Tokyo 2020 - Host City

Organising committees combine art, culture and sport on Olympic day

Photo Credit: Tokyo 2020

[Source: IOC] As the next hosts of the Olympic Games, the organising committees for PyeongChang 2018, Tokyo 2020 and Beijing 2022 each featured celebrations of art, culture and sport for thousands of people on Olympic day.

 

PyeongChang 2018

With less than eight months to go until the Olympic Winter Games PyeongChang 2018, the Korean organisers seized on Olympic Day as an opportunity to spread the Olympic values far and near.

In Gangneung, the PyeongChang 2018 House featured a mascot photo zone, colouring projects and an Olympic torch exhibition. The festivities spilled over into Saturday, with opportunities for children to craft their own clay mascots, while families also tested their Olympic knowledge with interactive quizzes.

On the other side of the country in Seoul, students from Seoul University formed 70 dance teams at the Seoul Olympic Park and Lotte World Mall to create flash mobs that also featured Soohorang, PyeongChang’s mascot for next February’s Olympic Winter Games.

 

Tokyo 2020

While PyeongChang got creative on Olympic Day, Tokyo combined art with action, as students from 12 universities across the city came together for a day of music, dance and cheerleading performances. After watching dynamic routines, members of the audience voted for winners that they felt had achieved their “personal best”, which is one of the mottos of the Olympic Games Tokyo 2020.

Almost 1,000 students, in association with Tokyo 2020, co-organised the event. With students engaged in the planning and promotion of the festival, the celebration reflected both sport and Japan’s famous youth culture, providing a glimpse of what the world will get to enjoy as part of the Olympic Games Tokyo 2020.

 

Beijing 2022

More than 20,000 Chinese people from nine provinces took part in Olympic Day celebrations. The cities jointly launched a variety of activities that promoted the Olympic spirit, including a road race with nearly 2,000 athletes at the National Olympic Sports Centre. Beijing 2022 also organised “Olympic culture camps”, which allowed participants to practise both summer and winter Olympic sports.

 

Source: www.olympic.org

Olympic overlay and procurement, from Rio to Tokyo

Paul Jouanneau, Director of Installation Centralised Services, Rio Organising Committee of the Olympic and Paralympic Games

At this year’s Annual Event of the Association of Global Events Suppliers (AGES) in March 2017 in Basel, Daniel Cordey, Chairman of AGES moderated a panel discussion featuring: Gilbert Felli, IOC’s Senior Olympic Games Advisor; Masamitsu Isaka, Senior Director, Tokyo Organising Committee of the Olympic and Paralympic Games (TOCOG); Paul Jouanneau, Director of Installation Centralised Services, Rio Organising Committee of the Olympic and Paralympic Games (Rio2016); Jeff Keas, Senior Event Architect / Senior Principal at Populous; and Hans Verhoeven, CEO of MTD and deputy chairman of the Association of Global Event Suppliers (AGES).

AGES shared with Host City some of the panellists’ comments.

 

Daniel Cordey: What were your personal ups and downs as the Director of Centralised Services, including the overlay for the Rio 2016 Games?

Paul Jouanneau: To summarise my feelings, I would say I felt:

Despair to have so much do to do and so little time and few people when joining the organiser. This resulted in a huge learning curve.

Fear of failure due to the quantity of crucial decisions to be done in a such a short time, while staying optimistic.

Proud of the achievements, even though there is still a way to go to finalise all deals because of the finance gap.

 

Daniel Cordey: How can you describe your experiences as the senior IOC advisor for the Rio 2016 Games, or in other terms, what were your major challenges?

Gilbert Felli: The experience from Rio was that altogether there was a low understanding about the requirements for temporary infrastructure for an event such as the Olympic Games. However, the bigger challenge was the fact that we never had a finalised responsibility matrix between the different partners for the delivery of this temporary infrastructure. Not only was this matrix not clear on every subject but, many times, agreements that had been reached between parties were completely reversed a few weeks later. This gave an uncertainty for the Organising Committee and the delivery partners on what they had to deliver and who would finance it. This delayed decisions and put both the organisers (OCOG) budget and the operation plans at risk.

