ISO CD 20121 by Oekoabenteuer Oxapampa

ISO/TC 250

N 52

ISO/TC 250 ISO/TC 250 - Project committee: Sustainability in event management Email of secretary: jose.alcorta@bsigroup.com Secretariat: BSI

PC 250 Ballot CD 20121 - Event sustainability management system - Requirements with guidance for use Document type:

Committee draft

Date of document:

2010-05-25

Expected action:

VOTE

Action due date:

2010-08-27

No. of pages:

Background: Committee URL:

http://isotc.iso.org/livelink/livelink/open/tc250

ISO/TC 250/SC N 052 Date: 2010-05-25

ISO/CD 20121 ISO/TC 250/SC /WG 1 Secretariat: BSI

Event sustainability management system — Requirements with guidance for use Élément introductif — Élément central

Warning This document is not an ISO International Standard. It is distributed for review and comment. It is subject to change without notice and may not be referred to as an International Standard. Recipients of this draft are invited to submit, with their comments, notification of any relevant patent rights of which they are aware and to provide supporting documentation.

Document type: International Standard Document subtype: Document stage: (30) Committee Document language: E J:\Intcom\ISO\ISO 250\Projects\ISO 20121\CD\PC 250 N 052 Ballot CD 20121.doc STD Version 2.2

ISO/CD 20121

Copyright notice This ISO document is a working draft or committee draft and is copyright-protected by ISO. While the reproduction of working drafts or committee drafts in any form for use by participants in the ISO standards development process is permitted without prior permission from ISO, neither this document nor any extract from it may be reproduced, stored or transmitted in any form for any other purpose without prior written permission from ISO. Requests for permission to reproduce this document for the purpose of selling it should be addressed as shown below or to ISO's member body in the country of the requester: [Indicate the full address, telephone number, fax number, telex number, and electronic mail address, as appropriate, of the Copyright Manager of the ISO member body responsible for the secretariat of the TC or SC within the framework of which the working document has been prepared.] Reproduction for sales purposes may be subject to royalty payments or a licensing agreement. Violators may be prosecuted.

ISO/CD 20121

Contents

Page

Foreword .............................................................................................................................................................v Introduction.........................................................................................................................................................v 1

Scope ......................................................................................................................................................1

Normative references............................................................................................................................1

Terms and definitions ...........................................................................................................................1

4 4.1 4.2 4.3 4.4 4.5 4.5.1 4.5.2 4.5.3 4.5.4 4.5.5 4.5.6 4.6 4.7 4.7.1 4.7.2 4.7.3 4.7.4 4.7.5 4.7.6 4.7.7 4.7.8 4.8 4.8.1 4.8.2 4.8.3 4.8.4 4.9

Requirements for an event sustainability management system ......................................................5 General requirements ...........................................................................................................................5 Sustainable development principles, statement of purpose and values ........................................5 Event sustainability management system scope ..............................................................................5 Sustainability policy..............................................................................................................................5 Planning..................................................................................................................................................6 General ...................................................................................................................................................6 Issue identification and evaluation......................................................................................................6 Legal and other requirements ..............................................................................................................6 Stakeholder identification and engagement.......................................................................................7 Objectives, targets and plan(s) ............................................................................................................7 Dealing with modified activities, products or services .....................................................................8 Performance against governing principles of sustainable development........................................8 Implementation ......................................................................................................................................8 General ...................................................................................................................................................8 Roles and responsibilities ....................................................................................................................8 Competence and training .....................................................................................................................8 Resources ..............................................................................................................................................9 Operational control ...............................................................................................................................9 Supply chain management ...................................................................................................................9 Communication .....................................................................................................................................9 Documentation and document-keeping............................................................................................10 Checking and corrective action .........................................................................................................10 Monitoring and measurement ............................................................................................................10 Evaluating compliance........................................................................................................................10 Nonconformity and corrective and preventive actions ...................................................................10 Management system audit..................................................................................................................11 Management review ............................................................................................................................11

Annex A (informative) Guidance for use of this specification...........................................................................13 A.0 Introduction..........................................................................................................................................13 A.1 Scope ....................................................................................................................................................14 A.2 Normative references..........................................................................................................................14 A.3 Terms and definitions .........................................................................................................................14 A.4 Requirements for a event sustainability management system for events ....................................14 A.4.1 General requirements .........................................................................................................................14 A.4.2 Statement of purpose and values......................................................................................................14 A.4.3 Event sustainability management system scope ............................................................................16 A.4.4 Sustainability policy............................................................................................................................16 A.4.5 Planning................................................................................................................................................16 A.4.6 Performance against the governing principles of sustainable development relating to event management ..............................................................................................................................19 A.4.7 Implementation ....................................................................................................................................19 A.4.8 Checking and corrective action .........................................................................................................21 A.4.9 Management review ............................................................................................................................22

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Annex B (informative) Using the roadmap for implementation of ISO 20121 (Figure 1) ..................................23 B.1 Define scope for sustainability management system......................................................................23 B.2 Define primary purpose and values...................................................................................................23 B.3 Define policy for sustainability (3.4) ..................................................................................................23 B.4 PLAN: Evaluate issues and set objectives and targets (3.5) ..........................................................23 B.5 Identify and engage stakeholders (including supply chain) as part of the planning process .................................................................................................................................................24 B.6 DO: Provide resources and competencies, manage the supply chain and maintain communications, document the system (3.7)...................................................................................24 B.7 CHECK: Monitor and evaluate (3.8) ..................................................................................................24 B.8 ACT: Management review and feed forward (3.9) ............................................................................24 Annex C (informative) Supply Chain Management (SCM) ...............................................................................27 C.1 Introduction ..........................................................................................................................................27 C.2 What is sustainable procurement and why is it required?..............................................................27 C.3 When should sustainable procurement issues be considered? ....................................................28 C.4 What does sustainable procurement involve? .................................................................................28 C.5 Sustainable procurement policy and strategic planning.................................................................28 C.6 Techniques for assessing and managing sustainable development issues in procurement .....28 C.7 Developing a dialogue with suppliers ...............................................................................................29 C.8 Assessment of tender submissions ..................................................................................................29 C.9 Sustainable procurement â&#x20AC;&#x201C; Monitoring and reporting.....................................................................30 Annex D (informative) Guidelines for identifying issues, process and setting priorities ...................................31 Annex E (informative) Industry resources.........................................................................................................37 Bibliography ......................................................................................................................................................38

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Foreword ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization. International Standards are drafted in accordance with the rules given in the ISO/IEC Directives, Part 2. The main task of technical committees is to prepare International Standards. Draft International Standards adopted by the technical committees are circulated to the member bodies for voting. Publication as an International Standard requires approval by at least 75 % of the member bodies casting a vote. Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights. ISO 20121 was prepared by Technical Committee ISO/TC 250, Sustainability in event management, Subcommittee SC , . This second/third/... edition cancels and replaces the first/second/... edition (), [clause(s) / subclause(s) / table(s) / figure(s) / annex(es)] of which [has / have] been technically revised.

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Introduction Events are often, by their nature, high profile and transient, with both positive and negative social, economic and environmental impacts. This standard has been drafted to help individuals and organizations improve the sustainability of their event-related activities. This International Standard specifies the requirements of a management system to improve the sustainability of events. It is applicable to all types and sizes of organizations involved in the design and delivery of events, and accommodates diverse geographical, cultural and social conditions, while requiring organizations to recognise their relationship with and impact on society. A management system is not a checklist which dictates what an organization must do, but challenges it to improve its processes and thinking to lead to continual performance improvement and allows the organisation the flexibility to be more creative about the delivery of the event related activities without detracting from the aim of the event. The standard can and should be applied flexibly and will allow organizations without fully formed sustainability protocols to start to implement a sustainable event management system. Organizations with existing management systems may be able to integrate the requirements of this standard into their existing systems. All organizations will benefit from the process of continual improvement over time. The complexity of the system, and the extent of documentation and the resources devoted to it will be proportional to its defined scope, the size of the organization and the nature of the organization’s activities, products and services. This is particularly the case for small and medium sized enterprises. The success of the system depends on commitment from all levels and functions, especially from top management. In addition, in order for such a management system to be successful it has to be flexible and integrated within the event management process and not just regarded as an “add-on” component. For maximum effectiveness, its influence has to extend throughout the supply chain. Figure 1 identifies the steps involved in planning and implementing the ISO 20121 event sustainability management system. Some of the steps may happen concurrently. Further guidance for Figure 1 is located in Annex B – Guidance for use of this specification.

