HOST CITY 2015 Conference and Exhibition drew to a close in Glasgow on Tuesday following two days of open discussions exploring the challenges and benefits of bidding for and hosting major global events.

Now in its second year, Host City has firmly established itself as the leading EU-based meeting of cities and sports, business and cultural events. Under the theme ‘Creative Innovation’ HOST CITY 2015 brought together a unique collection of city leaders and cross-sector rights holders, event owners, suppliers and world class-speakers in the business of major international events.

High on the agenda on the final day of the conference was the issue of sustainability and how a multi-city approach to hosting could allow events of the future to remain viable and grow by increasing their reach.

Speaking on the UEFA EURO 2020 Championships, Stewart Regan, Chief Executive of the Scottish Football Association, host of four matches within the tournament, said: “As you can imagine it’s a huge logistical exercise - trying to plan for one country and several stadia is a big exercise but imagine doing that across 13 countries. 

“Planning the security, planning the logistics of moving sponsors, fans, and broadcasters around Europe - it’s a massive exercise. But the benefits of involving 13 countries, including some of the smaller countries who couldn’t host an event on their own, outweigh the challenges that the logistics present.”

Hampden Park in Glasgow will stage three UEFA Euro 2020 group stage games and one last 16 match.

Paul Bristow, Director of European Sports Championships Management argued that a multi-city approach could have sustainability benefits for future events. 

“The key word here is sustainability. We have too many white elephants,” he said. 

“We can be smarter in the way that we use existing facilities but at the same time still use major events to promote investment in sustainable new facilities that cities need. And if we can combine existing facilities in cities that will work together in partnership then I think that is a sustainable model.”

Paul Dunphy, Major Events Consultant for SportBusiness Intelligence and former Manager Event Prospecting and Bidding at Auckland Tourism Events & Economic Development said: “I think it is a long-term innovative approach. We had the Cricket World Cup in New Zealand and Australia recently and when you’re a small nation with minimal resources you need to be innovative. The [2015] Cricket World Cup was a great example of how multi-city, multi-national events are the future.”

Also under discussion was the critical question of how transport and security strategies contribute to the success of bidding for and hosting major events, including creating positive post-event legacies for cities. Malcolm Tarbitt, Executive Director – Safety and Security for the International Centre for Sport Security (ICSS), said: “Major sporting events are short-term initiatives that have major long-term impact and they pose a tremendous challenge to host nations in terms of their image, sovereignty and integrity.

“In the past few years the cost of hosting major sporting events has increased astoundingly, including cost of security strategies and operations plans. The threat landscape is ever changing, ever evolving and the responsibility on bidding nations and organising committees is becoming ever greater to determine, manage and defend their security plans and budgets. To mitigate this you need to involve security upfront, as early as possible and apply a holistic and integrated approach to planning.”

Other leading speakers across the two-day conference included: Sir Craig Reedie CBE, Vice President, International Olympic Committee; Louise Martin CBE, President, Commonwealth Games Federation; David Grevemberg CBE, CEO, Commonwealth Games Federation; Brian Cookson OBE, President of the Union Cycliste Internationale (UCI); Sarah Lewis, Secretary General of the International Ski Federation (FIS) and the Association of International Winter Sports Federations; Alexander Koch, Corporate Communications Manager for FIFA; Hidetoshi Fujisawa, Executive Director of Communication and Engagement, Tokyo 2020; Simon Clegg CBE, former COO, Baku 2015 European Games; and Ali Russell, Director of Media and Strategic Partnerships, Formula E.

Launching a new international event is not easy, especially when you are trying to reduce environmental impact while transporting materials all over the world.

“When we launched the championship we had many, many different challenges. We didn’t have any cars or any cities to race in,” Formula E CEO Alejandro Agag told HOST CITY at London’s Battersea Park at the close of the event’s first season.

“One of the most immediate ones was how we were going to take everything around the world to different venues.”

Formula E was about to put the logistics for the event out to tender when DHL stepped forward. “DHL said don’t do a bidding process, we want to be your partners; we really like the idea which fits very well with our ‘go green’ concept.”

Sabrina Asendorf, DHL’s Head of Sponsorship for Formula 1 & Formula E told HOST CITY “We joined Formula E in 2013, more or less exactly one year before their first race in Beijing took place in September 2014. 

“We pretty much bought into a concept that we felt was the right idea and vision at the right time with the right bunch of people. This was a very unique situation, to get involved as a major partner at such an early stage.”

Any rights holder would be pleased to have a major sponsor on board so early in an event’s development. “Of course DHL for us was an amazing partner to have – so we very quickly reached a positive agreement,” said Agag. “We especially liked the approach DHL had to minimise the carbon footprint of logistics.

