped these together as
additional areas where we could do more and go
further to help create a sustainable Games.
OUR LONDON2012 PRIORITIES
BEVERAGE
BENEFITS
CLIMATE
CHANGE
ACTIVE,
HEALTHY
LIFESTYLES
WASTE
HEALTHY
LIVING
CLIMATE
AND ENERGY
PROTECTION
BIODIVERSITY PACKAGING
INCLUSION
LOCOGS 2010FIVE THEME STRATEGY
COCA-COLAS SEVENLIVE POSITIVELY FOCUS AREAS
GLOBAL
WATER
STEWARDSHIPCOMMUNITY WORKPLACE
HELP TODELIVER A
ZERO WASTEGAMES
DO MORE ANDGO FURTHER
WHERECOCA-COLACAN MAKE
A REALDIFFERENCE
REDUCE ANDCOMPENSATE
FOR ALL
CARBONEMISSIONS
PROMOTEHEALTH AND
WELLNESS
8 9
INTRODUCTION WWW.COCA-COLA.CO.UK/LONDON2012SUSTAINABILITYOUR SUSTAINABILITY LEGACY
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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
mpacts in an effective way that
stretched us, helping us leave a
egacy of improved sustainable
iving 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
nspire us. This partnership
approach was invaluable in
giving our plans credibility and
ntegrity, 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 WWF-
UK, 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 andSustainable Events Ltd.
Both partnerships had a
significant influence on how
we chose to approach our
sustainability activities and
provided valuable support
in helping us to define our
specific objectives for
the Games.
OUR OBJECTIVESTHE VALUE OFPARTNERSHIPS: WWFCoca-Cola has a strongpartnership 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
define London 2012sOne 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 adviceabout how Coca-Cola
could play its part.
We engaged WWF very
early on in our preparationsfor 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.
PromoteHealthand Wellness
Page 15 Offer the widest range ofdrinks we have provided at anyOlympic or Paralympic Games,including water, juice and low/no sugar options.
Page 16 Use our sponsorship to promoteactive, healthy living.
Page 18 Champion young peoplewho have made a positivecontribution to their local
communities and environment.
Page 20 Provide sporting opportunitiesto young people fromdisadvantaged communitiesacross the country.
Page 21 Provide sporting opportunitiesto people with intellectualdisabilities across the country.
Page 23 Measure, avoid and reduce all ofour carbon emissions.
Page 26 Invest in a state-of-the-art lowcarbon warehouse andenergy-efficient equipmentand HFC-free coolers for allLondon 2012 venues.
Page 27 Use a low-carbon emission fleetfor our Olympic Torch Relaytransportation.
Page 28 Invest in low-carbon vehicles forthe delivery of our drinks to theLondon area at Games time.
Page 29 Compensate for ownedemissions and Coca-Colaguest flights.
Reduce andcompensatefor our carbonemissions
Page 31 Support the developmentof an efficient recycling systemat venues.
Page 32 Invest in a major new recyclingfacility in the UK to enable usto recycle all clear plastic fromthe Games.
Page 33 Inspire people in London 2012venues and around the countryto recycle.
Page 34 Serve all Coca-Cola products in100% recyclablepackaging that contains25% recycled material.
Page 34 Use recycled materialsfor our staff uniforms,licensed merchandise, andmerchandising equipmentwherever feasible, and createplans for their reuse
Page 35 Establish a Zero Waste
Network to share learningand inspire others to deliverzero waste events.
Help todeliver a zerowaste Games
Page 37 Integrate our sustainabilitypriorities into our supply chain.
Page 38 Ensure all our guests have asustainable experience.
Page 38 Deliver a sustainable structurefor the Coca-Cola showcase inthe Olympic Park.
Page 39 Support athletes to prepare fora career after the Games.
Page 40 Empower athletes to beambassadors for sustainability.
Page 42 Give work experience to youngpeople from disadvantagedbackgrounds.
Page 43 Ensure all staff receive trainingin sustainability and code ofbusiness conduct.
Page 44 Create a model, availableto all future eventssponsors, to measure andimprove the social impactof their investment.
