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1 Freedom of Information Act Publication Scheme Protective Marking Not Protectively Marked Publication Scheme Y/N Yes Title Sustainability of Policing Operations for the London Olympic and Paralympics Games Version Summary This report demonstrates progress for the 2012 Olympic and Paralympics Games (B)OCU or Unit, Directorate Corporate Development Author Review Date December 2015 Date Issued December 2013

2 Sustainability of Policing Operations for the London 2012 Olympic & Paralympic Games contents

3 345,400 litres of fuel used in the MPS fleet 440 tonnes of CO 2 produced from MPS temporary buildings contents 220,000 meals served to officers 2,265 cubic metres of water used 262 tonnes of waste generated ZERO waste sent to landfill Metropolitan Police Service / Olympic Sustainability Report 2

4 Contents About this report and acknowledgements Foreword Introduction and overview of MPS approach to Sustainability To be the best police service in the world Development of a Sustainable Event Management System LOCOG Sustainability Aspirations Scope of Reporting Identifying Our Impacts Our Approach to the Games Our Games Time Impacts Outcomes and Achievements Conclusions and Report Recommendations Metropolitan Police Service / Olympic Sustainability Report 3

5 About this report This report describes how the Metropolitan Police Service (MPS) addressed sustainability of policing operations during the planning and delivery of the Olympic and Paralympic Games. The focus of the report will be on the MPS s significant sustainability impacts and how these were monitored, measured and mitigated where possible. We have set out how our Olympics sustainability programme was developed from the early stages of London winning the bid for the Games. The report also outlines how we are ensuring that the MPS supports a legacy that brings positive improvements to the communities we serve. This report is supported by the inclusion of case studies and images and can be read in conjunction with our annual How We Police report which sets out our annual achievements as part of the Met s business as usual sustainability management. Metropolitan Police Service / Olympic Sustainability Report 4

6 Acknowledgments This report was prepared by the MPS Environment and Sustainability Team, part of MPS Property Services Department within the Directorate of Resources. The following have provided specific support with the content of this report and the development of the MPS Sustainable Event Management System: MPS Property Services Department (PSD) Olympic and Paralympic Policing Coordination team (OPC) MPS Operational Support Group (OSG) MPS Directorate of Information (DoI) MPS Programme Delivery Team MPS CO12 Olympic Security Directorate MPS Transport Services MPS SO23 Olympic Command MPS Catering Services and their contractors MPS Air Support Unit (ASU) MPS Facilities Management Services (FMS) Suppliers MPS Mounted Branch The Job MPS Procurement Services London Organising Committee of the Olympic & Paralympic Games (LOCOG) Further information relating to this report can be obtained from the MPS Environment and Sustainability Team environment@met.police.uk Metropolitan Police Service / Olympic Sustainability Report 5

7 Foreword Policing the Olympic and Paralympic Games presented a challenge to the MPS like no other. 205 different countries participated, over 14,500 athletes competed against each other and many million visitors came to London. It fell to us, the Metropolitan Police supported by colleagues and partners, to keep them all safe and secure. This was the biggest operation that the Met has ever had to undertake, with over 10,500 police officers deployed on the operation on peak days. This was in addition to our officers on boroughs and in specialist units ensuring that daily policing continued in London and that tackling crime and the safety of our communities remained a priority. It was our duty as a responsible organisation to ensure that the London Olympic and Paralympic Games was policed with sustainability in mind. We worked with our partners at LOCOG to ensure that, as well as tackling crime, sustainability was incorporated into our planning process as a priority. As National Olympic Security Coordinator for the London Olympic and Paralympic Games, I am proud that the MPS made a significant contribution to delivering the most sustainable Games ever. Assistant Commissioner Chris Allison National Olympic Security Coordinator and Head of the ACPO Olympics Business Area As MPS Director of Resources and Environment Champion, it is my duty to ensure that the MPS manages all of the resources we are entrusted with in a responsible and efficient way. Policing the London 2012 Olympic and Paralympic Games was no exception. It was vital that the MPS considered the sustainability implications of policing the Games early on and with this in mind, we ensured that targets were incorporated into our Corporate Social Responsibility strategy and annual Sustainability Management Plans to address sustainable event management. This report demonstrates how the MPS achieved those goals and how we will continue to build on our successes in the future. Tracie Evans MPS Director of Resources and Environment Champion Metropolitan Police Service / Olympic Sustainability Report 6