“Any activity pollutes, and carrying all this equipment around the world does pollute, but there are ways of doing it that pollute less than others. I think really what we liked about the approach DHL was that they had a strategy in mind to minimise the carbon footprint of all the transportation of all the logistical operation of the Formula E Championship.”

The global transportation sector, of which logistics is a part, contributes 23 per cent to greenhouse gas emissions. “With that global footprint, we want to be part of the solution rather than part of the problem,” Asendorf said.

DHL was the first international logistics provider to set a measurable carbon efficiency target, to reduce carbon emissions in its operations by 30 per cent by 2020 compared to 2007. The company is making good progress in terms of achieving that target, according to Asendorf.

DHL also operates one of the largest fleets of trucks in the world and is looking into reducing its environmental impact. 

“One of the technologies that we are piloting is electric mobility. This is where we thought Formula E is an interesting concept to support. We see a lot of strong potential for using electric vehicles in the delivery of shipments to the receiver, especially in inner city venues.”

Formula E is forming an alliance of stakeholders from various backgrounds to speed up the development of electric mobility technology.

“This resonated very well with our own targets and objectives in the area of sustainability and got us very excited about Formula E right from the start,” said Asendorf. “We want to make a positive contribution to the quality of life on our planet.” 

From a point of view of fulfilling logistical requirements, the partnership has been a great success. “For us it has been fantastic because it really has been on time, everywhere – and it wasn’t easy, because we had a problem that no one else has,” said Agag.

“We transport lithium ion batteries, which are very heavily restricted – especially in air transportation.”

In 2013, when Formula E was still in development, a new aeroplane – the Boeing 787 Dreamliner – had safety problems linked to batteries catching fire, which led to increased restrictions on flying batteries. 

“It’s been challenging to transport all this equipment around the world, but DHL has been amazing.”

Around 200 tonnes must be transported from one Formula E host city to the next in 10 to 15 containers. 

Battersea Park was the end of the road for the 2014/2015 season, after which all the materials for the race are stored at Formula E’s headquarters, a four-hour drive away at Donington Park. 

“We are really happy to be in Battersea. It was the best choice for us because there has not been one single traffic jam caused by the Formula E race,” said Agag.

“To be in the heart of London and not have an impact on traffic is a major achievement for us.” 

Other circuits presented bigger challenges. DHL’s Motorsport Deputy Managing Director Pierre Luiji Ferrari told HOST CITY “Miami was one of the most difficult, because we are really close to the city. I am sure the residents were not so happy, but it’s just for 24 hours.”

In Moscow, the circuit runs very close to Red Square, requiring roads to be blocked. Formula E is involved in designing the circuits but the ultimate decision is that of the city and transport authorities. 

At the FIA World Motor Sport Council in July, Miami dropped from the Formula E calendar for the 2015/2016 season. Paris was added to the circuit, with the other cities confirmed as Putrajaya (Malaysia), Punta del Este (Uruguay), Buenos Aires (Argentina), Long Beach (USA), Berlin (Germany), Moscow (Russia) and London (UK). The host of one race on 16 March 2016 remains unconfirmed, with Mexico City said to be the most likely candidate. 

Looking further ahead, Formula E plans to introduce new host cities to the championship. 

“We are looking at another race in Asia – and we would like to race in the Middle East,” Agag said. “And we are looking at a race in Switzerland because there is a change in law which means we can race there.”

Cities around the world are expressing an interest in hosting Formula E. 

“We have probably over 200 cities that have asked. When you tell them what you have to do, what it’s going to cost you, the implications and so on – then it filters down. There are some cities that really want it and others that are just asking to see how it works. 

“Realistically we will add five or six new more races in three of four years.

“We’ve been in discussions with DHL to figure out the logistics; we want to reduce the carbon footprint of the championship and we want to go to new locations.”

Ferrari summed up the appeal of hosting Formula E. “A lot of cities apparently want to have the race because it’s attractive. It’s downtown; it’s zero pollution, no noise – it’s easy to receive in a city.”

And as for how many races DHL could cope with, doubling in size is logistically feasible. “We can do it, no problem. Until you reach 34 it’s possible – after that we have to start considering complications.”

Around one third of the world’s population live in the Commonwealth. Many of these people live in some of the world’s biggest cities, which include emerging mega cities such as Delhi and Lagos, as well as established host cities like London, Sydney, Toronto and Glasgow. 

The Commonwealth also encompasses two thirds of the world’s small states and island states, embracing the widest range of cultures of any international association of nations.

The Commonwealth is, in short, incredibly diverse. “Each city, each location is different; it has different strengths and it has different challenges,” David Grevemberg, CEO of the Commonwealth Games Federation (CGF) tells HOST CITY. 

Attainable Games

The CGF’s aim, declared on its website, is “uniting the world through sport”, which it achieves through the Commonwealth Games. While all 71 Commonwealth nations take part, the majority do not have the scale or technical capability to host the Commonwealth Games.

