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BS 8901:2007 Specification for a sustainable event management system with guidance for use, 2007
- Contents [Go to Page]
- Foreword iii
- 0 Introduction 1
- 1 Scope 3
- 2 Normative references 3
- 3 Terms and definitions 3
- 4 Claiming compliance with this standard 4
- 5 Phase 1 5
- 6 Organizational commitment to sustainable development 5
- 7 Planning 6
- 8 Finalize objectives, and set key performance indicators and targets 7
- 9 Phase 2 - Implementation 11
- 10 Phase 3 13
- 11 Assessing performance 14
- 12 Review 15
- 13 Follow up 15
- Annexes
- Annex A (informative) Guidance for use of this specification 16
- Annex B (informative) Principles to be applied to supply chain management 20
- Bibliography 27
- List of figures
- Figure 1 - Road map for implementation of BS 8901 2
- List of tables
- Table 1 - Examples of potential sustainability issues in event management 8
- Table A.1 - Examples of activities in event management 16
- Table A.2 - Outline structure for a sustainable development maturity matrix - Guidelines for continual improvement 19
- Table B.1 - Sustainable procurement checklist 21
- Foreword [Go to Page]
- 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.
- 0 Introduction [Go to Page]
- 0.1 General
- 0.2 Applicability
- 0.3 Implementation [Go to Page]
- Figure 1 Road map for implementation of BS 8901
- 1 Scope
- 2 Normative references
- 3 Terms and definitions [Go to Page]
- 3.1 event client
- 3.2 event management life cycle event cycle
- 3.3 event organizer
- 3.4 internal audit
- 3.5 key performance indicator KPI
- 3.6 life cycle impact
- 3.7 management system
- 3.8 maturity profile
- 3.9 objective
- 3.10 organization
- 3.11 stakeholder
- 3.12 supplier
- 3.13 supply chain
- 4 Claiming compliance with this standard
- 5 Phase 1 [Go to Page]
- a) producing a sustainability policy (Clause 6);
- b) identification of issues (Clause 7); and
- c) using the issues to finalize the objectives, and set key performance indicators (KPIs) and targets (Clause 8).
- 6 Organizational commitment to sustainable development [Go to Page]
- a) leadership;
- b) mission and vision;
- c) event/activity purpose;
- d) corporate values;
- e) key sustainability issues; and
- f) position on the organization’s maturity matrix. [Go to Page]
- 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.
- 7 Planning [Go to Page]
- 7.1 Identifying issues [Go to Page]
- a) identify and consult with stakeholders on event sustainability issues (including those identified within the sustainable development policy);
- b) demonstrate that issues and concerns have been considered; and
- c) make ongoing stakeholder engagement an integral part of the management process.
- 7.2 Stakeholders [Go to Page]
- a) event client(s);
- b) supply chain elements (event organizer(s), venue, suppliers, contractors, etc.);
- c) staff;
- d) event customers, spectators and/or participants;
- e) partners and sponsors;
- f) sector interest organizations (e.g. trade/industry bodies);
- g) the local community (including neighbours and transport hubs where applicable);
- h) statutory bodies (e.g. local authorities);
- i) emergency services;
- j) security services; and
- k) relevant non-governmental organizations (e.g. environmental groups).
- 8 Finalize objectives, and set key performance indicators and targets [Go to Page]
- 8.1 Establish issue significance
- 8.2 Finalize objectives [Go to Page]
- a) the sustainability aspirations and policies of the organization (Clause 6); and
- b) the key sustainability issues (8.1).
- 8.3 Assessing the options for improved event sustainability [Go to Page]
- Table 1 Examples of potential sustainability issues in event management
- 8.4 Setting key performance indicators (KPIs) and targets [Go to Page]
- a) legal compliance;
- b) best current practice; and
- c) beyond best current practice.
- 8.5 Review and refinement of preferred solution, KPIs and targets
- 9 Phase 2 - Implementation [Go to Page]
- 9.1 General
- 9.2 Roles and responsibilities
- 9.3 Resources [Go to Page]
- a) nature and scale of activities;
- b) occurrence and duration;
- c) cost/benefit; and,
- d) financial planning (e.g. cash flow).
- 9.4 Competence and training [Go to Page]
- a) sustainability policy, procedures and requirements;
- b) significant sustainability issues;
- c) legal compliance issues; and,
- d) consequences of non-compliance with policy, procedures and requirements.
- 9.5 Supply chain management [Go to Page]
- a) the requirements of suppliers that support the organization’s preferred solution;
- b) the requirements of subcontractors that support the organization’s preferred solution;
- c) the timeline and delivery milestones; and
- d) the scope and level of detail required in the tender submission, e.g. suppliers’ strategy for meeting objectives.
- 9.6 Communication [Go to Page]
- a) aspirations for event(s);
- b) the system for managing sustainability;
- c) issues, objectives, KPIs and targets;
- d) guidance, best practice in achieving objectives, targets, etc.;
- e) relevance to organizations (roles and responsibilities);
- f) key contacts; and
- g) progress in relation to performance (monitoring stage).
- 9.7 Documentation and record-keeping [Go to Page]
- a) the statements of policy required by Clause 6;
- b) a stakeholder register and records of stakeholder engagement (see Clause 7);
- c) a description of the key issues addressed by the sustainable event management system, and the relevant objectives, KPIs and targets (see Clause 8); and
- d) data captured during monitoring and measurement activities, including incidents of operational non-compliance. [Go to Page]
- 1) a list of legislation and policy relevant to sustainability;
- 2) organizational roles and responsibilities (of the organization itself and suppliers over whom the organization has control);
- 3) supply chain: procurement strategy, tender specifications and conditions of contract;
- 4) records of communications;
- 5) audit reports;
- 6) procedures for control of documents and records, including roles and responsibilities for document management and approval.
