Wimbledon’s Green Future- A Sustainability Report
1. Abstract
This report studies the sustainable development principles of a ‘hallmark sporting event’ (Ritchie, 1982) in the UK- The Wimbledon Championships, operated by the AELTC. It is crucial to consider this topic as major sporting events, such as Wimbledon, have the platform to make huge strides in the three dimensions of sustainability: Environmental, Social and Economic. By outlining the sustainable goals that Wimbledon are striving to achieve, such as reaching Net Zero emissions by 2030, this report offers innovative solutions to realise these aspirations. For example, educating and encouraging fans, especially on the topic of travelling to the tournament, in order to reduce scope 3 emissions, as travel which accounts for ’91.3% of the tournaments total emissions’ (Jackman, 2022). Additionally, this report theorises that combining environmental and economic goals may lead to long term benefits and a competitive advantage due to the demographic of Wimbledon’s fanbase. The findings of this report are aimed to strategize how Wimbledon’s sustainable ambitions could realistically be attained future.
2.Introduction
In 1987, the United Nations defined sustainability as ‘meeting the needs of the present without compromising the ability of future generations to meet their own needs’ (UN, 1987). Over the last decade it has become increasingly apparent just how vital sustainability is, and how it should be applied to every walk of life, including in the sports industry. Therefore, this management report will discuss the sustainable practices of a major sporting event, The Wimbledon Championships, which ‘since 2011 has been run by the AELTC’ (Wimbledon, 2023).
This is an extremely important case study to consider as Wimbledon is among the largest sporting events held in the UK and may even be labelled a ‘hallmark event’, which has the potential to ‘enhance the awareness, appeal and profitability of a tourism destination in the shot and long term’ (Ritchie, 1982). Consequently, if run sustainably Wimbledon may yield major benefits to the surrounding areas and the UK as a whole for the long term. Moreover, as such a large event, the successful sustainable principles as well as the learnings uncovered may prove a major help for other events to achieve sustainability in the future.
This report will discuss ‘the three dimensions of sustainability: Environmental, Social and Economic’ as set out by the ISO 20121 (ISO, 2012). Firstly, the current state of the environmental, social, and economic aspects of Wimbledon as well as the existing initiatives will be analysed. Following this, the aims of Wimbledon in these three areas will be outlined, as well as the timescales in which they are expected to be achieved. Furthermore, the methods of how these goals are intended be accomplished will be outlined, as well as further initiatives aimed to ensure that the realisation of these goals are realistic. Finally, a conclusion will be given, summarising the most important recommendations in sustainable practices to make sure that Wimbledon and the AELTC have the best chance of achieving sustainability in all three dimensions.
3.Where are we now?
3.1. Environment
Firstly, Wimbledon and the AELTC are extremely dedicated to environmental sustainability and have implemented a plethora of initiatives in order to reduce the carbon footprint of the tournament. This is epitomised by their famous strawberries and cream offerings, of which 166,000 are sold each year, and are ‘served in plastic-free cardboard boxes, which are completely recyclable, and made using 100% certified card’ (Waste Managed, 2023). Although a relatively small example, this demonstrates Wimbledon’s serious attempts to cut down on unnecessary waste. Moreover, Wimbledon have looked to make further improvements in their waste management by preventing any waste from going to landfills (Wimbledon, 2023). In addition to this, a reusable cup scheme means that a £1 deposit is only returned to customers if their cups are returned to the correct drop off locations, else the proceeds are given to charity (ibid.). Furthermore, in recent years all of the food sold at the tournament is locally sourced with many sustainable plant-based options (ibid.).
Aside from resource management, Wimbledon have taken advantage of their commercial partnerships in order to align themselves with brands who have similar sustainable goals. One example of this is their partnership with Jaguar who recently came out with their first electric vehicle. Over the course of the championships Jaguar supplies Wimbledon with ‘179 vehicles for event operations’ (ibid.), with many of these cars being electric. This has helped the tournament reduce their emissions, and has also set the groundwork for future partnerships with brands looking to contribute to a sustainable future. Additionally, Wimbledon has made further inroads with their environmental sustainability by ensuring all lights on the site are LED’s as well as having solar panels at their maintenance site (ibid.).