8 Introduction The 2012 Olympic and Paralympic Games saw the world s largest sporting event ever hosted in the UK. To ensure the safety and security of those involved required UK policing to mount the largest peacetime operation in modern times. Work has been ongoing within the Met and partner organisations to prepare for the Games since they were awarded to London on 6th July Every member of the Met played a role in securing the Games or maintaining our service to Londoners during the summer of The Olympic and Paralympic Games in numbers: 10 million tickets sold The Olympic Park is the size of 357 football pitches 11 residential blocks within the Olympic Village 34 Olympic sport venues 21 Paralympic sport venues 10,500 police officers - estimated number deployed on peak days nationally 22 Forward Command Posts for the operation in London 1.8 million officer deployments during the games The MPS is the largest employer in London, with employee numbers in excess of 50,000 people across 32 London Boroughs. An organisation the size of ours generates many impacts, both positive and negative, within our communities and the environment in which we operate. The MPS has identified our significant impacts and developed a Corporate Social Responsibility (CSR) Strategy, Environment Policy and annual Sustainability Management Plan with a commitment to continual improvement by addressing any negative impacts we have as well as enhancing the positive ones. Metropolitan Police Service / Olympic Sustainability Report 7

9 The Olympic and Paralympic Games was an event on such a large scale that the activities of the MPS were bound to be considerable. As a responsible organisation it is our duty to identify, monitor, measure and report against the activities we have undertaken as part of the Games. By implementing a robust governance process, we have been able to demonstrate that our organisation manages its resources in a responsible and sustainable way. The Olympic and Paralympic Games gave the MPS the opportunity to demonstrate what we already do to deliver policing in a responsible and effective way. The way we police London affects the relationship we have with all of our communities, as well as how we manage environmental issues such as climate change, resource consumption, pollution and local wildlife. The Met s approach to sustainability ensures that as an organisation we fulfill our role and purpose, by managing all of our impacts - not just on the environment, but on society and the economy too, enabling us to respond to stakeholders concerns and expectations. We call this Corporate Social Responsibility. Figure 1 represents an overview of Corporate Social Responsibility. This report outlines how the MPS implemented a system for Sustainable Event Management through the delivery of our CSR Strategy. How can our purpose be delivered with best impact PURPOSE What is our organisation for? IMPACT What are our biggest impacts, positive & negative? What s the best thing we can do? Whats the best way we can do it? What do our stakeholders think of our impact? CONTEXT What do our stakeholders value? What are we good at? What will society reward & limit? Figure 1: What is Corporate Social Responsibility? Metropolitan Police Service / Olympic Sustainability Report 8

10 MPS Approach to Sustainability The MPS published its first CSR Strategy ( ) in November The MPS has 4 Key Strategic CSR Priorities, these are: 1) Our People Developing a talented and diverse workforce that enhances our ability to serve London effectively and respectfully. 2) Our Services & Engagement with Communities Making a positive social, environmental and economic difference to London s diverse communities through effective community engagement, delivery of policing activities and improving partnership working at all levels. 3) Our Environmental Impact & Climate Change Minimise the negative impacts of our activities on the environment and reduce the effects of climate change whilst furthering our positive impacts. 4) Our Organisation Delivering an open and efficient service, demonstrating accountability, transparency, value for money and sustainability to the public. Metropolitan Police Service / Olympic Sustainability Report 9

11 Development of a Sustainable Event Management System There are many positive benefits of implementing a Sustainable Event Management System for us and our communities, including cost and efficiency savings, a positive reputation, awareness raising, social benefits and motivating other organisations to introduce environmental and social improvements themselves. Sustainable Event Management is the process used to deliver an event with particular concern for environmental, economic and social issues. Sustainability in event management involves incorporating socially, environmentally and economically responsible decision making into the planning, organisation and implementation of an event. It involves embedding sustainable development principles and practices at all levels of event organisation, and aims to ensure that an event is hosted responsibly. The MPS engaged with key role players, such as employees, venues, sub-contractors and suppliers in the greening of our Olympics related activities, right from the inception of the event. Within each of our CSR Strategy key priority areas are objectives and management aspects that allow us to deliver Sustainable Event Management. The MPS Sustainable Event Management System was developed to align to BS the British Standard developed specifically for the events industry to coincide with the London 2012 Olympic and Paralympic Games. The standard defines the requirements for a Sustainable Event Management system and shares many of the common management principles of other management system standards such as ISO14001 (Environmental Management). ISO9001 (Quality Management), and BS OHSAS (Health and Safety Management) including the Plan-Do-Check-Act approach. Metropolitan Police Service / Olympic Sustainability Report 10

12 Purpose The development of the Sustainable Event Management System was designed to enable the MPS to: Influence decision making early on to ensure that Olympics related contracts included sustainability requirements; Manage the impacts of our activities to ensure negative impacts were minimised wherever possible; Disaggregate our environmental impacts of the Games from Business as Usual so that the impacts can be identified as part of our annual reporting; and, Report our sustainability performance to internal and external stakeholders and share experience and lessons learned for future events. Photograph by Sarah Foster Metropolitan Police Service / Olympic Sustainability Report 11

