svsrana
41

Hi Everone,

I have encl BS 8901 draft both in pdf format and within the body of the text window (people having slow intenet connection).

people in sustainable development shall find it handy,

surya

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Date: 10 April 2007

Origin: National

Latest date for receipt of comments: 30 June 2007 Project no.: 2006/00606

Responsible committee: SDS/1 Sustainable development

Interested committees:

Title: Draft BS 8901 Sustainable events management system - Specification with guidance for use

Supersession information: If this document is published as a standard, the UK implementation of it will supersede

NONE and partially supersede NONE . If you are aware of a current national standard which may be affected,

please notify the secretary (contact details below).

WARNING: THIS IS A DRAFT AND MUST NOT BE REGARDED OR USED AS A BRITISH STANDARD.

THIS DRAFT IS NOT CURRENT BEYOND 30 June 2007.

This draft is issued to allow comments from interested parties; all comments will be given consideration prior to

publication. No acknowledgement will normally be sent. See overleaf for information on commenting.

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from the responsible committee secretary.

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via the British Standards Online Service on the BSI web site http://www.bsi-global.com.

Direct tel: 020 8996 720Responsible Committee Secretary: Monika Hardy (BSI) 2

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Introduction

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DRAFT FOR PUBLIC COMMENT BS 8901:2007

1

Sustainable event management system – Specification with guidance

for use

DRAFT FOR PUBLIC COMMENT BS 8901:2007

2

Contents

Foreword 3

0 Introduction 5

1 Scope 8

2 Normative references 8

3 Terms and definitions 8

4 Putting sustainable event management into practice 10

Annexes

Annex A (informative) Guidance for use of this specification 26

Annex B (informative) Supply chain management 31

Bibliography 37

List of figures

Figure 1 – Road map for implementation of BS 8901 7

Figure 2 – Process for defining a delivery solution for a sustainable event 12

List of tables

Table 1 – Themes and categories of potential sustainability issues encountered during

event management 14

Table 2 – Template of event stages with key sustainability activities. 19

Table A.1 – Checklist of activities in event management 27

Table A.2 – Outline structure for a sustainable development maturity matrix 30

Table B.1 – Sustainable procurement checklist 32

DRAFT FOR PUBLIC COMMENT BS 8901:2007

3

Foreword

Publishing information

This British Standard was published by BSI and came into effect on XX Month 2007.

It was prepared by Technical Committee SDS/1, Sustainable development. A list of

organizations represented on this committee can be obtained on request to its

secretary.

Relationship with other publications

This standard is the first in a series of “daughter” standards of BS 8900, Guidance for

managing sustainable development.

As a “derivative” of BS 8900, this standard has been written in such a way as to

reflect the spirit of BS 8900. Consequently the principles described in the standard are

designed to be compatible with BS 8900.

However, whereas BS 8900 has the broadest application to organizations and is

independent of the nature of their activities, this standard focuses more specifically on

organizations engaged in the event industry. This standard also shares common

management system principles with the ISO 9000 and ISO 14000 series.

The following table shows the commonality between BS 8900, BS 8901, BS EN

ISO 9001 and BS EN ISO 14001.

Standard Application Topic Design element Standard type

BS 8900 General Sustainability Sustainable

development

Guide

BS 8901 Events only Sustainability Sustainable

development

Management system

specification

BS EN ISO 9001 General Quality Customer

satisfaction

Management system

specification

BS EN ISO 14001 General Environment Environmental

impact

Management system

specification

There is an important distinction between this standard and BS 8900. BS 8900 takes

the form of guidance and recommendation but is not a specification to which

compliance can be claimed (nor around which can a certification scheme be

established) whereas, compliance to BS 8901 can be claimed by any organization that

is involved in the delivery of an event subject to defining the organization’s role and

scope of activities in the delivery of an event; and an evidence-based approach

demonstrating that either:

a) the requirements of the management system have been met; or

b) the requirements of the contracting organization with overall responsibility for

sustainable event management have been met.

Presentational conventions

The provisions of this standard are presented in roman (i.e. upright) type. Its

requirements are expressed in sentences in which the principal auxiliary verb is

“shall”.

DRAFT FOR PUBLIC COMMENT BS 8901:2007

4

Commentary, explanation and general informative material is presented in smaller

italic type, and does not constitute a normative element.

Contractual and legal considerations

This publication does not purport to include all the necessary provisions of a contract.

Users are responsible for its correct application.

Compliance with a British Standard cannot confer immunity from legal

obligations.

DRAFT FOR PUBLIC COMMENT BS 8901:2007

5

0 Introduction

0.1 General

Reflecting increased expectations by consumers and society in general, the events

industry recognizes the need to conduct its business operations in a sustainable

manner. There has been a move away from the perception of sustainability as a costly

add-on to one where sustainability management is seen as the means to make better

decisions, leading to more effective and higher-quality solutions.

As a “daughter” standard of BS 8900, this standard also takes sustainable

development to mean:

an enduring, balanced approach to economic activity, environmental

responsibility and social progress.

For the events industry the sustainability impacts associated with project-related

activities will often fall outside of the scope of some familiar management systems,

which aimed at managing core business demands. Consequently, there is a need for

this sustainability focus, targeted at the impacts associated with event management,

applicable to all projects and responsive to the key characteristics of the event.

0.2 Applicability

Events are temporary in nature, project-based and are made up of a series of stages as

part of the event life cycle. There are several key characteristics that influence the

success of the sustainable event management system.

• First, sustainability management of events should be an integral part of the

event management process, and not regarded as an additional “add-on”

component.

• Second, the management system should also be co-ordinated with the event

life cycle stages, to ensure that important decisions/interventions are taken at

appropriate points in the event stage/activity sequence, and the influence of the

management system should extend throughout the entire supply chain.

This standard applies whether an organization is responsible for the overall

management and coordination of the event, or a specialist supplier of products and

services; whether the event is large or small; and whether the organization is

responsible for an event once or repeatedly.

