sports sector study towards iso20121 and return on investment of sustainability
DESCRIPTION
A summary of a research project carried out in the UK to measure the financial benefits/ return on investment to organisations in the sporting industry who either have ISO20121 or adopted any alternative sustainability strategy. Full report to be published @CLTenvirolawTRANSCRIPT
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YOUR HEADING HERE10.05.2011
The view of Sport sector towards ISO20121 and Return on Investment in Sustainability November 2013
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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
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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
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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
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Key Drivers
Cost Reduction Reputational Enhancement Management of Environmental Impacts0
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The Key Drivers for Implementing a Sustainability Strategy
Perc
enta
ge (%
)
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Benefits
Reduced Costs Enhanced Brand Image Improved Stakeholder Engagement
Improved Supply Chain Management
Improved Understanding of Legal Compliance Issues
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What Benefits has your Organisation Experienced as a Result of its Sustainability Strategy?
Perc
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ge (%
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Barriers
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
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What are the Barriers to Advancing Sustainability in your Organ-isation?
Perc
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ge (%
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Technical data
Dedica
ted Budge
t for S
ustainab
ility
Dedica
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ll-Tim
e Employe
e to Su
stainab
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Susta
inabilit
y Consid
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inimum Bi-A
nnually a
t Board
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Susta
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y Rep
ort Pro
duced0
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Technicals
Perc
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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
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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
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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
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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
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Get involved!
• Please contact me:[email protected]
• Or +44(0)7714979936 if you want to get involved in a broader study on this