The smaller Commonwealth Youth Games presents a more attainable proposition for cities that want to benefit from hosting a CGF event.

“The structure and approach that the Federation is taking can appeal to emerging markets, to more regenerative markets and sustained markets. We have different cities, all within different phases of their development,” says Grevemberg.

“I think the Games, whether it’s the Youth Games, a Commonwealth Championship event or a multi-sport event, can play a part in contributing to that journey for cities when approached right.

“The Commonwealth Youth Games have great agility for local hosts to make of them what they will. Events like this are fantastic opportunities to create opportunities for those smaller states to showcase what’s on offer, and what their challenges, ambitions and aspirations are.”

The small island states of Samoa and St. Lucia are hosting the Youth Commonwealth Games in 2015 and 2017 respectively.

“For Samoa and St. Lucia, these are accessible and inclusive events; they will be taking in the local context. They are taking a very agile approach, in terms of providing not only a great competitive experience for the athletes and citizens, but also using the event to have a cultural immersion experience.”

While sports events do present fantastic opportunities for hosts to showcase their qualities to the world, the question of to what extent they can bring wider benefits to society is becoming ever more pertinent – particularly when it comes to mega events like the Commonwealth Games, which require major investment to deliver.

“These events, when used with the right time and place and purpose, have the power to be transformational – not just in terms of infrastructure, but also can have economic and social benefits and changes that can build more peaceful, sustainable and prosperous communities,” says Grevemberg. 

“I think there’s demand now that sport delivers on that proposition and that it claims an order as part of a justification of running these events.”

“It’s as much about the journey as it is about the destination of hosting these events. It’s about – what are your ambitions, what are your anxieties and how does this event match up with that – and ultimately is it a good business and social proposition?”

Transformation 2022

Earlier in 2015, the Commonwealth Games Federation suffered from the loss of Edmonton as a candidate city for the 2022 Commonwealth Games during the height of the oil price crisis in February 2015. The CGF, with Grevemberg appointed as CEO following his leadership of Glasgow 2014, embarked on its “Transformation 2022” programme of reform.

Central to Transformation 2022 is a review of the sports programme. 

“Are we being inspiring and innovative in our decisions on the sports we have on the programme? Are we driving efficiency and effectiveness to the delivery of this event? Are we looking at affordability and appeal in getting those balances right?

“Those are the three elements we’re looking at in terms of driving our overall Games proposition to have more inspiring and innovative Games, so the sports on the programme are starting to reflect that,” says Grevemberg.

In making the Games more appealing to potential hosts, the CGF is setting out to communicate more widely and deeply with its network of cities. 

“It’s quite important that we remain agile and listen to what our cities and countries are looking for. We have a responsibility now to work with people and the various partners in cities to ensure that we are accountable, that our events are delivering the benefits that they claim they do.”

The goal is not ultimately to stage sports events, but to use them as a means to improve quality of life.

“Part of this notion, in terms of the proposition to deliver inspirational Games, is to engage and embrace with the cities; and how to work with cities and use major sports events within the Commonwealth to share and exchange best practice for using sports as a tool to drive prosperity. 

“That is what drives sustainability, and obviously that nurtures future hosts and the power of sport within the Commonwealth.”

Commonwealth Cities Exchange

When it comes to best practice, the Commonwealth is blessed with a large number of some of the world’s most successful host cities. 

“If you look at the cities of the Commonwealth that have hosted major sporting events – not just the Commonwealth Games – and the way that they’ve used sport to hold themselves to account, but also to drive some of those sustainable development agendas, there’s no question that the Commonwealth has a strong pedigree of cities that have lived and learned how to do it: the Manchesters, the Glasgows, the Londons, the Sydneys, the Vancouvers, the Edmontons, the Torontos, the Jo’burgs, the Durbans, Kuala Lumpur, Singapore… the list goes on.

“You’ve got a lot of really powerful examples of cities – so how do we create Commonwealth exchange with common purpose, not just to celebrate legacy but also to celebrate ambition?

“The concept is ultimately to share best practice and to help people recognise the power of sport to develop their societies.”

Fully engaging the CGF’s 71 members, the Commonwealth Games Associations – 54 of which perform a dual role as National Olympic Committees – will be crucial to communicate the benefits of hosting CGF events.

“There’s a really strong emphasis on working with the CGAs to build their relationships with private, public and third sector – because you really can’t do anything without that alliance. We need to work with them and their local communities to showcase and drive the value of the events. You also have to look at cities as partners.”

Partnerships with sport’s international federations (IFs) will also be essential for developing sport within the Commonwealth.