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Figure 1 — Road map for implementation of ISO 20121

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COMMITTEE DRAFT

ISO/CD 20121

Event sustainability management system — Requirements with guidance for use

Scope

This standard specifies requirements for an event sustainability management system for the planning and/or implementing of any type of event and guidance on meeting those requirements. The guidance in the annex provides additional practical information to support implementation. This standard is applicable to any organization (including individuals) that wishes to: 

Establish, implement, maintain and improve an event sustainability management system;



Assure itself of conformity with its stated sustainability policy; 

Demonstrate voluntary conformity with this standard by:



First party (self-determination and self-declaration by the organization seeking compliance);



Second party (confirmation of conformance by parties having an interest in the organization, such as clients, or by other persons on their behalf); or



An independent third party (e.g. certification body).

This standard has been designed to address the management of improved sustainability throughout the entire event management cycle.

Normative references

There are no normative references.

Terms and definitions

For the purposes of this document, the following terms and definitions apply. 3.1 audit systematic, independent and documented process for obtaining audit evidence and evaluating it objectively to determine the extent to which the management system audit criteria set by the organization are fulfilled [ISO 9000] NOTE 1 Internal audits, sometimes called first-party audits, are conducted by, or on behalf of, the organization itself for management review and other internal purposes, and may form the basis for an organization’s declaration of conformity. In many cases, particularly in smaller organizations, independence can be demonstrated by the freedom from responsibility for the activity being audited.

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NOTE 2 External audits include those generally termed second- and third-party audits. Second-party audits are conducted by parties having an interest in the organization, such as customers, or by other persons on their behalf. Thirdparty audits are conducted by external, independent auditing organizations, such as those providing certification/registration of conformity to ISO 9001 or ISO 14001.

3.2 auditor person with competence to conduct a management system audit [ISO 14001] 3.3 best practice documented process or product developed by the user community, consisting of suppliers and customers, teaming for the purpose of establishing industry guidelines [ISO 14621-1] 3.4 competence ability to apply knowledge and skills to an activity to achieve intended results [ISO 19011] 3.5 document information and its supporting medium NOTE The medium can be paper, magnetic, electronic or optic computer disc, photograph or master sample, or a combination thereof.

[ISO 14001] 3.5.1 record document (3.6) stating results achieved or providing evidence of activities performed 3.6 end user user taking the role of consumer, i.e. being at the end of a value or delivery chain. 3.7 event planned gathering with respect to time and a place where an experience is created and/or a message is communicated 3.8 event management cycle stages and activities of an event (including products and services involved), from research, conception and planning through to implementation and review. 3.9 event organizer entity that produces and/or manages all or some aspects of an event NOTE 1

An entity can be a company, a body or an organization

NOTE 2

The organizer is not necessarily the owner of the event

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3.10 event owner entity that commissions the event. It could be the event organizer. 3.11 event supplier entity that provides products and/or services related to the event. NOTE 1

Event supplier includes contractors

3.12 inclusively practice of fair treatment and meaningful involvement of all stakeholders (3.21) regardless of race, age, gender, colour, religion, sexual orientation, culture, national origin, income, or physical disability 3.13 integrity adherence to moral principles 3.14 key performance indicator KPI pre-agreed measurements (quantitative or qualitative) of performance against the objectives of an organization NOTE

Targets should be quantified with key performance indicators (KPIs) wherever practicable.

3.15 management system system to establish policy and objectives and to achieve those objectives NOTE In this standard, this refers to the system that is used to set policy and objectives to improve the sustainability of events and to achieve those objectives.

3.16 maturity matrix visual tool designed to map current position and assist in the development of an event sustainability management system NOTE

An outline structure for maturity matrix is given in guidance annex

3.17 objective something sought, or aimed for related to sustainability 3.18 organization company, corporation, firm, enterprise, authority or institution, or part or combination thereof, whether incorporated or not, public or private, that has its own functions and administration NOTE

For organizations with more than one operating unit, a single operating unit may be defined as an organization.

[ISO 14001] 3.19 primary purpose main function of an organization (3.18)

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3.20 procedure specified way to carry out an activity or a process NOTE

A procedure can be documented or not .

3.21 stakeholder individual or group that has an interest in any decision or activity of an organization (3.18) [ISO DIS 26000] 3.22 stewardship responsibility for sustainable development (3.26) shared by all those whose actions affect environment performance, economic activity, and social progress, reflected as both a value (3.29) and a practice by individuals, organization (3.18), communities, and competent authorities 3.23 supplier organization (3.18) providing products, services or facilities 3.24 supply chain sequence of activities or parties that provides products or services to the organization (3.18) [ISO DIS 26000] 3.25 sustainability degree of sustainable development in the context of the organization (3.18) or event (3.7) 3.26 sustainable development development that meets the needs of the present without compromising the ability of future generations to meet their own needs NOTE 1 The process is providing an enduring, balanced approach to economic activity, environmental responsibility and social progress. NOTE 2 sustainable developments is about integrating the goals of a high quality of life, health and prosperity with social justice and maintaining the earthâ&#x20AC;&#x2122;s capacity to support life in all its diversity. These social, economic and environmental goals are interdependent and mutually reinforcing. Sustainable development can be treated as a way of expressing the broader expectations of society as a whole.

[ISO DIS 26000] 3.27 top management person or group of people who directs and controls an organization (3.18) at the highest level [ISO 9000] 3.28 transparency openness about decisions and activities that affect society, the economy and the environment and willingness to communicate these in clear, accurate, timely, honest and complete manner. [ISO 26000]

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3.29 values principles that guide an organization’s behaviour

4 4.1

Requirements for an event sustainability management system General requirements

The organization shall establish, document, implement, maintain and continually improve an event sustainability management system in accordance with the requirements (4.2 to 4.9) of this International Standard and determine how it will fulfil these requirements.

4.2

Sustainable development principles, statement of purpose and values

The organization shall define its governing principles of sustainable development in the form of a statement of purpose and values. The organization’s governing principles of sustainable development regarding event management shall include considerations for stewardship, inclusivity, integrity and transparency. The organization shall define and document its primary purpose and values with respect to its activities, products and services that relate specifically to events. Values shall be based upon the organization’s governing principles of sustainable development. The purpose and values of the organization shall provide a framework for its policies, objectives and targets as defined within the scope of its event sustainability management system.

4.3

Event sustainability management system scope

The organization shall document the scope of its event sustainability management system with respect to defined events-related activities and functions as they relate to the event management cycle.

4.4

Sustainability policy

The organization shall define its policy applicable to the defined scope describing its commitment to its governing sustainable development principles and shall promote those principles for activities, products and services that relate specifically to events. The policy shall be approved by top management. The policy provides a framework for establishing and reviewing event sustainability management systems objectives. Within the defined scope of its event sustainability management system, the policy shall include: a) A commitment to leadership within the field of sustainable development of events; b) Statement(s) of purpose, mission and values; c) A commitment to comply with applicable legal requirements and with other requirements to which the organization subscribes; d) A commitment to continual improvement; and e) The organization’s significant sustainable development issues (see 4.5.1). The policy shall represent the foundation for all event-related activities, products and services. The policy shall take into consideration requirements as they relate to: 1. Supply chain organizations (product, facility and service providers); 2. The event management cycle, from conception and planning through to implementation;

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3. Output from stakeholder engagement (see 4.5.4); 4. The needs of end users; and 5. Legacy issues (facilities, infrastructure, workforce, community). The policy shall be communicated to relevant stakeholders and understood within the organization and available to the public.

4.5

Planning

4.5.1

General

When carrying out planning activities, the organization shall ensure operational adherence to and the enhancement of the governing principles of sustainable development relating to event management. 4.5.2

Issue identification and evaluation

The organization shall establish, implement and maintain a procedure to identify and evaluate the significance of governing principles of sustainable development (including risks and opportunities), associated with its event related activities, products and services within the defined scope of the management system, including those relating to relevant event suppliers. The identification of issues shall, where applicable, encompass:

a) Environmental – resource utilization, materials choice, resource conservation, emissions Reduction, biodiversity and nature preservation, releases to land, water and air.

b) Social – labour standards, health and safety, civil liberties, social justice, local community, indigenous rights, cultural, accessibility, equity, heritage and religious sensitivities.

c) Economic – return on investment, local economy, market capacity, shareholders value, innovation, indirect economic impact, market presence, economic performance, risk. In addition to those sustainability issues that an organization can control directly, an organization shall also consider issues that it can influence, e.g. those related to goods and services used by the organization and those related to products and services that it provides The criteria for the evaluation of significance shall include a consideration of feedback from stakeholders, including the identification of new emerging issues. The outputs of the procedure shall be documented, kept up-to-date and shared with relevant stakeholders. NOTE Many issues cut across economic, social and environmental categories. These could include food and beverage, governance, transport, venue selection, supplier selection, accessibility, animal welfare, corruption, product responsibility, etc.