13 LOCOG Sustainability Aspirations LOCOG Aspirations London 2012 s vision was to host inspirational, safe and inclusive Olympic and Paralympic Games and leave a sustainable legacy for London and the UK. This vision and the strategic objectives for the Games are underpinned by the principles of sustainable development. Drawing on these principles, the London Organising Committee of the Olympic Games and Paralympic Games (LOCOG) and the Olympic Delivery Authority (ODA), along with HM Government, Greater London Authority (GLA), British Olympic Association (BOA) and British Paralympic Association (BPA), were committed to working together to maximise the economic, social, health, environmental and sporting benefits the Games bring to London and the UK. This is encapsulated by the concept towards a One Planet 2012, which created a powerful identity for London 2012 s sustainability programme and provided a framework for achieving a sustainable Games in accordance with the London 2012 Candidature commitments and with respect to Olympic ideals London 2012 Sustainability Policy our-responsibility/ Metropolitan Police Service / Olympic Sustainability Report 12

14 The key areas of focus for sustainability as set out by LOCOG in 2007 were as follows: Climate Change Aim: To deliver a low carbon Games and showcase how we are adapting to a world increasingly affected by climate change. Waste Aim: To deliver a zero-waste Games, through exemplary resource management practices and by promoting longterm behavioural change. Biodiversity Aim: To conserve biodiversity, create new urban green spaces and bring people closer to nature through sport and culture. Inclusion Aim: To host the most inclusive Games to date by promoting access, celebrating diversity and facilitating the physical, economic and social regeneration of the Lower Lea Valley and surrounding communities. Healthy Living Aim: To inspire people across the UK to take up sport and develop more active, healthy and sustainable lifestyles. Photograph by Sarah Foster Metropolitan Police Service / Olympic Sustainability Report 13

15 Our Aspirations LOCOG s vision has been used to inform the MPS s aspirations for the sustainable policing of the Olympic and Paralympic Games. These aspirations are: To support LOCOG s sustainability objectives through the policing of the Games To deliver Sustainable Event Management for the Games and associated operations in line with British Standard 8901 To minimise the carbon emissions of policing activities associated with the Games To use resources sustainably through policing operations during Games Time To minimise waste generated by policing operations during Games Time To avoid disruption to biodiversity through policing operations of the Games and to enhance it where possible Photograph by Sarah Foster Metropolitan Police Service / Olympic Sustainability Report 14

16 Scope for Reporting The MPS involvement in the Games cut across all of our CSR priority areas, however the scope of this report will focus only on those impacts that were determined to be significant or those that align to the LOCOG sustainability aspirations. Other social and economic impacts that are not within scope will be included in the MPS Corporate Social Responsibility (How We Police) report, in late This report therefore includes the following for all significant policing projects associated with the Games: Fuel consumption and associated carbon emissions from MPS transport Energy use (electricity, gas, fuel oil) and associated carbon emissions from buildings and temporary facilities paid for directly by the MPS (also referred to as Scope 1 and 2 emissions) 2 Water consumption paid for directly by the MPS Waste generated by MPS employees and managed directly by our contracted suppliers Impacts on local wildlife, biodiversity and communities Those projects or activities that were funded directly by other organisations are not reported here. For example, the supply of Airwave radios by the National Police Improvement Agency (NPIA); or where there were police officers based at an Olympics venue. Where officers were based at LOCOG venues, their water and energy consumption is included in the scope of the LOCOG sustainability report, as LOCOG were responsible for paying the utility costs. In addition, although a large planning team of MPS staff and officers were based at Canary Wharf, these impacts are out of scope as this was a landlord managed site Metropolitan Police Service / Olympic Sustainability Report 15

17 The same is true of the torch relay. The MPS provided a Torch Security Team that was responsible for the integrity and security of the Olympic and Paralympic Flame at all times. They travelled the length and breadth of the UK with the flame, working closely with the local police providing the operational response required for the event to take place. However, all vehicles used in the torch relay were supplied by sponsors - mainly BMW - and these were returned at the end of the event. Fuel was also provided by the sponsor and the coach to transport officers was supplied by LOCOG. To ensure that double counting is avoided, these impacts are therefore excluded from MPS scope as LOCOG and sponsors have measured these impacts. Monitoring Period For the purposes of this report, the monitoring and data capture period is defined from the start of the torch relay (16th May 2012) to the end of the Paralympics closing ceremony (9th September 2012). There are other impacts associated with Muster Briefing and Deployment Centres (MBDCs) that do fall outside of these dates due to the construction and decommissioning phases. These are included in the reporting scope as these activities are significant and easily monitored (i.e. where a generator on site is supplying energy). Some Met Police Olympics project planning teams started preparing for the Games several years prior to Ideally, these environmental impacts would also be monitored and disaggregated from business as usual. However, the impacts of this work would be much less significant than those during 2012 and would have already been captured and reported on as part of the annual Environment Report ( ) and subsequently the CSR How We Police report for 2011/12. Case studies are included within this report. However, statistics relating to the consumption of energy and water or the generation of waste before May 2012 will be excluded from this report. Metropolitan Police Service / Olympic Sustainability Report 16