NOTE There is no such things as a “one-off event”. Similar organizations will always have run

similar events before and will run similar events again.

0.3 Users

The delivery of an event might require the involvement of many organizations with a

variety of roles and responsibilities, all of whom play some role in delivering a

sustainable event. This standard meets the needs of all event management

stakeholders, and is proportional; taking into account an organization or individual’s

role and position in the supply chain, its size, capacity to adopt the system and ability

to implement it.

The decision to undertake an event that conforms to the requirements of this standard

frequently rests with the client and/or event organizer(s) since these organizations

have control over the entire scope of activities of an event. Where compliance with

this standard is central to the client’s and/or event organizer’s aspirations, the client

DRAFT FOR PUBLIC COMMENT BS 8901:2007

6

and/or event organizer(s) is responsible for implementing the sustainable event

management system. Under these circumstances, suppliers other than the event

organizer(s) can comply with the standard in their role as contributors to the

management system, as required by the client and/or organizer(s) and defined by the

supply chain arrangements, i.e. the tender specifications and conditions of contract.

However, where the client and/or event organizer does not stipulate a requirement for

an event to conform to BS 8901, supplier organizations can meet the requirements of

this standard within their own individual sphere of control (i.e. meeting the

requirements and extending them to their suppliers).

0.4 Control and influence

The ability to control sustainability management of events is most apparent in the

supply chain. However, where there are opportunities to influence stakeholders by

other appropriate means, these are identified. For example, by changing behaviour as

a result of raising awareness among the general public. Furthermore, the events

industry needs to take note of and reflect increasing and changing expectations of

visitors.

0.5 Outcomes

There is no single route to sustainable development and BS 8900, Guidance for

managing sustainable development, proposes that organizations start by establishing

the outcomes they are trying to achieve in sustainability terms. These might be

defined as business benefits and may include:

– strengthening relationships;

– enhancing internal cohesion;

– developing trust and confidence;

– stimulating learning and innovation; and

– understanding and managing risks and opportunities.

0.6 Implementation

A declaration of the sustainability principles and values of the organization will set

out the purpose of the event or their contribution to the event (4.1). These principles

are informed by the organization’s values and relate to commonly held ethical norms,

and will normally include inclusivity, integrity, stewardship and transparency.

Following the steps in Clause 4 will then encourage continuous improvement of the

quality of the management system and sustainability performance. Figure 1 provides a

road map for implementing this standard.

DRAFT FOR PUBLIC COMMENT BS 8901:2007

7

Figure 1 – Road map for implementation of BS 8901

The key is to produce a flexible framework which allows for all the dimensions of

sustainability and actively encourages and recognizes learning and continual

improvement.

A “maturity matrix” is provided in Table A.2 to map progression in terms of the

application of these principles and to track progress through successive event cycles.

(See also 4.7.)

Decision to

stage event

Define purpose of event (4.1)

Identify and engage stakeholders

(including supply chain) as part of the

planning process (4.2)

Identify sustainability issues; set

objectives and KPIs (4.3)

Implement (4.4): provide resources and competencies,

manage the supply chain and maintain communications;

document the system

Check: monitor and evaluate

against KPIs (4.5)

Review (4.6) and feed forward (4.7)

DRAFT FOR PUBLIC COMMENT BS 8901:2007

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1 Scope

This standard specifies requirements for a sustainable event management system and

guidance on meeting those requirements. That is, the guidance provides additional

practical information to support implementation.

This standard is applicable to all event organizations (including individuals),

regardless of their role or responsibility in the event, or whether or not their core

business is event management. This standard is applicable to clients (responsible for

commissioning an event), organizers (the organization, or partner organizations,

responsible for event organization), and other suppliers.

This management system specification is designed to operate at a project-specific

level on an event-by-event basis. The specification is designed to be capable of

addressing sustainability management of events through the entire event life cycle to

include the key stages from conception and planning through to implementation and

final review, or restricted to certain stages only, and/or specialist activities (e.g.

certain suppliers).

NOTE Because the requirements for a sustainable event management system include stages of

implementation, assessment and review, which are largely performed during and after the event, an

organization can only claim to be “working towards compliance” before the event.

2 Normative references

The following referenced documents are indispensable for the application of this

document. For dated references, only the edition cited applies. For undated references,

the latest edition of the referenced document (including any amendments) applies.

BS 8900, Guidance for managing sustainable development

GREAT BRITAIN, The event safety guide – A guide to health, safety and welfare at

music and similar events. HSG195. HSE Books 1999.

3 Terms and definitions

For the purposes of this document, the following terms and definitions apply.

3.1

break-down

post-event dismantling of event infrastructure

3.2

build-up

pre-event construction and preparation

3.3

event client

organization that commissions an event

DRAFT FOR PUBLIC COMMENT BS 8901:2007

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3.4

event management life cycle

event cycle

stages and activities of an event, from conception through planning to

implementation/event production (including build-up and break-down) and postproduction

evaluation and feedback

NOTE Different from life cycle impacts (3.8)

3.5

event organizer

organization, or group of organizations, with overall responsibility for managing the

delivery of an event (encompassing all activities that comprise the event)

3.6

internal audit

systematic and documented process for obtaining audit evidence and evaluating it to

determine the extent to which the management system audit criteria set by the

organization are fulfilled

3.7

key performance indicator

KPI

specific measure of a critical success factor in a system against which quality/success

(with regard to objectives) can be measured

3.8

life cycle impact

impact occurring throughout the life cycle, i.e. from extraction of raw materials to

end-of-life (“cradle-to-grave”)

3.9

management system

system to establish policy and objectives and to achieve those objectives

organization

commercial or voluntary, body or individual that takes responsibility for some or all

of the management of an event and its sustainable development

stakeholder

individual or group concerned with or affected by an event and/or its sustainability

supply chain

linked set of resources and processes that upon placement of a purchase order begins

the sourcing of raw material and extends through the manufacturing, processing,

handling and delivery of goods and related services to the purchaser

[From DD ISO/PAS 28001.]

