SUSTAINABILITY MANAGEMENT IN SPORT - Olympic Games
SUSTAINABILITYESSENTIALSA SERIES OF PRACTICAL GUIDESFOR THE OLYMPIC MOVEMENTSUSTAINABILITYMANAGEMENT IN SPORT
SUSTAINABILITY ESSENTIALSSUSTAINABILITY ESSENTIALSsustainability across the IOC’s three spheresof responsibility:Sustainability is one of the most pressingchallenges of our time across a widespectrum of social, environmental andeconomic matters. Major issues such asclimate change, economic inequality andsocial injustice are affecting peoplethroughout the world. These are alsopressing concerns for the sport community,both for managing its day-to-day affairs andfor its responsibilities towards young peopleand future generations. We also recognisethat sport has unrivalled capacity to motivateand inspire large numbers of people. This iswhy we believe that the Olympic Movementhas both a duty and an opportunity tocontribute actively to global sustainability andsocial justice in line with our vision: “Buildinga better world through sport”. The IOC as an organisation: To embracesustainability principles and to includesustainability in its day-to-day operations. The IOC as owner of the OlympicGames: To take a proactive and leadershiprole on sustainability and ensure that it isincluded in all aspects of the planning andstaging of the Olympic Games. The IOC as leader of the OlympicMovement: To engage and assist OlympicMovement stakeholders in integratingsustainability within their own organisationsand operations.It is therefore logical that sustainability formsone of the key elements of Olympic Agenda2020, the Olympic Movement’s strategicroadmap adopted in December 2014.In particular, this defined our approach toFollowing on from Olympic Agenda 2020,we issued the IOC Sustainability Strategy inDecember 2016. The Strategy is based onour three spheres of responsibility and fivefocus areas, as illustrated below.The IOC Sustainability Strategy framework is illustrated below:Infrastructure and natural sitesSourcing and resource 02P ICCONTROLYMOLAN NS ATIOISORGIOCAN AWorkforceMLYOWLEOIOC ASASEIMPACTIOCINFLUENCEClimate
SUSTAINABILITY ESSENTIALSThe Strategy sets out a number of actionsin our capacity as leader of the OlympicMovement. Among these is a commitmentto develop common guidelines,methodologies and tools for NationalOlympic Committees (NOCs) andInternational Federations (IFs).Further information can be found athttps://www.olympic.org/sustainability.The “Sustainability Essentials” series of guidesis the first concrete outcome of thiscommitment. These guides aim to providesimple, practical and essential information onkey aspects of sustainability for NOCs and IFsto be better able to navigate the complexitiesof this subject and develop effectivesustainability programmes. Whether yourorganisation is just starting out, or is alreadyactively engaged in sustainability, we hopethese guides will provide a valuable overviewand reference point for this important topic.FEEDBACKWe hope that our “Sustainability Essentials” guides will provide a valuable basis for understandingsustainability. We also know that sustainability is a constantly evolving discipline, with new issues,challenges and opportunities always needing to be addressed. We therefore welcome feedback,comments and suggestions so that we can continually improve our guidance and ensure ourmaterial is as fresh, relevant and accurate as possible. If you have any comments, please contactus in any language at: sustainability@olympic.orgPRINTINGThis document is available only as a downloadable pdf file from the IOC website.If you need to print a copy, please set your printer to double-sided copying on recycled paper.Ideally, please also avoid colour printing and copying.03
SUSTAINABILITY ESSENTIALSCONTENTS1. Introduction. 06About this Guide. 07Why take a more ‘systematic’ approach toimplementing sustainability?. 09How does this Guide relate to the ISO 20121global event sustainability standard?. 10Why adopt a more sustainable approachto business?. 10What is the business case for adopting amore sustainable approach?. 112. Securing a Commitment to Action. 12Commitment from the top. 13Understanding your specific context. 17Assigning roles and responsibilities. 18Developing your sustainability strategy. 19Drafting a sustainability policy. 20Confirming and continually improving yourvision, strategy and policy. 21Key Actions. 213. Setting Sustainability Priorities. 22Determining your obligations. 23Engaging and prioritising stakeholders. 25Identifying and prioritising issues. 27Establishing your goals. 29Developing an action plan and roadmap. 32Key Actions. 334. Delivering Sustainability. 34Exerting control. 35Sourcing of goods and services. 37Building capability and capacity. 37Communicating your efforts. 40Documenting information. 44Key Actions. 45045. Reviewing and Reporting Progress. 46Monitoring and reporting progress. 47Internal and external assurance. 49Corrective and preventive action. 51Strategic review. 52Key Actions. 536. Enabling Sustainability. 54Rationale. 55Governance. 55Engagement. 57Transparency. 58Key Actions. 597. Appendices. 60Appendix A: Guidance on Using aSustainability Maturity Matrix. 61Appendix B: How this Guide Aligns toISO 20121. 64Appendix C: Claiming ComplianceAgainst ISO 20121. 72Appendix D: References and Guidance. 76