18 Identifying Our Impacts Initial Identification of Sustainability Impacts Our approach to capturing the necessary information to accurately monitor our impacts involved discussions at early stages with those involved in planning the Games. In 2009, the Met and the Association of Chief Police Officers (ACPO) formed the Olympic and Paralympic Policing Coordination team (OPC). Although having a national remit, the OPC remained part of the MPS, internally called CO12. The role of the OPC was to coordinate all those Olympic safety and security related projects that have been commissioned to the Police by the Olympic Security Directorate. This includes responsibility for ensuring the Police, nationally, have the right number of staff, with the right skills and the infrastructure they need to be able to deliver a safe and secure Games. The OPC, led by Commander Richard Morris, was co-located with the Olympic Security Directorate, LOCOG and the Olympic Delivery Authority at Canary Wharf to ensure close working relationships. Seventeen projects were commissioned to the Police within the following five strands of work: Protect Prepare Identify and Disrupt Command Control Plan and Resource Engage The MPS Environment and Sustainability Team engaged with project managers within each of these strands of work to ascertain the scope of the project work planned and the extent to which each would result in reportable, significant impacts. Metropolitan Police Service / Olympic Sustainability Report 17

19 An environmental implications matrix was included within each of the initial business cases. This matrix included a requirement to identify any impacts arising in the following areas and the steps that would be taken to mitigate any negative impacts (where possible): Level of energy use and associated carbon dioxide emissions Level of water consumption Level of waste generation/waste requiring disposal Level of emissions associated with travel and transport Raw material use and finite resources (use of recycled materials and sustainable alternatives) This approach enabled the Environment and Sustainability Team to identify projects with significant impacts so that support could be focused, and mitigation measures identified and implemented in a prioritised manner. This would also assist in developing the protocols for monitoring the delivery of projects. Significance of Impacts In order to identify significant impacts, each project was assessed in detail to ascertain the impacts it may have in terms of utility consumption, fuel use, equipment or consumables purchased. Protocols for monitoring and measurement were developed for projects which employed a significant amount of dedicated staff (i.e. enough to occupy at least one third of a floor of a building) or which required the purchase of new equipment for a specific Olympic project by the MPS. In addition, where utilities could be measured separately through the use of dedicated generators, impacts were captured. Metropolitan Police Service / Olympic Sustainability Report 18

20 Impacts were split by project for the purposes of determining significance, as this aligns to the funding process and business cases. The development of a management system was then based on the significance of the identified impacts. Where there was a significant amount of officers and/or staff working on a project, assumptions were made regarding the consumption of energy and water and generation of waste in order to estimate impacts. For example, the second floor of New Scotland Yard was dedicated as the National Olympics Coordination Centre (NOCC) with significant environmental impacts associated with its use due to the numbers of staff working there at any one time. In order to calculate the energy used during the Games, the total energy used in the building during Games time was divided by the total number of floors in the building and multiplied by the number of floors dedicated to Games time operations. However, if there were only one or two people dedicated to an Olympic project within a building, it would be difficult to accurately capture the resource use associated with so few people and this has been excluded from scope. However, these figures will be captured in the MPS s overall energy use as part of our usual annual reporting. Metropolitan Police Service / Olympic Sustainability Report 19

21 Our Approach to the Games Sustainable Design and Construction played a vital role during the installation and operation of three temporary Muster, Briefing and Deployment Centres (MBDCs) that were situated at Wanstead Flats, Blackheath Army Cadet Centre and Battersea Power Station. These MBDCs were required to provide essential feeding and briefing for up to 4000 officers per day and also to act as a base to issue operational equipment. The Environment and Sustainability Team worked closely with the MBDC project managers, particularly those in Property Services & Operational Support Group, to ensure that sustainability issues were considered throughout all stages from planning to procurement through to construction works and operation running during the Games. This included consideration of hiring equipment for the Games rather than purchasing new, to ensure that it could be put to good use following the event and requesting that all construction projects adhered to the MPS Sustainable Building Project Design Guide, including incorporating standards for LED lighting, percussion taps in bathrooms and the use of waterless urinals. At Wanstead MBDC (which was of particular concern to local residents given the environmentally sensitive nature of the site), five public exhibitions were held for the local community. A dedicated website was set up to give people more opportunities to learn about the proposals, to explain the plans and to provide another route for giving comments. The website provided visitors with opportunities to submit general comments on the proposals and to submit questions, which were responded to directly. In addition, a telephone helpline was established to address any concerns in advance of the delivery of the Games. Photograph by Saritha Visvalingam Metropolitan Police Service / Olympic Sustainability Report 20

