Study on the Sport Sector's views on ISO20121, Sustainability Strategies, and their return on investment by Collen Theron, CLT envirolaw Presentation given at the Annuall BASIS Conference 2013 Final Report - A Pilot Study of the Sport Sector’s views on Sustainability Strategies and their Return on Investment available under FREE Resources at www.clt-envirolaw.com

1. The view of Sport sector towards ISO20121
andYOUR Investment in Sustainability
Return on HEADING
November 2013
HERE
10.05.2011

2. Aim of the Project
• Measure the financial benefits/ ROI to
organisations who have either:
o implemented ISO20121;
o taken steps towards ISO20121; or
o adopted any alternative sustainability strategy

3. Methodology
• Information collected from 8 participants
• Survey followed by 1-to-1 Interview
• Categories of sporting event venues:
o a ‘one off sporting event’
o multi use venues
o venues used predominately for sport or
largely associated with one sport / brand

4. Definitions
• ‘Sustainability strategy’ refers to an
organisational process or group of initiatives
that aim to enhance social welfare or reduce
environmental impacts
• ‘Return on investment’ refers to the financial
benefits derived from a sustainability initiative
for a particular period compared with cost of
implementing the measure

5. Key Drivers
The Key Drivers for Implementing a Sustainability Strategy
100
90
80
Percentage (%)
70
60
50
40
30
20
10
0
Cost Reduction
Reputational Enhancement
Management of Environmental Impacts

6. Benefits
What Benefits has your Organisation Experienced as a Result of its
Sustainability Strategy?
100
Percentage (%)
80
60
40
20
0
Reduced Costs
Enhanced Brand Image
Improved Stakeholder
Engagement
Improved Supply Chain Improved Understanding of
Management
Legal Compliance Issues

7. Barriers
What are the Barriers to Advancing Sustainability in your
Organisation?
100
Percentage (%)
80
60
40
20
0
Lack of Budget
Lack of Senior Support
Lack of Stakeholder
Pressure
Difficulty Demonstrating
Value of Sustainability
Lack of Understanding on
where Sustainability fits
into Broader Strategy

8. Technical data
Technicals
100
Percentage (%)
80
60
40
20
0
Dedicated Budget for
Sustainability
Dedicated Full-Time Employee to
Sustainability
Sustainability Considered
Minimum Bi-Annually at Board
Level
Sustainability Report Produced

9. Some Observations
• The drivers for multi use venues are stronger
than for predominantly sport venues due to
greater competitive pressure and lower brand
loyalty
• Focus across the board is largely on the
environment; lack of initiatives on
sustainability strategy, partly due to difficulty
in measuring ROI and demonstrating value

10. Where is the Value?
• Cost reduction from resource management-for
example Millenium Stadium savings of £217000
from removing water heaters
• Stakeholder engagement, particularly in terms of
employee ownership/staff retention, stakeholder
loyalty & attracting new customers
• Legal compliance and better supply chain
management were notable benefits resulting
from adopting a sustainability strategy

11. London 2012 Olympics
• Reaffirmed the marketing value of
sustainability leadership and opportunity for
reputation enhancement
• Controversial credentials but by and large put
sustainability on the map for sporting sector
• ISO20121 important part of its
legacy, potential for it to become a
prerequisite of sporting event contracts

12. ISO20121
• Beginning to proliferate – over half the
participants were either accredited or in the
process of implementing the standard
• International recognition is attractive but not
necessarily associated with sustainability
leadership
• Serves to give a clearer idea of how
sustainability fits within an organisation’s
broader strategy

13. Get involved!
• Please contact me:colleen.theron@cltenvirolaw.com
• Or +44(0)7714979936 if you want to get
involved in a broader study on this

14. www.clt-envirolaw.com