Do moreand gofurther whereCoca-Colacan make areal difference
10 11
INTRODUCTION WWW.COCA-COLA.CO.UK/LONDON2012SUSTAINABILITYOUR SUSTAINABILITY LEGACY
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GETTING GAMES-TIME READYAND GOING FOR GOLDTraining 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
ISO 20121 is a certifiable international standard that event plannerscan use to structure their approach towards sustainability.
We used ISO 20121 as our management system in preparing forthe Games. We also worked with our suppliers to ensure that theyunderstood our sustainability priorities, and we devised our ownSustainability Guide to clarify our expectations of them.
THE ISO 20121 EVENT SUSTAINABILITYMANAGEMENT SYSTEM
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
benefits for society. Once the vision was
clear, I worked with the teams to ensure
everyone understood their specific role indelivering 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 difficult 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.
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.
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 efficiency in their
procurement policy was a
performance indicator that
would be measured). We also
held regular meetings withthe 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 againsteach 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
quantified. 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.
1) Work stream-specificsustainability objectiveswere developed incollaboration with eachteam to ensure they tookownership and wereaccountable for delivery.
2) ImplementationMeetings were scheduledon a quarterly basiswith every work streamDirector to track progressagainst targets. We alsoassigned an additionalsustainability champion
for each work streamwho attended thesemeetings and helped thework stream Directorcommunicate and embedtargets within their team.
3) Processes wereembedded to ensuresuppliers were fullyenlisted in our vision.This included engagingthem early, creating aSustainability Guide forSuppliers, scoring andevaluating prospective
suppliers on sustainability,and adding clauses relatedto sustainability intosupplier contracts.
4) Personal PerformanceObjectives that reflectedour London 2012sustainability objectiveswere added into eachwork stream Directorspersonal performanceplans to encourageand reward proactiveengagement.
5) Sustainability Trainingmaterials and tools weredeveloped for eachwork stream.
6) A legacy for futureevents was ensured byproducing an ISO 20121How To toolkit andguide that will be madepublically available, to helpother organisations learnfrom our experience andmake it as easy as possiblefor them to organize theirown sustainable events.
GETTING GAMES TIME READY
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 flame, to the sustainable
vehicles we used, laddered up to a big
message of positivity and celebration. We
also worked hard to influence 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.
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
confidence 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.
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 certifiable management
standard: initially the British
Standard for Sustainable Event
Management, the BS 8901
and then its successor the
SO 20121 Event Sustainability
Management System.
The ISO is a best practice
standard for sustainable
events management, and
provides guidance, structure
and certification. 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 Coca-
Cola system more broadly.
The standard gave us a clearly
defined process and set of
objectives, which people couldunderstand and support.
OUR APPROACH TO PREPARATIONS
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l i
i i l i
PROMOTEHEALTH ANDWELLNESS
CHOICE
OBJECTIVE:
Offer the widest range of drinks we
have offered at any Olympic and
Paralympic Games, including water,
juice and low/no sugar variants
MAKING IT HAPPEN:
Offering a wide variety of beverages
is part of our commitment as a
business to helping people lead
active, healthy lives and a key
component of our participation in
the UK governments Public Health
Responsibility Deal. From 2009, we
worked closely with LOCOG as part
of the Food Advisory Group, and with
other members of the Group and
partners to develop the London 2012
Food Vision, which also identified
choice as a key objective.
Based on sales data from previous
Games, we estimated that, if we
provided appropriate choices, around
three-quarters of the volume of
drinks we sold or gave away would
be low or no calorie products,
water, juice or smoothies. And so
we decided to offer the widest
range of drinks ever provided at an
Olympic and Paralympic Games to
the 14,500 athletes, 7,000 officials,
27,000 media, 200,000 workers and
volunteers and nine million spectators
who would be at London 2012 venues.
A number of other factors supported
our commitment to choice:
All of our carbonated soft drinks,
plus Powerade and Glaceau
Vitaminwater, carried Guideline
Daily Amount (GDA) information,
helping people make informed
choices.
Branding in venues reected the
focus on low/no-calorie options
and choice, and menu boards
displayed GDA information.
Innocent and Glaceau were
promoted separately in the
Olympic Park.
Sampling activities included
sugar-free alternatives.
73% of our drinks consumed at the
Games were juice, water or low- or
no-calorie options. Moreover, 95%
of all those sold were made in the
UK, supporting jobs and skills and
delivering broader economic benefits
to our 4,500 employees, their families
and their communities.