22 Biodiversity was given particular consideration at Wanstead MBDC, due to the Epping Forest Site of Special Scientific Interest (SSSI) being situated within 100m to the North of the MBDC. In addition, Wanstead Flats is designated as a Site of Metropolitan Importance for Nature Conservation (SMINC). Whilst the area within the MBDC site was not home to any protected species, it was situated close to habitats of high wildlife value which, in the absence of appropriate safeguards, could potentially be impacted by the MBDC. Specific planning requirements relating to environmental management included a phase 1 habitat survey undertaken to identify species and habitats and to determine the potential impacts of policing operations. Records from the area indicate historical sightings of protected species of bat in the local area, along with several species found on the UK or London Biodiversity Action Plan (BAP), including the common toad, hedgehog and eight bird species. The Blackheath MBDC site was able to use existing structures rather than constructing temporary facilities which minimised disruption to the local area. The Battersea site was constructed in the grounds of the redundant power station which is used regularly to host large scale events and in addition, is largely covered with tarmac. No biodiversity issues were identified at these two locations. Waste Management was carefully planned through the development of a waste management strategy for each of the MBDCs in order to satisfy local planning requirements and to ensure that the disruption to operations on site was kept to a minimum. Waste collections were carefully scheduled to ensure that the noise from vehicle movements occurred during the daytime in order to avoid conflict with local residents. A requirement for each Facilities Management Services supplier to provide accurate, timely reports on total tonnages collected and the end use of each waste stream was incorporated into the Sustainable Waste Management Plan. Photograph by Martyn Foster Metropolitan Police Service / Olympic Sustainability Report 21

23 Pollution from light sources was identified as being a potential issue at the MBDCs due to the impact that this could have upon both biodiversity and the local community. With this in mind, options for sensitive lighting were investigated during the planning stage for the MBDCs, as well as fencing that would keep light pollution in the surrounding areas to a minimum. Emergency procedures were established during the design phase to ensure that any spillages from oil or other pollutants could be cleaned up quickly and effectively, with consideration given to protection of local habitats and compliant waste disposal. Spill kits were installed at each MBDC at the construction phase. Catering sustainability impacts were incorporated into the tender process in partnership with the Environment & Sustainability Team with the contract being awarded to Compass early in 2011/12. Considerations included the incorporation of red tractor/fair trade/ LOCOG food vision standards within the contract. In addition, key clauses were incorporated which required the supplier to make sufficient plans around waste management and responsible procurement (as per the Mayor s responsible procurement policy). A specialist third party catering consultancy (The Litmus Partnership) provided expertise on the expected industry standards in delivering a contract of this type including the outcomes that could be achieved in the area of sustainability. Travel planning was also considered as part of the planning stage with requirements from local authorities to ensure the MBDCs were located in areas where there were opportunities for sustainable travel to and from the sites. Metropolitan Police Service / Olympic Sustainability Report 22

24 Environmental log books were developed by the Environment and Sustainability Team for each of the MBDCs. The Property Services volunteers were required to complete this log as part of their regular site audits. The log included checks on lighting and heating (and whether it was excessive), contaminated or overflowing recycling bins, and any pollution incidents or issues with water wastage (such as dripping taps). The log book was kept in the property services office at each of the MBDCs. A central record was maintained by the Environment and Sustainability Team of any potentially serious environmental issues, in order that a management plan could be implemented. Examples of issues that arose during the Games include: contamination of recycling bins (resolved through improved communications campaign) and the identification of possible Japanese Knotweed (an expert advised that this was in fact a different plant species so no action was required). Training was developed for contractors working on site (cleaning, maintenance and catering) to ensure that sustainability was considered through all their operations (ensuring that waste was recycled, energy use was minimised and water was conserved). During 2012, Olympics related business cases were reviewed again and meetings held with the project managers to discuss what was actually being delivered. Photograph by Sarah Foster Metropolitan Police Service / Olympic Sustainability Report 23

25 In order to measure the impacts, the following areas were discussed with each project manager and the results entered onto a monitoring spreadsheet for each project 3 : How many buildings (or floors of a building) are occupied by any Olympics staff (therefore enabling us to identify energy, water and waste)? At temporary sites, how much fuel was used in generators? How many vehicles were used on the project and how much fuel did they use? How many temporary structures were built, which elements were hired or purchased and what materials were used? How many consumables were purchased (i.e. bottles of water)? Our approach to the games - Other Olympics Related Projects Utility consumption and waste generation for permanent MPS properties (such as New Scotland Yard) is built into existing contracts so no additional monitoring was required, besides knowing the area of each building occupied by an MPS operation so that this could be used to calculate the proportion of energy, water and waste used on that project. Effective community engagement is fundamental to how we police London. It is only through genuine and meaningful engagement with communities that we are able to listen, understand and manage crime, safety and anti-social behaviour. Effective community engagement helps us to improve the trust and confidence of all communities in their police service. 3. Whilst the MPS Environment and Sustainability Team are responsible for the environmental strand of Corporate Social Responsibility (CSR) within the MPS, social and economic activities are captured and reported by the CSR Manager, who sits within Corporate Development. Metropolitan Police Service / Olympic Sustainability Report 24