 

Daniel Cordey: You mentioned that the constant transfer of responsibilities between the stakeholders affected the delivery of the infrastructure. Can you specify?

Paul Jouanneau: Sure, as example: by the end of 2014, City Hall required Rio2016 to assume the execution of International Broadcast Centre’s HVAC and Energy and Electrical power and outlets. This scope was never forecast and no team available. The tender process restarted from scratch to comply with Rio2016 Governance.

At a certain point Maracana and Copacabana Clusters overlays were to be supplied trough City Hall and federal government respectively. The decision took close to six months, was negative and implied in a huge delay in project and construction.

 

Daniel Cordey: The use of temporary infrastructures is promoted through the IOC Agenda 2020 to reduce costs and to avoid so-called “white elephants”. Do host cities know how to deal with temporary infrastructures?

Gilbert Felli: Let me reassess that the IOC had always clearly stated, during the bid process or as soon as the Games were awarded, that venues with no legacies should be constructed in a temporary manner. However, this message was never clearly understood by all partners, both from the Olympic Family and the local organisers.

On the organisers’ side, there was always an optimistic view on possible future legacies of the venues. Agenda 2020 finally clarified the IOC position both within the Olympic Family and with the organisers. Following this clarification, the IOC will have to be more proactive in the future with assisting organisers in managing all the temporary infrastructure delivery process.

 

Daniel Cordey: You deplored the lack of inventory of certain overlay items and too little cooperation between the national and the international supply chain. What went wrong?

Paul Jouanneau: The cooperation between local and international supplier occurred but not on long-term perspective as it would be expected. Cooperation seemed to happened just by necessity. Somehow, the difficult economic and political situation contributed to that approach.

 

Daniel Cordey: From a global supplier’s point of view, how could the cooperation between local and global suppliers be triggered?

Hans Verhoeven: Local involvement is important to close international deals. The format for this can change per commodity supplier and per country. It can go from joint ventures with local companies or just supplying equipment to a local supplier or hiring a local representative and offer to set up a local company with local purchasing of equipment and hiring local employees. My experience is that the event supplier must always have a local component in their offer. The more local content in your offer, the more chance to close the deal.

 

Daniel Cordey: What would you wish the organiser to change or improve in the procurement process?

Hans Verhoeven: Procurement should start earlier (about two years ahead of the Games), the procurement process itself talking with the international event suppliers even earlier. Experienced overlay suppliers can provide valuable inputs to the Overlay team with workshops and other means. This helps them with the design and budget processes. Also, specialised suppliers can help the organiser with feasibility studies and value engineering. With clear and practice orientated information the procurement process and quality of tender documents can be improved. Another point would be to have contracts with a rate card to enable the process in closing early contracts at least one year in advance.

 

Daniel Cordey: You are often involved in the Venue Development and Planning process for Olympic Games. What do you focus on when consulting, or supervising local design companies, in particular when it comes to temporary infrastructure?

Jeff Keas: We get involved at different timelines in the life of a major event including the bid phase and after a city has won the rights to host a major event.  After a city has won, we work on both permanent facility design (masterplans, stadia, arenas, etc.) as well as temporary or overlay design. When working with an organising committee on the overlay design Populous looks at major events from what I would describe as a holistic approach – meaning strategy and program management, design, procurement, delivery/site management and operations. 

The overlay design is a reflection on the operations.  The design should reflect the procurement and delivery strategy.  And the overall program management strategy will impact the overlay process.

Many of our clients are new to major event planning and overlay so we inform them about overlay and the overall overlay process.  We advise on cost efficient methods but also look for opportunities to raise the level of design.  We focus on the experiential side while also looking for opportunities to generate revenue for our clients.