ACTION:
Offer a choice of 19 drinks
including water, juice and low/no
sugar variants
It was great to see such
a wide range of drinks on
offer at the Games. When
you attend an event like
this with children its vital
that you have healthy
choices available as well
as treats. There was
much knee-jerk criticism
around the choice of food
and drink sponsors for
London 2012 but Coca-
Cola responded to that
challenge to ensure that
there were healthy drink
options for all those who
visited the Park
Tam Fry, Trustee,
National Obesity Forum
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At London 2012, we offered consumersa choice of Coca-Cola and 18 otherdrinks, including a variety that arelow and no calorie
At the London 1948 Olympic Games weproudly provided Coca-Cola.
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IN THIS SECTION:
Choice
Move to the Beat
Our Future Flames
StreetGames
Special Olympics GB
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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 PublicHealth Responsibility Deal
The Move to the Beat
campaign has inspired teensall 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
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
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, topen 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 five athletes who were
chosen for their inspirational
stories and the variety of
their sporting sounds.
The campaign was multi-
platform, 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 throughmusic; 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.
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, free-
ticketed Special City Celebrations, with over 50,000
enjoying these free concerts. A further 70,000
people celebrated the finale of the Olympic TorchRelay 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.
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 thedance floor 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.
MOVE TOTHE BEAT
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OBJECTIVE:
Champion young people whohave made a positive contribution
to their local communities and
the environment
ACTION:
Identify and rewardcommunity youth
champions
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
ocal 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
nspiring 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 theOlympic Flame.
We set selection criteria to identify
young people who:
Have a passion for life - specically
sport and active lifestyles, music
and dance, the community or the
environment - and who live life to
the full.
Help others benet 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 find 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 finding people who, amongother 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.
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 201 2. 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 over300 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).
Being a Coca-Cola FutureFlame has given me the
confidence 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 anunbelievable 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
PIN BADGES
The designs for the 182 different pin
badges created by Coca-Cola 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.
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
OUR FUTUREFLAMES
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SPECIAL OLYMPICS GB
OBJECTIVE:
Provide sporting opportunities to
young people from disadvantaged
communities across the country
OBJECTIVE:
Provide year-round sporting
opportunities to people with intellectual
disabilities across the country
ACTION:
Fund StreetGames to bring sporting
opportunities to 110,000 young
people in deprived parts of the UK
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
n 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
egacy 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:
Growing its network of projects for
young people, including to launch
into Scotland for the first time.
Developing a new programme
of 300 neighbourhood & mass-
participation 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.
Establishing the StreetGames
Sport for Change Training
Academy, to allow 100 tutors to
deliver 11 new training courses to
around 6,000 sports coaches.
Connecting 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 benefit the projects in
their community.
Giving 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 first time. We also brought
in ambassadors such as Amir Khan
to raise profile 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.
MAKING IT HAPPEN:
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
Unified 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
Unified 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 Unified
Sports was launched at a high profile
event in February 2012 with NBA legend
John Amaechi OBE.
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
It has brought sport to
the doorsteps of these
young people, helping
them develop in the
community, its a special
thing that Coca-Cola andStreetGames 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
It really builds their self-confidence. 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 -
Unified Sports made that possible!
Tanya Blake, Mentoring co-ordinator, Tower Hamlets College
Unified 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 GBAmbassador
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 Unified 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
SHARINGKNOWLEDGE
The Coca-Cola
Foundation commissioned
Brunel University to
undertake an in-depth
evaluation of StreetGames
to explore the impact ofits work and to help share
the lessons learnt with
other organisations.
FURTHERFUNDING
To fund further support
after the Games were
over, we took the decisionto donate Coca-Colas
profits from our Coca-
Cola 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
significant national
exposure. We are still
working out the final sum
but anticipate donating
an additional 100,000 to
StreetGames as a result.