26 The MPS Community Relationships Project (CRP) supported community engagement in the run up to and during the 2012 Olympic and Paralympic Games. This supported the 2012 Olympic and Paralympic Safety and Security Strategy s aim to deliver a safe and secure Games in keeping with the Olympic culture and spirit. In the two years leading up to the Games, the CRP oversaw the briefing and consultation of communities through existing engagement vehicles such as Crime and Disorder Reduction Partnerships (CDRPs), Local Strategic Partnerships (LSPs) and maximising the use of the Neighbourhood Policing Teams across the UK. Their work included targeting vulnerable groups in and around venues to ensure they understood proposals and had the opportunity to engage. In order to support our people working during the Games and those officers providing mutual aid, a welfare programme was implemented to ensure that officers had access to health facilities, pastoral care, appropriate meal provision and suitable personal equipment to enable them to police the Games effectively. Metropolitan Police Service / Olympic Sustainability Report 25

27 Our Games Time Impacts Muster, Briefing & Deployment Centres Ecological surveys were undertaken as part of the planning requirements for Wanstead MBDC. Special care was needed to protect the habitat and ensure that the site was restored back to its original status once all temporary structures were removed from site. A trench, housing a temporary utility supply to the site, was carefully directed to avoid impacting upon ants nests in the area. In addition, the initial layout was re-designed to ensure that no temporary structures were going to be constructed near to any tree roots. To minimise ground compactions and damage to grass roots, trackway was laid across the majority of the 3.5 hectare site and City of London Corporation also took grass cuttings 12 months in advance in order to re-grass the area should this be required. Habitat restoration was implemented for sites housing temporary structures through implementation of the MPS Sustainable Building Project Design Guide. Measures were taken to maintain and enhance the ecological value of sites as a result of any development. This included the use of robust protective fencing and clear signage to ensure that vehicles remained entirely within the site boundaries. Any temporary fencing was of a construction type that did not require excavation for its installation and this minimised the potential for accidental damage to surrounding habitats. In addition, the use of spill kit precautions were taken to avoid any issues relating to fuel spillage that could impact upon local wildlife. For the provision of 35 stables for the mounted branch, a composite flooring was used to prevent any residue from horse waste entering the ground and contaminating local water courses. Horse waste was carefully segregated in sealed containers whilst awaiting collection. During the operation of MBDCs, local residents were invited to attend an open day to allow them to witness the operation of the site and ask questions. Photograph by Neil Grange Metropolitan Police Service / Olympic Sustainability Report 26

28 Noise and Light pollution at MBDCs was closely monitored as part of the Environmental Log Book. At Blackheath, where the site was opposite residential properties, the noise from generators was considered to be excessive by the on site property services volunteer, so a contractor was called to place sound attenuation barriers around the generators, These were made from a sound absorbent material which immediately remedied the problem. The operation of the MBDCs required night-time lighting across the complexes, which could potentially have affected nocturnal wildlife in the immediate vicinity, including bats, or nesting waterfowl. The lighting was therefore designed to avoid any light-spill outside of the MBDC site boundary and to minimise sky glow. This was achieved through the use of luminaries with a horizontal cut off. The relatively high (3.4m fence) also helped to limit light spillage outside of the site. Waste was managed in line with the Sustainable Waste Management Plan. This enabled the careful planning of services to meet demand and ensure that reuse and recycling was maximised. It was also a planning requirement for Wanstead MBDC to detail the estimated waste tonnages expected at each of the MBDCs, split by waste stream in order that the waste contractors could carefully plan containers and collection frequencies. Blue bins were installed for mixed dry recycling (paper, plastic, cardboard, cans) to match the existing recycling scheme in operation at police buildings. A matching grey bin for non-recyclable waste was placed next to the blue bins. A smaller, lidded bin was placed in the catering areas and eating hall for all cooked and uncooked food waste. Due to the compostable nature of the catering consumables (plates, bowls, stirrers) these were also segregated for composting. The catering contractor collected used cooking oil at each of the sites which was collected for reprocessing into biodiesel. An enclosed skip for all used horse bedding and manure was installed in the stable area with the contents taken directly from site to a nearby farm for use as a soil improver. Metropolitan Police Service / Olympic Sustainability Report 27