“With each of the IFs we are looking at the technical relationship, the developmental relationship; where can we be innovative and have enhancement on our promotional opportunities; promote that sport and its values within the Commonwealth; and finally other opportunities for us as a trailblazing movement to enhance the reputational prominence of that sport.”

Grevemberg cites the Glasgow 2014 athletics track at Hampden Park for as a good example of working in partnership with the IAAF. By raising the ground level, the field of play was widened and the existing national stadium was able to house an athletics track for the Commonwealth Games.

“That created a sustainable solution for athletics in an existing stadium. It minimised cost but created an appealing world class event that wouldn’t leave a white elephant. That was an innovative solution that had enormous reputational benefit.”

Good Governance

Reputation is crucial for rights holders and the popularity of sports should not be taken for granted. 

“We, as sports managers and sports administrators and our leadership, need to be conscious that there are lots of competing forces out there and we do live in turbulent times.

“We need to be agile and respectful, conscious and definitive in the approaches that we are taking to really uphold the values that we promote. That’s ultimately, without being overly evangelical, what we have to lead with. 

“Otherwise we get overtaken – something else will fill the gap. We need to certainly take the necessary steps to ensure our success in the future.”

The values of the CGF are “Humanity, Equality and Destiny”, which Grevemberg describes as referring to “people, how we treat people and how we give people the opportunity to realise their full potential.”

The CGF uses the “medium” of sport to achieve this. 

“The Transformation 2022 starts to put a narrative around those values, which people can really own and understand how we can put those words on the ground. They line up very effectively with the Commonwealth Charter and the principles of peace, prosperity and human rights.

“I believe that sport and the work that we do can play a part in building awareness, advocating or taking tangible action to address those pieces. We are exploring ways with the Commonwealth Secretariat and many sport development bodies to see how we can play a big part. 

“So it’s just having those bold, frank, idealistic, but not naïve, conversations about what can we do with the power of sport to be a force for good.”

HOST CITY 2015

David Grevemberg spoke at HOST CITY’s first conference in October 2014, on the subject of “Beyond the Bid: Winning for the Future” and HOST CITY is very pleased to welcome him back in November 2015 speaking on the subject of “How Cities and Events Innovate to Thrive”. 

On HOST CITY’s launch event last year, Grevemberg says: “Enlightening. I think the calibre of people that attended and spoke was excellent; it was excellent to meet so many experts with a shared perspective and shared passion and belief that the hosting of major events is a force for good.

“I think it’s a great forum to discuss the fact that we are at this crossroads where the integrity of sport, in terms of how sport is managed and run, and what it delivers, is in question right now – that’s the reality. 

“I think forums like that are important for us as the industry and those that may be interested in becoming part of the industry, to be able to come and exchange views, to debate, deliberate and ultimately design some innovative thoughts about where to we go from here.

“Every city, every event is different with different opportunities. At the same time, there is best practice out there that can be transferrable.”

The fact is that events themselves are getting bigger. The Olympics, for example, continues to increase the number of sports contested and this year’s Rugby World Cup was the largest ever staged – official fan zone attendance alone broke the one million mark.

The conference industry, too, is booming – many attract tens of thousands of people and require the kind of infrastructure you might normally associate with a football match. 

As events get more ambitious, the sporting and entertainment industries are constantly evolving to meet consumers’ expectations: larger screens, faster Wi-Fi connections, brighter or more interactive lighting and, more recently, the convenience of electronic ticketing. 

The power needs of events, and therefore energy strategies, have to adapt to meet these challenges. A reliable power source (or several) has become a critical factor in event planning and there has also never been greater emphasis on organisers to meet energy efficiencies in this process. 

Power Pillars

There has been significant investment in energy strategies across the events industry in recent years and typically we see that investment across three "power pillars": reliability, cost & sustainability.

The show must go on. Every event planner works to this mantra and power reliability is usually first on the list of influencing factors. Unplanned disruptions can be catastrophic, especially if the issue is not resolved instantly. Losing broadcast or stadium power even for a minute could cost the event millions – and decimate its reputation. The effects spread across spectators and viewers to the experience of corporate partners, the exposure received by advertisers and, worst of all, the performance of the events’ protagonists themselves – sportsmen and women, artists and actors.

A large amount of our strategic preparation with event organisers is therefore spent on contingency planning, and rightly so. The earlier a power provider is involved in the planning process, the easier it will be to identify issues and create solutions. When we plan an event, we focus on pre-empting possible issues and creating flexibility in the way we deliver power. 

Both mobile and grid-connected energy can be advantageous for the event organiser, with the latter particularly popular when the host expects to stage its event repeatedly over several years. Modern, modular power technology also brings great benefits – from having the flexibility to operate in different environments to reducing waste by managing redundancy more effectively. And while no two events are the same, each one requires a back-up power plan. 