 

Daniel Cordey: You visited Rio as the responsible of procurement of the next Olympic Games. What were your key learnings with respect to the procurement of overlays when visiting the Rio 2016 Games?

Masamitsu Isaka: I learned a lot from Rio2016. I have visited Rio and by visiting the actual place of the Games, I have gained a lot of information such as the scale for the Games and had the opportunities to contact global companies.

Firstly, I learned the importance of speed and timing. Specifically, it is important to evaluate and make decisions at an appropriate timing in order to prevent costs rising. For that purpose, I also learned that it is important to exchange information with enterprises who have experiences and knowledge, like AGES members.

The second one is the balance of price and quality. The third one is the difficulty of handling after Games.

It is difficult to procure a large scale of commodities, but I learned that dealing with them after the Games is also difficult. Thus, we need to think about after the Games at the time of procurement. For that purpose, we would like to rent and lease as much as possible.

Finally, I learned about the importance of the proper use of turnkey and commodity base, with regard to the procurement method.

In Japan there are few transactions with international suppliers in terms of overlay, thus we need to deepen mutual understanding.

 

Daniel Cordey: How do you expect the global event suppliers to prepare for the Tokyo 2020 Games?

Masamitsu Isaka: I believe that cooperation and input from global event suppliers with abundant experiences and knowledge is necessary for the success of the Games. Not only introducing past achievements, but to make suggestions on what AGES and its members can do for Tokyo 2020. Therefore, we invite you to deepen the understanding of our culture and customs and to offer competitive services, which we will truly need.

 

Panellists’ Biographies

Gilbert Felli, IOC’s Senior Olympic Games Advisor, Former Olympic Games Executive Director and Honorary Member of AGES. Gilbert was based in Rio during the last two years, holding the key role of liaison contact between the Rio 2016 OC, Brasilian authorities and IOC.

Masamitsu Isaka, Senior Director, Tokyo Organising Committee of the Olympic and Paralympic Games (TOCOG). He joined TOCOG in January 2015 as the Senior Director of Procurement.

Paul Jouanneau, Director of Installation Centralised Services, Rio Organising Committee of the Olympic and Paralympic Games (Rio2016). Paul joined Rio2016 in January 2014 as responsible for the Venues and Infrastructure Department (VED), which included overlay.

Jeff Keas, Senior Event Architect / Senior Principal at Populous, Denver. Jeff has worked on several major events including seven Olympic and Paralympic Games and two FIFA World Cups. He was the project design lead for London 2012 and now provides design services for the 2020 Olympic and Paralympic Games in Tokyo.

Hans Verhoeven, CEO of MTD and deputy chairman of AGES. MTD is a full-service organisation with turn-key solutions for the installation of temporary water infrastructures and water treatment with a large Olympic Games experience.

Daniel Cordey, Chairman of the Association of Global Event Suppliers (AGES). Previously Daniel was at the helm of a global event supplier for more than 2 decades. He also managed many major events projects.

 

Tokyo 2020 and Rugby World Cup 2019 team up in landmark agreement

Akira Shimazu, CEO, Rugby World Cup 2019 Organising Committee and Toshiro Muto, CEO, Tokyo 2020

[Source: Tokyo 2020] The Tokyo 2020 Organising Committee and the Rugby World Cup 2019 Organising Committee have signed a landmark collaboration agreement in which the two organisations will exchange knowledge and resources to maximise benefits and impacts for their respective events - two of the world’s biggest - being hosted by Japan over the next three years.

The organisers will share their experiences preparing for and managing major sporting events, including security measures, transport infrastructure, venue management, volunteer programmes, and anti-doping programmes.

A signing ceremony to mark the inauguration of the agreement was held on Wednesday (26 April), attended by Toshiro Muto, Tokyo 2020 Chief Executive Officer (CEO) and Akira Shimazu, CEO, Rugby World Cup 2019 Organising Committee.