DRAFT FOR PUBLIC COMMENT BS 8901:2007

10

target

detailed performance requirement, applicable to the event that arises from the

sustainability objectives and that needs to be set and met in order to achieve those

objectives

4 Putting sustainable event management into practice

4.1 Organizational commitments to sustainable development and supply chain

context

NOTE The delivery of an event represents the outcome of activities associated with the event

management supply chain. The supply chain hierarchy implies that those organizations situated

towards its apex (i.e. usually the client and/or event organizer(s)) possess most control over the entire

supply chain and therefore the greatest opportunity to achieve a cohesive, consistent and holistic

approach.

These organizations are best placed to maximize the benefits of a sustainable approach to event

management. Where the event client and/or event organizer(s) undertake to comply with this standard,

the remaining suppliers will be governed by supply chain requirements to contribute to the

management system. In these circumstances, the standard is useful in identifying the likely

requirements that will be passed to suppliers through the supply chain arrangements (i.e. tender

specifications and conditions of contract).

Where the event client and/or event organizer(s) do not wish to adopt and implement this standard it is

unlikely that the rest of the supply chain acting together can bring about conformity to the

requirements of this standard for the entire event. However, where this is the case, suppliers might still

work towards compliance within their own, narrower scope of event activities, and extend the

requirement to their own suppliers.

4.1.1 Purpose

Having decided to stage an event, an organization shall make a clear statement of

purpose for the event, establishing terms within which there can be sustainable

development. Preparation and maintenance of the statement shall be the sole

responsibility of the organization, drawn up within the appropriate rules of

governance and approved by the organization’s governing body. The statement shall

form the foundation for the organization’s sustainable development activities and

shall therefore help align primary purpose with related sustainable development

activities.

NOTE Having considered the costs and benefits, it may be that the most sustainable course of action

is to decide not to stage an event.

The organization shall, where possible, exert influence over other organizations (e.g.

client and/or suppliers) higher up the supply chain (i.e. those with a broader scope of

control with regard to the event activities and lifecycle) to make a commitment to

comply with the requirements of this standard.

4.1.2 Sustainable development policy

The organization shall draft a policy describing its commitment to the principles of

sustainable development and its intention to promote the principles of sustainable

development for the event (the policy for sustainable event management). Where

appropriate, the policy shall draw upon the following elements of the client or

organization’s corporate/event strategy:

a) leadership;

DRAFT FOR PUBLIC COMMENT BS 8901:2007

11

b) mission and vision;

c) event purpose;

d) corporate values; and,

e) strategic vision/intentions for sustainable development.

This policy shall represent the foundation for all further sustainable development

management activities for the event. The statement shall also define the scope of the

commitment in terms of its application to the event. This shall include all eventrelated

activities over which the organization has control for the duration of its

involvement in the event and associated with:

1) the organization and supply chain organizations (product and service providers);

and,

2) the event life cycle, from concept through planning, implementation, and final

evaluation and review.

4.2 Planning

NOTE From a sustainability management perspective, the optimum (best) event solution is one based

on a strategy that meets the objectives for the event while satisfying the sustainability objectives linked

to key issues.

Identifying an optimum solution depends upon proposing alternatives (“strategic alternatives”)

covering key aspects such as venue, transport, accommodation, etc. The alternatives are likely to be

defined by criteria that include meeting the objectives and targets, opportunities, options, preferences,

constraints, conceptual ideas and feasibility, etc.

Once an event solution (or set of alternative solutions) has been proposed, it should be evaluated in

terms of the sustainability framework by predicting the performance of the solution in terms of the

objectives, KPIs and targets. Where the predicted performance does not meet expectations, other

alternatives should be considered and evaluated. Where opportunities for better performance are

identified, the alternatives should be refined.

It is important to recognize that the combination of technical options that together comprise the

strategic alternative solution for an event might complement each other or might be in conflict. The

combination of options (e.g. venue, caterer, transport plan, etc) chosen will define overall

performance. In addition, it might not be possible to achieve all of the performance targets;

consequently there will be trade-offs, and the preferred solution might be represented by the optimal

trade-off of performance across a range of objectives/targets.

To illustrate these points, several venues may be proposed. Through consideration of venue options,

Venue A might be considered more suitable than others on the basis of facilities (e.g. disability access).

However, another venue, considered less suitable in this regard, might have better transport links,

offering opportunities to reduce transport-related impacts.

The preferred solution should be derived through an iterative process of propose a solution, evaluate,

refine (by considering other options), and re-evaluate. Figure 2 is a schematic representation of this

process.

DRAFT FOR PUBLIC COMMENT BS 8901:2007

12

Figure 2 – Process for defining a delivery solution for a sustainable event

Objectives &

Targets

Constraints

Concepts

Preferences Feasibility

Options

Opportunities

Solution

performance

criteria

Solution(s)

(Strategic

Alternatives) Modify

Solution

Evaluate

Preferred

solution

Design

iterations

4.2.1 General

The management of sustainability shall be by identification of issues, using them to

establish sustainability objectives, implementing operating procedures to meet those

objectives, and monitoring the outcomes. The main mechanism to identify issues shall

be through stakeholder engagement. The broader purpose of stakeholder engagement

shall be to:

a) afford stakeholders the opportunity to express their views concerning event issues

and their relationship with the event;

b) demonstrate that issues and concerns have been considered and addressed in a

transparent manner to ensure accountability; and,

c) create dialogue from which organizations can learn and develop in relation to

managing sustainability issues effectively.

In managing the sustainability issues of an event, successful stakeholder engagement

shall be defined in terms of:

1) responsibility for stakeholder engagement being taken by the organization with

the broadest scope of control over the event activities and lifecycle;

2) identifying all of the stakeholders with whom dialogue is deemed essential;

3) engaging with stakeholders using appropriate means and at the right level;

4) analysing and interpreting the information to inform the decision-making process;

5) taking the necessary action(s); and,

6) ongoing, systematic stakeholder engagement as an integral part of the

management process.

