Technical Manual on Food and Beverage Services

6th update cycle – post London 2012 Olympic Games

TECHNICAL MANUAL ON

fOOD AND BeverAGe servICes

Technical Manual on Food and Beverage 6th update cycle – post London 2012 Olympic Games

2_124

This page has been left blank intentionally


3_124

Technical Manual on Food and Beverage Services

6th update cycle – post London 2012 Olympic Games

Contractual Requirements and other Information

This Manual is an integral part of the IOC Host City Contract. The main contractual

requirements found within this document are clearly marked with a triangle icon and

indicated with a grey background. This Manual also contains key recommendations and

educational information. It often refers to other IOC documents and Manuals.

Evolution of Contents

As stated in the IOC Host City Contract, the City, the National Olympic Committee (NOC) and

the Organising Committee for the Olympic Games (OCOG) recognise that, while the content

of the Technical Manuals represents the current position of the IOC on such matters, its

content may evolve as a result of technological and other changes, some of which may be

beyond the control of the parties to the Host City Contract. The IOC reserves the right to

amend the Technical Manuals and it is the responsibility of the City, the NOC and the OCOG

to adapt to such amendments so that the Games are organised in the best possible manner,

as stated in further detail in the Host City Contract.

Disclosure

The material and the information contained herein are provided by the IOC to be used for the

purpose of planning, organising and staging an edition of the Olympic Games. This material

and information is the property of the IOC and may not be disclosed to third parties or the

general public, whether in whole or in part, without the prior written approval of the IOC.

Sharing of such material and information is only permitted, under the condition of strict

confidentiality, with third parties assisting in the planning, organisation and staging of an

edition of the Olympic Games provided that such third parties agree to abide by the terms of

this Paragraph.

Photographic Credits

All images found within Technical Manuals are copyright of the IOC/Getty or licensed for use

by the IOC, and may not be re-used without the consent of the IOC.

© IOC ALL RIGHTS RESERVED Château de Vidy - C.P. 356 - CH-1007 Lausanne / Suisse - Tel: +41 21 621 6111 - Fax: +41 21 621 6216 - www.olympic.org


4_124

Table of Contents

Foreword .................................................................................................. 6

I. Executive Summary ......................................................................................................... 12 II. Changes from Previous Version ....................................................................................... 14 III. Cross-referenced Documents .......................................................................................... 15 IV. Contractual Requirements List ......................................................................................... 16 V. Glossary ......................................................................................................................... 17 VI. Sustainability .................................................................................................................. 18

1 Food and Beverage Services ............................................................... 22

1.1 Scope .............................................................................................................................. 23

1.2 Service Level development ............................................................................................... 27

1.3 Organizational structure of the F&B function .................................................................... 29

1.4 Key Relationships and recommendations per phase .......................................................... 31 1.4.1 Early planning decisions and impacts.......................................................................... 32 1.4.2 Strategic planning ...................................................................................................... 34 1.4.3 Operational planning .................................................................................................. 37 1.4.4 Tendering process and Contract Management ............................................................ 43

2 Competition Venues .......................................................................... 47

3 Olympic Village ................................................................................. 59

4 International Broadcast Centre (IBC) .................................................... 67

5 Main Press Centre (MPC) .................................................................... 69

6 Other Venues .................................................................................... 72

6.1 Ceremony Venues ............................................................................................................ 73

6.2 Olympic Hospitality Centre (OHC) ..................................................................................... 74

6.3 Training Venues ............................................................................................................... 76

6.4 Uniform Distribution and Accreditation Centre (UDAC) ..................................................... 77

6.5 Transport Fleet Depot ...................................................................................................... 78

6.6 Transport Bus Depot ........................................................................................................ 79


5_124

Table of Contents 6.7 Official Hotels .................................................................................................................. 81

6.8 Airport ............................................................................................................................. 82

7 Annex Concession Guidelines ............................................................ 83

7.1 F&B Concessions/Kiosks Guidelines ................................................................................. 84 General Points ......................................................................................................................... 84 7.1.1 Concessions Branding ................................................................................................ 86

7.2 McDonald’s .................................................................................................................... 106 7.2.1 Kiosks ...................................................................................................................... 111 7.2.2 Visa (Payment Acceptance at Concessions/Kiosks) .................................................... 113 7.2.3 Live Sites .................................................................................................................. 116 7.2.4 Quick Reference Guide: Branding Allowed ................................................................. 117

7.3 Concessions and Kiosks Branding Approvals Marks Approvals ........................................ 119 7.3.1 Operational Approvals .............................................................................................. 120

7.4 Timelines and OCOG Obligations ................................................................................... 121


6_124

Foreword Spirit of Technical Manuals

The content found within the Technical Manuals represents the IOC and its partners’ best understanding of a specific Games functional area or theme at a given moment in time, and must always be put in context for each Games edition. The Technical Manuals are annexes to the Host City Contract. Therefore, the obligations contained in the Technical Manuals are contractual obligations to the Organizing Committee.