SUSTAINABILITY ESSENTIALSSUSTAINABILITY MANAGEMENT IN BRIEFSustainability should not sit apart from how the organisation is run. It needs to be integrated intothe organisation as much as possible. Even if organisations get to the point of having a wellthought-out sustainability vision and strategy, there is often a gap between this and what needs tohappen to make it a reality.All organisations will have arrangements and rules for how the organisation is run, how decisionsare made, how goods and services are sourced, how people are hired, how data is collected andmanaged, how things are communicated, and so on. A key area to look at is how these can beharnessed to more effectively embed sustainability into the organisation.An often overlooked but simple truth is that the management and governance arrangements thatexist within your organisation also require a lot of attention. Of course, there is no right or wronganswer to how this should be approached – but here are what are considered to be the three mostimportant areas to look at:1HOW DO THINGS GET DONE WITHIN THE ORGANISATION?The challenge is not just in bridging the gap between your strategy and action. It is to do so in away that begins to embed sustainability more securely throughout your organisation. Being a littlemore formalised and systematic in determining what needs to be done to tap into and supplementexisting ways of working and decision-making will help you to embed sustainability more securely– even more so if you do it in a way which is in keeping with the organisation’s culture. Justbecause a process is not documented or formal does not mean it is any less important – if it’show things have always been done or how certain teams work that may well be fine. This is animportant point – don’t fall into the trap of starting with a solution and looking for ways to make it fit.This will almost certainly fail. If ways of working are amended for sustainability it will also benecessary to ensure that accountabilities and ‘checks and balances’ are clear and in place.2HOW WELL IS THE ORGANISATION SET UP TO DELIVER?One of the more significant areas you will need to consider is how well placed your organisationis to deliver. For example, you will need to think about your resource needs and what learning anddevelopment needs your colleagues have (possibly even your supply chain or wider deliverypartners too).3CAN GOODS AND SERVICES BE DELIVERED MORE SUSTAINABLY?It is very important to identify what needs to be done to ensure that sustainability is considered aspart of day-to-day ways of working. Understanding business processes and controls and how theyrelate to each other to identify where interventions could be best made is key here – and one of themost effective ways for your organisation to put sustainability into practice is through your sourcingprocesses (the standalone Sustainability Essentials guide "Sustainable Sourcing in Sport" coversthis aspect in much more detail).05
SUSTAINABILITY ESSENTIALS1INTRODUCTIONINTRODUCTION06
INTRODUCTIONSUSTAINABILITY ESSENTIALSINTRODUCTIONABOUT THIS GUIDEThis Guide is intended to help organisationswithin the Olympic Movement and the widersports sector implement sustainability moresecurely. All organisations have arrangementsand rules for how the organisation is run, howdecisions are made, how goods and servicesare sourced, how people are hired, how dataare collected and managed, how things arecommunicated, and so on. A key area tolook at is how these can be harnessed tomore effectively embed sustainability intothe organisation.Many organisations get to the point of havinga signed-off and well-thought-out sustainabilityvision and strategy often supported by policies,action plans and guidance documents.However, no matter how big or small theorganisation, there is often a significant gapthat exists between strategy and action.Although this Guide is presented as a standalone document, we recommend it is read inconjunction with the other SustainabilityEssentials guides, in particular Introduction toSustainability and Sustainable Sourcing inSport. This will enable you to see howsustainability management fits into the widerpicture of sustainability in practice.If your organisation is just starting out on asustainability path, it is best to read thisdocument in the sequence it is presented, soyou can build up your approach in a logicalorder. For those at a more advanced level, thisis intended as a useful reference guide and youmay choose to focus on those sections youconsider most relevant in your circumstances.We fully recognise that your circumstanceswill be influenced by local culture, geography,legislative context and the economic situation.An organisation's ability to progresssustainability will also evolve over time andcontinually improve. However, we hope thatstructuring this Guide according to the fourareas presented in the circular diagram on thefollowing page will provide you with a logicalpathway to becoming more sustainable, whileallowing a degree of flexibility.1. In ‘Securing a Commitment to Action’,the Guide starts with outlining a fundamentalpart of the process which is to secure thebuy-in of top management, understand yourspecific context and how sustainabilitycan support your organisation’s corebusiness strategy.2. In ‘Setting Sustainability Priorities’, theGuide sets out how risks and opportunitiesmay be identified and how they can beprioritised through goals, supportingstrategies and policies.3. In ‘Delivering Sustainability’, the Guidecovers how implementation may beapproached.4. In ‘Reviewing and Reporting Progress’,the Guide outlines how implementationprogress may be monitored, measured andcommunicated to key stakeholders.In the final section, ‘Enabling Sustainability’,the Guide discusses several aspects that‘cross-cut’, are key to supporting anorganisation’s ability to progress sustainabilityand are essential to every step that is taken.07