4.5.3

Legal and other requirements

The organization shall establish implement and maintain a procedure to identify, and have access to, current and emerging legal requirements, to which the organization subscribes. In countries where the law or its implementation does not provide for minimum environmental, social or economic safeguards, an organization should aspire to achieve international event industry best practice where deemed to not conflict with national law. The organization shall ensure that the relevant legal and other requirements to which it subscribes are taken into account and complied with in establishing, implementing and maintaining its management system.

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4.5.4

Stakeholder identification and engagement

The organization shall establish, implement and maintain a procedure for the identification of and engagement with stakeholders on the identified and emerging sustainable development issues relating to events. The organization shall document the outputs from its stakeholder engagement. The identification of stakeholders shall, where applicable, encompass: a) Event Organiser b) Workforce c) Supply Chain d) Participants

e) Attendees f)

Regulatory Bodies

g) Community

4.5.5

Objectives, targets and plan(s)

The organization shall establish, implement and maintain documented objectives and supporting targets at each relevant function and level within the organization based upon: a) statement of purpose and values; b) sustainability aspirations and policies of the organization; c) significant sustainability issues (including stakeholder feedback and any relevant supply chain issues); d) consideration of monitoring and measurement; e) legal and other requirements; f)

technological options;

g) financial, operational and business requirements; h) legacy potential; i)

consideration of alternative options for improved event sustainability to find the best overall available solution(s);

the greatest improvement practicably possible, within the objective’s timescale and the organization’s capacity to address.

The organization shall establish and maintain (a) plan(s) for achieving its objectives and targets. It shall include: 1. designation of responsibility for achieving objectives and targets at each relevant function and level of the organization; and 2. the means and time-frame by which they are to be achieved.

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4.5.6

Dealing with modified activities, products or services

Where new or modified activities, products or services, or changing operational circumstances are encountered, issues, objectives, targets and plan(s) shall be reviewed and amended where relevant to ensure that the best overall solution is delivered adhering to the organizationâ&#x20AC;&#x2122;s statement of purpose and values and sustainability policy.

4.6

Performance against governing principles of sustainable development

The organization shall establish its approach to evaluating current and target performance against its statement of purpose and values as derived from the governing principles of sustainable development relating to event management (see 4.5.2).

4.7

Implementation

4.7.1

General

The organization shall establish, implement, maintain and modify if necessary its procedures to implement the event sustainability management system by: a) designating appropriate roles and responsibilities; b) providing the necessary training and resources; c) establishing the necessary operational controls; d) communicating effectively with stakeholders; e) implementing effective supply chain management; and f) 4.7.2

providing appropriate documentation. Roles and responsibilities

Roles, responsibilities and authorities shall be defined, documented and communicated to affected parties in order to facilitate effective event sustainability management. The organizationâ&#x20AC;&#x2122;s top management within the defined scope shall take overall responsibility for implementing the management system to improve the sustainability of events and will appoint (a) competent management representative(s) who shall have responsibility and authority for a) ensuring the management system is established, implemented and maintained in accordance with this standard; and b) reporting to top management on the performance of the management system, including making recommendations for improvement. 4.7.3

Competence and training

The organization shall ensure that any person(s) performing tasks for it or on its behalf that have the potential to affect activities critical to the successful implementation of the event sustainability management system is (are) competent on the basis of appropriate education, training or experience. Training and development programmes shall be reviewed and updated periodically throughout the event life cycle to ensure essential competencies and associated training needs are identified and provided.

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4.7.4

Resources

Resources essential to the implementation, control and improvement of the management system shall be provided by the organization. Resources shall include staffing, expertise, training, infrastructure, technology and finance. Resource requirements shall be assessed in terms of: a) nature and scale of activities; b) occurrence and duration; c) cost/benefit; and d) financial planning (e.g. cash flow). 4.7.5

Operational control

The organization shall establish, implement and maintain operating procedures for those activities critical to the successful implementation of the event sustainability management system, i.e. where their absence could lead to a departure from the organization’s purpose, values, policy, objectives and targets. Such procedures shall, where appropriate, cover emergency situations and suppliers. 4.7.6

Supply chain management

The organization shall establish the relevance of each of the objectives, targets and plan(s) to individual suppliers, and include sufficient and relevant information in tender or other documentation to enable its suppliers to demonstrate their capability to support the objectives. When requesting tenders or equivalent documents, an organization shall make assessments based on the supplier's ability to meet or contribute towards objectives, targets, cost-effectiveness and quality. The requirements for sustainable development met by the successful tender submission shall be reflected in the supplier’s conditions of contract. Sufficient detail shall be included to be able to determine instances of non-compliance and to inform subsequent performance reviews. Where organizations do not go for tender process, they should still consider sustainable development issues when choosing suppliers. 4.7.7

Communication

With regard to its sustainable development issues and the event sustainability management system, the organization shall establish and maintain procedures for: a) internal communication between the various levels and functions of the organization; and b) external communication with relevant suppliers, contractors and other stakeholder groups. The organization shall identify, with its stakeholders, the most effective means of communication, and take into account the interests of different stakeholder groups. The communications shall include, where appropriate, the following: 1) the organizations governing principles and values related to sustainable event management; 2) aim of the event; 3) system for managing improved sustainability; 4) issues, objectives, and targets;

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5) guidance, best practice in achieving objectives, targets, etc.; 6) relevance to stakeholders; 7) key contacts; 8) progress in relation to performance; and 9) feedback. 4.7.8

Documentation and document-keeping

The organization shall maintain and control documents. The organization shall ensure, where appropriate, that its suppliers contribute to its documentation. The documentation shall include: a) documents, required by this standard; and b) documents determined by the organization to be necessary to ensure the effective planning, operation and control of processes that relate to its significant sustainable development issues.

Checking and corrective action

4.8 4.8.1

Monitoring and measurement

The organization shall establish and maintain procedures to monitor and measure on a regular basis the key characteristics of its operations and activities that can affect the delivery of its policy, objectives and targets. This shall include the documenting of information to track performance, relevant operational controls, conformance with the organization’s objectives and targets, and evaluation of compliance. The organisation shall identify lessons learned from each event and feed these learnings into the planning and delivery of future events/event related activity to improve its sustainability performance. This information should be made available to interested stakeholders. Where required or practical, equipment that is provided by the organisation and used for gathering data for the event sustainability management system shall be calibrated and maintained. Documents of this process shall be retained according to the organisation’s procedures. 4.8.2

Evaluating compliance

The organization shall evaluate its compliance with applicable legal and other requirements to which the organization subscribes. Documents of the results of evaluations shall be maintained. 4.8.3

Nonconformity and corrective and preventive actions

The organization shall establish and maintain procedures defining responsibility and authority for handling and investigating nonconformities, taking action to mitigate any impacts caused and for initiating and completing corrective and preventive action. These procedures shall define requirements for: a) anticipating nonconformities and recommending preventative action; b) correcting actual incidents of nonconformities; and c) investigating the causes of actual nonconformities and making recommendations to prevent recurrence.

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Any corrective or preventive action taken to eliminate the causes of actual and potential nonconformities shall be appropriate to the magnitude of problems and commensurate with the problem encountered. The organization shall implement and document any changes in the documented procedures resulting from corrective and preventive action. The organization shall ensure, where appropriate, that suppliers contribute to compliance evaluation and to addressing nonconformity. 4.8.4

Management system audit

The organization shall establish and maintain (a) plan(s) and procedures for periodic event sustainability management system audits to be carried out, in order to: 1) determine whether or not the event sustainability management system: a) conforms to planned arrangements for sustainability management including the requirements of this standard; b) has been properly implemented and maintained; and c) is being effective in achieving the sustainability policy, objectives and targets; 2) provide information on the results of audits to management. The organizationâ&#x20AC;&#x2122;s audit plan, including any schedule, shall be based on the relevance or importance of the activity or area concerned and the results of previous audits. The audit procedure shall include: 1) the frequency, scope, methodology and criteria for auditing considering the nature, scale and recurrence of events; 2) roles and responsibilities for audit; and 3) communicating outcomes and recommendations from audits to top management. Selection of auditors and conduct of audits shall ensure objectivity and the impartiality of the audit process.