How to read a Technical Manual

Technical Manuals are intended to be read as reference documents, such that a user does not need to read from front to back, instead being able to go directly to specific pieces of information found within the document. The Technical Manuals must be read in conjunction with the following documents that complement their content:

- Olympic Charter - Host City Contract - IOC Guides - Master Schedule - Transfer of Knowledge (TOK) - Policies and Procedures (P&Ps)

Continued on next page


7_124

Foreword, Continued



8_124

Foreword, Continued

Updates to Technical Manuals

Technical Manuals are updated as part of the post-Games evaluation process that follows each edition of an Olympic Games. This process includes the Games Debriefing as well as meetings with and reports from all stakeholders, in which changes to policies, working practices and recommendations are set. These changes are subsequently formalised within the Technical Manuals and other reference documents such as the Generic Master Schedule and Policies and Procedures, which are republished with the updates. Therefore, all Manuals are published with the same edition number (currently 6th Edition). All changes are outlined in the “Changes from Previous Version” chapter, found at the beginning of each Manual.

Paralympic Games IPC

In order to provide Games Organisers with a complete picture of a given Games subject and to promote an integrated planning approach, both Olympic Games and Paralympic Games information is integrated within most of the Technical Manuals. General information may apply to both Olympic and Paralympic Games even though not explicitly mentioned, while Paralympic-specific information is identified as such, usually at the end of each main chapter or through the IPC reference symbol. All other information concerning the Paralympic Games can be found in the Technical Manual on Paralympic Games and its attached appendices or directly through the IPC.

Iconography Specific information is marked in the Manual using icons and grey backgrounds. The following table gives a description of their signification:

Description Type Presentation

Requirement that has to be fulfilled by the Organisers as part of the Host City Contract or the Marketing Plan Agreement

Contractual Requirement

Reference to information (generally rules) that is not available directly through the IOC

Third-party reference

Reference to IPC information or requirements IPC reference IPC

Reference to another document Cross-reference

Reference to a Master Schedule milestone Cross-

reference X-MS

Reference to Policies & Procedures Cross-

reference X-P&P


http://extranet.olympic.org/games/km/OGKM/GDM/Doc/Technical%20Manuals/Technical%20Manual%20on%20Paralympic%20Games.pdf�


9_124

Foreword, Continued

Key themes

The Technical Manual collection is organised in such a way that each manual focuses on a functional area or a client. However, it is obvious and essential to understand that each functional area or client is part of a larger system. All the elements of this complex undertaking interact with each other and must be carefully integrated. It is therefore important to reinforce a number of key themes that sustain the successful planning and delivery of the Games. The following themes are convergence points that help Games Organisers to achieve their objective.

The Client Experience

Olympic Games clients wish to have a unique experience, one that merges concrete factors such as sporting competitions with less tangible aspects such as a pleasant atmosphere and cultural exchanges. The Olympic Games product – sport, ceremonies, city activities and live sites, culture, education, Olympic torch relay – is at the heart of the client experience and all of its elements must be unique and relevant to the context of each Games edition. It is the Organisers’ vision for the experience of each Games client, combined with an understanding of each client’s needs and expectations, that drives operations, which in turn drives planning and delivery of services, venues and infrastructures (refer to the Technical Manual on Games Management section 5.1 for more detail about planning for the client experience).


http://extranet.olympic.org/games/km/OGKM/GDM/Doc/Technical%20Manuals/Technical%20Manual%20on%20Games%20Management.pdf�


10_124

Foreword, Continued

Games Management

The challenges and complexities facing Olympic Games Organisers are significant. One of the earliest undertakings is to develop a means of enabling the task of planning and delivering the enormous and multi-faceted Games project to be logically and effectively managed. The IOC refers to this as “Games Management”. To assist with this task, the IOC has developed a Games Management Concept and various tools such as the Games Management Integrated Roadmap and Master Schedule which are described in detail in the Technical Management on Games Management and implicate all functional areas and clients. The IOC has adopted a Games Management Approach to assist OCOGs. It focuses on four elements involving various processes and tools. These elements are:

• Defining the framework: providing documents that set out key information about the Games, such as the Olympic Charter, Host City Contract and Technical Manuals

• Monitoring: tracking the progress, quality and timeliness of the implementation and delivery of required actions and services

• Assisting: advising and guiding the Organisers through dedicated services and access to Games knowledge material

• Evaluating: evaluating throughout the whole project, followed by actions to improve the defined framework and processes for future Games editions.

Successful Games require a very high level of integration among an OCOG’s functional areas and with its partners - from the governance structure and systems to the development and delivery of operational plans. Integration is emphasised in the different planning tools that the IOC shares with the OCOGs, for instance:

• Cross-references made in the Technical Manuals • Impacted functional areas identified in the Generic Master Schedule • Emphasis on providing a seamless client experience by the multiple

service providers working together to achieve this.



11_124

Foreword, Continued

Building a better world through sport – and other contextual commitments

Vision Everything starts with the vision. It is the Games compass and must be used to bring together and align all the stakeholders and partners. A strong, unique and inspiring vision helps the organisers make the right decisions. Aligning everyone behind a clear and concise vision goes a long way towards delivering an Olympic product and experience that connects with a wide and diverse audience. The vision must go beyond sport and the successful organisation of the world’s largest multi-sport event. The vision of each Games edition contributes to and is aligned with the Olympic Movement’s vision and mission. OCOGs and their partners must be able to translate their vision into concrete and measurable objectives. Such commitments will include a well-defined and context-specific legacy section.

Looking beyond the success of a sixteen-day event

Legacy Legacy has to be central to each Games’ vision. Through its scope and profile, an Olympic Games can provide a unique opportunity for positive change and significant, sustainable legacies. However, legacy does not happen by itself. It must be carefully planned, regularly nurtured and it is always the result of a joint, coordinated effort between temporary and permanent bodies involved in the preparation and hosting of the Games. Legacies can be tangible and visible such as improvements to the city infrastructure (transport, IT, water, energy, waste, etc.), new venues or enhanced sport practice. However, legacies can also be less tangible and measurable such as improved image and reputation, pride in hosting the world or enhanced knowledge and skills.

Inviting everyone to share the sprit and join in

Engagement In order for the Games to translate into a successful, inspiring and inclusive festival of sport and youth, and to meet their full potential as a catalyst for sustainable change, it is essential that Games organisers engage the entire host nation and beyond. A systematic and consistent engagement strategy should aim at various forms of participation and is an invitation for everyone -not just sports fans- to join in. A successful engagement strategy will support the Games vision and will employ a number of initiatives and events, using the full power of the brand to reach out and share the Games with everyone.


12_124

I. Executive Summary

Introduction Food and Beverage Services (FNB) are a key aspect of the overall Games experience for all client groups. These services are therefore required to meet, and even likely to exceed expectations at all competition venues, Olympic Villages, IBC/MPC and other non-competition venues, as well as in all hospitality areas. The F&B services Function has the responsibility for the overall planning, coordination and delivery of food and beverage services to all client groups. The clients can be divided into two distinct groups, namely;

− the “obligatory groups” who receive complimentary services and − the “user pay” groups who will pay for their own requirements.

The OCOG must present food menus for all client groups to the IOC for approval. The obligatory client groups include athletes and team officials, OCOG staff & volunteers and various levels of the Olympic Family (with the exception of media). The user pay client groups will include spectators, media (press and broadcasters), marketing partners (for their guests) and often contractor staff (depending on contractual arrangements with the OCOG). It is key that no strategic decisions relevant to F&B services that need to be taken at the early stage of the OCOG are made without consultation with specialists from the catering industry, experienced games services and clients representatives. There are many success factors in the delivery of Games time F&B services which include; diversity, availability, procurement, service safety pricing and queue management. Highly effective solutions will need to be provided across all competition venues as well as a range of other venues and facilities including Olympic Villages, training venues, the uniform & accreditation centre, fleet and bus depots and media venues including the International Broadcast Centre (IBC) and Main Press Centre (MPC). It is typical for the Main Press Centre and International Broadcasting Centre to operate around the clock (24/7) and whilst the diverse range of staffing and time zones being covered should be taken into account, a reduced overnight service could be considered in agreement with the clients ensuring an acceptable but reduced service (including the availability of some hot meals) during this period.