John Coates, vice-president of the International Olympic Committee (IOC) and chairman of the IOC Coordination for the Games of the XXXII Olympiad Tokyo 2020 commented:

“The attention of the sporting world is already focused on Tokyo and Japan as they prepare to host the 2019 Rugby World Cup and Olympic Games in 2020. Just as there are many significant opportunities and benefits that will accrue to the host country from these events, there will be synergies and benefits, such as in the training of volunteers, from the two Organising Committees working closely together in the preparation years.”

Bill Beaumont, Chairman of World Rugby commented: “World Rugby welcomes this landmark agreement, which will further boost preparations for two very special major sporting and cultural events. There are many synergies between the hosting of these two events, from technology to venues, and from security arrangements to volunteer training. We look forward to working with all parties to deliver on this opportunity. Rugby is a sport where a strong common vision, shared values and teamwork underpin success and I am sure that this agreement will be great for Rugby World Cup, great for the Olympic Games and great for the people of Japan.”

The organisers expect the agreement between Rugby World Cup 2019 and Tokyo 2020 to maximise the combined legacy of the events for Japan, for the Asian region and for international sport. Improved sporting facilities, as well as enhanced security systems, transport infrastructure and what is hoped will be an emerging volunteer culture will continue to benefit Japanese society long after the two events are over. The events will also aim to renew Japan’s international reputation as an experienced sporting event host.

Sapporo 2017 will provide ‘valuable experience’ for Tokyo 2020

Sapporo 2017 opening ceremony (Image: SAWGOC / Photo Kishmoto)

Yoshiro Mori, president of the Tokyo Organising Committee for the Olympic and Paralympic Games 2020, believes the Sapporo 2017 Asian Winter Games will provide “valuable experience” in the build-up to Tokyo 2020.

The Olympic Council of Asia’s 8th Asian Winter Games opened at the Sapporo Dome in February featuring five sports, 11 disciplines and 64 events at 12 competition venues.

Mori said: “It is a great honour for Japan to be able to host such a prestigious event as the Asian Winter Games for the fourth time. The Tokyo 2020 Organising Committee would like to welcome and wish the best of luck to the athletes from 32 countries and regions who are competing at this birthplace of the Asian Winter Games.

“We would also like to send our best wishes to the organisers who will be able to showcase the best of what Sapporo and Japan have to offer: world-class facilities, a centuries-old culture imbued with a modern and cosmopolitan spirit, as well as a unique Japanese kind of hospitality we call ‘omotenashi’.”

A record 1,200 athletes and 32 National Olympic Committees competed in Sapporo 2017 and Mori added that the logistics behind the Asian Winter Games are important for Tokyo 2020 preparations.

Mori said: “For Tokyo 2020, the Sapporo 2017 Asian Winter Games offers the experts we are engaging in various fields, from transportation to medical services, media operations and venue management, an opportunity to gain valuable experience in advance of the Tokyo 2020 Games.

“For international delegations and sports fans, they also offer a foretaste of the experience that awaits them at the Tokyo 2020 Olympic and Paralympic Games.”

 

Japanese Olympic Committee clears Tokyo bid of breaking law

The Tokyo 2020 Olympic bid committee did nothing wrong in making payments to the Black Tidings consulting company during its campaign, the Japanese Olympic Committee (JOC) has concluded after an investigation into allegations of illegal activities.  

The Guardian newspaper in the UK revealed in May that the Tokyo 2020 Olympic bid committee had made a payment of GB£1m to Black Tidings – a company headed by Singaporean consultant Ian Tan Tong Han.

Tan has since the 2008 Beijing Olympic Games been a close associate of Papa Massata Diack, the son of Lamine Diack – who himself resigned from the IOC amid claims that he accepted bribes to cover up positive drugs tests when he was president of the International Association of Athletics Federation.

The payment to Black Tidings, reportedly signed off by JOC President Tsunekazu Takeda, was the subject of an investigation by French police into whether the money was connected to votes in the host city election.