4.2.2 Stakeholders

NOTE Guidelines for stakeholder identification and engagement are given in BS 8900.

Stakeholder identification

The identification of stakeholders shall, where applicable, encompass:

DRAFT FOR PUBLIC COMMENT BS 8901:2007

13

a) event client(s);

b) supply chain elements (event organizer(s), suppliers, contractors, etc.);

c) event customers, spectators and/or participants;

d) partners and sponsors;

e) sector interest organizations (e.g. trade/industry bodies);

f) the local community (including neighbours and transport hubs where applicable);

g) statutory bodies;

h) emergency services;

i) security services; and,

j) relevant non-governmental organizations (e.g. environmental groups).

The organization shall identify those stakeholders that have a statutory right to be

consulted.

Managing stakeholder issues

The organization shall implement a process for managing stakeholder issues. The

organization may contract the services of a secondary organization to manage the

process implementation.

The organization shall ensure that its suppliers are held responsible for the accurate

flow of information between their own suppliers and the organization responsible for

managing the programme of stakeholder engagement.

Stakeholder engagement

Stakeholder engagement shall be undertaken for the purpose of understanding 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.

4.3 Issue identification and target setting

4.3.1 Assessing risks and opportunity

NOTE Identification of event issues is central to the assessment of risk and opportunity. Event issues

present opportunities for innovation and creativity as well as potential risks.

Identify sustainability issues and establish significance

The organization shall take primary responsibility for co-ordinating the process of

identifying sustainability issues and establishing their significance, in consultation and

collaboration with the stakeholders.

The organization shall ensure that suppliers over which they have influence identify

issues in relation to the event activities for which they are responsible, assess these

issues to establish their significance and communicate their findings to the coordinating

organization.

The organization shall identify the issues defined as having the potential to represent

significant potential risk or opportunity to the event as key sustainability issues

(further information on identifying key issues and determining significance is

provided in Table 1 and A.2.4.1).

DRAFT FOR PUBLIC COMMENT BS 8901:2007

14

Develop objectives

Sustainability objectives form a structured framework for considering the likely

effects of the event plan and plan alternatives; the organization shall develop the

sustainability objectives through engagement with the stakeholders.

The organization shall define objectives for the event based upon:

a) the sustainability aspirations and policies (4.1.2); and,

b) the key sustainability issues ().

The sustainability objectives shall be tested against each other as well as other

objectives defined for the event (e.g. commercial objectives) to identify synergies or

inconsistencies. The outcome of this assessment shall be used to refine the objectives

and/or inform the approach to meeting the objectives.

Table 1 – Themes and categories of potential sustainability issues encountered during

event management

Categories Questions to determine whether

an issue exists

Outcomes (indicative)

Environmental

Will the activity generate energy

demands?

Reduce energy use/demand and promote the use of

renewable supplies of energy. Offset carbon

emissions associated with energy use. Avoid use of

new-build venues.

Climate change

Will the activity generate an

increased need for travel?

Reduce the need for transport and promote efficient

modes of travel and renewable fuels. Offset carbon

emissions associated with transport use.

Air quality Will the technologies employed for

the activity’s energy supply and

transport generate air emissions?

Reduce emissions to air by promoting low

emission technologies for energy supply and

transport.

Water use Will the activity require water? Minimize water use and promote water efficiency.

Will the activity require previously

developed land (rather than

greenfield sites) to be used?

Optimize the use of previously developed land

when selecting the location of an event.

Land use

Will the activity affect its

surroundings?

Design the event building/structure with

consideration to its surroundings / mitigate effects

in surrounding areas.

Biodiversity Will the activity affect existing

biodiversity resources?

Protect existing biodiversity resources and

implement opportunities to enhance habitats and

species.

Archaeology and

cultural heritage

Will the activity affect sites of

archaeological or cultural interest?

Protect sites of archaeological or cultural interest.

Will the activity affect the water

quality?

Maintain water quality and prevent polluEmissions to tion.

water

Will the activity affect the

watercourses?

Protect watercourses and prevent pollution.

Emissions to land Will the activity give rise to risks of

ground contamination at the site?

Minimize risks of ground contamination at the site.

Solid waste

management

Will the activity generate waste

materials?

Minimize the amount of waste materials produced

and encourage reuse, recycling and recovery of

waste.

DRAFT FOR PUBLIC COMMENT BS 8901:2007

15

Table 1 – Themes and categories of potential sustainability issues encountered during

event management (cont’d)

Environmental, social and economic

Will recyclable or re-useable waste

be generated from the activity’s

purchased products?

Promote “closed loop” waste management by

purchasing reusable products or products with a

recycled content.

Will the activity give rise to ethical

or environmental issues from the

procurement of products?

Promote ethical and environmental issues in the

procurement of products.

Will the activity give rise to ethical

or environmental issues from the

supply chain?

Promote ethical and environmental issues in the

supply chain.

Are the contractual terms fair? Ensure fair contract terms with suppliers

Will those employed during the

activity have fair terms of

employment?

Promote fair terms of employment for those

employed during the event.

Procurement –

Product

stewardship

Will products/services required for

the activity be sourced locally?

Promote the use of locally sourced products and

services to reduce transport impacts and support

the local economy.

Social and Economic

Health, safety and

comfort

Could the activity impact

negatively on the health, safety and

comfort of event stakeholders?

Ensure the health, safety and comfort of the

stakeholders at or likely to be affected by the event.

Security Could the activity give rise to

security issues?

Maximize security and the sense of well-being of

visitors, exhibitors and speakers.

Equal opportunity

and diversity

Will the activity ensure equality for

all?

Ensure equality is ensured for all in relation to the

event.

Will the activity give rise to

investment in local skills and

employment?

Encourage investment in local skills and

employment.

Community, local

employment and

skills

Will the activity cause nuisance to

the local community?

Avoid nuisance to the local community.

Amenity Will the activity provide suitable

amenities to enhance the area/site

and visitor experience?