13_124

Executive Summary, Continued (continued) In the Olympic Village, F&B services require a huge variety of menu choices to

satisfy the diverse cultural and dietary necessities of the client group as well as an around the clock services (24/7). Athletes and team officials who are away from the Olympic Village for an extended period of time, due to training or competition schedules, are to be provided with an “Athlete Venue Meal according to the policy developed by the OCOG in consultation with the IOC. F&B services at venue concessions/kiosks (for media and spectators) should not be seen mainly as an additional opportunity for an OCOG to generate further revenue but rather adequate services provision should be a key driver in decision making process. There are strict guidelines for this complex area of operations to ensure marketing partners’ branding rights are fulfilled; however, this should be done according to the desire to maintain an atmosphere at the Games that is primarily non-commercial in accordance with the Olympic Charter. It is common practice for F&B services to be contracted out to a number of caterers, although it is recommended that there is a master caterer in each venue who oversees all aspects of the delivery (if any aspects are sub-contracted). The education and management of these contractors is paramount with regards to the use of value-in-kind (VIK) products, deliveries into venues and overall service levels & standards. Lately, Marketing Partners play an integral role in the delivery of successful Games Food & Beverage Programme as some of them have multiple Games operations experience. It is important that they are integrated into planning at an early stage. The success factors mentioned above are countered by the following challenges which face every OCOG today; sustainability in relation to waste management, including packaging and food, food safety (preservation and freshness) and the importance of water quality.

http://extranet.olympic.org/games/km/OGKM/GDM/Doc/Olympic%20Charter/Olympic%20Charter%20-%20eng.pdf�


14_124

II. Changes from Previous Version

Presentation This section lists the main changes found in this version in relation to the previous one.

Section Change

General An editorial review of the text of this manual has been conducted. It aimed at reviewing spelling and grammatical errors only.

General Reworded all paragraph title “Obligations for Food and Beverages Service to “Service definition” in §2,§3,4,§5,§6

General Images updated §1Food and Beverage services Overall rewriting §1Food and Beverage services Move of Contractual requirement on “Approval of menus” from §3

to §1.1 §2 Competition Venues Overall rewriting including a new paragraph on “Concession

operations considerations” § 3 Olympic Village Some rewording and clarification § 4 International Broadcast Centre (IBC)

Some rewording and clarification

§ 5 Main Press Centre (MPC) Some rewording and clarification § 6 Other venues Inclusion of a specific paragraph on Ceremony venues and minor

modification on the other sections Annex Concession Guidelines Clarification on Visa right in §7.1.2 and 7.2.2. Annex Concession Guidelines Rewording and clarification on McDonalds rights in 7.2 Annex Concession Guidelines Addition on branding allowed for McDonalds and Visa in §7.2.4


15_124

III. Cross-referenced Documents

Presentation This section lists all cross-referenced documents within this Technical Manual. List of cross-references

The following is a list of all documents this Technical Manual refers to:

Document name with hyperlink Olympic Charter 2022 Candidature Procedure and Questionnaire Technical Manual on Brand Protection Technical Manual on City Activities and Live Sites Technical Manual on Games Management Technical Manual on Olympic Hospitality Centre Technical Manual on Media – Part 1 Press Technical Manual on Media – Part 2 Broadcasting Technical Manual on Olympic Family and Dignitary services Technical Manual on Sport Technical Manual on Olympic Village


http://www.olympic.org/host-city-elections/documents-reports-studies-publications�

http://extranet.olympic.org/games/km/OGKM/GDM/Doc/Technical%20Manuals/Technical%20Manual%20on%20Brand%20Protection.pdf�

http://extranet.olympic.org/games/km/OGKM/GDM/Doc/Technical%20Manuals/Technical%20Manual%20on%20City%20Activities%20and%20Live%20Sites.pdf�

http://extranet.olympic.org/games/km/OGKM/GDM/Doc/Technical%20Manuals/Technical%20Manual%20on%20Games%20Management.pdf�

http://extranet.olympic.org/games/km/OGKM/GDM/Doc/Technical%20Manuals/Technical%20Manual%20on%20Olympic%20Hospitality%20Center.pdf�

http://extranet.olympic.org/games/km/OGKM/GDM/Doc/Technical%20Manuals/Technical%20Manual%20on%20Media%20-%20Part%201%20-%20Press.pdf�

http://extranet.olympic.org/games/km/OGKM/GDM/Doc/Technical%20Manuals/Technical%20Manual%20on%20Media%20-%20Part%202%20-%20Broadcasting.pdf�

http://extranet.olympic.org/games/km/OGKM/GDM/Doc/Technical%20Manuals/Technical%20Manual%20on%20Olympic%20Family%20and%20Dignitary%20Services.pdf�

http://extranet.olympic.org/games/km/OGKM/GDM/Doc/Technical%20Manuals/Technical%20Manual%20on%20Olympic%20Family%20and%20Dignitary%20Services.pdf�

http://extranet.olympic.org/games/km/OGKM/GDM/Doc/Technical%20Manuals/Technical%20Manual%20on%20Sport.pdf�

http://extranet.olympic.org/games/km/OGKM/GDM/Doc/Technical%20Manuals/Technical%20Manual%20on%20Olympic%20Village.pdf�


16_124

IV. Contractual Requirements List

Presentation This Manual is an integral part of the Host City Contract and therefore contains

contractual requirements the OCOG is required to fulfill. This section lists the main contractual requirements contained within this Technical Manual including the page number on which to find them in context.

List of Contractual Requirements

Approval of Menus……………………………………………………………………………..25

Approval of Marks……………………………………………………………………………119


17_124

V. Glossary

Presentation Access our online Olympic Terminology database to find all relevant terms to help you read this manual.

http://extranet.olympic.org/Term/Pages/Term.aspx�


18_124

VI. Sustainability

Introduction A number of sustainability and environmental issues associated with Food and Beverage Services for the Olympic Games will present the OCOG with challenges and opportunities. The most prominent will include:

Sustainable Sourcing of products and services which consider the economic, environmental, social and ethical impact

Tackling public obesity and nutrition issues through Games food services initiatives and education

Promoting inclusion by offering food choices that reflect the diverse dietary preferences and religious/cultural needs of the recipients/clients

Waste reduction and management of waste associated with food and beverage products and packaging

Providing access to water as a basic need at an affordable cost and in a way that reduces the amount of packaging and the cost and impacts of shipping

Globally, there has been a shift in public awareness and rapid growth in expectations for more sustainable solutions/alternatives on issues related to food: the origins, content, transport and delivery of food, and its total “footprint”, both environmental and social/ethical. The OCOG should respond to these rising and shifting expectations through a careful study of and monitoring of stakeholder expectations regarding food services. Out of this will come a food service strategy that attempts to meet the needs of as many stakeholders as possible, to the greatest degree possible, on budget and within the constraints of time, space, security and agreements with suppliers and sponsors. Where food assurance standards can be used to demonstrate the sustainability and environmental welfare of the food supply chain (e.g. fair-trade, Rain forest alliance, free range eggs marine stewardship), the OCOG should obtain the IOC’s approval to allow the display of such assurance standards.

Elements of Sustainable Food Service

An Olympic food service strategy should aim to meet the following sustainability objectives: • Meet the expectations of stakeholders with regards to sustainable food • Deliver food service that enhances the experience of the Games for all, from

athletes and officials, to Olympic Family and general public • Deliver a food service that is aligned to existing and emerging domestic public

policy imperatives in relation to sustainable food as well as global trends • Leave a sustainable legacy for the Host City and Country and the Olympic

Movement



19_124

Sustainability, Continued

Elements of Sustainable Food Service (continued)

Stakeholder Expectations

Stakeholder expectations will be many and varied, with the principal timely ones being: • Promoting healthy eating, active lifestyles and improving public diet • The social and environmental impacts of food • Encouraging the use of local, seasonal and ethically sourced food • Opportunities for local businesses, small businesses, and those owned and

operated by minority groups • A sustainable legacy for communities and businesses in the host areas, City and

Country • A sustainable legacy for the events catering industry and the Olympic movement

A Sustainable Legacy

The OCOG has the power to use the Games to inspire change through a positive legacy. In the context of a legacy associated with food, there are two key areas to consider: • Supply – increasing the capacity of the industry to deliver sustainable food at

large events and the food service industry’s links to sustainable producers of all sizes. The Games represents a unique opportunity to influence and support the food catering industry to become more sustainable in its operations by setting targets and performance indicators and establishing new procurement and operational precedents for sustainable catering