GRESSTINGROPREDANT TO ACTIONMENMITOMACREVIEWINGSUSTAINABILITY ESSENTIALSSETENGAGEMENTTPIN GRITRANSPARENCYIn each section, we have highlighted key actions according to three levels of progress: Basic level – a meaningful start to sustainability management with a commitment to improve. Intermediate level – meeting the fundamentals of sustainability management. Advanced level – going beyond the fundamentals of sustainability management anddemonstrating leadership in action.08
INTRODUCTIONWHY TAKE A MORE ‘SYSTEMATIC’APPROACH TO IMPLEMENTINGSUSTAINABILITY?Over the last decade, learnings from earlyadopters of sustainability show that there area number of actions that make delivery ofmultiple commitments and targets moreeffective and efficient. This means movingfrom managing issues on an ad-hoc basisto adopting a more ‘systematic’ approach.This generally results in a smarter way ofmanaging and continually improving theoverall sustainability performance.SUSTAINABILITY ESSENTIALSA term that is commonly used in this context is‘management system’. Some find this termdifficult to associate with, but all organisationssmall or large will have some form of amanagement system even if they do not thinkof it in these terms. It is not necessarilysomething you see – it is part of the very fabricof an organisation. Organisations have policiesand ways of working (even if they are notformalised or written down) which – amongother things – will define rules around how to runthe business, how to source goods and services,how to hire people, how to communicate, and soon. A management system is essentially the sumof all these parts.Definition of a management system from ISO 20121:2012:“Set of interrelated or interacting elements of an organisation toestablished policies and objectives and processes to achieve thoseobjectives.”09
SUSTAINABILITY ESSENTIALSINTRODUCTIONHOW DOES THIS GUIDE RELATE TOTHE ISO 20121 GLOBAL EVENTSUSTAINABILITY STANDARD?The concept of event sustainabilitymanagement is becoming more widespread.Organisers, event suppliers and venues areincreasingly aware of the environmental, social,ethical and economic impacts of their activities.Originally conceived in the run-up to theLondon 2012 Olympic Games and ParalympicGames, ISO 20121 sets out a managementsystem framework for tackling prioritysustainability risks and opportunities – be itreducing costs, limiting greenhouse gasemissions and waste, managing the biodiversityof venues, respecting human rights or achievinga diverse and inclusive workforce.Since its launch in June 2012, ISO 20121 hasbecome a significant global standard for theevent industry. Early adopters have includedother Olympic and Paralympic organisingcommittees (e.g. Rio 2016), InternationalFederations (e.g. World Sailing) and majorsporting venues. In fact, the InternationalOlympic Committee now requires all host cityorganising committees to be certified to ISO20121 standard at least three years beforetheir Games.This Guide is designed to help organisationswithin the Olympic Movement and the widersports sector take a more ‘systematic’approach to implementing sustainability. It isnot a replacement for ISO 20121. However, if allthe key steps are followed it should be easier tomeet the full requirements of ISO 20121 if that isa desired outcome. It should be noted thoughthat this Guide also covers aspects to considerwhich are not necessarily an implicitrequirement of ISO 20121 (e.g. vision andstrategy development and governance).10Appendix B provides further information onhow this Guide aligns to ISO 20121 andAppendix C offers some guidance on how tomake claims of compliance to this standard.WHY ADOPT A MORE SUSTAINABLEAPPROACH TO BUSINESS?The rationale for engaging in sustainability as acore part of the way you do business is set outin detail in the first of the SustainabilityEssentials guides: Introduction to Sustainability.In that introductory guide we explained howa genuine approach to sustainability goesbeyond ad hoc projects and support forgood causes, and instead requires a morecomprehensive regime of policies, processesand practices that are integral to yourorganisation’s way of working. This is vitalfor addressing the real impacts that youractivities have on people and the environment,and for understanding risks and opportunitiesfor your organisation.For sports organisations, key drivers mayinclude responding to stakeholder expectationsto maintain a social licence to operate,complying with legislation and regulation (cf.human rights due diligence), economic valuecreation and optimising the use of resources toreduce costs and environmental impact, as wellas demonstrating leadership on the world stageand good standards of ethics and governance.In a world where everything is increasingly moretransparent and connected, understanding andmanaging the sustainability impact of businessactivities and decisions is becoming ever morecritical. Integrating sustainability considerationsinto how business should be done is fastbecoming the only way of doing businessin the future.