But the report by the JOC, released on Thursday, said there was no evidence that the relationship between the Tokyo 2020 bid committee and Tan was “illegal or invalid under the civil laws or criminal laws of Japan, and there is no doubt that it is lawful”.

The JOC also said the payment did not break French laws or violate any IOC ethical guidelines.

“I believe that Tokyo has been cleared of any suspicion of bribery”, said Yoshihisa Hayakawa, a lawyer who led the three-member panel told the Guardian.

The news comes shortly after the recently elected Yuriko Koike governor of Tokyo hit out against the spiralling cost of hosting the 2020 Olympic Games, saying that the plan needs to become sustainable and credible again.

In a video interview with the Wall Street Journal, Koike said: “The budget for Tokyo Olympic and Paralympic games is currently increasing.

“I think we need to go back to our original plan of sustainability and credibility, and make a plan once again. This is what I have come to believe.”

Since Tokyo won the bid to host the Games, Zaha Hadid’s initial designs for the main stadium have been rejected due to cost concerns. The Games logo also had to be redesigned due to allegations of plagiarism.

And the former Tokyo Governor Yoichi Masuzoe resigned in June 2016 over a scandal relating to public funds for personal use.

The new Governor Koike, appointed at the end of July, has highlighted sustainability as an area of focus for the Games. “Spending money does not necessarily lead to improved result,” she said. “The keyword is the three Rs: reduce reuse and recycle.”

The safest pair of hands

Shizo Abe, Jacques Rogge, Tsunekazu Takeda

The race to host the 2020 Summer Olympic and Paralympic Games was a tightly fought campaign, right until the allimportant secret ballot in Buenos Aires.

In the first round of voting no clear frontrunner emerged: Tokyo fell just short of a majority, with the remainder of votes split evenly between Istanbul and Madrid. In the run-off round that followed, a slender four vote lead enabled Istanbul to progress to a final round of voting, in which Tokyo garnered 60 votes to Istanbul’s 36. Scenes of jubilation from Japanese delegates ensued. After the initial elation of winning the bid, Tokyo is now faced with the reality of preparing for the biggest event in the world. “It is a huge task to host the Olympic and Paralympic Games, but it is also an incredible honour as well as extremely exciting,” bid CEO Masato Mizuno tells HOST CITY.

“This post-election phase is a period of transition, during which time we must create the Organising Committee. Our primary job is to now establish the committee in collaboration with the Tokyo Metropolitan Government, the Japanese Olympic Committee and the central government. The entire nation, or ‘Team Japan,’ will work together in a unified effort to deliver the Games in 2020.

“Our promise to the IOC is to deliver a superb Games in 2020. Delivering early will allow us to focus on the extras that will make the difference between the Games being good or fantastic.”

Different degrees of risk
IOC Vice-President and IOC member in Great Britain, Sir Craig Reedie chaired the Evaluation Committee that assesses the bid cities’ capacity to hold the Games. “The three cities that remained in the race all put together very coherent and first class candidatures,” he reminds HOST CITY. “The Games could be run in any one of these three cities, but they all presented different projects with different degrees of risk.”

Each city faced its own challenges, from the badly damaged Fukushima nuclear plant in Japan and the plight of the Spanish economy to the Turkish authorities’ reaction to the Gezi Park protests in Istanbul.

“It’s interesting that the questions marks featuring in all of the three cities were issues over which the bid committee had absolutely no control. This is the story of Olympic bids; bid committees have to be able to deal with situations that arise over which they have no control.”

If the promise of opportunities in new regions was the defining feature of Rio and PyeongChang’s winning bids for the 2016 and 2018 Games, this time it was guarantees of stability that would clinch the matter. With Spain floundering in a turbulent global economy and with public protests disrupting Istanbul’s bid, Tokyo was considered to be the safest bet.

The Tokyo 2020 team highlighted the commercial potential of holding the games in Asia and Tokyo’s USD 932m sponsorship revenue forecast. “Tokyo had its funding in place, it had a pretty compact plan using reclaimed land in Tokyo Bay and they benefitted from the fact that they still have a number of the splendid buildings that were built for the 1964 Games,” says Reedie.

