London 2012 Legacy Brochure

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LONDON 2012:OUR SUSTAINABILITY

LEGACY


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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

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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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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

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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

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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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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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73%

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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12/25

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%

23



13/25

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

24 25

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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

26 27



15/25

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

28 29


Biogas capture

project in ChinaBiomass

project in Brazil


16/25

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

31



17/25

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

32 33

HELPING TO DELIVER A ZERO WASTE GAMES WWW.COCA-COLA.CO.UK/LONDON2012SUSTAINABILITYOUR SUSTAINABILITY LEGACY


18/25

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

Documents

London 2012 Legacy Brochure