(Wimbledon, 2023)
Nevertheless, despite the significant steps that Wimbledon have taken in order to improve their environmental sustainability, the above diagram demonstrates that many more actions need to be applied. The graph showing Wimbledon’s annual emissions illustrates that even with significant effort, total emissions have increased over the last two years, from 7507 tonnes CO2e to 8323 tonnes CO2e.
(Jackman, 2022)
A major reason for the struggle to reduce total emissions is the externalities resulting from transport, as can be seen in the above diagram. In fact, an estimate from the Eco Experts states that ’91.3% of the tournaments total emissions, a massive 33,461 tonnes of CO2e is released as fans, players, officials, media and staff travel to South-West London’ (Jackman, 2022). This clearly reveals where improvements must be made in order for Wimbledon to become a more environmentally sustainable event. These potential improvements will be discussed further in the following sections.
3.2. Social
Social sustainability is likewise extremely important to Wimbledon and the AELTC. Ensuring that the opportunities and benefits that come with hosting the championships filter out to the local community is vital in achieving this. The AELTC have attempted to share these prospects by implementing schemes such as ‘Wimbledon at work’ newly introduced in 2021 (Wimbledon, 2023). This scheme entailed collaborating with ’12 charity partners in Merton and Wandsworth, working with people from diverse backgrounds and inviting them to apply for roles at the championships. Each applicant guaranteed an interview and all unsuccessful applicants receive personalised feedback’ (ibid.). Therefore, Wimbledon has been able to strengthen its local community by creating new jobs for residents in the surrounding areas.
Moreover, Wimbledon has been able to combine its environmental initiatives with its aims to create social sustainability. This has been achieved by collaborating with over 300 organisations in the UK to ‘ensure that in date leftovers from the tournament find their ways to charities and community organisations’ (Wate Managed, 2023). An example of this is their partnership with City Harvest, which has contributed to ‘approximately 1000kg of surplus food being redistributed’ (ibid.). Once more this demonstrates how Wimbledon attempts to use the tournament in order to benefit the local area, and in this case help the socially deprived. Furthermore, Wimbledon continues this work throughout the year with the Wimbledon foundation, which in 2020 donated ‘£2,560,000 to various causes including people experiencing homelessness, the local community and water aid’ (Jackman, 2022). This demonstrates how Wimbledon has attempted to use the championships in order to give back to the local community and contribute towards wider issues in the UK in order to strive towards social sustainability.
3.3. Economic
Another important facet to Wimbledon’s goals is their aim of economic sustainability. This means ensuring that the tournament is profitable in the long term, even considering potential negative unforeseen circumstances. However, it is important for Wimbledon to strike a balance when aiming to grow revenue, as the tournament is steeped in tradition and this unique charm is fundamental to its fan attraction. Consequently, ‘despite growing commercial revenue, the event aims to retain its unique character by resisting overt branding’ (O’Sullivan, 2023). This has resulted in Wimbledon’s reluctance to strike a large number of commercial partnerships, turning down revenue in the short term in order to safeguard the long-term viability of the tournament. Therefore, the AELTC works with just ’16 commercial partners, far fewer than other grand slam events, and it does not have a headline sponsor’ (ibid.).
(O’Sullivan, 2023)
Nevertheless, despite this limited number of commercial partners the above graph shows the tournaments sustainable long term economic growth, with a strong trend of revenue and profits increasing year on year. This demonstrates why the commercial strategy of Wimbledon is correct and how it will lead to economic sustainability and the long-term financial security of Wimbledon and the AELTC. Moreover, Wimbledon’s economic sustainability does not just benefit the AELTC, but also the surrounding areas and indeed, the UK as a whole, this is illustrated below.