What does this mean in practice? Early stage reliability planning would include ensuring steps can be taken to synchronise and switch over from grid power to mobile power stations as well as verifying connection points for electrical distribution.

Of course, guaranteeing reliable power is only half the battle. Once an event is confident in its energy supply, it needs to deliver efficiencies both to reduce carbon emissions and manage its cost base.

This is where mobile, modular power comes into its own as it tends to be preferred for its relatively low capital cost. By virtue of being temporary, the host does not have long-term financial or environmental commitments in place either. 

The scalability of modular power systems can also help event organisers to flex power levels to suit changing needs. This already happens across many industries – in mining, for example, developers will front-load power resource to construct the mine and its surrounding infrastructure, but then downgrade power resources and focus on fuel efficiencies when operational. 

The events industry faces similar challenges: from the construction of permanent and temporary sites to the creation of supporting infrastructure, preparation for major events is a long-term process. However, once operational, events’ power needs fluctuate dramatically. Modular power is the ideal solution in this instance – for example, we can just as easily install fifty 1 MW generators across many sites as we can fewer, more powerful generators in a smaller area.

But it’s not just how many generators you install, and where. Power technology has made great strides and our technicians at our manufacturing plant in Scotland have made advancements in efficiencies and smart monitoring, too. 

We can monitor power and fuel use of any of our power stations remotely, and can very easily synchronise our generators back to the grid without affecting the supply of power to the events themselves. These advancements can all dramatically reduce energy costs. Of course, individual generators can also be turned on and off as needed, reducing emissions and saving energy.

A final component to delivering a sustainable event is minimising noise emissions. Either the organizer can adopt technology specifically designed to operate quietly; or it can improve the event’s energy efficiency in order to reduce the number and size of generators or coolers in situ.

For instance, we provided temporary power to The 2014 Ryder Cup, where tournament golf requires a discreet audience and an even quieter built environment. We used a new set of innovative “Super Silent” generators that produce very low noise emissions (48-55 dBA at 50 feet). 

However, noise levels also cause a significant challenge for city centre events and sometimes innovative ideas need to be explored in order to minimise disruption to residents. In planning for The 2012 London Olympics, we took this challenge on and placed generators on floating platforms on the River Lea, moving the noise out of the built-up area.

The events industry is growing, evolving and modernising. Power suppliers have to follow suit.

Mayors of the world’s cities are meeting at the Vatican on Tuesday and Wednesday to tackle climate change and human trafficking, in advance of the United Nations Climate Change Summit in Paris later in the year.

The mayors are discussing how cities can help solve these problems in a workshop on Tuesday on “Modern Slavery and Climate Change: the Commitment of the Cities” and a symposium on Wednesday on “Prosperity, People, and Planet: Achieving Sustainable Development in Our Cities”.

The conference, called by Pope Francis, is hosted by the Pontifical Academy of Social Sciences. 

Bishop Marcelo Sánchez Sorondo, chancellor of the academy said: “We intend for the mayors to commit to promoting the empowerment of the poor and of those who live in vulnerable conditions in our cities and in our urban settlements, reducing their exposure to extreme weather events caused by radical environmental, economic and social instabilities, which create fertile ground for forced migration and human trafficking.”

Mayors attending the conference come from cities in all continents, including many Olympic bidding and hosting cities. 

Boston Mayor Martin J. Walsh said: "I am honoured to have the opportunity to represent the City of Boston at the Vatican to discuss the vital issues of human trafficking and protecting our environment. I look forward to joining my peers from around the world to collaborate on how we can prepare our cities for the future." 

Kingston Mayor, Angela Brown Burke said: “Here in Jamaica we are constantly reminded of our contribution to and the effects of human-induced climate change as we experience hotter days and nights, less rainfall and longer periods of drought.

Oslo Mayor Stian Berger Røsland said: "When we say humans must, and can, reduce our climate gas emissions, people do not envision a good public transport system or responsible building legislation. But when cities emit 70% of the world’s CO2, clearly, we do have game-changing tools."

Paris Mayor Anne Hidalgo said: "Modern slavery and climate disruption are two major and intertwined issues for our capital cities.  We shall face these challenges collectively, engaging the political and spiritual forces of our local communities.”

Rio de Janeiro Mayor Eduardo Paes said: "C40 cities have the potential to reduce their annual cumulative greenhouse gas emissions by 1 billion tons by 2020, which shows that together and coordinated, leaders have the power to protect the cities, our common home.”

Rome Mayor Ignazio R. Marino said: "Rome is committed to create a permanent network between cities wishing to engage in the fight against climate change thanks to good energy saving practices.” 

Vancouver Mayor Gregor Robertson said: “Pope Francis' leadership will build on the resounding unity of big cities worldwide in calling for meaningful and binding emissions targets, and for a climate agreement signed in Paris that respects the needs of our cities, our planet and the generations to come.”