Provide suitable amenities to enhance the area/site

and visitors experience.

Viability Will the activity be viable

financially?

Ensure the financial viability of the event,

including security of funding.

DRAFT FOR PUBLIC COMMENT BS 8901:2007

16

Table 1 – Themes and categories of potential sustainability issues encountered during

event management (cont’d)

Managing delivery

Governance Will there be an appropriate

governance framework for the

activity in terms of sustainable

event delivery?

Implement an appropriate governance framework

to manage sustainable delivery of the event.

Risk Are sustainability risks associated

with the activity adequately

managed and minimized?

Identify key sustainability issues in order to

minimize and manage sustainability risks.

Communication,

stakeholder

engagement and

awareness raising

Will there be regular

communication with stakeholders

throughout the activity to encourage

improved sustainability

performance?

Communicate with stakeholders regularly to

encourage improved sustainability performance.

Will the costs and benefits of the

event be shared fairly throughout

the supply chain?

Ensure that the costs and benefits of sustainable

events are shared fairly throughout the supply

chain

Supply chain

management

Will supply chain management

procedures be put in place for the

activity to achieve a desired level of

sustainability performance?

Implement supply chain management procedures

that successfully deliver the sustainability

objectives of the event.

Will the sustainability performance

of the activity be adequately

monitored and measured?

Monitor and measure the sustainability

performance of the event.

Will the sustainability performance

of the activity be reported on

externally?

Provide an external report on the sustainability

performance of the event.

Monitoring,

reporting and

verification of

event supply

chain

performance

Will the activity be verified

externally?

Obtain external verification of the event report(s).

Assessing strategic alternatives and defining strategy

NOTE The “preferred solution” is the approach that is adopted to deliver the event. There is often

more than one approach that can be implemented to provide the solution, and these are referred to as

the strategic alternatives.

The organization shall develop of strategic alternatives for event delivery aimed at

optimizing performance against sustainability objectives. The preferred strategy is

likely to be arrived at through an iterative process of define, evaluate, review, refine.

That is, having chosen an initial strategy, its effects shall be predicted and the strategy

re-assessed until it is produce the objectives defined.

The organization shall co-ordinate the process in an integrated way that reflects the

role and contribution of other organizations. The organization shall, where

appropriate, ensure that suppliers contribute to the process.

4.3.2 Setting key performance indicators and targets

Key performance indicators (KPIs) provide an essential means of measuring the

performance of the event in achieving the sustainability objectives; the organization

shall identify and define KPIs and targets relevant to the sustainability objectives and

set challenging but realistic targets for itself and its suppliers.

DRAFT FOR PUBLIC COMMENT BS 8901:2007

17

For each objective, a target(s) shall be set based on the following broad scale (and in

more detail against the maturity matrix [Table A.3]), with the aim of achieving the

highest performance level and the greatest improvement practicably possible:

a) legal compliance;

b) best current practice; and,

c) beyond best current practice.

By acknowledging a range of targets, the organization shall adapt its preferred

strategy by setting higher performance targets for those objectives that it has the

greatest capacity to address. At the same time, the organization shall build expertise

and capacity to achieve continuous performance improvement by setting higher

targets through successive event cycles.

EXAMPLE Examples of KPIs are as follows:

Targets represent the minimum acceptable performance level and this should be stated for each of the

key performance indicators. In order to achieve continuous performance improvement, organizations

should set targets that are challenging but achievable, and that are increased through successive event

cycles.

It should be noted that there is no requirement to meet the same performance level for each objective.

This allows organizations to set more challenging targets in areas where they feel they have the

greatest capability to meet them (and conversely to set less demanding targets where there is least

capability) and to identify those areas where capability needs to be built. Organizations would be

expected to achieve a higher and more consistent level of performance over time.

This standard recommends establishing three different performance levels corresponding to basic legal

compliance, best current practice, and beyond best practice.

At the time of publication, best current practice defines a 50% reduction in greenhouse gas emissions

(GHGs). However, for specific reasons, for example if the theme of the event is “Convention on

Climate Change,”, the event client might wish to go beyond best current practice to achieve zero

carbon emissions. It should be recognized that the actual performance required to achieve any of the

three performance levels will change with time (as legislation, best practice, etc. change and evolve),

consequently this standard does not attempt to define these.

However, organizations are likely to respond to similar issues from event to event. Also, research

undertaken to build the knowledge base to determine the performance targets for one event should be

transferable to subsequent events. Organizations should discuss their needs for best practice guidelines

and/or an industry-specific information database with trade representatives, trade bodies, etc.

Objectives KPIs

Reduce energy use/demand and promote the use

of renewable supplies of energy. Offset carbon

emissions associated with energy use.

Energy consumption (kWh), carbon dioxide

emissions (tonnes), Renewable energy supply (%),

etc.

Ensure the health, safety and comfort of the

stakeholders at the event.

Noise levels (db), Serious accidents per working

hours (no.), etc.

DRAFT FOR PUBLIC COMMENT BS 8901:2007

18

4.4 Implementation

4.4.1 General

NOTE 1 Since events are characterized by supply chain relationships, the successful implementation

of sustainable event management will depend upon the sustainable event management system operating

across supply chain boundaries.

Guidance on approaches to sustainable procurement (particularly whether the relationship with

suppliers should be one of “command and control” or “partnership” is given in B.6.

The organization shall establish, implement, maintain and continuously improve a

sustainable event management system appropriate to the nature, scale, frequency,

timing and duration of the event, encompassing all event-related activities.

The organization shall ensure that suppliers undertake those activities deemed

necessary to meet the requirements of this standard. Suppliers shall be provided with

appropriate guidance to allow integration of the management system down the supply

chain.

Events are project-oriented activities, characterized by their temporary nature and

generally defined by a sequence of stages; organizations shall ensure that the activities

required by the management system are undertaken at appropriate points of

intervention along the timeline of the event stages. (Guidance on the integration of the

sustainability management system activities with the stages of event management is

provided in Table 2 and A.2.5.)