4.9

Management review

Top management shall review the organization's event sustainability management system, at planned intervals and appropriate to the scale and frequency of event delivery, to ensure its continuing suitability, adequacy and effectiveness. Review shall be synchronized with the event management cycle, or where there is continual involvement in multiple events, conducted at intervals that maximize learning opportunities from different events. NOTE 1 The purpose of the review is to ensure the continuing suitability, adequacy and effectiveness of the management system.

Management reviews shall assess opportunities for improvement and the need for changes to the management system, including the statement of purpose and values sustainability policy and objectives and targets. The review shall take into consideration: a) monitoring and measurement results, evaluations of compliance and the findings of internal audits; b) communications with stakeholders and changes in stakeholder expectations; c) the extent to which objectives and targets have been met;

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d) status of corrective and preventative action; e) changing circumstances, including developments in legal and other requirements related to its sustainability policy f)

recommendations for improvement, also considering best practices;

g) implementation of previous review recommendations; h) progress against sustainable development principles; and i)

progress towards a proposed maturity matrix that takes into account the principles linked with this

For the event sustainability management system to remain in conformance with this International Standard, the organization shall ensure, through management review, that it progresses against its governing principles of sustainable development relating to event management. NOTE 2 Progress against the governing principles of sustainable development relating to event management may be assessed by measuring its position on its maturity matrix (see A.4.9)

The outputs from management reviews shall include any decisions and actions related to possible changes to sustainability policy, objectives, targets and other elements of the management system, consistent with the commitment to continual improvement.

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Annex A (informative) Guidance for use of this specification

A.0 Introduction No matter the size of the event or organization it is possible to successfully implement an event sustainability management system. There must be demonstrated commitment by top management and resources provided (time, people, expertise, money) relative to the size of the event or organisation.’ The Standard is worded to enable compliance to be verified by the first party (the organization), second party (stakeholders, e.g. trade associations) or an independent third party (such as a certification body). Organizations within the supply chain may claim compliance if their involvement in the event meets the relevant requirements of this standard. Organizations can only claim compliance with respect to those activities that they are accountable for and that are within the scope of their management system. Only organizations with overall accountability for an event can claim that an event has been managed in accordance with this standard. It is the event management system which can claim compliance with this standard not the event itself (which is a product of the management system), i.e. the way the event has been planned and delivered, that can claim compliance to the standard. Likewise it is the management system that suppliers use to provide products and services to events that can claim compliance. An event organiser or agency could decide to manage some, but not all of their events in compliance with the standard. In this scenario they cannot claim compliance for the organisation’s management system, or for all of the events that they organise, simply the management system for the ones that are compliant with ISO 20121. Suppliers will define in the scope of their system which parts of their products and services are event related and are included in the management system. It is only these areas that can claim that they are managed in compliance with ISO 20121. An event organiser or agency organising a one off event can claim in advance of the event that it is planned in compliance with ISO 20121. (claim b). If they are organising an annual or repeat event, after it has been run once in accordance with the management system they can claim the way the event has been planned and delivered, is in compliance with ISO 20121. (claim a) Claims of conformance may take the form of: a) for a single event or a series of events: “The management system used to plan and deliver [insert name of event/s] conforms to ISO 20121.”; b) for the planning of an event: “The design/planning of [insert name of event] conforms to ISO 20121.”; or

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c) for organizations that run all of their events using ISO 20121 or for suppliers that are using ISO 20121 to manage their event related activities: “[Insert name of supplier/organization] operates an event sustainability management system that conforms to ISO 20121.” Organizations seeking to implement the requirements of this standard might find it helpful to undertake the following steps: •

Gain approval from Top Management to obtain the necessary resources and commitment to work towards implementing the standard;

•

Establish a team responsible for implementing the standard;

•

Undertake an initial review of the organization taking into account the nature of the business including any existing initiatives to address sustainability matters, status of stakeholder engagement, and to what extent management systems are already in place (e.g. ISO 9001, ISO 14001, OHSAS 18001, etc);

•

Identify initial key issues and any immediate priorities; and

A.1 Scope No further guidance.

A.2 Normative references No further guidance.

A.3 Terms and definitions No further guidance.

A.4 Requirements for a event sustainability management system for events A.4.1 General requirements No further guidance.

A.4.2 Sustainable development principles, statement of purpose and values The organization’s governing sustainable development principles should reflect stewardship, inclusivity, integrity and transparency. Further guidance on social responsibility can be found in ISO 26000. Table A.1 contains some useful questions for establishing the organization’s principles. Table A.1 — Governing principles of sustainable development relating to event management Principles Inclusivity

Questions How do you identify those who could affect or be affected (stakeholders) by your decisions and actions?

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How do stakeholders contribute their views, and on a continuing basis? How do you help stakeholders understand the reasons for the organization’s decisions and the implications of its actions? How can you be sure that no groups or individuals are disadvantaged or “kept in the dark”? Are there interests beyond your immediate stakeholders that should be considered? How do you take into account for your stakeholders’ rights and interests? Integrity

How do you try to deal with others with integrity? How is diversity encouraged and developed? How do you ensure that bribery, abuse, oppression and corruption and complicity are avoided? How do you demonstrate that your decisions and actions are unbiased, and comply with relevant rights, legal obligations and regulations? How do you demonstrate that you are accountable for your action(s) in a way that they are consistent with all other governing principles? How do you take into account ethical considerations in your decision making process?

Stewardship

Will organizational decisions lead to significant environmental (including biodiversity) or societal change or loss? If so, have alternatives been evaluated? In any activity, will the use of resources and its consequent impact be considered and monitored? How are sustainable development management skills developed, shared, applied and recognized? How do you account for your decisions and activities in situations where the rule of law does not provide sufficient environmental, social, and economic safeguards?

Transparency

How do you make certain that relevant and reliable information is available in an accessible, low-cost and comparable way? How are reasonable views or requests for further information considered and responded to in a timely manner? How are significant interests, influences or beneficiaries documented, communicated and managed? How are decision makers identified and the reasons for decisions documented and communicated, and to whom? How do you ensure information is accurately conveyed to stakeholders?

The statement of purpose and values should form the foundation for the organization’s sustainable development activities and help align primary purpose with related sustainable development activities, thereby increasing transparency of governance.

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The leadership of the organization should promote the values that express the types of behaviour an organization has or wants to become known for. There should be no contradiction between principles, purpose and values.

A.4.3 Event sustainability management system scope No further guidance.

A.4.4 Sustainability policy Some elements of sustainability policy might already be in existing documentation such as those developed to implement ISO 14001, ISO 26000 and other relevant documents related to event sustainability. Organizations implementing this standard will require their suppliers to contribute to the event sustainability management system. The policy should be useful in identifying the likely requirements (i.e. tender specifications and conditions of contract). A commitment to leadership in sustainable development of events should be proportionate to the size and potential influence of the organization. Leadership may involve implementation of new sustainability practices or promotion of sustainable development through relevant communications.

A.4.5 Planning A.4.5.1

General

No further guidance. A.4.5.2

Issue identification and evaluation

Since an organization might have many sustainability issues, it should establish criteria and a method to determine those that it considers significant. There is no single method for determining significant sustainability issues. However, the method used should provide consistent results and establish and apply evaluation criteria. In addition to those sustainability issues an organization can control directly, an organization should also consider issues that it can influence, e.g. those related to goods and services used by the organization and those related to products and services that it provides. When developing information relating to its significant sustainability issues, the organization should consider the need to retain the information for historical purposes as well as how to use it in designing and implementing its event sustainability management system. NOTE A.4.5.3

See Annex D for further guidance on issue identification Legal and other requirements

The organization needs to identify the legal and other requirements that are applicable to its sustainability management issues. These may include current and emerging: a) national legal requirements; b) state/provincial/departmental legal requirements; and c) local governmental legal requirements.