29 Utility consumption at temporary sites was monitored through the use of water meters and generator fuel usage. Data was recorded by Operational Support Group, within Property Services as part of the day to day management of the sites, and recorded within the Environmental log book. The entries in the log book were checked weekly by a member of the Environment & Sustainability Team to identify where additional support may be needed at a site, in the form of posters, training or a visit from sub-contractors. Transport of officers to and from the MBDCs was undertaken using coaches, in order to improve travel efficiency and to reduce carbon emissions. All officer journeys to and from the Olympic and Paralympic venues were carefully planned to ensure the most efficient use of vehicles. For monitoring purposes, the fuel usage of all fleet vehicles is captured by MPS transport services. Carbon emissions as a result of fuel used by any hire companies have been excluded from this report. Catering environmental impacts were kept to a minimum through the careful selection of sustainable catering consumables, including the use of compostable cups, bowls, plates and stirrers. The contract included requirements for the recycling of used cooking oil, replacement of delivery transit boxes with a lidless box design and where bottled water was required, a supplier was chosen that supports charity projects. MPS Catering Services worked alongside the contractor and the Environment and Sustainability Team to ensure that sustainability considerations continued to be discussed and implemented as part of the ongoing delivery of the contract. One element that needed revisiting during Games Time was the segregation of waste from the kitchens. Additional posters were produced and displayed in catering areas to ensure staff were clear on how to segregate each of the catering items such as single use utensils. Metropolitan Police Service / Olympic Sustainability Report 28

30 Drinking water stand pipes were also installed at Wanstead to ensure that whilst officers were visiting the MBDCs they could reduce waste by refilling their water bottles. This mirrored the scheme in use for officers and visitors within the Olympic Park. Our Games Time Impacts - Other Olympics Related Projects ICT equipment was supplied by the Home Office (approximately 400 new PCs and laptops), along with an asset tracking process that enabled the MPS to consider purchasing the equipment to replace existing assets, or to return to the Home Office following the Games. The use of video-conferencing and shared-use CCTV and Automatic Number Plate Recognition (ANPR) equipment with local authorities was implemented, all of which offered opportunities for potential carbon and resource savings. The provision of the Airwave radio network service was supplied by our partner organisation, CapGemini, using one of their HQ sites as a base from which the radio equipment was deployed. The radios were mainly charged by the supplier hence, the utility costs are excluded from MPS scope. London-based accommodation, as well as empty university halls of residence, were used for housing non-mps officers during the Games period to reduce costs. The additional dog kennels required were also leased to save costs and reduce de-construction waste. Metropolitan Police Service / Olympic Sustainability Report 29

31 Outcomes & Achievements Case Study Sustainable Design and Construction All MBDCs utilised hired equipment (marquees, fencing, trackway, heating and lighting, containers, cabins etc) or existing structures. Marquees used for feeding and briefing were also leased not bought, resulting in no legacy equipment requiring disposal. Furniture required for Olympics activities was also leased or sourced from existing MPS locations. Temporary armouries and associated loading and unloading booths were bespoke manufactured for the Olympic and Paralympic Games. The armouries used shipping containers which will either be reused across the MPS estate or within other police forces. At New Scotland Yard, the wood removed from the office refurbishment was used by our construction partners Mace and a team of young offenders to make trophies for the Mayor of London s Green Procurement Awards. The 2011/12 target to ensure compliance to the BS8901 framework for Olympics contracts has been achieved. Metropolitan Police Service / Olympic Sustainability Report 30

32 Case Study Catering Services Catering operations incorporated all Red Tractor, Fairtrade and LOCOG food vision standards. As part of this commitment, the MPS joined other key public sector organisations in London to pledge support to Sustain s Sustainable Fish City initiative. The aim of this initiative was to declare London the world s first Sustainable Fish City by 2012 and create a consistent consumer demand for sustainable fish. The MPS Catering supplier collected 18,000 litres of used cooking oil which was processed into biodiesel. Biodiesel is used by key suppliers in the catering supply chain. Disposable bowls and plates were made from a compostable paper based material certified in accordance with EN13432, the European standard for compostability of packaging. When disposed of in the optimal conditions of industrial composting facilities (60ºC, 95% humidity), these products compost into soil in days. The products were collected with food waste and sent to an Anaerobic Digestion facility in South West London. 220,000 meals served at MBDCs 666,000 bottles of water 1,000,000 disposable items 200,000 snack meals 666,000 snack bottles of water A total of 400 Catering employees were trained on environmental management during the lead up to the Games. Training covered efficient use of water and energy as well as the segregation method for each of the different types of waste likely to be generated during operations. Metropolitan Police Service / Olympic Sustainability Report 31

33 Case Study Transport Transport contracts ensured vehicle movements were kept to a minimum and that measures were in place to capture this information post-games. Where support from national police forces (known as mutual aid ) was required at the Olympic venues, travel planning was implemented to ensure efficient travel routing and reduced travel times, and therefore reduced associated carbon emissions. Suppliers were encouraged to sign up to the Freight Operator Recognition Scheme, a quality standard delivering benefits in efficiency, road safety and environmental performance. Our continually improving fleet standards (including lower emission levels for newer vehicles) and the leasing of armoured vehicles assisted in avoiding future legacy issues as well as reducing carbon emissions, resource use and waste during the Games period. Deliveries to sites (including waste collections) were carefully planned to minimise the number of journeys required. As part of the VIP protection package, 346 MPS vehicles were retained (that would otherwise have been sold via public auction) for use during the Games. An additional 202 vehicles were sourced by the MPS. Following the Games, these vehicles were auctioned or where feasible, reused across the MPS estate. In addition to vehicles purchased, 375 minibuses were hired and 150 other hire vehicles were utilised. Metropolitan Police Service / Olympic Sustainability Report 32