The destruction caused by the 2011 tsunami in Japan and the leaks that followed at the Fukushima nuclear plant became a major focus, which Prime Minister Shinzo Abe tackled head on in Buenos Aires. Describing Tokyo as “one of the safest cities in the world,” Abe told IOC members: “Some may have concerns about Fukushima. Let me assure you, the situation is under control. It has never done and will never do any damage to Tokyo.”

At the same time as representing a risk factor, the disaster also created a powerful emotional aspect to the bid. Paralympian Mami Sato, whose home town was devastated by the Tsunami, emphasised the point that sport and the Olympics had the potential to reinvigorate and rebuild Japan following the disaster.

“They were very grateful to the rest of the world for the sympathy and help they had when they suffered the tsunami,” says Reedie. “The IOC contributed to the fund and the Olympic movement rallied round. So to that extent they were grateful and therefore it was emotional.”

Public support was another challenge that Tokyo faced throughout the bid process. “In early 2012, the first IOC figures suggested that only 47 per cent of the population was behind us,” says Mizuno. “We worked intensively to improve support for the Tokyo 2020 Games, and indeed it grew steadily, especially once people celebrated Japan’s medal success at London 2012. A halfmillion spectators turned out to cheer our national heroes during Japan’s first-ever parade for Olympic medallists.

“We were pleased that the IOC survey in March confirmed 70 per cent support and that the most recent figures are around 90 per cent, according to a survey by the Ministry of Education, Culture, Sports, Science and Technology.”

Keep it compact
Fifth-time bidder Istanbul was viewed by many as the frontrunner for much of the campaign. But as well as the controversies surrounding the Gezi Park protests and recent doping scandals involving several Turkish athletes, Istanbul’s bid was also hindered by the wide scope of its concept.

“Quite clearly the transportation issue was the one that concerned the Evaluation Commission and there was no doubt, despite claims made, that some venues would involve a considerably longer travel time than some of the other cities,” said Reedie. “The larger amounts of money that were being spent weren’t being spent simply for the Games; they were being spent to keep the city moving.”

Reedie points out that hosting the Games can leave a lasting legacy without the need for the huge amounts of capital spending proposed for Istanbul and seen in London.

“London chose to develop the most deprived part of the capital and that’s been the most wonderful legacy – but it’s not a condition of bidding for the Games. The IOC doesn’t say we need you to spend billions of dollars. It’s your call as a city; and in fact we go out of the way to separate the organising committee budget and the non-organising committee budget. What cities frequently do is use either the bidding for the Games or the winning of the Games as a catalyst to do things they might not otherwise.”

Could you host the Games? 
There can be only one winner, but Reedie says the strength of all three bids and the commitment put into each one is testament to how important the Olympic Games is to cities and nations around the world.

“At the end of the day all three cities presented wonderfully well. It’s not often the IOC is blessed with three Prime Ministers, from three candidates, all coming from the G20 summit in St Petersburg all the way to Buenos Aires to make their presentations. It just gives you some idea of the regard in which hosting the Olympic Games is held and the importance of it to the cities and the countries who support them.”

The newly elected IOC President Thomas Bach recently revealed he wanted a far greater range of countries and cities to bid for future Games. Baku in Azerbaijan and Doha in Qatar were the two other applicant cities that failed to make it to the candidature stage of bidding for 2020 and the likes of Nairobi, Casablanca and Taipei are considering bids for the 2024 Summer Games.

Reedie says the success of London 2012 is stimulating interest the world over. “The Olympic brand and the Games are now at a very high level after the success of the London Games and it would be a very good thing if more cities applied in future years to host summer, winter and youth Games. “There is a feeling out there that you have to spend vast amounts of money to do it; I don’t believe that to be the case. There are many cities with lots of sports facilities which could be used to host the Games.”

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