The United Nations Climate Change Conference, or COP21, will be held in Paris from November 30 to December 11, 2015.

Durban has been announced as the host city of the XIV World Forestry Congress, the biggest meeting of the world’s forestry sector. 

Taking place every six years under the auspices of the Food and Agriculture Organization of the United Nations (FAO), the event is organised by the government of the host country.

The XIV World Forestry Congress, hosted by the Republic of South Africa, will bring together the global forestry community to review and analyse the key issues and to share ways of addressing them.

According to the FAO, the Congress is inclusive of people from all countries, regions and sectors including government organizations, NGOs, private companies, scientific or professional bodies, forestry societies and individuals.

The FAO is particularly keen that the 2015 event provides a platform for youth, students, professionals, women and local communities have a platform on which to voice ideas and concerns.

The congress is set to propose technical and policy approaches to boost the sustainability of the forestry industry and showcase the latest developments and innovations in global forestry, using multimedia platforms to illustrate practical applications and linkages, the FAO says. 

The venue for the congress, the Inkosi Albert Luthuli International Convention Centre (ICC), is also set to feature in the Durban 2022 Commonwealth Games.

HOST CITY: Does the location of an event have a big impact on infrastructure requirements?

Martin Kallen: We would like it to be similar all the time – that would be easier for us, but wherever you go it’s different. 

Of course we have our criteria and documents we provide to stadiums and organisers to ensure that they meet certain standards. The standards are getting more even. 

However they are still different in terms of the size and quality of infrastructure. Some have better broadcasting facilities, better hospitality facilities or better technical facilities. 

HOST CITY: How does France compare with Poland and Ukraine in terms of event infrastructure?

Martin Kallen: We have 10 stadiums in France, four of which are brand new, 1 existing Stade de France and five refurbished stadiums. If you go to Parc de Princes, they have rebuilt all the hospitality zones, business seats, kiosks, technical area and refreshed the sanitary areas. The remaining seats will be soon replaced.

Lyon is a completely new stadium. Lens is in principle a rebuild, with the construction of a new roof, hospitality and technical area, replacement of seats, etc. Saint-Etienne is a rebuild as well – it’s almost a new stadium on the old foundations.

Bordeaux is a new stadium and Toulouse made an upgrade of the existing facilities as seating area, kiosks and access control system.

If you compare this to Poland and Ukraine, most of the stadiums there were new buildings, with one or two exceptions. 

In Poland, Poznan was a rebuild, but almost the whole stadium was rebuilt. All the other stadiums - Warsaw, Gdansk, Wroclaw - were new. 

In Ukraine you had three new stadiums: Donetsk was finished two years earlier for the club FC Shakhtar Donetsk. Kharkiv was similar to Saint-Etienne, where they rebuilt the stadium on old foundations. 

France is further ahead at this stage in terms of finishing – the infrastructure of most of the stadiums is now delivered. The last one Lyon, will be finished by the end of this year, whereas in Ukraine and Poland a lot of the stadiums were delivered in the last year and two close to the start of the tournament.

In terms of quality, a brand new stadium is much more modern than the one already existing. New stadiums in Ukraine and Poland are similar to the new stadiums in France. 

It is difficult to compare a rebuilding with a new stadium. You always have some challenges because there is a link to the foundations of the stadium, access and so on. If they were built in the seventies, eighties, it’s not the same as today.

HOST CITY: What opportunities are there for event infrastructure suppliers in France?

Martin Kallen: On the overlay side, we are now doing the last tenders. All the suppliers have put their tenders in. It’s now coming almost to an end, because the work will start next year but the tendering process is taking place now.

On the stadium side, all the suppliers were chosen by the stadiums because, except Lyon, the last ones will be delivered by this summer.

HOST CITY: What are the main criteria in choosing a supplier for a UEFA event?

Martin Kallen: One is of course their knowledge – they need to have experience. Secondly, they need to have state of the art, products and services. 

They also need to be sustainable. This means that what they are putting in also needs to be taken away and recycled, or ideally reused in a different form; and when it comes to waste management, that it’s not all going in the garbage – it needs to be sorted or treated. The more it can be reused, the better is the sustainability of the product. 

What is also important is the price. It doesn’t always need to be the cheapest price, but it needs to be a good balance between quality and cost.

Taxes in different countries are always a challenge for suppliers, because they have to establish daughter companies, to recover VAT etc.

For us, the suppliers are very important for the events, as they are in principle specialists in many areas. 

Through the Association of Global Event Suppliers (AGES), they can exchange their knowledge, information, issues, problems, challenges and best practice – this is a very good initiative.

HOST CITY: How will EURO 2020 differ in terms of event infrastructure?

Martin Kallen: The first big difference is that infrastructure in most of the countries is already ready. 