• Demand – influencing consumer behaviour with regards to sustainable food. The Games has the potential to impact on consumer behaviour and therefore on the demand side of the sustainable food spectrum. Healthy active lifestyles should be a key focus of the OCOGs legacy aspirations. Food is a vital part of this and by using the Games as a vehicle to promote healthy eating there are potential legacy benefits

(continued) There is potentially significant opportunity to contribute to a sustainable legacy

through food and catering. The three requirements to ensure legacy benefits are as follows: • Plan for legacy early – identify clear legacy aspirations early and plan them into

the strategy, design and delivery of catering services • Partnership – work with a range of partners and stakeholders to leverage

resources and support for establishing the required programmes and projects to deliver legacy benefits

• Realistic targets – The OCOG will not drive revolutionary change in businesses or communities by itself. It will contribute to the momentum of change with regards sustainability but realistic aspirations should be set



20_124


Commercial Arrangements

The parameters of existing sponsor arrangements will have a significant impact on the delivery of goods and services for Games, including food and beverage and catering services. Most sponsor arrangements are associated with a particular product category and come with stringent restrictions on the supply of products and associated promotional activity from other companies. The food and catering offer must be designed and delivered within the confines of these arrangements; protecting the commercial interests of the sponsors whilst securing best value for the OCOG and delivering on their wider aspirations with regards to sustainability. While agreements with sponsors do pose some inevitable constraints in terms of the delivery of food and catering services, there is still plenty of scope to frame Games-time catering according to sustainability principles. All sponsors wish to leverage maximum commercial benefit from their association with the Games, which of course means selling their products, but it also increasingly means using their activation innovatively to promote their brand, in particularly with regards to the corporate social responsibility agenda.



21_124


Four Primary Themes

Health and nutrition

Much of the debate around food focuses on the inherent link between poor diet and ill health which is arguably one of our greatest public policy challenges. The OCOG has a responsibility/opportunity to consider its role in providing for and promoting balanced diet, in particular the link between a nutritious diet and a healthy lifestyle. Environmental impact

Environmental impact is another key consideration in the context of sustainable food – minimising the negative impacts of food production, consumption and disposal, in particular in light of growing concern over climate change. Diversity and inclusion

The Games provide a unique occasion to showcase cultural diversity, as well as providing opportunity for a range of businesses and organisations to become involved in the delivery of food and catering to client groups comprising multiple nationalities and many associated dietary requirements, needs and expectations. Food safety and hygiene

Delivering an exemplary level of service to enhance client experience in the context of food service requires a focus on food safety and hygiene to ensure the avoidance of any food related health and safety issues that could jeopardise the Games experience of any client group.


22_124

1 Food and Beverage Services Introduction Food and beverage services are required to meet the expectations of all client

groups at all venues (including Competition Venues, Olympic Villages, Media Centres, and other non- competition venues and facilities ) as well as agreed test events and other special events, associated with the Summer and Winter Olympic Games and Paralympics Games. It is important to understand the requirements of each of these client groups to ensure the correct level of service is delivered, as well as the key relationships that need to be formed to deliver at Games time. To this end this Technical Manual is a guide and needs to be read in conjunction with the relevant client group manuals and discussed with respective client representatives and FAs to ensure expectations are at least met, if not exceeded. The OCOG Food Service Functional Area has the responsibility for the development of the strategy, the planning, coordination and delivery of all the food and beverage services to all client groups. That’s why a food strategy should be developed once the Head of have been recruited to act as a foundation document for delivering a successful Games by the Food and Beverage Functional Area. It is important that the following factors are thoroughly understood as part of the strategy process:- Scale and Scope of the project - Market/Industry capability - Supply Chain feasability/availability - Food Logistics capability/challenges - Potential Routes to market - Realistic Deliverable Objectives - Legacy Objectives In addition to meeting client expectations, the provision of food and beverage services offers an opportunity to showcase the cuisine and cultural heritage of the Host Nation. The food and beverage services are at the forefront of the complete Games experience for all client groups Key milestone for the Food and Beverage function are included within the IOC Generic Master Schedule.