INTRODUCTIONWHAT IS THE BUSINESS CASE FORADOPTING A MORE SUSTAINABLEAPPROACH?Organisations globally face a complex andfast-changing landscape. Societal values areshifting and organisations need to work hardto win trust and build community support. Inparallel, resource constraints and environmentalconcerns put pressure on supply chainsand profitability.Many organisations hold back from takingaction on sustainability because they fear it willcost too much. In fact, this need not be thecase. Improved efficiency can lower costs.More sustainable organisations can also attractadditional sponsorship revenue, and there areunseen benefits in reduced reputational risksand more motivated staff.Not every sustainability benefit can bemonetarised in the classic sense. Whilstfinancial capital is still the primary measure ofSUSTAINABILITY ESSENTIALSbusiness performance and success, businessneeds more than this to deliver its goods andservices – it needs people and knowledge,natural materials, social structures, machinery,infrastructure and financial investment. Indeed,it is estimated that over 80% of a business’value is estimated to comprise so-calledintangible assets – typically human, intellectualand social capital. In other words, resourcesand relationships. Without building andmaintaining adequate resources andrelationships, many organisations are likely toincreasingly struggle to grow and function inthe way they do today. A growing number oforganisations are therefore attempting toexplore how, using resources and relationships,value in its widest sense is created over time.In effect, there is increasing recognition aroundthe world that unless organisations respondto the social, environmental and economicpressures of the future they may struggle toremain competitive or worse still, struggleto survive.INTEGRATING SUSTAINABILITY CONSIDERATIONSINTO HOW BUSINESS SHOULD BE DONE ISFAST BECOMING THE ONLY WAY OF DOINGBUSINESS IN THE FUTURE11
SUSTAINABILITY ESSENTIALS2SECURING A COMMITMENT TO ACTIONSECURING ACOMMITMENTTO ACTION12
SECURING A COMMITMENT TO ACTIONSUSTAINABILITY YORDELIVEGOVERNANCESECURINGO ACTIONENT TITMMMCOLITYINABISTASUGNRIG PROGRESSRTINEPORDANAREVIEWINGSECURING A COMMITMENTTO ACTIONSETENGAGEMENTTINGPRITRANSPARENCYMAIN GOALTo secure commitment from topmanagement and understand howsustainability will support your coreorganisational purpose and strategy.COMMITMENT FROM THE TOPNor can this be an overnight conversion.Whether you are an established organisationwith existing suppliers and partners or startingout as an event-organising committee, puttingin place sustainability policies and processeswill require acceptance of new ways of workingand a determination to follow through. Thiscannot happen without the full and engagedsupport of top management to show leadershipand to enable those in charge of key parts ofthe organisation to adopt more sustainablepractices. This step should not be skipped onthe assumption that leadership commitmenthas already been secured.Key questions to answer at this stageshould include: What is our business case for sustainability? How sustainable are we – do we understandwhat we are already doing in this space? What do we mean by sustainability – do weunderstand what it means to us? What do our stakeholders think?It has to be a conscious decision to embark ona sustainability programme and that requires aclear commitment from top management.Adopting a more sustainable approach can bea complex undertaking that requires allstakeholders to be committed. Sustainability isnot something that can be done as an ad hocside project; it needs to fit into how yourorganisation works and support your coreorganisational strategy.13
SUSTAINABILITY ESSENTIALSSECURING A COMMITMENT TO ACTIONBUILDING A BUSINESS CASEIn many respects building a business case on adopting more sustainable business practices is nodifferent to building any other case for action. The key thing is to understand what ‘templates’exist within the organisation and what has been found to work best.There are four key elements that should be considered: understand the issue – have a full appreciation of risks and opportunities; ake it relevant – link issue to core business, e.g. business purpose, strategic visionmand objectives; ack it up – provide examples, data and supporting information for the topic – includebfinancial costs and benefits where possible (these might be direct or indirect); and eep it dynamic and updated – ensure the business case is dynamic and can evolvekas organisational priorities, understanding and best practice changes.You could reference what your organisation is already doing, some commentary on whetherit is enough and what it will need to do in the future. It is also worth looking at what your peersor others outside of your sector have done to progress sustainability.Feasibility and small-scale pilots should also be considered – bear in mind that they shouldpreferably not progress without senior management being aware.Business cases do not necessarily need to be lengthy – a simple email may be sufficient – thiswill very much depend on what key stakeholders in your organisation expect.Additional tips and information are contained in guidance prepared by IEMA (the leadingenvironmental and sustainability professional body) on Climate Change Adaptation: Buildingthe Business Case and Key Lessons from the Plan A Business Case prepared by Marks & Spencerplc reflecting on the first five years of implementing Plan A (their sustainability programme).14