NOTE 2 Where appropriate, sustainable event management systems developed for one event may be

modified, adapted and improved for application in other events to avoid duplication of effort at the

start of each event cycle.

DRAFT FOR PUBLIC COMMENT BS 8901:2007

19

Table 2 – Template of event stages with key sustainability activities.

Stage 1, event feasibility:

a) identify market;

b) identify stakeholders/partners;

c) initiate stakeholder engagement;

d) develop concept;

e) identify criteria for success;

f) define organizational commitment to

sustainable development/sustainable event

management;

g) draw up business/financial plan;

h) identify/research dates/timeline (i.e. potential

conflicts);

i) identify/research key issuesA), for example:

1) transport plan – on-site and as means of

attendance;

2) risk assessments;

3) health and safety/medical arrangements;

4) security plan/police;

5) event schedule;

6) build up/break down plan;

7) disability access;

8) waste;

j) identify/research location;

k) identify/research venue;

l) identify/research key players (performers,

competitors, speakers);

m) obtain permissions (licensing, etc.);

n) internal de-brief;

o) identify roles, responsibilities and

resources for sustainability management.

A) Examples only – this is not an exhaustive list.

Stage 2, event planning:

a) set and define objectives, KPIs and targets;

b) identify strategic alternatives;

c) develop sustainable procurement strategy;

d) develop business/financial plans;

e) enter into agreement with key

partners/stakeholders;

f) define organizational structure/assign roles

and responsibilities;

g) develop project/operations plans;

h) develop rules/conditions/regulations;

i) develop communications/design

strategy/plans;

j) develop marketing/promotion/media plans;

k) identify prospective suppliers;

l) enter into agreement with venue;

m) enter into contract with contactors;

n) develop layout plans;

o) develop waste management plans;

p) develop staffing plans;

q) develop emergency/contingency plans;

r) select speakers or equivalent;

s) attract sponsors;

t) communicate the event conditions, rules and

regulations;

u) define monitoring and measurement

framework and protocols;

v) continue stakeholder engagement.

Stage 3, sales and marketing:

a) implement marketing/sales strategy;

b) develop PR/media plan;

c) generate mailing list/identify sources/modes

of advertising;

d) ticketing;

e) printing:

1) newsletter;

2) advertising;

3) email;

4) direct mail;

5) posters;

6) brochures;

f) sales activities;

g) sales trips;

h) face-to-face marketing;

i) internet;

j) generate attendance information and booking

systems;

k) continue stakeholder engagement

Stage 4, event pre-production:

a) develop tender-specific sustainability

performance specifications and additional

guidance as required;

b) assess tenders on the basis of best value

including sustainability criteria;

c) include sustainability performance criteria

into conditions of contract;

d) procure suppliers, which can be split into 4

broad categories:

1) infrastructure;

2) consumables;

3) services;

4) people;

e) select/invite speakers, performers, players,

competitors, etc.;

f) undertake risk management, for example:

1) environment;

2) disability;

3) security procedures/liaise with police

g) continue stakeholder engagement..

DRAFT FOR PUBLIC COMMENT BS 8901:2007

20

Stage 5, event production:

a) monitoring and measurement;

b) evaluation of compliance;

c) manage risk, for example:

1) health and safety;

2) environment;

3) disability;

4) security;

d) manage training;

e) land management;

f) manage transport;

g) manage waste;

h) manage media;

i) registration/ticketing;

j) manage build up and break down;

k) manage event;

l) manage customers and visitors, eg:

1) registration;

2) feedback;

3) flow;

m) monitoring staging/seating;

n) “making good” (penalties/retributions);

o) continue stakeholder engagement;

p) internal audit.

Stage 6, evaluation:

a) sustainability review;

b) conclude stakeholder engagement;

c) performance assessment against success

criteria;

d) knowledge sharing, lessons learnt (loop back

to Stage 1 and/or feed forward to similar

events);

e) visitor/participant questionnaire/focus group;

f) venue/contractor de-brief;

g) internal/external audit;

h) analysis.

NOTE 1 Items in bold are a requirement of this standard. Other items are good practice.

NOTE 2 See A.2.3 for a detailed explanation of use how to use this table.

4.4.2 Capability

The organization shall provide the necessary resources and competencies to establish,

implement, maintain and improve a sustainable event management system that

conforms to this standard.

4.4.3 Roles and responsibilities

Board-level management or equivalent (“senior management”) shall take overall

responsibility for facilitating sustainable event outcomes within an organization’s

scope of activities by appointing a management representative to act as a

“sustainability champion” with primary responsibility to establish, implement,

maintain and improve a sustainable event management system according to the

requirements of this standard. Senior management shall make the necessary resources

available.

NOTE In small companies, the sustainability champion will typically be the owner/director and for

individuals, that individual is the sustainability champion.

4.4.4 Resources

The organization shall allocate appropriate resources to achieve sustainable event

management objectives and extend the requirement to suppliers. Resources shall

encompass staffing, expertise, training, infrastructure, technology and finance.

Resource requirements shall be assessed in terms of:

a) nature and scale of activities (determined through identification of issues/risk and

opportunity assessment);

b) occurrence (i.e. how often, at what stages of the event life cycle and for how long

the resources are required);

DRAFT FOR PUBLIC COMMENT BS 8901:2007

21

c) cost/benefit (do the benefits of the resources justify the expense); and,

d) financial planning (ensuring that the organization makes adequate provision in the

financial planning process for expenditure in relation to resource requirements).

4.4.5 Competence and training

The organization shall ensure that persons working on its behalf in any capacity

related to the delivery of the event (i.e. event employees, including supplier

employees) are able to demonstrate the necessary competencies for their particular job

profile (as defined in a job description or contract, where these exist) on the basis of

education, qualification, training or experience.