(Wimbledon, 2016)
The above diagram shows the economic impact that Wimbledon has on Merton and Wandworth, Greater London and the rest of the UK. This economic impact is ‘the net change in the economy resulting from the sporting event’ (Lee, 2008). Therefore, Wimbledon brings in over £250 million of ‘new money’ to the UK economy. This not only demonstrates the economic sustainability of Wimbledon, but also how beneficial the tournament is to the UK as a recurring event. Moreover, these figures only consider the direct economic impact of the event, and not the indirect, catalytic and induced economic impacts which will inevitably follow.
4.Where do we want to be?
4.1. Environment
As illustrated in section 3.1, Wimbledon are committed to the environmental sustainability of the championships and have implemented many successful initiatives. However, the AELCT have many more aspirations for their sustainability in the future. At the forefront of this is their goal to ‘reach net zero by 2030 for both Wimbledon and the wider business’ (Hannay, 2023). This is an extremely ambitious goal and shows how motivated they are in striving for environmental sustainability, especially as other major sporting organisations have a significantly different timescale when considering this objective. For example, the premier league ‘aims to achieve net zero emissions by 2040’ (Premier League, 2021). Once more, this demonstrates the urgency with which Wimbledon is addressing this critical priority. Moreover, other environmental ambitions that Wimbledon plan on attaining by 2030 include: ‘delivering a 10% biodiversity net gain in Wimbledon Park’ and ‘eliminating the use of gas’ (Wimbledon, 2023).
Furthermore, perhaps the most important objective that Wimbledon has is to engage with partners ‘to track and reduce scope 3 emissions’ (ibid.). These types of emissions are ‘the result of activities from assets not owned or controlled by the reporting organisation, but that the organisation indirectly affects in it’s value chain’ (EPA, 2023). This can be seen in both ‘upstream’ and ‘downstream’ activities (Kenway et al, 2023). Scope 3 emissions are crucial to reduce because, as mentioned in section 3.1, transport of spectators, fans and officials (downstream scope 3 emissions) account for ’91.3% of the tournaments total emissions’ (Jackman, 2022). Therefore, this is the single biggest issue that Wimbledon must tackle in order to achieve net zero by 2030. The initiatives and schemes of how to confront this issue will be discussed in section 5.1.
4.2. Social
Over the coming years Wimbledon and the AELTC are looking to continue to strive towards a more socially sustainable future, with a mission statement of ‘championing opportunities for all’ (Wimbledon, 2023). This entails goals such as: ‘strengthening the local community’, ‘promoting healthy and active lives’ and ‘responding in times of need’ (ibid.). With the opportunities that come as a hallmark event, Wimbledon has the chance to involve its local community and share their benefits in order to contribute towards an improvement in social welfare and sustainability. Furthermore, as a sporting event it has a great deal of influence in encouraging people to live more healthy and active lives.
Nevertheless, whilst these schemes are carried out over the championship fortnight, perhaps the greatest contribution that Wimbledon could make to social sustainability would be through the legacy of these schemes. This is because sporting events such as Wimbledon have the potential to create ‘great legacy impacts’ such as ‘increasing sport participation, urban regeneration or producing a feel-good factor among citizens’ (Grix, 2014). The implication is that if the correct messaging is used, the social benefits yielded by Wimbledon will be sustainable in the long term. Therefore, focussing on leaving a long term legacy may be Wimbledon‘s most significant contribution to social sustainability.
4.3. Economic
Although Wimbledon’s economic sustainability is in a healthy state, as evidenced in section 3.3, the AELCT will always be looking to grow revenue and consequently profits. As the majority of revenue stems from broadcasting rights, this is an area of potential growth. Particularly when considering Wimbledon’s broadcasting deal ‘values $52.5million per year’; significantly less than the US Open’s ‘estimated $75million per year’ (O’Sullivan, 2023). This highlights that Wimbledon has significant room for improvement and can achieve a greater level of economic sustainability.