ACTION:
Fund Special Olympics GB projects
in the UK to extend their programme
of Unified Sports into four new sports
STREETGAMES
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CARBONFOOTPRINT
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
IN THIS SECTION:
Carbon footprint
Voltaic warehouse
Low carbon delivery vehicles
Low carbon OTR vehicles
Carbon compensation
REDUCING ANDCOMPENSATINGFOR OUR CARBONEMISSIONS
ALLOCATION OF OWNED
EMISSIONS BY WORKSTREAM
ALLOCATION OF OWNED
EMISSIONS BY CATEGORY
36%
22%
20%
13%
9%
HOSPITALITY
SHOWCASING
PROJECT TEAM
VENUE OPS
OLYMPICTORCH RELAY
TRANSPORT
STAFFSUBSISTENCEAND UNIFORMS
OLYMPIC TORCHRELAY CITYCELEBRATIONSAND CONCERTS
EQUIPMENT& BUILDINGS& OFFICES
DRINKSGIVEN AWAY
MERCHANDISE
GUESTACCOMMODATION
GIVE-AWAYS
WASTE
POWER& COOLING
1%
6%
27%
25%
14%8%
7%
7%
2%
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defined the scope of our programme
according to the simple and effective
Owned, Shared and Associated
classification tool used by LOCOG.
From this, we calculated a reference
case, which identified what our
Games carbon footprint would
be without taking any action. This
showed us our forecast emissions
across the five 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 footprintof our activities to give us clear
before and after figures.
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 Games-
times 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 recordingoutcomes. 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 examplesof the action we have taken
resulting in a positive impact.
For Venue Operations, the
investments we made in biogasdelivery vehicles, the Voltaic
warehouse and the reduction
in overnight stays made a real
difference.
For the Olympic Torch Relay,
the investment in a fuel efficient
fleet achieved a 30% reductionin emissions compared to the
reference case.
Emissions from Hospitality
increased in response to an
expanded scope. Merchandise
emissions also increased
significantly. These were
calculated on the basis of
royalties payable to Coca-Cola
and the final agreed rate wasmarkedly higher than the figure
used in the reference case.
FIND OUT MORE:
A more detailed review of
our London 2012 carbon
footprint is available at
www.Coca-Cola.co.uk/
London2012sustainabilityOLYMPICTORCH RELAY
HOSPITALITY
MERCHANDISE
VENUE OPS
PROJECT TEAMSHOWCASING
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
TONNESOFCO2E
REFERENCECASE
FINALTALLY
12%LESS
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OBJECTIVE:
Use a low-carbon fleet for our
Olympic Torch Relay transportation
ACTION:
Prepare a
Sustainable Fleet
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 fleet options fromsustainable energy consultants,
E4Tech, on the basis of which we
made a number of adjustments to our
fleet, as well as training our drivers in
fuel-efficient driving.
Our two main Advanced Sampling
vehicles the Beat Buses were
converted to diesel-electric hybrid
power, saving an estimated 1.6
tonnes of CO2.
Recycle Beat our innovative
mobile recycling unit
(see page 33) is hybrid.
All support vehicles were BMW
Efficient Dynamics cars.
Although not primarily a carbon
reduction initiative, the principlecelebration vehicle, the Beat Box, was
also fitted with an advanced exhaust
cleanup system and a low emission
auxiliary generator to reduce air
pollution to very low levels.
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 fleet.
The work we did with
E4Tech provided us with a
clearly prioritised plan on
which our suppliers then
delivered.
James Williams,
Olympic TorchRelay Director
MAKING IT HAPPEN:
Refreshing and hydrating the 14,500
athletes, 7,000 officials, 200,000
workers and more than nine million
spectators that were expected to
flock 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
n 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
ncludes 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 offices,
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 efficient
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 HFC-
free coolers across Europe.
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
Operations and
distribution manager
and Olympic Ambassador
John Halpin at our
state-of-the-art warehouse
LOW CARBONINFRASTRUCTURE
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
LOW CARBONOLYMPIC TORCHRELAY VEHICLES
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OBJECTIVE:
Compensate for our owned
emissions plus the carbon impact of
the flights of our guests
ACTION:
Implement a comprehensive carbon
compensation programme
MAKING IT HAPPEN:
Despite our best efforts to reduce
our carbon footprint, we knew our
Games-time activity would produce
significant 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 flights for all Coca-
Cola 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 benefits from three of
our carbon reduction investments,
which more than compensates
for the remaining 5,863 tonnes of
associated emissions.
Our Voltaic warehouse should save
322 tonnes CO2e over the course
of our five year lease.
The 14 biogas trucks should save
1,849 tonnes CO2e over their sixyear estimated lifespan.