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Examples of other requirements to which the organization may subscribe include: 1) agreements with public authorities; 2) agreements with customers; 3) non-regulatory guidelines; 4) voluntary principles or codes of practice; 5) voluntary environmental labelling or product stewardship commitments; 6) requirements of trade associations; 7) agreements with community groups or non-governmental organizations; 8) public commitments of the organization or its parent organization; 9) corporate/company requirements and 10) international conventions, treaties, and accords. The determination of how legal and other requirements apply to an organization’s event sustainability management issues is usually accomplished in the process of identifying these requirements. It may not be necessary, therefore, to have a separate or additional procedure in order to make this determination. A.4.5.4

Stakeholder identification and engagement

Stakeholder engagement is undertaken to improve the understanding of the economic, social and environmental impacts of the event activities. This includes activities associated with the full lifecycle stages of events, as well as indirect impacts, for example, those associated with the supply chain. Below is a list of generic groups of stakeholders who could be consulted. This is a list of examples only. Note that certain stake holders could fall into different categories: fire and police could be placed in supply chain and/or in regulatory body a) Event Organiser – event owner, event management, partners, sponsors. funders and investors; b) Workforce – including volunteers; c) Supply Chain – venue, product and service suppliers (including sponsors). It could also include emergency services, fire, ambulance, etc.; d) Participants – speakers, performers, athletes, exhibitors, contestants, etc. It could include end users (Needs of end users vary. Those for the under-represented (e.g. the elderly and persons with disabilities) require particular considerations to be taken into account); e) Attendees – customers, audience, fans, spectators, visitors, delegates (it also includes end users); f)

Regulatory Bodies – local authority/municipality, and licensing authorities; police. It could include

central government; g) Community – local community and neighbourhood including indigenous people, NGOs, media, protestors. It could include sector interest organizations (industry bodies) and networks; consumer and or environmental groups.

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Note that some stake holders may not belong to an organized group. Many stakeholders may not be organized at all and for this reason may be overlooked and ignored. This may be especially important with respect of vulnerable groups and future generations. Possible outputs from stakeholder engagement with these groups: Meetings and minutes meeting, surveys, social media, purchase orders, contracts, clients / participants feed back, white paper, position paper, press releases, articles, newsletters, questions and answers sections, training, mediation, arbitration, social dialogue.... Example of framework for stakeholder engagement:

A.4.5.5

Objectives, targets and plan(s)

From a practical point of view, the effort required to manage sustainable development should be proportional to the nature and significance of the issues identified. Objectives should be specific, measurable, achievable, reasonable and time-bound (SMART). In setting objectives, the organization should consider all possible methods of addressing issues. Consideration should be given to the use of new and/or innovative technologies (e.g. on-site composting of food waste or stakeholder engagement using new web-based tools). Consideration should also be given to legacy issues such as the future use of new venues/facilities. The organization should set challenging performance targets for particularly those objectives that it has the greatest capacity to address. There is often more than one approach that can be implemented to provide the solution, and these are referred to as the alternative plans. The final plan is the approach that is adopted to deliver the event.

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It might not be possible to achieve all of the performance targets; consequently the final plan might represent the optimal trade-off of performance across a range of objectives/targets. For example: one venue might be more suitable than others on the basis of facilities (e.g. disability access); however, another venue might have better transport links, offering opportunities to reduce transport-related impacts; the decision of which venue to use could be made on the basis of ability to address outstanding issues in subsequent years. Targets should be quantified with key performance indicators (KPIs) wherever practicable. Examples of KPIs are as follows: Objectives

KPIs

Reduce energy use/demand and promote the use Energy consumption (kWh), carbon dioxide of renewable supplies of energy. Offset carbon emissions (tonnes), renewable energy supply (%), emissions associated with energy use. etc. (For many events, organizations may have to use an estimate of these figures.) Ensure the health, safety and comfort of the stakeholders at the event.

Noise levels (dB), Accident rate, etc.

Targets represent the minimum acceptable performance level and this should be stated for each of the key performance indicators. It should be noted that there is no requirement to meet the same performance level for each objective. Because of the diversity of events, it is impossible to benchmark across all events. For additional guidance in setting objectives, targets and plans outside of the scope of a management system, see A.3.10. A.4.5.6 Dealing with modified activities, products or services No further guidance.

A.4.6 Performance against the governing principles of sustainable development relating to event management When establishing its approach to evaluating current and target performance against its statement of purpose and values as derived from the governing principles of sustainable development relating to event management, there are a myriad of theoretical concepts and practical methodologies an organization may take. One of which is the use of sustainability maturity matrix (BS 8900:2005). Under such approach, individual issues as identified under clause 4.5.2 are categorized into and aligned with the governing principles of sustainable development relating to event management. Quantifiable issue-specific objectives, targets, or other performance indicators as they relate to the realization of events should be established to reflect and measure continuing organizational advancement in long-term sustainability. Performance indicators should be selected taking into account of the scale and values of the organization as well as the scope and nature of its event management activities. Where appropriate and applicable, a baseline measurement should be established for each performance indicator so that advancement, or maturity of the organization, toward long-term sustainability can be demonstrated.

A.4.7 Implementation A.4.7.1

General

Where appropriate, event sustainability management systems developed for one event may be shared, modified, adapted and improved for application in other events to avoid duplication of effort at the start of each event management cycle.

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A.4.7.2

Roles and responsibilities

No further guidance. A.4.7.3

Competence and training

Training may include: a) sustainable development policy, procedures and requirements; b) significant sustainable development issues; c) legal compliance issues; and d) consequences of non-compliance with policy, procedures and requirements. The organization should identify the awareness, knowledge, understanding and skills needed by any person with the responsibility and authority to perform tasks on its behalf. This International standard requires: •

those persons whose work could cause a significant impact on environmental, social and economics on the organization of events are competent to perform the tasks to which they are assigned

•

when training needs are identified actions, are taken to ensure the provision of training

•

All persons are aware of the organization’s sustainable development policy

Awareness, knowledge, understanding and competence may be obtained or improved through training education or work experience The organization should require that contractors working on its behalf are able to demonstrate that their employees have the requisite competence and/or appropriate training Management should determine the level of experience, competence and training necessary to ensure the capability of personnel especially those carrying out specialized on event organization Additional guidance for internal audit: Internal audits of a management system based on this international standard can be performed by personnel from within the organization or by external persons selected by the organization, working on its behalf. In either case, the persons conducting the audit should be competent and in a position to do so impartially and objectively. In smaller organizations, auditor independence can be demonstrated by an auditor being free from responsibility for the activity being audited. A.4.7.4

Resources

No further guidance. A.4.7.5

Operational control

No further guidance. A.4.7.6

Supply chain management

For further information on supply chain management see Annex C.

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A.4.7.7

Communication

Guidance on environmental communications can be found in ISO 14063. Guidance on communications can be found in ISO 26000. A.4.7.8

Documentation and document keeping

As stipulated in 4.7.8. most clauses in this standard will require documentation. This documentation should be reviewed and updated regularly Documentation of the management system, as well as issues arising from its implementation for an event, are essential in demonstrating transparency and accountability, as well as enabling the possibility of third party verification. Documentation should be proportionate and appropriate to the management system and the issues involved. Minutes, emails and other less formal or less management-system-focused communications often provide sufficient documentation. Organizations that collect data about stakeholders may be subject to national legal requirements. The following list outlines which clauses require documentation: 4.2. Sustainable development principles, statement of purpose and values 4.3 Event sustainability management system scope 4.4 Sustainability policy 4.5.2 Issue identification and evaluation 4.5.4 Stakeholder identification and engagement 4.5.5 Objectives, targets and plan(s) 4.7.2 Roles and responsibilities 4.7.6 Supply change management 4.7.7 Communication 4.8.1. Monitoring and measurement 4.8.3. Nonconformity and corrective and preventive actions

A.4.8 Checking and corrective action Monitoring compliance and conformity need not be a burdensome process. Corrective action when the wrong piece of equipment is supplied or when sound levels are too high, for example, will usually be taken immediately and will not require a high degree of formality. Some requirements and targets, however, might need a schedule of monitoring by qualified operators and/or corrective action might have to be considered by several people in consultation. Where targets have been set that require instrumentation to monitor KPIs (e.g. weighing the amount of waste generated), the instruments used have to be maintained so that they provide adequately precise data.

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The management system audit has to be within the scope of the event sustainability management system. Where requirements have been made to suppliers that affect sustainability issues, the organization should include these requirements within the scope of the management system audit.