34 Case Study Transport cont... Figure 2 shows the total quantity of fuel used by the MPS fleet during the Games: Month 2012 Total Road Fuel (litres) Diesel fuel (litres) Unleaded fuel (litres) Marine Fuel (litres) CO 2 (tonnes) 4 Sep 16,584 12,438 4,146 2, Aug 51,174 38,380 12,793 20, Jul 231, ,309 57,769 12, Jun N/A N/A N/A N/A May N/A N/A N/A 10, Apr N/A N/A N/A N/A Mar N/A N/A N/A 2, Feb N/A N/A N/A 6, Jan N/A N/A N/A 7, Totals 298, ,129 74,709 46, Eight folding bicycles were purchased for use during the Games which have since been redeployed to be used within the existing fleet. All other pedal cycles were supplied by existing MPS boroughs and returned to patrols after the Games. 4. Conversion factors from Defra 2012 guidance.. Metropolitan Police Service / Olympic Sustainability Report 33

35 Case Study Muster Briefing & Deployment Centres Energy and water consumption and waste generation was measured at each of the MBDCs. Wanstead was the largest of the three sites, using over 94,000 litres of fuel during the Games which is equivalent to 266 tonnes of CO 2. The total CO 2 generated from energy use was 440 tonnes for the three sites combined. Figure 3 indicates the energy consumption based on fuel used in generators. Energy use from permanent buildings is also shown (data taken from meter readings) Figure 3 Energy Consumption (kwh) Blackheath MBDC Battersea MBDC Wanstead MBDC New Scotland Yard Lambeth HQ The sites included in figure 3 are those where some or all of the utilities were paid for by the MPS. Sites that were leased by the MPS where no utility bills were paid are excluded from the report. Also excluded from scope were the sites where the resource consumption was negligibe; for example, at Forward Rest Centres (FRCs) where an additional fridge or chiller cabinet was installed for the purposes of holding snack meals for on duty officers. Metropolitan Police Service / Olympic Sustainability Report 34

36 Total water consumption for the MBDCs was 2,265 metres cubic (this excludes Blackheath which was a leased building where water usage was included within the charges for the site so was not captured separately). Total waste generation by type is shown in Figure 4. A total of 259 tonnes of waste was generated at MBDCs, with a 78% recycling rate overall and zero waste to landfill. In addition, 4.5 tonnes of waste was generated at NSY and Lambeth HQ in the areas that were used for operational policing during the Games Figure 4 Waste Generated (tonnes) General Waste Dry Mixed Recycling Food Waste Horse Manure 0 Blackheath MBDC Battersea MBDC Wanstead MBDC New Scotland Yard Lambeth HQ A summary of all resource consumption (energy, water and waste) at MBDCs is shown in figure 5 below. Figure 5 Consumption of resources at Muster, Briefing and Deployment Centres Site Name Energy fuel use (ltr) CO 2 from energy use (tonnes) Water use (m 3 ) General Waste (tonnes) Dry Mixed Recycling (tonnes) Food Waste (tonnes) Horse Manure (tonnes) Recycling rate (%)* Blackheath Not known leased building Battersea Wanstead Total *All sites achieved zero waste direct to landfill, as any waste not recycled was sent for energy recovery Photograph by David Vintner Metropolitan Police Service / Olympic Sustainability Report 35

37 Conclusion & Recommendations We are confident that we met the sustainability aspirations that we set when planning our approach to the Games: MPS Aspirations To support LOCOG s sustainability objectives through the policing of the Games To deliver a Sustainable Event Management system for events in line with British Standard 8901 To minimise the carbon emissions of policing activities associated with the Games To use resources sustainably through policing operations during Games Time To minimise waste generated by policing operations during Games Time To avoid disruption to biodiversity through policing operations and to enhance it where possible Achieved by: Aligning MPS objectives with those of LOCOG and engaging with them from an early stage Developing a framework to indentify, measure, monitor and report sustainability impacts with a plan, do, check, act approach Carbon reduction measures were implemented where possible through travel planning, awareness campaigns and by working with suppliers to reduce the carbon impact of our contracts Water and energy efficiency measures were implemented through use of the MPS Sustainable Project Building Design Guide and a comprehensive awareness campaign A Sustainable Waste Management Plan was developed with and adopted by waste management suppliers Ecology surveys were undertaken and temporary sites developed with consideration for local wildlife. Restoration and enhancement of habitats will continue after the Games Metropolitan Police Service / Olympic Sustainability Report 36