SECURING A COMMITMENT TO ACTIONIt is therefore advisable to engage topmanagement on sustainability and why it isimportant as soon as possible. This might bedone through awareness-raising workshopswith the senior leadership team on sustainabilityissues and how they may affect the organisation'slicence to operate and future direction (see alsothe section on understanding organisationalcontext, below). The following points set outsome tips on how this might be approached: Seek a senior leadership sustainabilitysponsor/advocate – attempt to get amember of top management team bought-inand supportive of sustainability. If you havea Sustainability team ideally this would notbe the director you report into. Know your audience – attempt tounderstand the personal interests andmotivations of the individuals on theleadership team. Identify how sustainabilitymay align with their interests and motivationsand assign them roles and tasks onthis basis. Present solid sustainabilityopportunities – this may include key factsand figures about the dual sustainability andcommercial successes of recent Games (e.g.sponsorship opportunities, revenuegeneration and cost savings), keepingstakeholders supportive and advocates foryour organisation, as well as providingexternal profile-raising opportunities for thesenior leadership. Focus on and identify issues which offerleadership opportunities – sustainability isa big and complicated theme and whilst thereSUSTAINABILITY ESSENTIALSwill be a range of things you will likely need tobe address, it may be too problematic toexplain and achieve buy-in in one go. Instead,identify key themes and trends happeningglobally or your country which may presentleadership opportunities for your organisationand focus on this with top management. Invite an inspirational speaker withpublic profile – identify someone who theleadership will know and who is also a strongadvocate for sustainability to speak andinspire and excite them into taking action.This may also lead to ambassadorialopportunities for the organisation. If thereis a reluctance for this, other options mightinclude inviting athletes who are alsosustainability advocates (there are lots outthere) or a senior representative from oneof your sponsors who may be engagedin sustainability. Arrange visits in your supply chain toreinforce the moral case – identifyopportunities for the leadership to visit sites(factories, farms, etc) which have been usedto produce/supply items to help makesustainability issues more tangible for themand reinforce the moral case for sustainability. Invite some critical stakeholders in– identify some vocal critics from civilsociety and invite them in for some one-toone meetings with key members of theleadership team. Use the right language – ensure languageis tailored to the audience. Use businesslanguage, not technical or sustainability jargonor acronyms.15
SUSTAINABILITY ESSENTIALSSECURING A COMMITMENT TO ACTIONLEADING BY EXAMPLELeadership at the highest level of the organisation need to give solid and genuine commitment tosustainability. This means they need to go beyond simply delegating roles and responsibilities– they need to lead by example. For example, this might be as a result of:their actions (e.g.making decisions andresolving issues);their communicationsand how they engagewith stakeholders;When securing commitment from the topit is important that the structure of the entireorganisation (both upwards and downwards)is considered to ensure commitment hascome at a high-enough level to resolveissues that may arise during theimplementation.When engaging your senior leadership, it isimportant to really focus on ‘why’ sustainabilityis important – this is considered to be moreimportant than ‘what’ and ‘how’. This willrequire a reasonable understanding of thepromoting whatthe organisation isdoing; andlooking forfurther opportunitiesfor improvement.organisation’s sustainability issues. Considerationshould therefore be given to conducting thisexercise in parallel with other key steps in thischapter and the steps set out in the nextchapter, ‘Setting Sustainability Priorities’.However, it is also important to recognise thatat the beginning of the process the initialbusiness case may be quite general as youwon’t have all the answers you feel you shouldhave. You can refine and develop a moredetailed case as you progress yoursustainability journey.WHAT’S THE DIFFERENCE BETWEEN PURPOSE AND MISSION?An organisational ‘purpose’ is why an organisation chooses to exist beyond financial gain. Astrong purpose sets out the organisation’s reason for existing; it explains why you do what youdo. It is not what an organisation does – that is what is known as a ‘mission’ statement. Mostpurpose statements are honest, concise, direct and inspirational.16