Contents This chapter contains the following topics:

Topic Page

Scope 23 Service Level development 27 Organizational structure of the F&B function 29 Key Relationships and recommendations per phase 31


23_124

1.1 Scope Food and Beverage Journey to the Games

The food and beverage operations at a Summer Olympic Games is one of the largest peacetime catering operations in the world (if not the largest), with the same operations for the summer Paralympic Games being a vast program to deliver as well. The Winter Olympic Games whilst not as large in scale is potentially even more complex as products, equipment and service staffs have to be transported to some mountain areas with potential challenging terrain and weather conditions The Food and Beverage Programme is one of the most dynamic programmes of the Olympic Games; due to this, flexibility must be built into contracts, and the OCOG must understand that by its nature the forecast and budget will ebb and flow with demand. It is therefore important to ensure the full scale and scope of what is required from the Food and Beverage FA is fully understood, and that a logical transparent approach to the journey to delivery is taken.



24_124

Scope – Continued

Sustainability and Food & Beverage

Food and Beverage services are a critical operational activity that can seriously influence the quality of the Games experience for all client groups, and represent a significant opportunity to showcase the host country’s food culture. Operationally these services present many complexities, which must be planned with care to ensure they meet client groups’ expectations and avoid risks of impacts on waste management, arguments about labour rights and public health, and cost over-runs. These issues should normally be central to the sustainability objectives of the OCOG and require a close working relationship between Sustainability and Food & Beverage

Winter Olympics The scope of work for Food & Beverage Services at the Winter Olympics is similar

to the scope of work for the Food & Beverage Service for the Summer Olympics; one of the main differences is the ratio of hot versus cold food and beverages options expected by the various client groups.

Paralympics IPC

The scope of work for the Food & Beverage Service at the Paralympics is similar to the scope of work for the Food & Beverage Service for the Olympics.

Service definition

While food and beverage services are required across client groups, they can generally be divided into two groups :

• User pay Food & Beverage Services group The “user pay groups” are those groups who will pay for their own food and beverage requirements and normally includes Marketing Partners, spectators, contractors, media and Ceremonies. The “user pay groups” can potentially provide an opportunity for a cost recovery stream to the OCOG via either a royalty, a profit share, or catering rights fee. However it is not unusual that in temporary venues where the competition days are few or competition schedule is not very long that the OCOG may have to agree a caterers profit to ensure the right level of service is delivered. There are substantial incremental costs that a caterer will have to undertake for an Olympic Games that they don’t usually and therefore their business model will need to be looked at closely • Obligatory Food & Beverage Services group The “obligatory groups” are those groups who will receive complimentary food and beverage services, paid by the OCOG in accordance with the commitments made in the bid city document. The “obligatory groups” include athletes & team officials, technical officials, Olympic Family, Paralympic Family, OCOG paid staff and volunteers.



25_124

Scope – Continued Service definition (continued)

At times, some groups such as Ceremonies and Media are provided with some degree of complimentary food and beverage services, based on the discretion of the OCOG. In addition, Memorandum of Understandings exist with OBS and Rights holding broadcasters that may articulate what RHBs can bring into the IBC/MPC and also indicate that OBS may contract out their catering at venues. Note also that the same service could be provided to both groups. Example: Contractors could access the Workforce dining facility but would have been required to purchase a meal voucher in advance through a contractor workforce feeding programme.

Approval of Menus

The OCOG must present Food & Beverage Services menus for all clients in all venues to the IOC for approval.

Approval of Menus

Note: Prior to presenting menus to the IOC, the OCOG should present them to relevant Marketing Partners for their review and agreement. In order to provide a full picture of the service to every clients, the menus for review should be provided together with the following information :

• detailed information on the days and hours of operations of each of the Lounge or user pay outlets

• Prices apply for the user pay services As menus are often provided for review in a staggered manner, it is also recommended that a tracking matrix is maintained between the IOC and the OCOG to ensure all menus are reviewed in time.



26_124

Scope – Continued

Language Requirements

Name of Food and Beverage Concessions The name of the Food & Beverage outlets should be generic indicating the range of products sold and is to be provided to the IOC for review. Examples include, but are not limited to Hot Food, Cold food, Spanish Tapas, , Salads, Pizza and Pasta, , Champagne and Seafood, Specialty Coffee, Asian Cuisine, African Cuisine, Cold Drinks, Ice Cream, Bar

Menus Boards It is recommended that the languages on the menu boards for all Competition Venues, Olympic Villages, and Media Centres is in English, French and the local language. This is particularly true for all obligatory services. However, for spectator menus in public concessions, it has been common in previous Games, to limit the languages used to English and the local language in order to improve the overall readability of the menus. More information on Menu Board is provided in the Concession Guidelines in annex of this Technical Manual.