The annual benefit 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
landfill. Even if 100% of bottles
would have been recycled anyway,
many would likely have been
shipped to Asia first. Domestic
recycling and reuse is more carbon
efficient than exporting PET and
then buying back the rPET flake for
use in our bottles.
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 rigorousgovernance framework
these projects deliver a
trusted and genuine social
and environmental legacy.
Adrian Rimmer, CEO,
The Gold Standard
Foundation
CARBON COMPENSATION
OBJECTIVE:
Devise a low-carbon vehicles plan
for the delivery of our drinks to the
London area at Games-time
ACTION:
Invest in new biogas
delivery vehicles
MAKING IT HAPPEN:
We invested 1.75 million in 14 new
biogas trucks (powered by methane
captured from a landfill site in Surrey)
and the refuelling infrastructure to
operate them to deliver our products
to London 2012 venues. This wasntessential, 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
ntegrated 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-timedeliveries were powered
with liquid natural gas
(LNG), a lower carbon fuel
type than diesel.
LOW CARBONDELIVERY VEHICLES
10,772 4,000 7,000
COMPENSATING FOR COCA-COLAS GAMES-TIME CARBON EMISSIONS
TONNES OF CO2e TONNES OF
CARBON OFFSETSTONNES OFCARBON OFFSETS
Owned emissions fromtransport, equipment,
accommodation etc
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INFOGRAPHIC
HELPING TODELIVER AZERO WASTE
GAMES
OBJECTIVE:
Work collaboratively
to develop an
efficient recycling
system at venues
ACTION:
Prepare initiatives,
infrastructure and systems to
proactively support LOCOGs
zero waste ambitions
WHAT WE LEARNT:
Co-locating the three types of bin
engaged spectators with the request to
sort their rubbish.
The smaller size of the black general
waste bin sent a clear signal that this
was a last resort.
Using 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 benefit of
protecting a contaminated bin from
further mistakes.
Spectators rst 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.
Putting 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).
Between 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.
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, pos ition 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.
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.
Despite our expectation that the final figures 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.
ZERO WASTEINFRASTRUCTURE
IN THIS SECTION:
Zero waste infrastructure
Zero waste processing facilities
Inspire recycling
Recyclable packaging
Recycled materials
Zero Waste Network
It was great to
collaborate withCoca-Cola on the
look and feel of our
waste bins. We
greatly benefited
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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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
MAKING IT HAPPEN:
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 availabilityof (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 ofthis 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 landfill, saving an estimated
310 tonnes of carbon and providing
sufficient 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.
ZERO WASTEPROCESSINGFACILITIES
Continuum Recycling
represents CCEs
commitment to transform
recycling infrastructure
n the UK and to develop
the most sustainable
packaging possible. The
partnership with ECO
Plastics is an industry first,
creating a state of the art
facility that will make a
significant contribution to
the countrys low carbon
economy. We are also
delighted to have created
30 new skilled jobs for the
ocal 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
OBJECTIVE:
Inspire people
to recycle
ACTION:
Create innovative ways
to engaging people in
the idea of recycling
MAKING IT HAPPEN:
Millions of people joined the 70 day
celebration of the Olympic Torch Relay.
We saw this as the perfect momentto 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 recyclingexperts 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 Games-
time messaging too. All foodand 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 benefit to our
brand was clear too: as a result of this
activity, two-thirds agreed that Coca-
Cola was a good fit with the Games,
and 80% felt more positive aboutCoca-Cola being a brand which is
helping the environment.
INSPIRERECYCLING
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
floor 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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100% RECYCLABLEPACKAGING
USE RECYCLED MATERIALS
OBJECTIVE:
Serve all Coca-Cola products in
100% recyclable packaging that
contains 25% recycled material
OBJECTIVE:
Use recycled materials for our staff
uniforms, licensed merchandise
and merchandising equipment
wherever feasible, and create plans
for their reuse
ACTION:
Transform our packaging to
meet these standards
ACTION:
Transform our merchandise
and uniforms to use recycled
content wherever possible
MAKING IT HAPPEN:
n line with LOCOGs comprehensive
packaging strategy, we wanted all
Coca-Cola products we served to be
n 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,
nnovate 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.
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 Coca-Cola 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.
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
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 benefit 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 i nformation and