SECURING A COMMITMENT TO ACTIONUNDERSTANDING YOURSPECIFIC CONTEXTYou will need to understand the internal andexternal issues that are relevant to yourorganisation’s purpose and affect your ability toachieve it. It is always worth taking time tounderstand your current situation and thepressures and circumstances that are affecting(or will affect) the way your organisationoperates. This includes all things that couldaffect the running of the organisation andincludes positive or negative factors.Sustainability needs to help your organisationachieve its objectives, not hinder them.Of course, the wider context in whichorganisations are operating is rapidly changing.Many believe that for companies to thrivelong-term, purpose and sustainability must gohand in hand. Consumers, regulators, civilsociety and capital markets will, and alreadyare, demanding it.Examples of factors to identify and considermay include: social and cultural, political, legal, regulatory,financial, technological, economic, natural andcompetitive environment, whetherinternational, national, regional or local; relationships with and perceptions of externalstakeholders; key trends and drivers that may impact on theobjectives of the organisation; governance, organisational structure, rolesand accountabilities; strategies, policies, ways of working andgoals that exist in the organisation; understanding of resources and relationships(e.g. financial ca
FOR THE OLYMPIC MOVEMENT SUSTAINABILITY MANAGEMENT IN SPORT. Sustainability is one of the most pressing challenges of our time across a wide spectrum of social, environmental and . going beyond the fundamentals of sustainability management and demonstrating leadership in action. GOVERNANCE ENGAGEMENT TRANSPARENCY E R E V I E W I N G G A N D R .
Olympic Winter Games medals Olympic Winter Games posters Olympic Summer Games posters Olympic Summer Games mascots Olympic Winter Games mascots The sports pictograms of the Olympic Summer Games The sports pictograms of the Olympic Winter Games The IOC, the Olympic Movement and the Olympic Games The Olympic programme evolution Torches and torch .
Olympic Summer Games posters Olympic Summer Games mascots Olympic Winter Games mascots The IOC, the Olympic Movement and the Olympic Games The Olympic programme evolution The Olympic stadiums of the Summer Games The sports pictograms of the Olympic Summer Games The sports pictograms of the Olympic Winter Games .
Olympic Games and other Olympic Games marks, mascots, pictograms and posters, the wordmarks "Olympic", "Olympic Games" and "Olympiad", the Olympic motto "Citius, Altius, Fortius" and any English or other language translations of the same, and other Olympic-related terminology.
THE RESOURCE LIBRARY 00. OVEP Resources ACTIVITY SHEETS 13 Sport and art in the modern Olympic Games 14 Logos and mascots 15 The Olympic Museum 16 The Olympic sports programme 17 The Youth Olympic Games (YOG) 18 Breaking through barriers: women in sport 19 The Paralympics: "Spirit in Motion" Page 2 11 The Peace Heritage Game 12 Sport and art in Ancient Greece 07 The Olympic Games closing .
staging of the Olympic Games. The IOC as leader of the Olympic Movement: To engage and assist Olympic Movement stakeholders in integrating sustainability within their own organisations and operations. Following on from Olympic Agenda 2020, we issued the IOC Sustainability Strategy in December 2016. The Strategy is based on
Olympic Committee than our dear colleague His Serene Highness Prince Albert of Monaco. Having participated in five Olympic Games as an athlete and being a Head of State now, he embodies the spirit of the Olympic Agenda 2020 which is about safeguarding the Olympic values and strengthening sport in society.
12 Sport and art in Ancient Greece 21 13 Sport and art in the modern Olympic Games 22 14 Logos and mascots 23 15 The Olympic Museum 24 16 The Olympic sports programme 26 17 The Youth Olympic Games (YOG) 27 Contents. 5 ACTIV
Animal nutrition has pronounced direct impact not only on animal health but also indirectly through animal products on human health and through excreta on the environment. Due to increased awareness and concerns about animal health, due to increased incidence and severity of chronic non-communicable diseases in developed world that are linked to nutritional quality of (animal) food and due to .
