INTRODUCTION TO SUSTAINABILITY - Olympic Games
SUSTAINABILITYESSENTIALSA SERIES OF PRACTICAL GUIDESFOR THE OLYMPIC MOVEMENTINTRODUCTION TOSUSTAINABILITY
SUSTAINABILITY ESSENTIALSSUSTAINABILITY ESSENTIALS The IOC as an organisation: To embraceSustainability 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 sports community,both for managing its day-to-day affairs andfor its responsibilities towards young peopleand future generations. We also recognisethat sport has an unrivalled capacity tomotivate and inspire large numbers ofpeople. This is why we believe that theOlympic Movement has both a duty and anopportunity to contribute actively to globalsustainability in line with our vision: “Buildinga better world through sport”.sustainability 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.Following 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.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 tosustainability across the IOC’s three spheresof responsibility: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. 6What we mean by sustainability. 82. Sport and sustainability. 10The IOC Sustainability Strategy. 13Sustainability principles. 143. Getting started. 16Take stock of where you are. 18Understanding the implicationsof a new approach. 19Opportunities. 19Cost savings. 19Increased revenue. 19Reputation/image. 20Legal compliance. 20Optimising talent. 20Challenges. 204. Essential steps. 22Define a clear vision and strategy. 23Demonstrate leadership commitmentand effective governance. 24Engage with stakeholders. 26Determine which issues matter most. 27Set objectives and targets. 29Evaluate progress. 30Report, communicate andshare knowledge. 315. Stepping up a level. 32Maturity matrix. 33Governance and sustainability. 34Management systems approach. 34Independent certification. 36Other standards. 37Sustainability reporting. 37Sustainability communications. 39Knowledge sharing and learning legacy. 41Getting help. 41Final thoughts. 43046. Appendices. 44Appendix 1: Practical focus areas. 45Infrastructure and natural sites. 46New venue development. 46Management of existing venues. 48Sourcing and resource management. 49Key elements of sustainable sourcing. 49Certified products. 51Services. 51Existing suppliers and sponsors. 51Waste management. 51Mobility. 52Travel and transport of people. 52Moving goods and materials. 53Workforce. 55Possible measures to implement. 56Climate. 57What is climate change?. 57Measuring carbon emissions. 59Reducing carbon impacts of sport. 59Compensating for unavoidablecarbon emissions. 60Adapting to climate impacts. 61Appendix 2: Sustainable events. 62Appendix 3: Glossary. 64
SUSTAINABILITY ESSENTIALS1ASSESS YOURSTARTING POINTTake stock of what you havebeen doing on sustainability,or assess opportunities andchallenges of getting started.2DEFINE YOUR VISIONAND STRATEGYMap out what you think asustainable future for yourorganisation looks like.3DEMONSTRATELEADERSHIPSet the directionfor achievingyour vision.4ESTABLISH EFFECTIVEGOVERNANCEMake sure sustainabilityfits into your organisationalstructures and decisionmaking processes.5INTRODUCTION TOSUSTAINABILITYIN BRIEF SUMMARY OFKEY STEPSENGAGESTAKEHOLDERSTalk to everyone who isaffected or influenced byyour organisation’s activities.IDENTIFY KEY ISSUESAND SCOPEDecide what mattersand is relevant.6SET OBJECTIVESAND TARGETSDefine what youare going to doand by when.7ASSESSPROGRESSMeasureand evaluateperformance.8REPORTProvide a credibleaccount of whatyou have done.9COMMUNICATESpread the word and talkabout what you haveachieved, what waschallenging and what youhave learned.1005
SUSTAINABILITY ESSENTIALS1INTRODUCTIONINTRODUCTION06
INTRODUCTIONSUSTAINABILITY ESSENTIALSINTRODUCTIONThis is the introductory guide to our“Sustainability Essentials” series. Our aimhere is to provide a general understandingof sustainability: what it means, why it isimportant, how it relates to sport and whatyour organisation can do to be part of thiscritical endeavour.We have compiled this general overview ofsustainability as we believe it is essential forNational Olympic Committees (NOCs) andInternational Sports Federations (IFs) – indeedany sports organisation – to have a basicunderstanding of how sustainability is relevantto sport, and how to go about developing aneffective sustainability programme that alsoleaves lasting legacies.There are many organisations across thesporting world, large and small, that are