Furthermore, another aim Wimbledon might have to improve both economic and social sustainability is to take greater advantage of the multiplier effect. This effect ‘demonstrates the process through which initial spending in a region generates further rounds of re-spending within the region’ (Lee, 2008). This is calculated by: ‘indirect benefits/ direct benefits’, where a ratio of 1 means that the ‘total benefits double that of the direct’ (Matheson, 2004). This could be achieved by encouraging an increase in the international fanbase in order to drive more indirect spending into the economy. This would not necessarily mean more economic sustainability for Wimbledon, but would promote socio-economic sustainability for the local economy. Lastly, to ensure the economic sustainability of Wimbledon, it is crucial that the AELTC attempts to promote tennis and the championships to a young audience, in order to solidify a fanbase for the future, as competition increases with the rise of Padel Tennis and Pickleball.
5.How will we get there?
5.1. Environment
As previously outlined in section 4.1, the most important goal to achieve, in order for Wimbledon to be Net Zero by 2030, is to reduce scope 3 emissions ( particularly travel related emissions). As these activities are not directly influenced by Wimbledon’s decision making, creative solutions must be found. This could include schemes targeted to influence the behaviour of spectators attending the championships. For example, a 2022 initiative was the theme ‘Environment Positive, Every Day’ (George, 2022), that sought ‘to help visitors understand how to become “champions” for sustainability in their daily lives’ (ibid.). This type of targeted messaging could be used to encourage spectators to use more sustainable methods of travelling to the grounds, for example walking from the nearest station rather than taking a taxi or driving. This could make a significant contribution in reducing scope 3 emissions.
Moreover, ‘exploring opportunities with media and commercial partners for ongoing learning and education’ (Wimbledon, 2023), could have an even greater impact. If Wimbledon is able to educate fans with the backing of partners, they will be able to reach a larger audience. Furthermore, if their commercial partner is involved within sustainability, for example Jaguar (a current partner), their statements may hold more weight and credibility and therefore have a greater chance of influencing individuals’ behaviour. Consequently, striking more of these types of partnerships could help Wimbledon significantly in their quest to reach Net Zero by 2030.
Additionally, improving the environmental sustainability on the Wimbledon site will still play a major role in becoming carbon neutral. A major measure in achieving this is the ‘plans for continued regeneration of the estate, with the opportunity to adopt and introduce innovations which support emission reduction’ (ibid.). This could have a major impact on Wimbledon’s environmental sustainability as over the past years many sports venues have implemented ground-breaking sustainable practices. For example, the Mercedes Benz Stadium built in 2017 is widely regarded as the world’s most sustainable sports venue. By continuing to regenerate their grounds, Wimbledon will be able to take inspiration from the ground-breaking sustainable practices and take huge strides towards ultimately achieving environmental sustainability.
5.2. Social
In order to achieve a greater level of social sustainability, it is imperative that Wimbledon continue to follow the framework provided by ISO 20121 which ‘sets out how to remove or reduce negative impacts and capitalising on more positive impacts through planning and processes’ (Frost, 2012). This framework will help to reduce ‘indirect effects related to congestion, noise and crime’ (Gabriel and Kavetsos, 2010), and so alleviate pressures on local residents and improve the social welfare of those in the surrounding areas.
Moreover, for Wimbledon to achieve its ultimate social aim (set out in section 4.2) of leaving behind a positive social legacy, it is crucial that the benefits borne out of the championships extend throughout the whole year for local socially deprived citizens. One approach that Wimbledon has already taken to make this happen is offering grants from the Wimbledon foundation community fund. The community fund ‘offers grants of up to £10,000 to projects in Merton and Wandsworth’ (Wimbledon, 2023) which address themes such as: ‘improving mental health and wellbeing’, ‘providing access to learning’, ‘specialist support for vulnerable groups’ and ‘encouraging community participation’ (ibid.). By continuing to invest in local projects that improve the social welfare of residents, Wimbledon will undoubtedly create a social legacy and promote the cause of social sustainability.