A.4.9 Management review The management review should cover the scope of this sustainability management system, although not all elements need to be reviewed in total and the review process may take place over a period of time. Organizations should routinely track and review their progress with a desire to continuously improve. The management review process could use a maturity matrix as a model based upon the degree of development desired or implemented to establish their current level of development (see Table B.1). Organizations should prepare their own maturity matrix or a similar management tool based on the outline in Table B.1 and taking into consideration the principles (see guidance in Table A.1) and practices that are relevant to them. For brevity, the term “maturity matrix” indicates either approach. Organizations should determine their current position in their maturity matrix, by identifying the most applicable criteria. Particular attention should then be given to areas which the organization has identified as weaknesses or potential growth areas. The matrix should be kept up-to-date to reflect changing circumstances. The position of the organization depicted by the matrix should be used in the review process and/or used to demonstrate their sustainable development progress to stakeholders. In order to better implement these four principles, the organization should consider the use of high technology (computing, internet) to establish an easier access to information for the stakeholders.

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Annex B (informative) Using the roadmap for implementation of ISO 20121 (Figure 1)

B.1 Define scope for sustainability management system Decide which part(s) of the event, series of events and/or organisation for which you are going to implement ISO 20121. If you are an event organiser that organises many different events, you may decide to implement ISO 20121 for a single event, a group of events or simply to use the management system for all the events you organise. If you are an organisation that works as a supplier to the events industry, you may decide to implement ISOI 20121 on the portion of your business that supports the events industry. By stating which parts of your business you are going to implement ISO 20121 for means that they are the only parts of the business for which you will be able to claim any form of compliance.

B.2 Define primary purpose and values The organisation needs to state its main purpose. For example, is it an event organiser, organising many different events each year or a supplier providing carpet for the events industry? The organization also needs to state what its company values are regarding sustainability and its work within the events industry. To do this the organization may want to refer to sustainability principles in this guidance taken from ISO 26000. For example, an organisation may state that one of its values is inclusivity, i.e. making sure that all of its services or events are open to all, they avoid all forms of discrimination in the way they recruit their workforce etc.

B.3 Define policy for sustainability (4.4) As you would with other policies, you need to outline what your policy is regarding sustainability issues related to your scope. This should be signed at top management level and include: •

commitment that you are going to lead by example on event sustainability issues.

•

statement of purpose and values

•

commitment to meeting all the legal regulations that apply to your event and/or organisation, e.g. health and safety, noise regulations, waste regulations, Disability and non discrimination Act

•

commitment to continual improvement so that you keep pushing to do better and improve your performance each year or each event

B.4 PLAN: Evaluate issues and set objectives and targets (4.5) You need to consider what your objectives are regarding sustainability. To do this you need to find a methodology to assess how significant the issues are and to help determine which ones you are going to focus on. Further guidance from ISO 26000 is provided on what sort of issues you might want to consider. For example, you may bring together department heads to brainstorm the main impacts of your event or your portion of the event. You would then need to decide the severity of the impact and select which issues you are going to address. To finalise your issues and objectives you will need to consult your stakeholder group and get their feedback.

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Once you have finalized your issues, you can set your objectives and targets for improvement. For example, you may decide that your biggest impact is air pollution due to carbon emissions from delivery vehicles and participant travel. Your objective might be to reduce emissions in both areas by 25%. To do this you would need to measure the miles to assess the impact and may want to consider using a freight company that consolidates freight into a few vehicles and promoting public transport for visitors, negotiating combined ticket prices or facilitating a car pool scheme.

B.5 Identify and engage stakeholders (including supply chain) as part of the planning process This step is performed concurrently with the previous step as you need stakeholder input to finalise your objectives. To identify your stakeholder group, you should consider who is affected or involved in your event or your portion of the event. This may include visitors, exhibitors, performers, local residents, police, local authority, suppliers and sub-contractors for the event. Once you have put a list together of your stakeholders, you need to inform them that you are implementing the ISO 20121 standard, provide them a copy of your sustainability policy and request their feedback, including any ideas of how you can improve sustainability performance and/or ways that your objectives will impact on them. The communication with your stakeholders should be a continuous process rather than a one off communication.

B.6 DO: Provide resources and competencies, manage the supply chain and maintain communications, document the system (4.7) This is where you implement the management system. You need to ensure that: •

your team are trained appropriately to carry out their respective tasks;

•

you have the right mechanisms in place to meet your targets;

•

you have negotiated the right contracts with your suppliers and manage the delivery;

•

you keep the lines of communication open with stakeholders; and

•

you document what you need to so that you can show that you have managed the system effectively.

B.7 CHECK: Monitor and evaluate (4.8) At this stage you need to ensure that you have a procedure to measure against targets and raise an alert if you are a long way off achieving the target. You also need to check how the management system is working and ensure that any lessons learned are fed forward to the next event to improve performance. You should also audit the system at regular intervals.

B.8 ACT: Management review and feed forward (4.9) You need to ensure that you conduct a full review of the sustainable event management system that you have implemented. This is to ensure that it is still working effectively, still relevant and any required improvements are made. The review should track your progress against sustainability principles, which can be achieved using various measurement tools, such as the Maturity Matrix included here. The review should make recommendations for improvement and check performance against targets and objectives.

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Table B.1 — Outline structure for a sustainable development maturity matrix – Guidelines for continual improvement

Principles practice

and

Characteristics of the approach to sustainable development in developing organizations Minimum involvement • Few stakeholders/groups consulted • Defensive in approach

Improved commitment • Stakeholders identified and engaged with systematically. • Issues that create a competitive advantage are addressed and used for publicity.

Full engagement

Inclusivity Respect for stakeholder interests

Stakeholder engagement and issue identification The role of communication in social responsibility

Integrity Ethical behaviour, respect for the rule of law, Respect for human rights, Respect for international norms of behaviour

Key drivers Fair operating practices, Community involvement and development

• Short-term profit and return-on-investment driven. • React to (and not anticipate) regulation, pressure groups, shareholders and/or investors.

• SD part of reputation/risk management. • Based on longer term development.

• Short-, long-term and broader view fully integrated. • Proactive planning and seeking out opportunities.

Leadership Fair operating practices promoting social responsibility in the sphere of influence

• Grudging application of standards and regulations under commercial and/or legal pressure.

• Stay appraised of changes in practice, standards and legislation. • Publish SD policy and objectives.

Managing risk Human rights issues Labour practices The environment Fair operating practices Consumer issues

• Reactive approach to risk management • More likely to avoid responsibility than seek ways of handling risks.

• Main risks identified and managed but possibly not integrated with SD management system.

• Lead the market sector on sustainability issues. • SD policy and objectives integrated with organizational purpose, vision and values. • SD policies fully integrated with risk management system. • Seek to adhere to the principles of risk management rather than simply do the minimum for compliance.

SD culture Organizational governance The Environment, Fair operating practices, Community involvement and

• Minimalist, tick-box approach. • Meet regulatory baseline requirements only.

• See a business advantage in SD but still PR/marketing focused • Develop internal/external education

Stewardship

• Relationships with stakeholders nurtured through continued engagement and issues are clearly addressed.

• Culture of SD embedded at all level • Share know-how outside organization.

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development Building capability Organizational governance

Transparency Accountability

• Minimum standards of training.

programme. • Stimulate innovative learning and empower employees.

Supply chain Fair operating practices: promoting social responsibility in the sphere of influence

• Select lowest cost suppliers. • Delay payments as long as possible.

• Supplier rating based on technical compliance, cost and delivery time, and possibly SD factors.

Environmental assessment The environment

• Minimum awareness. • Ad hoc solutions.

• Education and training • Apply environmental policies and external standards

Review Reviewing and improving an organization’s actions and practices related to social responsibility Building confidence Communication on social responsibility

• Not valued

• Needs analyzed.

• Little or no reporting unless pressed.

• Selective reporting to predetermined ends.

• Continual reappraisal and training, including training that builds capability for future expansion. • Recognize and reward innovation in SD. • Recognize that the supply chain has common long term interests and take those into account. • Assistance given to lower tiers where necessary. • Comprehensive environmental impact/risk assessment/audit integrated in decision making and valued. • Prevention rather than cure approach. • Periodic review and adjustment.