alreadyactively engaged in individual aspects ofsustainability. Typically, these tend to fall intotwo separate categories: “greening” initiatives,where the focus is on the environment, and“social responsibility” projects supportingworthy causes in the wider community.These are good things to do, and someimpressive achievements have been made.To learn more about the kinds of initiativesbeing undertaken, we recommend you readthe wide selection of case studies the IOC haspublished on the sustainability projects of IFs:https://www.olympic.org/sustainability.True sustainability, however, goes much furtherthan individual projects. It is about lookingclosely at what you do as an organisation,the way you interact with society at large,and ensuring you have appropriate governancestructures, policies and processes in place thatwill secure your long-term future for the benefitof your organisation, society and theenvironment.All environmental and social initiatives needto be seen in this context and embedded insport’s core activities, not as “nice-to-have”add-ons that ignore sport’s actual impacts.True sustainability offers indisputable value,from cost savings and risk managementto improved stakeholder relations andpublic credibility.TRUE SUSTAINABILITY OFFERS INDISPUTABLEVALUE, FROM COST SAVINGS AND RISKMANAGEMENT TO IMPROVED STAKEHOLDERRELATIONS AND PUBLIC CREDIBILITY07
SUSTAINABILITY ESSENTIALSINTRODUCTIONWHAT WE MEAN BY SUSTAINABILITYThere are many formal definitions of sustainabilitywith variants on the theme of a balancedapproach to environmental, social and economicaspects, providing for both present and futureneeds. This is very much the sense in whichthe UN recognises sustainable development.The IOC’s official definition of sustainabilityis that, when making decisions, we ensurefeasibility, and we seek to maximise positiveimpact and minimise negative impact in thesocial, economic and environmental spheres.In practice, sustainability is about how youwork and make decisions. It is as much aboutthe culture of an organisation as it is abouttechnical aspects. We believe an organisationcan begin to achieve its vision and goals onlyif it fully integrates sustainability principles andpractices into day-to-day operations, so thatthese become part and parcel of how peoplethink and behave.The goal for any organisation should be tomaximise positive benefits while at the sametime avoiding or minimising negative impacts onpeople and the environment. To turn suchaspirations into reality means being preparedto consider the consequences of decisions.In turn, that means having all the relevantinformation available to help inform suchdecisions.Ultimately, therefore, sustainability is aboutfinding better ways of doing things and takingthe time to make well-informed long-termchoices. Sometimes this means challengingestablished ways of doing things and rejectingold thinking. An organisation that is trulycommitted to sustainability is one that makesthe effort to understand its choices, to accountfor them and to learn from them.A common misrepresentation iswhen people speak of “environmentalsustainability”, “social sustainability” or“economic sustainability” as separate disciplines.True sustainability requires an integrated andholistic approach; it cannot be segregatedinto component parts. For example, climatechange may be viewed as an environmentalphenomenon, but its impacts affect societyand economies at many levels. Measures tomitigate or adapt to climate change are thereforenecessarily relevant to sustainability in itsfull sense.SUSTAINABILITY AND CORPORATE SOCIAL RESPONSIBILITY (CSR)These two terms are often confused andused interchangeably. While there is someoverlap, they in fact cover distinctly differentapproaches.Sustainability encapsulates a long-termand future-facing purpose; it is about whatwe want to achieve and ensure we do notover-exploit resources to the extent thatwe diminish the quality of life of futuregenerations.In contrast, CSR tends to focus on08addressing current stakeholder issues.Many organisations do good things, suchas making charitable donations that relievesocial problems. These are certainlyresponsible things to do, but they arenot sustainable if they do not tackle theunderlying issue.In essence, therefore, CSR mostly addressesissues by means of compensatory goodcause activities, whereas sustainability isconcerned with one’s direct impacts andtheir causes.