The organization shall ensure that employees are made aware of:

a) policy, procedures and requirements in relation to sustainable event management,

and specifically the requirements for compliance with this standard;

b) significant sustainability issues that the employee has control or influence over by

virtue of the precise nature of their role, as well as procedures and performance

targets to manage these issues;

c) legal compliance issues; and,

d) consequences of non-compliance with policy, procedures and requirements.

The organization shall take responsibility for identifying the training needs and

knowledge required by event employees to undertake their roles. Training and

development programmes shall be reviewed periodically and updated to reflect

changing needs. The organization shall ensure that training programmes are

implemented to develop essential competencies.

4.4.6 Operational control

The organization shall ensure that the activities and operations (of all individuals and

organizations including suppliers) that could influence sustainability objectives are

planned and managed effectively. The organization shall:

a) establish, implement and maintain operating procedures for key activities and

operations;

b) where appropriate, communicate operating procedures to supply chain partners;

and,

c) where necessary, ensure that supply chain partners establish, implement and

maintain operating procedures for their specialist activities and operations.

In addition, the organization shall make specific provision for emergency response

following the recommendations of the Health and Safety Executive’s event safety

guide.

4.4.7 Supply chain management

NOTE The delivery of an event often depends upon engagement with extensive supply chains offering

a wide range of products and services. These suppliers are likely to vary from specialist suppliers to

those who are non-specialist and whose core business may or may not be linked to the events industry.

In order to achieve the objectives for a sustainable event, it is essential to extend the principles of the

sustainable event management system throughout the supply chain wherever possible. Procurement

provides the mechanism to integrate sustainable event management into the supply chain (see

Annex B).

DRAFT FOR PUBLIC COMMENT BS 8901:2007

22

The organization shall establish the relevance of each of the issues, objectives, KPIs

and targets (developed as part of the sustainability framework – see and

) to individual suppliers.

The organization shall include sufficient information in tender specifications and

contracts to enable its suppliers to demonstrate their capability to meet or exceed the

objectives for sustainable event management.

Information provided by the organization shall be written, preferably in the form of a

performance specification, to include:

a) the requirement to contribute to the event in compliance with BS 8901;

b) issues, objectives, KPIs and targets relevant to the contract;

c) project timeline and delivery milestones;

d) a description of, and the requirement to undertake, those activities deemed

necessary to ensure that the requirements of this standard can be met;

e) requirements of organizations subcontracted by suppliers; and,

f) scope and level of detail required in the tender submission, e.g. suppliers strategy

for meeting objectives, description of the activities that will be undertaken to

support the contracting organization to meet the requirements of this standard.

Where relevant, the organization shall assess tender submissions on the basis of best

value, where the best value supplier is selected on the basis of their capability to meet

sustainability targets, cost-effectiveness and quality. The organization shall

incorporate the sustainability performance criteria provided in the preferred supplier’s

tender submission into 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.

4.4.8 Communication and coordination

NOTE Effective communication plays an important role in promoting sustainability management in a

way that is consistent, both in terms of the full scope of event activities (including the supply chain) and

also in achieving performance outcomes.

The organization shall implement a communications strategy to promote

sustainability management among stakeholders (the supply chain and other

stakeholders) and enhance synergies (and avoid conflicts) through collaboration and

co-ordination.

The organization shall engage with its stakeholders to identify effective means of

communication and the direction and content of these communications. This

engagement shall take into account the interests of different stakeholder groups,

whether the organization has control or influence over the stakeholder group and

integration with other event communication strategies.

The organization shall include, where (and when) appropriate, the following

information in its communications:

a) aspirations for the event;

b) system for managing sustainability;

c) issues, objectives, KPIs and targets;

d) guidance, best practice in achieving objectives, targets, etc.;

DRAFT FOR PUBLIC COMMENT BS 8901:2007

23

e) relevance to organizations (roles and responsibilities);

f) key contacts;

g) progress in relation to performance (monitoring stage);

h) performance achieved (review stage); and,

i) lessons learned (review stage).

4.4.9 Documentation and record-keeping

NOTE 1 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.

NOTE 2 Organizations that collect data about stakeholders are subject to the Data Protection Act

1998 [1].

The organization shall establish, implement, maintain and continually improve a

document management system. The organization shall ensure, where appropriate, that

its suppliers contribute to the document management system. On an event-by-event

basis, the document management system shall include as a minimum:

a) the statements of purpose and policy required by 4.1;

b) a stakeholder register and records of stakeholder engagement (see 4.2);

c) a description of the key issues addressed by the sustainable event management

system, and the objectives, KPIs and targets pertaining to the key sustainability

issues (see 4.3);

d) data captured during monitoring and measurement activities, including emergency

incidents and incidents of operational non-compliance; and

e) review reports (see 4.5).

Where applicable and not immediately obvious, the document management system

shall also include:

1) a list of applicable legislation and policy;

2) organizational roles and responsibilities pertaining to the activities of the

organization and suppliers over whom the organization has control;

3) emergency response procedures;

4) supply chain: procurement strategy, tender specifications and conditions of

contract;

5) records of communications;

6) internal/external audit reports;

7) procedures for control of documents and records, including roles and

responsibilities for document management and approval.

4.5 Assessing performance

4.5.1 Monitoring and measurement

NOTE Monitoring and measurement activities provide the essential evidence base for performance

levels attained and/or instances of non-compliance.

DRAFT FOR PUBLIC COMMENT BS 8901:2007

24

The organization shall establish, implement, maintain and continually improve

appropriate procedures for measuring performance in relation to the KPIs identified in

4.3.2.

4.5.2 Evaluating compliance and responding to non-conformity

NOTE Ongoing evaluation of monitoring and data measurement informs the decision-making process

determining whether operating characteristics for activities are acceptable, and will result in

compliance with legal and other requirements (e.g. performance targets, documentation), or whether

non-conformities are identified that require corrective action to be taken.

The organization shall establish, implement, maintain and continually improve

procedures for evaluating compliance with legal and other requirements for all event

activities. The organization shall keep records of the outcomes of the evaluation of

compliance.

