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.
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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
9
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
From India, Delhi
41I 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
--------------------------------------------------------------------------------------
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).
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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”.
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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.
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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.
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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)
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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
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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.]
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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;
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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.
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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:
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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).
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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.
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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.
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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.
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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.
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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.
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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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