INTRODUCTIONSUSTAINABILITY ESSENTIALSSOME KEY TRUTHS ABOUT SUSTAINABILITYIt is important to dispel some commonmisperceptions about sustainability,because we want all Olympic Movementorganisations to feel comfortable talkingabout and implementing sustainability.SUSTAINABILITY CAN BE PHASED INSometimes people don’t start becausethey don’t feel ready to do everything.A fundamental principle of sustainability iscontinual improvement. Therefore it isperfectly possible to start gradually andsteadily build up your programme.MORE THAN GREENOften people think that sustainability isjust about the environment. Of course,protecting the environment is an essentialpart of sustainability; but it is also aboutthe way we treat people and adoptresponsible practices.SUSTAINABILITY IS AFFORDABLEMany organisations hold back from takingaction on sustainability because they fearit will cost too much. In fact, a goodsustainability programme should actuallysave you money. Improved efficiency willlower costs. Sustainable organisations canattract additional sponsorship revenue,and there are unseen benefits in reducedrisks and more motivated staff.SMALL ACTIONS DO ADD UPThe scale of global challenges like climatechange, alleviating poverty or hunger canseem so daunting: how can small,individual actions make a difference?Change does not usually come aboutthrough a single decision; it is moretypically the result of lots ofsmaller, incremental actions thatcollectively shift societal attitudes. Sportis especially important here as it has thepower to inspire others, so that youractions can be multiplied many times over.YOU DON’T NEED TO BE AN EXPERTPeople can be afraid to apply sustainabilitybecause they are not technical experts.This is not important. So much ofsustainability relates to behaviour andways of working: understanding processrather than having technical knowledge.Where some technical guidance isneeded, don’t be afraid to ask for help.09
SUSTAINABILITY ESSENTIALS2SPORT AND SUSTAINABILITYSPORT ANDSUSTAINABILITY10
SPORT AND SUSTAINABILITYSUSTAINABILITY ESSENTIALSSPORT AND SUSTAINABILITYSport is a global passion. In its many anddiverse forms, sport enthuses and inspiresbillions of people across the world. The sharedvalues among the sports community are apowerful basis for mutual understanding,cooperation and peace.Today, these attributes are ever more precious.The world faces significant challenges acrossa wide spectrum of social, environmental andeconomic matters. Major issues such as socialinjustice, economic inequality and climatechange are affecting increasing numbers ofpeople around the world.Year after year, surveys show that people areincreasingly interested in sustainability. Thereis a growing expectation across society thatbusinesses, institutions and public bodiestake more direct responsibility for theirenvironmental, social and ethical performance,as well as their financial results. In an age ofincreasing scrutiny and open communicationthrough social media, the views of stakeholders– regulators, partners, shareholders, clients,customers, media and the general public –take on a whole new level of significance.These same opportunities, challenges andexpectations apply to the world of sport.From initial concerns over the environmentalimpact of sports practices, the agenda hasnow broadened to cover an array of societalissues, including health and wellbeing, socialinclusion, gender equality, governance,accountability, transparency and human rights.For sport in particular, there is also the recurringtheme of “legacy”: the long-term benefitsto host communities of building sportsinfrastructure and staging sports events.Sustainability is what underpins the abilityto deliver a lasting, positive legacy.Above all, however, it is a question of values.Modern Olympism was founded on thefundamental principle of placing sport at theservice of the harmonious development ofhumankind. The world of sport cannot standby, immune and aloof from the globalchallenges of our time. No matter where youare located, or the size of your organisation,it is important to be aware of these challenges,to understand how they might affect you andto be able to do something about them.We believe, therefore, that the OlympicMovement has both an opportunity and a dutyto contribute actively to global sustainability inline with our vision: “Building a better worldthrough sport”.THE WORLD OF SPORT CANNOTSTAND BY, IMMUNE FROMAND ALOOF TO THE GLOBALCHALLENGES OF OUR TIME11