We have only two locations where a new stadium will be built; one in Budapest and one in Brussels.

The other stadiums are already state of the art. We have to put on the EURO overlay; we will start working heavily with the stadium from approximatively 2018.

The overlay required for a big event is mainly for broadcasting and media facilities; then it’s hospitality, commercial facilities and all areas which will be either inside existing stadium premises or temporary facilities built outside. But it’s too early to give further information on that, because we have started the project not long time ago.

HOST CITY: What’s the biggest challenge for EURO 2020?

Martin Kallen: We have different challenges. The biggest one is surely to have a good EURO atmosphere in all the 13 countries as each one has 4 matches in only one host city of the country.

The other challenge is to ensure easy transport access. Or to have back to back matches in a host city, so fans can remain in the city until the next match – these are all important points to look at. 

Of course you have 13 different countries with 13 different legislations, so you have to analyse how you can build a unified ticketing concept which is the same for a supporter in London, Munich and Baku. 

HOST CITY: Will ticket prices be different in different countries?

Martin Kallen: That is a good question. That will be decided at a later stage, whether you can have a set price or a different price category that depends on the purchasing power of the people in the country to buy tickets. 

With growth in demand for temporary infrastructure set to continue to grow from one event to the next, innovation will be crucial to keep pace with this demand, according to senior officials at the International Olympic Committee (IOC) and the Union of European Football Associations (UEFA) speaking at the first conference of the Association of Global Event Suppliers (AGES).

“Temporary infrastructure is crucial for the operation of large events. The demand for such venue infrastructure for media, security, logistics, hospitality and fan zones is increasing from event to event,” said Martin Kallen, director of UEFA operations division and CEO of EURO 2016 SAS – the organisation responsible for all operational aspects of Europe’s biggest football tournament.

There are major business opportunities for suppliers of temporary infrastructure at the upcoming UEFA EURO 2016 in France, Kallen said.

The recently adopted Olympic Agenda 2020 will drive demand for temporary infrastructure, said Xavier Becker, Head of Venues, Infrastructure & Services at the IOC.

“The IOC wants to actively promote the use of existing and temporary infrastructure to contribute to more sustainable and cost effective solutions,” he said.

“Furthermore the IOC wishes to develop the awareness regarding temporary infrastructure and to promote an earlier engagement with the suppliers market.

"I would also encourage the industry to develop innovative solutions, and to think about new reusable large facilities to provide more flexibility for organizers.”

The need for innovation was also stressed by Kallen, who said “Suppliers need to fulfil high selection criteria. Quality, reliability and the capacity to innovate are key.”

The conference, which took place in Derbyshire, UK on 2 and 3 March, was the first gathering of members and associate members of AGES who, along with other industry experts, discussed the challenges and opportunities for temporary infrastructures and demountable venues for large events. 

The event was organized by AGES and hosted by Eve Trakway. 

“We want AGES to become the platform for the industry and establish a framework and forums to become an integrated part of the delivery solution for all key stake holders,” said Daniel Cordey, chairman of AGES.

“AGES will approach governmental bodies and organisers, who face the challenge of finding appropriate solutions, to explain the huge possibilities of the industry and to help develop true legacy plans for their events.”

Since being founded by 18 members in June 2014, AGES has almost doubled in size.

“Looking down the growing list of members it is very encouraging to see the incredible level of event expertise assembled around one table,” said Guy Lodge, an honorary member of AGES who has been involved in three major events in Russia, Scotland and Brazil.

“It drives home the challenges that the industry faces, around budget pressures, varying procurement practices and regulatory compliance”. 

AGES is a not-for-profit-making organisation based in Switzerland formed to become the label for quality and reliability for temporary infrastructure works for major events.

Its members are market leaders in the international event suppliers industry and front runners in the development of new products and services. Together they annually deliver services and works for close to 1.5 Billion EUR. 

AGES seeks to present the capabilities of the industry to governmental bodies, key stakeholders and organisers of large sports events, to develop standards and procedures, to facilitate interaction and to obtain cost-effective infrastructure solutions for future events. 

For more information, please visit www.ages.international or contact Daniel Cordey, Chairman of AGES at info@ages.international or by telephone +41 79 407 06 06

The Plasticity Forum will hold its fourth annual conference on 8 and 9 June in Cascais, on the outskirts of Lisbon, Portugal. The forum will bring together approximately 200 business leaders and experts to discuss innovative solutions to the growing plastic pollution problem facing land and marine environments.

A global event, The Plasticity Forum was launched in Rio de Janeiro, and has since been held in Hong Kong and New York, with the upcoming conference marking its first European event. 

The venue for this year's event will be the Pousada de Cascais - Cidadela Historic Hotel, an old fort facing the Atlantic Ocean that has been converted into a boutique resort. The event will also include a dinner for all attendees at The Presidential Palace in Cascais.