- 10 Phase 3 [Go to Page]
- a) assessing performance (Clause 11);
- b) review (Clause 12); and
- c) follow up/feed forward (Clause 13).
- 11 Assessing performance [Go to Page]
- 11.1 Monitoring and measurement
- 11.2 Evaluating compliance and responding to non-conformity [Go to Page]
- 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.
- 11.3 Sustainable event management system audit [Go to Page]
- 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. [Go to Page]
- 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 top management.
- 12 Review [Go to Page]
- a) satisfying the needs of stakeholders as identified by stakeholder engagement;
- b) meeting contractual conditions;
- c) the organization’s suppliers meeting their contractual conditions;
- d) achieving objectives and targets;
- e) effectiveness in achieving objectives and targets;
- f) attention to non-conformities;
- g) implementation of previous review recommendations; and
- h) progress across the organization’s maturity matrix (see Clause 6).
- 13 Follow up
- Annex A (informative) Guidance for use of this specification [Go to Page]
- A.1 Assessing risks and opportunity - Identifying issues and establishing significance [Go to Page]
- Table A.1 Examples of activities in event management
- a) the magnitude of effects: i.e. the size and severity of the effects;
- b) the time period over which the effects occur;
- c) whether the effects are permanent or temporary: for example, construction for a major event may result in loss of green space...
- d) whether the effects are positive or negative: although identification of issues generally tends to identify negative conseque...
- e) whether there are cumulative effects;
- f) whether there are secondary or indirect effects;
- g) whether there are synergistic effects: an example of a synergistic effect is where a crowded venue has a reduced heating requirement in winter or an increased air conditioning requirement in summer;
- h) the probability of the effects occurring; and
- i) the frequency of event occurrence.
- A.2 Review and follow up - Creation and use of a maturity matrix [Go to Page]
- Table A.2 Outline structure for a sustainable development maturity matrix - Guidelines for continual improvement
- Annex B (informative) Principles to be applied to supply chain management [Go to Page]
- B.1 What is sustainable procurement and why is it required? [Go to Page]
- a) defining the need for sustainable procurement;
- b) evaluating possible options;
- c) design and specification;
- d) supplier selection;
- e) tender evaluation;
- f) post-contract management;
- g) supplier development; and,
- h) performance review. [Go to Page]
- 1) minimizing the impacts of products and/or services (e.g. impacts on health, air quality, generation of hazardous waste);
- 2) minimizing demand for resources (e.g. by using resource-efficient products such as energy efficient appliances, fuel-efficient vehicles and products incorporating recycled content);
- 3) minimizing the negative impacts of the supply chain itself, in particular the social aspects (e.g. giving preference to local and/or smaller suppliers and those that meet minimum ethical, human rights and employment standards); and
- 4) ensuring that fair contract terms are applied and respected. [Go to Page]
- Table B.1 Sustainable procurement checklist
- B.2 When should sustainable procurement issues be considered?
- B.3 What does sustainable procurement involve? [Go to Page]
- a) establishing a policy for sustainable procurement;
- b) producing tender specifications that incorporate sustainability performance criteria;
- c) engaging in dialogue with suppliers/potential suppliers; and,
- d) assessing tender submissions and evaluating sustainability performance throughout the procurement cycle.
- B.4 Sustainable procurement policy and strategic planning [Go to Page]
- a) define the scope (i.e. extent) of sustainable procurement, e.g. economic, social, environmental and natural resources; life cycle approach, key event themes, etc.;
- b) state the desired performance level, e.g. basic legal compliance or extend to “beyond best current practice” including building environmental values into supplier strategies;
- c) define the approach/criteria for assessing suppliers during tender evaluation;
- d) assess consistency and alignment of performance requirements for suppliers with the organization’s expectations for itself.
- B.5 Techniques for assessing and managing sustainability issues in procurement [Go to Page]
- a) the extent to which the supplier’s products/services are critical to the purchasing organization;
- b) the level of expenditure relative to the size of the supplier, in order to establish the degree of influence that can be exerted;
- c) the key social, economic, environmental and natural resources issues and associated risks relating to the product/service; and
- d) separating suppliers by industry, service or product type in order to develop appropriate means of communicating/engaging with them. [Go to Page]
- 1) weighting/scoring systems - quantitative/qualitative ways of assessing the merits of proposed solutions applied to the KPIs;
- 2) life cycle assessment and whole life costing: the “true” impacts of products and/or services based on a “cradle-to-grave” app...
- 3) the environmental purchasing hierarchy - “rethink, eliminate, reduce, re-use, recycle, dispose”, an approach to minimizing natural resource impacts which is similar to the waste management hierarchy;
- 4) supplier code of conduct - can be employed by the contracting organization in order to ensure that their suppliers conform with the social and ethical elements of sustainable procurement, as well the environmental aspects;
- 5) industry best practice - standards for sustainability management for specific industry sectors/areas defined by the industry and representing the industry’s assessment of appropriate performance levels; and
- 6) best value - using the UK government definition, the optimum combination of whole life costs and benefits to meet the custome...
- B.6 Developing a dialogue with suppliers
- B.7 Assessment of tender submissions
- B.8 Sustainable procurement - Monitoring and reporting
- Bibliography [Go to Page]