SUSTAINABILITY ESSENTIALSSPORT AND SUSTAINABILITYTHE SUSTAINABLE DEVELOPMENT GOALS AND SPORTIn September 2015 at the United Nations(UN) Sustainable Development Summit, 193global leaders adopted the 2030 Agenda forSustainable Development, a global charterframed around the five “Ps”: People, Planet,Prosperity, Peace and Partnerships.The 2030 Agenda notably includes the 17Sustainable Development Goals (SDGs).The new goals call for action by all countriesto promote prosperity while protecting theplanet. This is significant because it showsthat sustainability is relevant everywhere;it is not simply the responsibility of richer,developed nations.The SDGs provide a common frameworkfor governments, businesses and otherorganisations to explain how they plan tocontribute to sustainable developmentand to tackle the key global sustainabilitychallenges. The SDGs include manyaspirations, closely aligned with the12Olympic Movement’s third mission ofpromoting sport and the Olympic values insociety. By further embedding sustainabilityin our activities and developing partnershipswith relevant bodies, we consider that theOlympic Movement can reinforce itscontribution to the realisation of theseSDGs (see figure below).Significantly, for its part, the UN GeneralAssembly also confirmed the importantrole that sport plays in supporting the SDGs.Paragraph 37 of the UN 2030 Agendastates: “Sport is also an importantenabler of sustainable development.We recognise the growing contributionof sport to the realisation of developmentand peace in its promotion of toleranceand respect and the contributions it makesto the empowerment of women and ofyoung people, individuals and communitiesas well as to health, education and socialinclusion objectives”.
SPORT AND SUSTAINABILITYSUSTAINABILITY ESSENTIALSTHE IOC SUSTAINABILITY STRATEGYFollowing the approval of Olympic Agenda 2020,the IOC’s strategic roadmap, in December2014, we initiated an extensive stakeholderconsultation during the preparation of ourSustainability Strategy in 2015 and 2016.This included dialogue with a number of IFsand NOCs, commercial partners, NGOs,international institutions, academics and experts.The Strategy was finalised and approved by theIOC’s Executive Board in December 2016.The Strategy sets out how the IOCintends to address sustainability acrossits three spheres of responsibility: the IOCas an organisation; as owner of theOlympic Games; and as leader of theOlympic Movement, and in line withthe UN’s 2030 Agenda.The core of the Strategy is based on fivefocus areas:STRATEGIC INTENTS FOR 2030 PER SUSTAINABILITY FOCUS AREASOURCING ANDRESOURCE MANAGEMENTSourcing of products and services byorganisations within the Olympic Movement,and management of material resourcesover their lifecycleSCOPEINFRASTRUCTUREAND NATURAL SITESDevelopment and operation of indoor andoutdoor sites wherever sports activities takeplace, including support and administrativeinfrastructure, such as non-competitionvenues at the Olympic Games and officesof the Olympic Movement’s organisationsMOBILITYMobility of people and goods associatedwith the Olympic Movement’s activities,at the local and global scaleWORKFORCEWorking conditions and opportunities offeredto employees, volunteers and contractors ofthe Olympic MovementCLIMATEManagement of direct and indirect greenhousegas emissions associated with the OlympicMovement’s activities, and adaptation to theconsequences of climate changeThe five focus areas are strongly inter-relatedand should be considered as a whole. The firstfour focus areas relate to things the sportsworld does: building and operating venues;procuring goods and services and managingresources; moving people and goods; andmanaging people. The fifth area, climate, isa crosscutting theme, but we believe it is amatter of such critical importance that itrequires special attention as a focus area inits own right.More details on each of our five focus areas canbe found in Appendix 1 to this guide, and specificguides on each of these topics are being developed.Our full Strategy document also has a chapterdetailing aspects of corporate governance and theways in which we manage sustainability within theIOC. This includes sections on managementsystems, communications and reporting, all ofwhich are essential parts of the day-to-dayoperation of a sustainability programme.13