5.3. Economic
Maintaining and improving the economic sustainability of Wimbledon will be at the forefront of the AELTC’s priorities. This is because, ultimately, this is what allows them to complete all of the other projects and activities that Wimbledon are a part of. Growing the revenue by taking on more commercial partners is an important step in attaining this economic security. This is demonstrated as the US Open, which has significantly more commercial partners, have a yearly revenue of ‘472 million’ (USTA, 2022), significantly more than Wimbledon. Nevertheless, it is important that Wimbledon selectively strikes up new partnerships with those who share the same values, and who will not sully the atmosphere of the tournament. This is because as a hallmark event ‘their success relies on uniqueness and status to create interest’ (Bowdin et al, 2011). Therefore, introducing new partnerships whilst maintaining the unique character of the event will help Wimbledon’s economic sustainability.
Furthermore, Wimbledon’s quest for economic sustainability can be combined with it’s goals of environmental sustainability. This is because by improving their environmental sustainability they will be able to gain a competitive advantage; ‘the differential between two competitors on any conceivable dimension that allows one to better create customer value than the other’ (Ma, 2000).
(SBR net, 2016) Kuznets curve (Ahmad, 2017)
This is because, as shown in the bar graph above (US survey, 2015), the largest demographic of tennis fans have a household income of over $100,000 per year. When relating this to the Environmental Kuznets Curve shown above, which theorises that as economies or individuals gain more income their mindset changes to become more environmentally conscious, resulting in less degradation. In theory, this means that a large proportion of tennis fans will be more receptive to, and influenced by, improvements in environmental sustainability. Therefore, as Wimbledon becomes more environmentally sustainable they will gain more trust and loyalty from many tennis fans and consequently gain a competitive advantage over their competitors. Moreover, this may also help to attract a younger fanbase as they are often seen as more environmentally concerned. This will be extremely beneficial for economic sustainability as loyal spectators will mean that Wimbledon will always have customers with a possible incentive to buy more goods. Moreover, if they are able to gain this competitive advantage people may also be willing to pay more for tickets, which would further add to their economic security. Therefore, in order for Wimbledon to have a greater degree of economic sustainability it is imperative that they continue to become more environmentally sustainable as this will give them a competitive advantage and help the championships gain a loyal fanbase, which in turn leads to economic sustainability.
6. Conclusion and Recommendations
Overall, ‘sporting events can help to accrue a range of benefits that can enhance the local economy, create jobs, improve social fabrics and address many environmental issues’ (Dobson, 2000). This report has clearly demonstrated that Wimbledon and the AELTC have been able to achieve successes in all of these facets. Environmentally, Wimbledon have been able to implement many schemes, such as using electric vehicles on site and serving all food in renewable packaging, which has helped to reduce emissions and waste. Moreover, socially they have contributed to the local community and particularly the socially deprived by using efficient methods such as donating in date leftovers to companies such as city harvest. Moreover, economically they have been able to sustain stable growth whilst also contributing to the local economy due to the influx of people for the championships.
Wimbledon and the AELTC have many ambitious goals for the event in the future. However, the most important of these is achieving Net Zero emissions by 2030, as this will not only benefit the Wimbledon’s environmental sustainability but also its economic sustainability as they will gain a competitive advantage. Therefore, in my view, the most important step for Wimbledon to take is reducing scope 3 emissions as this is by far the largest source of its emissions. This can be achieved by implementing schemes to educate and motivate fans to be more environmentally conscious. Furthermore, striking up a partnership with sustainably focussed brands would also help to send a strong message to all stakeholders. Nevertheless, it is clear that Wimbledon and the AELTC is highly motivated to achieve sustainability in all three dimensions, and with the strategies and goals they have put in place they will inevitably yield many positive externalities.
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