• Stakeholders receiving regular and appropriate reporting. • Building understanding in the stakeholder community NOTE The organization or individual should consider which criteria best fits their current practices. SD = sustainable development.

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Annex C (informative) Supply Chain Management (SCM)

C.1 Introduction Supply chain management (SCM) is the practice of improving the way a company finds the products or services it needs for its customers. A companyâ&#x20AC;&#x2122;s success is intertwined with the actions, practices and products of its suppliers. Best practice is to develop and refine sustainable procurement policies and maintain clear and open communication with suppliers.

Sustainable procurement practices can result in improved environmental performance (lower waste-disposal and training costs, fewer environmental-permitting fees, and, often, reduced materials costs), increased social awareness (child labour concerns, local sourcing), and economic returns (fair trade).

C.2 What is sustainable procurement and why is it required? Successful implementation of event management for sustainable development depends on the sustainable development objectives being extended throughout the supply chain. This requires engagement with a wide range of suppliers, from specialists to non-specialists. This annex provides information on sustainable procurement. Sustainable procurement is the integration of sustainable development management into all aspects of the procurement cycle including: a) defining the need for sustainable procurement; b) evaluating possible options; c) design and specification; d) supplier selection; e) tender evaluation; f)

post-contract management;

g) supplier development; and h) performance review. Four key aims should be addressed when integrating sustainable development management into the procurement process: 1) minimizing the impacts of products and/or services (e.g. impacts on health, air quality, generation of hazardous waste); 2) minimizing demand for resources (e.g. by using resource-efficient products such as energy efficient appliances, fuel-efficient vehicles and products incorporating recycled content);

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3) minimizing the negative impacts of the supply chain itself, in particular the social aspects (e.g. giving preference to local and/or smaller suppliers and those that meet minimum ethical, human rights and employment standards); and 4) ensuring that fair contract terms are applied and respected.

C.3 When should sustainable procurement issues be considered? Sustainable development issues should be considered at the earliest stage of the procurement process by building relevant criteria into a product/service specification. This allows options to be selected that meet the specification but that also provide the best value for money. This approach avoids potential conflicts between environmental, social and economic issues arising later in the procurement process.

C.4 What does sustainable procurement involve? Key steps that should be undertaken are: a) establishing a policy for sustainable procurement; b) producing tender specifications that incorporate sustainable development performance criteria; c) engaging in dialogue with suppliers/potential suppliers; and d) assessing tender submissions and evaluating sustainable development performance throughout the procurement cycle.

C.5 Sustainable procurement policy and strategic planning A procurement policy should be established and documented that is aligned with the sustainable development policy for the event as a whole and which elaborates on (in the context of sustainable procurement) the issues, objectives, KPIs and targets established for the event as a whole. The sustainable procurement policy should: a) define the scope (i.e. extent) of sustainable procurement, e.g. economic, social, environmental and natural resources; life cycle approach, key event themes, etc.; b) state the desired performance level, e.g. basic legal compliance or extend to “beyond best current practice” including building sustainability values into supplier strategies; c) define the approach/criteria for assessing suppliers during tender evaluation; and d) assess consistency and alignment of performance requirements for suppliers with the organization’s expectations for itself.

C.6 Techniques for assessing and managing sustainable development issues in procurement The following considerations should be taken into account in defining the approach to assessing/managing suppliers and prospective suppliers: a) the extent to which the supplier’s products/services are critical to the purchasing organization; b) the level of expenditure relative to the size of the supplier, in order to establish the degree of influence that can be exerted;

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c) the significant social, economic, environmental and natural resources issues and associated risks relating to the product/service; and d) separating suppliers by industry, service or product type in order to develop appropriate means of communicating/engaging with them. The organization should select from appropriate approaches, tools and techniques to assess and manage sustainable procurement. These include: 1) weighting/scoring systems – quantitative/qualitative ways of assessing the merits of proposed solutions applied to the KPIs; 2) life cycle assessment and whole life costing: the “true” impacts of products and/or services based on a “cradle-to-grave” approach i.e. a holistic approach which assesses the environmental aspects and potential impacts associated with the manufacture, use and disposal of a product; 3) the environmental purchasing hierarchy – “rethink, eliminate, reduce, re-use, recycle, dispose”, an approach to minimizing natural resource impacts which is similar to the waste management hierarchy; 4) supplier code of conduct – can be employed by the contracting organization in order to ensure that their suppliers conform with the environmental, social and ethical elements of sustainable procurement, as well the environmental aspects; 5) industry best practice – standards for sustainable development management for specific industry sectors/areas defined by the industry and representing the industry’s assessment of appropriate performance levels; and 6) best value – using the UK government definition, the optimum combination of whole life costs and benefits to meet the customer’s requirement; this approach enables sustainable development and quality to be taken into account when service delivery options are being considered.

C.7 Developing a dialogue with suppliers There are two broad approaches that can be used to establish sustainable development goals for suppliers; the “command and control” approach and the “partnership” approach. “Command and control” approach: This approach involves close management and regulation of suppliers and includes the use of a contract that includes standards and checklists which organizations may insist their suppliers must comply with. Although it can be effective, it can also be inflexible by making suppliers react to precise requirements rather than proactively engaging with the objectives for sustainable development. This sometimes leads to a “tick box” approach whereby the supplier takes the minimum measures to meet the performance standard required. “Partnership” approach: This approach involves relationship building with the supplier and uses influence, information and education with the aim of ensuring that both the supplier and the organization are working towards similar goals. In the long term, the “partnership” approach tends to be more effective than “command and control"; however, it requires more effort and investment. Where particular products and services are required on a routine basis, it might be most appropriate to invest in the “partnership” approach. It is likely that organizations will adopt a combination of the above techniques.

C.8 Assessment of tender submissions Tender submissions should be evaluated using the criteria and assessment techniques outlined previously. Once the preferred supplier has been selected, the contracting organization should incorporate the sustainable development performance information provided in the supplier’s tender submissions into the conditions of contract. Sufficient detail should be included to be able to determine instances of non-

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compliance (i.e. where suppliers have failed to achieve expected performance) and to inform subsequent performance reviews.

C.9 Sustainable procurement – Monitoring and reporting Where practicable, the strategy implementation should be monitored throughout the implementation stage using appropriate KPIs and benchmarks. Information collected during the monitoring process should then be assessed and reported upon. The “lessons learned” should be documented and incorporated into the review process to identify improvements for future activities.

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Annex D (informative) Guidelines for identifying issues, process and setting priorities

To provide an informed basis for integrating sustainability throughout event planning and implementation it is useful for the organization to analyze how the key characteristics of the event relate to sustainability. This analysis will also help in determining the relevant issues of sustainability within each core category (environmental, social and economic) and in identifying the stakeholders of the event to provide input for determining relevance and significance of the issues. The analysis should include, where appropriate, factors such as: 1) the event type, purpose, nature of activities and size; 2) location in which the event take place, including: a. whether there is a strong legal framework that regulates many of the activities related to sustainability; and b. social, environmental and economic characteristics of the location; 3) characteristics of the workforce or employees, including contracted labour and volunteers; 4) event organizations in which the organization participates, including: a. the activities related to sustainability undertaken by these organizations; and b. the codes or other requirements related to sustainability promoted by these organizations; 5) concerns of internal and external stakeholders relevant to sustainability management of the event; 6) structures for and the nature of decision making in the event management; and 7) the supply chains of the event. It is also important for the organization to be aware of the current attitudes, level of commitment to and understanding of sustainability by its leadership. A thorough understanding of the principles, subjects and benefits of sustainability will greatly assist the integration of sustainability throughout the event planning and implementation/management. The following table provides a non-exhaustive list of issues for organizations to consider in fulfilling the requirements of clause 4.5.2. There are numerous other sources of information at national and international level including within the event industry.