SUSTAINABILITY ESSENTIALSSPORT AND SUSTAINABILITYThis structure works for us, and we hopeour framework will help others to develop theirown sustainability strategies. However, we fullyrecognise that not all sports organisations arestructured in the same way. Your organisationmay have different priorities that you needto emphasise in your sustainability strategyor programme.In many larger organisations, differentdepartments deal specifically with matters thatfit under the wider banner of sustainability: theseinclude health and safety, education, communityengagement, gender equality, health and peacethrough sport, social development through sport,diversity, governance and ethics. It does notmatter how different areas of responsibility areassigned within an organisation provided thereis sufficient internal coordination andcommunication, so that everyone is workingaccording with a coherent strategic purposein which sustainability is a common thread.When determining your sustainability strategy,you have to decide on an approach and agoverning structure for implementing yoursustainability strategy that are relevant foryour organisation.SUSTAINABILITY PRINCIPLESSustainability is a concept founded on a numberof key principles. In the management systemstandard ISO 20121 (see p35), these arespecified as: Integrity - adherence to ethical principles Inclusivity - practice of fair treatment andmeaningful involvement of all interested parties14 Stewardship – taking responsibility for one’sactions that affect environmental performance,economic activity and social progress Transparency - openness about decisionsand activities that affect society, the economyand the environmentOther standards and definitions mayuse different or additional terms, such asaccountability, continual improvement, legalcompliance, collaboration, innovation andresponsibility, but the four listed above providea core set of principles that adequately conveythe sense of what sustainability is about.These are applicable throughout the worldand across all business sectors. Sport is noexception. Indeed, sport has an inherent affinityfor such principles through its values, as wellas its essential purpose to serve others,encourage participation, and guide andeducate young people.Unfortunately, however, sport has also beenaffected by various negative issues, such ascorruption, match-fixing, doping, human rightsviolations and gender inequality. Sport hasalso at times been responsible for disregardingand even damaging the environment and localcommunities. These impacts run counter tothe positive values and ethos of sport. Ultimately,the way sports bodies provide for fair treatmentof individuals, communities and the environmentwill be crucial to their own long-term wellbeing,reputation and place in society. In this way, theprinciples of sustainability and the values andethics of sport are inextricably linked.
SPORT AND SUSTAINABILITYSUSTAINABILITY ESSENTIALSCase studyWORLD SAILING SUSTAINABILITY AGENDA 2030As the governing body for the sport of sailing,World Sailing issued a detailed sustainabilitystrategy in November 2016. The statedambition is to achieve substantial changewithin the sport that can contribute activelyto global sustainability.World Sailing’s sustainability programmeis based on recommendations across sixoperational areas, and is aligned with both theIOC Sustainability Strategy and the UN SDGs: Technical standards Events Training Venues and facilities Members ParticipationLike the IOC Sustainability Strategy, these areclearly focused on the specific activities thatmake up the sport of sailing. Underpinning thestrategy across each of these operationalareas are nine objectives: Establish a robust approach tosustainability across the sport, sharing bestpractice and setting standards and targets,focusing on World Sailing operations,events and venues. Reduce World Sailing’s carbon footprintand promote resource efficiency acrossthe sport. Respect and contribute to ecosystemhealth and biodiversity. Promote diversity and accessibilityacross the sport and drive gender equityat World Sailing events in line with IOC 2020sustainability objectives. Ensure sustainability is embedded into theteaching of sailing through teaching andcoaching frameworks. Promote a culture of sustainability bysharing best practice and increasingsustainability awareness across MemberNational Authorities, events, venues andaffiliated industries. Set technical standards by 2030 to reducethe environmental impact of the sailingindustry, focusing