A recent study from the University of Georgia's College of Engineering found between 4.8 and 12.7 million metric tons of plastic entered the ocean in 2010 from people living within 50 kilometers of the coastline. That year, a total of 275 million metric tons of plastic waste was generated in those 192 coastal countries. Globally, some 280 million tons of plastic is produced annually, yet estimates suggest that only 10 percent is actually recycled. 

Capturing this waste stream presents a significant and untapped business opportunity, as does the redesign of packaging and the thought process around waste creation. The Plasticity Forum presents ideas and opens up discussions on how to harness this material in new ways.

"Companies are beginning to realize that environmental sustainability has a positive impact not only on the communities they serve, but also their own bottom line," said Doug Woodring, founder of Plasticity. “Managing the plastic ecosystem through recycling, reuse and closed-loop methods can make our planet healthier while also creating efficiency in corporate supply chains.”

Sustainability is a relatively new concept to the FIFA World Cup, which has a significant impact on the environment, but last year’s tournament set new standards that will influence other future mega events, FIFA and Brazilian officials said on Tuesday.

“Sustainability is something quite new in the organisation of the FIFA World Cup,” FIFA secretary general Jérôme Valcke said at the launch of a sustainability report on the 2014 World Cup.

“Brazil learned a lot with the FIFA World Cup, Rio learned a lot for Rio 2016, but we also learned a lot and we will implement these learnings in 2018 in Russia in the 11 host cities and 12 stadiums.”

The deputy sports minister of Brazil, Luis Fernandes added “The FIFA World Cup stadiums in Brazil became a benchmark for the world because they have all pursued sustainability certificates. 

“Based in this experience, a sustainability certificate has become a requirement by FIFA in the future editions of the World Cup. This is a legacy to Brazil for the world.”

Hosting the FIFA World Cup involves large transportation operations, catering for millions of spectators, managing waste as well as powering and broadcasting the event globally.

“This has inevitably had an impact on both society and the environment in the host country,” said Federico Addiechi, FIFA's Head of Corporate Social Responsibility. 

“To us, sustainability is about how we do things and trying to find a balance between the social, economic and environmental aspects. It is also about minimising risks associated with the event and reducing the negative impact of it, while maximizing the positive one.”

The 2014 World Cup in Brazil took place in 12 stadiums, seven of which were new and five of which were renovated. Eight of the stadiums integrated solar power in their designs. 

Nonetheless, preparing for and hosting the 2014 FIFA World Cup is estimated to have produced 2,723,756 tonnes of CO2 equivalent.

“Brazil is a developing country and we identified that the opportunity to host the FIFA World Cup was a historical window to leverage investments in infrastructure and services, which our country needed and still needs,” said Fernandes. 

“Brazil today is recognized as a country that, in spite of the scepticism, delivered the FIFA World Cup with excellence and today we have infrastructure that improved the lives of Brazilians.”

The venues were spread over all the major regions of the huge country. The 41,000 capacity Arena Amazonia, for instance, was built in the remote resort of Manaus. There is not a big footballing culture there and the only event since the World Cup to draw a capacity crowd was Boi, a local cultural festival. 

“The FIFA World Cup left us memories of great football, but also a great responsibility. Brazil has now 12 modern arenas in all five regions,” said José Maria Marin, chairman of the Brazilian Football Confederaition (CBF) and 2014 local organising committee.

“A challenge, but also an opportunity for clubs and cities to strengthen local football and offer a new entertainment option for the community beyond football matches.”

Despite the challenges of utilising this new infrastructure, FIFA is working in Brazil to continue building even more venues in more regions of the country through a US$100m legacy fund. 

“Brazil is already a giant in football, but we still need to develop infrastructure and this will be done by FIFA and CBF through the Legacy Fund,” said Fernandes. 

According to FIFA, the main areas to benefit from the fund will be football infrastructure in the states that did not host World Cup matches (60 per cent), grassroots (15 per cent) and women’s football (15 per cent). 

“For the Legacy Fund, we agreed it should go to developing women's football, grassroots and to regions where there were no FIFA World Cup matches,” said Valcke.

“On women’s football, there is potential to do more in Brazil. We work together with CBF so they can establish a dedicated structure for female football through the legacy fund,” said FIFA Director of Member Associations and Development, Thierry Regenass.

“There should be good grassroots programmes. The idea is also to work in partnership with local government and other partners in order to publicise more women's football and make it sustainable.”

Valcke stressed that the awarding of contracts will be carefully monitored. “FIFA is supporting CBF in order to identify and make sure we are working in the right projects. We have a permanent audit system that monitors our member associations, certifying everything is under clear rules and regulations. 

“Not a single pay will be made without FIFA having a look at the way it will be used and making sure we are part of the decision process.”