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Table D.1 â&#x20AC;&#x201D; List of issues for organizations to consider in fulfilling issue identification and evaluation Primary Category Issues

Accessibility

Animal Welfare

Anti-Competitive Behaviour

Anti-Doping

Biodiversity

Bribery and Corruption

Child Labour

Community

Complaints and Grievance Practices

Customer Privacy

Diversity and Equal Opportunity

Environmental Social

Economic

All

Additional Commentary Accessibility issues associated in the context of location, facilities, services provided including marketing and communications, etc Activities at significant risk of impacting on animals / wildlife Activities at significant risk of anticompetitive behaviour, anti-trust and monopoly practices Activities at significant risk of involving use of drugs Consideration of flora and fauna (including protected sites) in connection with venue location, catering (e.g. endangered species), and use of materials, etc Anti-corruption and gifts and gratuities policies Activities at significant risk of incidences of child labour Impacts of activities on communities, including entering, operating and exiting Breaches of customer privacy and losses of customer data Diverse workforce and supply chain (i.e. gender, age, ethnicity, and other indicators of diversity) Direct economic value generated and distributed, including revenues, operating costs, donations and other community investments

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Economic Performance

Emissions, Effluents, and Waste Employment and Skills

Energy

Food and Beverage

Forced and Compulsory Labour

Freedom of Association and Collective Bargaining

Indigenous Rights

Indirect Economic Impacts

Labour/Management Relations

Market Presence

Materials

Non-discrimination

Occupational Health and Safety

Emissions relating to greenhouse gases, ozone-depleting substances, toxics (e.g. NO, SO, and particulates), water discharges and spillages, and waste Workforce by employment type, contract and region Energy consumed by source and nature of infrastructure Catering services are accessible and offer choice and balance and safe and hygienic Activities at significant risk of incidents of forced or compulsory labour Right to exercise freedom of association and collective bargaining respected Compliance with regulations and codes concerning health and safety – both occupational and customer / public Rights of indigenous people respected Indirect economic impacts including the development of any infrastructure and services provided to the public Terms and conditions reflect International Labour Law Legacy potential in respect of activities, including hard (e.g. infrastructure) or soft (e.g. knowledge transfer / sharing) Practices in relation to spending on locally-based suppliers and local hiring Nature of materials used, including enhanced credentials in respect to sustainability (e.g. ability to reuse or recycle) Areas / activities at risk of discrimination

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Security Practices Sourcing of products and services

Training and Education

Transport and Logistics

Venues and Accommodation

Vulnerable Groups

Water

Security policies and procedures and human rights Sustainability criteria for sourcing activities Programmes for skills management and support continued employability of workforce and supply chain Impacts of transporting people and goods Location and credentials of venue / accommodation (e.g. Brownfield, Greenfield, Existing Venue) Vulnerable Groups (e.g. children and youth at risk, the elderly, disabled people, the internally displaced, refugees or returning refugees, and women) at significant risk of being affected by activities Water of good quality and readily accessible or impacted by regional constraints (e.g. water scarcity)

Most issues listed above have been aligned with a primary category. However it should be noted that many cut across all categories. It should also be noted that most would not be tackled as single-issue topics. Operational context When producing an event the bulk of activities are carried out through out-sourcing to or supply by third parties (products, services and workforce). The following summarises the overarching operational categories or functions of event management planning which would need to consider the issues identified in the table above.

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Procurement

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Waste

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Energy

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Transport

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Water & Sanitation

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Venue/Accommodation

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•

Workforce

•

Communications

Apart from event management operational activities, impacts and legacy on local biodiversity, natural environment and local community should be of immediate concern for the event. Determining relevance The degree of relevance of the issues depends on the nature, size and location of the event. In an initial review of the significance of the issues, there could be benefit in taking a very broad view of possible relevance. It will be relatively easy later to narrow down the list of relevant issues to those of greatest importance to the event. To start the identification process, an organization should, where appropriate: •

List the full range of the activities connected to the event;

•

Identify the activities of the event controlled by the organization itself and by the organizations within its control and influence. The activities of suppliers and contractors can have impacts on the sustainability of the event;

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Determine which issues might arise when the event and others within the value chain carry out these activities, taking into account all relevant legislation;

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Examine the range of ways in which the organization’s decisions and activities can cause impacts on stakeholders and on sustainability of the event;

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Identify the societal expectations of sustainable behaviour concerning these impacts; and

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Identify all issues of sustainability that relate to day-to-day activities of the event as well as those that arise only occasionally under very specific circumstances.

Stakeholders should be involved in the identification process to broaden the perspective on the issues. It is important to recognize, though, that issues may be relevant even if stakeholders fail to identify them. In some instances an organization might assume that because it operates in an area with laws that address core subjects of sustainability, then compliance with the law will be sufficient to ensure that all the relevant aspects of such subjects are addressed. A careful review of the issues may reveal, however, that some relevant issues are not regulated or are covered by regulations that are not adequately enforced or are not explicit or sufficiently detailed. Even for issues covered by the law, responding to the spirit of the law may in some cases involve action beyond simple compliance. As an example, although some environmental laws and regulations limit emissions of air or water pollutants to specific amounts or levels, a responsible organization is likely to strive to use best practice to further reduce its emissions of those pollutants or to change the processes it uses so as to completely eliminate such emissions. Determining significance Once an organization has identified the broad range of issues relevant to its activities, it should look carefully at the issues identified and develop a set of criteria for deciding which core subjects and issues have the greatest relevance and are most important to the event. Possible criteria should include the: •

Extent of the impact of the issue on stakeholders and sustainable development;

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Potential effect of taking action or failing to take action on the issue;

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Level of stakeholder concern about the issue;

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Potential effect of the related action compared to the resources required for implementation; and

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Current performance of the event compared to existing laws and regulations, international standards, and international event industry best practice

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Annex E (informative) Industry resources

Sustainability issues often fall outside of the scope of existing management systems; this standard allows individuals and organizations involved with events to implement a management system for sustainable events. As such, it provides a framework to make a commitment to sustainability, and document any action which may already have been taken implementing one (or more) aspect of event sustainability. ISO 2012 is not, however, a reporting framework, with a list of areas to cover and indicators to measure. Such reporting can vary tremendously from one event to another, depending on the type of event, its location, scale, objectives, profile, etc. and it is ultimately your responsibility to set up the parameters relevant to your event(s). It is unrealistic for the ISO standard to prescribe specific Key Performance Indicators (KPIs) or metrics. It is ultimately the individual or organization that is responsible to set up the parameters of the Event Sustainability Management System. However, a recommended starting point may be the professional industry association in the relevant country and event sector. In addition, support may be found at the city or regional level. Within the major impact areas (i.e., waste, water conversation) additional assistance from governmental agencies or NGOs may offer specific assistance. ISO does not endorse or advocate the use of any other resources, certifications, ecolabels, codes of ethics, guidelines or standards. The list is provided for guidance only and is not purported to be complete nor are the references guaranteed to be valid or available. However, this list reflects industry thought on the subject of sustainability developed by not-for-profit organizations at the time of development of this standard. Use the list as a starting point to help build organizational knowledge and expertise. Resources As of 28 April 2010

There are numerous other useful resources (books, consulting, calculators, etc) commercially available. The above is a list that is produced by for-profit entities.

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Bibliography

Standards publications For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies. BS 8900:2006, Guidance for managing sustainable development ISO 9001, Quality management systems — Requirements ISO 9000, Quality management systems -- Fundamentals and vocabulary ISO 14001, Environmental management systems — Requirements with guidance for use ISO 14004, Environmental management systems -- General guidelines on principles, systems and support techniques ISO 19011, Guidelines for quality and/or environmental management systems auditing ISO 14063, Environmental management — Environmental communication — Guidelines and examples ISO 25639-1, Exhibitions, shows, fairs and conventions -- Part 1: Vocabulary ISO 14621-1, Space systems -- Electrical, electronic and electromechanical (EEE) parts -- Part 1: Parts management ISO/IEC TR 21000-1, Information technology -- Multimedia framework (MPEG-21) -- Part 1: Vision, Technologies and Strategy ISO 7498-2, Information processing systems -- Open Systems Interconnection -- Basic Reference Model -Part 2: Security Architecture ISO/TS 24534-4, Automatic vehicle and equipment identification -- Electronic Registration Identification (ERI) for vehicles -- Part 4: Secure communications using asymmetrical techniques ISO 26000, Guidance on social responsibility ISO/IEC Guide 71- potentially added under D6 OHSAS 18001, Occupational health and safety management systems — Requirements SA 8000, potentially added by stakeholder group Other publications [1] GREAT BRITAIN. Data Protection Act 1998. The Stationery Office. (www.tso.co.uk) Further reading BS 8406, Event stewarding and crowd safety services — Code of practice GREAT BRITAIN, The event safety guide — A guide to health, safety and welfare at music and similar events. HSG195. HSE Books 1999.

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Greener events, a guide to reducing the environmental impact of conferences and seminars. Government Office for the South West. 2007 (www.oursouthwest.com)