on end of life ofcomposites, and engine and energytechnology.Takea science-based approach underpinned by research to understandthe impacts and identify solutions. Ensure credibility and transparencythrough robust monitoring and reporting.These objectives were the outcome of thework of a sustainability commission of leadingexperts from within and outside the sport,who were tasked with advising on thedevelopment of the Sustainability Agenda2030 and guiding and monitoring progressagainst the plan.For each operational area, the strategyreferences the link between proposedactions and the overarching objectives,as well as how they relate to the UN SDGsand the IOC’s sustainability themes.This is a comprehensive sustainabilitystrategy, appropriate for the sport of sailing.Other sports organisations will have differentpriorities, but the key learning here is toconsult widely; understand the nature ofyour sport and/or organisation – its impacts,challenges and opportunities; and determinehow this fits with the global sustainabilityagenda.15
SUSTAINABILITY ESSENTIALS3GETTING STARTEDGETTINGSTARTED16
GETTING STARTEDSUSTAINABILITY ESSENTIALSGETTING STARTEDOne of the biggest hurdles to overcome isdeciding to get started. Sustainability is avast topic, and it can be daunting to knowwhere to begin.Many organisations start with small projects.These may typically be focused on recycling,energy efficiency, tree planting and/orother conservation work. For very smallorganisations, these can be worthwhilestarting points and good ways of engagingwith volunteers and the local community.However, these types of initiatives – importantas they are – tend to be ad hoc environmentalprojects, and do not usually embrace the widersocial and ethical dimensions of sustainability.Many sports organisations do charitable workwith schools and community groups. Again,this is good to do, but it does not necessarilyaddress impacts and issues arising from yourorganisation’s core activities. A true approachto sustainability has to be based on what yourorganisation actually does in its day-to-daywork. The environmental and social implicationsof your activities need to be understood andfactored into your policies and plans.Importantly, even for the smallest of NOCsand IFs, with limited physical or financialresources, your organisation still has a voiceand a constituency of followers. This meansyou can use your influence to advocate andto raise awareness of sustainability issuesaffecting sport. To take an active role indialogue with public authorities and otherinstitutions means you have a place at thetable and can make it known that sport hasa relevant place in public policy discussionson environmental, social and economic issues.Of course, to ha
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 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.
debut of women's boxing at the London 2012 Olympic Games to be a great success. The International Federation believes that the Olympic programme will benefit from including women's boxing in future Olympic Games. Lastly, the boxing competitions at the London Olympic Games received great support and participation from the public, television,
the Games of the VII Olympiad. - Since 1924, the Olympic flag has been raised solemnly during the Opening Ceremony of the Games in the Olympic stadium. - The Olympic flag for the Olympic Winter Games was given to the IOC by the mayor of Oslo in 1952. - After the World War II, the IOC persua
‒ The XI Olympic Winter Games Sapporo 1972: Official report, Sapporo: The Organizing Committee for the XIth Olympic Winter Games, 1973, pp. 342, 411. ‒ Miquel De Moragas Spà, "Pictograms in the history of the Olympic Games", Olympic Message, 1992, no. 34, p. 43.
The Games organised at Olympia led to the development of the Panhellenic Games. These included: - The Games at Olympia (Olympic Games): every four years - The Games at Delphi (Pythian Games), 582 B.C.: every four years (third year of each Olympiad) - The Games at the Isthmus of Corinth (Isthmian Games), from 580 B.C.:
Mary plans to take Colin to see the secret garden. Mary’s visits make Colin feel a lot better. Martha’s brother, Dickon, visits Colin one day with Mary and brings lots of tame animals with him. Colin is delighted. Mary and Dickon take Colin secretly into the garden. Colin realises it is his mother’s garden, and says he will come every day. Colin spends a lot of time in the garden with .