The organization shall also establish, implement, maintain and continually improve

procedures for managing non-conformities identified by the compliance evaluation

system for activities within their direct control and those over which they have control

(the supply chain). These procedures shall define requirements for:

a) anticipating non-conformities and recommending preventative action;

b) correcting actual incidents of non-conformity;

c) investigating the causes of actual non-conformities and making recommendations

to prevent recurrence; and,

d) recording interventions in the form of preventative or corrective actions and

recommending procedural changes to reduce future risk of non-conformity.

The organization shall ensure, where appropriate, that suppliers contribute to

compliance evaluation and to non-conformity response.

4.5.3 Sustainable event management system audit

NOTE Gathering feedback from stakeholders and acting on it is important for building confidence as

described in BS 8900.

Sustainability management is based on the principle of continuous performance

improvement; the organization shall maintain procedures for periodic sustainable

event management system audits, to ensure that:

a) the implementation and maintenance requirements of the management system are

being met; and,

b) the implementation of the management system is achieving the desired outcomes

in terms of the sustainability performance of the event.

The organization shall establish, implement and maintain procedures for auditing that

include:

1) the frequency, scope, methodology and criteria for internal auditing;

2) roles and responsibilities for internal audit; and,

3) communicating outcomes and recommendations from audits to senior

management.

The organization shall ensure that the requirements for auditing are extended to its

suppliers whose activities have a bearing on the sustainability performance of the

event.

DRAFT FOR PUBLIC COMMENT BS 8901:2007

25

4.6 Review

NOTE The review process assists an organization to assess the fitness-for-purpose of its

sustainability management system as a mechanism to achieve its sustainability objectives, including the

ability of the organization to implement it. Management review is a key activity facilitating continuous

improvement and one of the core principles of sustainability management.

The organization shall conduct management reviews at regular intervals appropriate

to the scale and frequency of its involvement in events. The organization shall

synchronize management reviews with the event life cycle, or where there is

continuous involvement in multiple events, conduct management reviews at intervals

that maximize learning opportunities from different events. Management reviews

shall assess performance against the following issues:

a) satisfying the needs of stakeholders as identified by stakeholder engagement;

b) meeting the organization’s conditions of contract (both as a supplier to another

organization and as a customer);

c) the organization’s suppliers meeting the conditions of contract defined for them;

d) achieving objectives and targets (performance);

e) effectiveness of strategy for achieving objectives and targets;

f) compliance with legal and other requirements, and attention to non-conformities

(corrective/preventative actions); and

g) implementation of previous review recommendations and outcomes.

From management reviews, the following shall be extrapolated:

a) lessons learned; and,

b) maturity of sustainable event management system (position in relation to and

movement across the maturity matrix; see also A.2.7).

4.7 Follow up

The organization shall feed the lessons learned from each event to its own events and

make the information available to organizers of similar events on request (particularly

“one off” events.

To remain BS 8901 compliant, the organizer shall ensure that its events progress

across the maturity matrix (see Table A.2); progress across the maturity matrix is the

practical result of following the requirements of this standard as set out in the road

map in Figure 1.

DRAFT FOR PUBLIC COMMENT BS 8901:2007

26

Annex A (informative)

Guidance for use of this specification

A.1 Compliance

Where responsibility for complying with the standard is taken at a point higher in the

supply chain (i.e. the client and/or supplier with direct/indirect contractual authority),

an organization can only contribute to a sustainable event management system, and

the supply chain arrangements (the tender specifications and/or conditions of contract)

should take precedence over the requirements of this standard. However, in these

circumstances, the standard provides useful information on the requirements that the

responsible organization is likely to impose through the supply chain, and the reasons

behind them.

In the absence of the client and/or other suppliers higher in the supply chain taking

responsibility for complying with the standard, an organization can take responsibility

for the event activities represented by their own sphere of control, and extend

requirements to its own suppliers to contribute to the sustainable event management

system.

Finally, this standard should be capable of being applied to the full diversity of events

ranging from, for example, major sporting occasions to village fetes, etc., recognizing

that the issues and activities associated with events of varying nature and scale might

differ substantially. From a practical point of view, the effort required to manage

events sustainably should be proportional to the nature and significance of the issues

identified.

This guidance section focuses on selected key information and is designed to assist

organizations implement the requirements (the specifications) of the standard. This

information takes the form of further explanatory notes and a series of checklists.

A.2 Assessing risks and opportunity – Identifying issues and establishing

significance

Issues arise in relation to activities. The organization should compile a checklist of

event management activities that can be amended and added to through successive

event cycles. Table A.1 provides an example of an event activities checklist.

It is important to note that the purpose of the checklist is not to define the nature of

events, but to provide a mechanism to assist in the identification of activities for

which sustainability management might be required. The precise activities listed in

this example are not intended to be either representative or exhaustive and will vary

considerably depending on the role of an organization in event management, and the

precise nature of specific events.

DRAFT FOR PUBLIC COMMENT BS 8901:2007

27

Table A.1 – Checklist of activities in event management

Activity Is this activity

relevant to the

event (Yes/No)?

Risk management

Major incident/emergency planning

Fire safety, including fireworks and pyrotechnics

Health and safety

Medical, ambulance and first-aid management

Waste management, disposal and litter picking

Food, drink, water and hygiene controls

Sanitary facilities

Licensing and local consultation

Planning and management

Crowd management, including children

Information and welfare, including visitor information and VIP services

Involvement/participation for people with special needs

Staffing

Communications, including internal and external signage and banners

Merchandising and special licensing

Venue, including site selection, preparation, design, construction and

management

Transport management, including site traffic

Access, including perimeter and external infrastructure, temporary roadways

barriers, fencing, and facilities for special needs

Security

Electrical services: installation and lighting

Sound: systems, noise and vibration

Special attractions, amusements and effects, including promotional displays

Structures: temporary and permanent

Performers, including children, animals

TV and media, AV, technology services

Accommodation, including camping

Table 1 () is designed to assist u

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