Brand Integration and Messaging

The food and beverage service areas provide an ideal opportunity to integrate the OCOGs’ Look of the Games colours, design and messaging, as well as Marketing Partner branding opportunities. The food and beverage concessions/kiosks in venues are set up in accordance with two separate guidelines: • The OCOG “Look Guidelines for Food & Beverage Concessions” which are

developed in conjunction with the OCOG “Look of the Games” Programme • The “IOC Concession Guidelines ” which are provided by the IOC (see

Attachment to this Manual)


27_124

1.2 Service Level development Client Group Representatives

All client groups who require food and beverage services should have a nominated representative within the OCOG, who can (depending on their experience) provide input on the acceptable levels of food and beverage service. However, while client group representatives can provide helpful insight, they should not be considered the final arbitrator on the approved levels of food and beverage services. It is essential that the food and beverage service levels for each customer group are discussed and agreed with the relevant OCOG client group representatives (following consultation with the actual client groups). Valuable information can be gained from a range of contributors including:

• Client Group Representatives(through Memorandum of understandings when existing) • Previous Games experiences (Observer programme, debriefing…) • Olympic Charter • Host City Obligations and Commitments • Food Vision strategic document of the Food and Beverage FA

Client Group Client Group Representative

1 Athletes and Team Officials

• OCOG Head of NOC Services • OCOG Head of Olympic Villages Management • OCOG Head of Sport (For AVM and Athletes’ Lounge services)

2 Technical Officials • OCOG Head of Sport(on behalf of the relevant IFs)

3 Workforce • OCOG Head of HR 4 Broadcasters • Representative of OBS

5 Print and Photographic Media

• OCOG Head of Press Operations

6 Olympic Family • OCOG Head of Protocol • OCOG Head of Olympic Family Services

7 General Public • OCOG Head of Food & Beverage Services • OCOG Head of Spectator Experience

8 Marketing Partners • OCOG Head of Marketing Client Services • Representatives from relevant Marketing Partners

9 Ceremonies • OCOG Head of Ceremonies 10

Paralympics Family • OCOG Head of Paralympics Family




28_124

Service Level development - Continued Levels of Service and budget impact

Once offer and service levels have been worked through by the Food and Beverage FA, it is recommended a joint approach is undertaken by providing full detail of service level to the Client group representative and any incremental cost above budget should be demonstrated in order for an informed decision to be made accordingly. The food and beverage team should discuss attributed budgets, anticipated service levels and scope of service, so that a common position and scope can be agreed for that client group representative on a venue by venue basis , taking into account competition schedules, numbers of the client group to be fed there and temporary overlay required. Once initial service level have been developed and in order to keep track of the budget, this should be reflected in the a revised version of the Functional Area Operating Plan and to be agreed not only by each client representative but also by all FA that has a dependency on FAB. This document, aligned with the Food and beverage budget will act as the basis for all planning going forward.

Operational hours of Lounges (and days)

The operational hours (and days) of operations of any lounges and user pay outlets is a key parameter for the definition of the services level to any clients. This should be defined and signed off with each client representatives.

Food and Beverage Prices

The control of food and beverage prices can be a sensitive issue for the spectators and the media. Contracts with caterers should be clear that food and beverage prices for “user pays” should not set new benchmarks for the Games which are unacceptable to the spectators and Media It is recommended that where a direct comparison can be made (i.e. for 500ml PET of Coca-Cola) then the same prices are charged across all the relevant venues. In the IBC/MPC (and other major Media Centres as well as in dedicated Media concessions in venues), prices should also reflect the fact that the customers are in a working environment. This mean that whenever possible more competitive than the prices paid by spectators for the same products.



29_124

1.3 Organizational structure of the F&B function Introduction When identifying the correct organisational structure for planning and Games

time delivery for the Food and Beverage Programme there are a number of considerations that need to be thought through :

Is it a Summer or Winter Games you are undertaking and what are the specific iimplications and requirements?

What is the competition schedule for each venue • How many hours a day? • How many days across the Games? • Which are the busiest venues by client group? • How many temporary venues will be operating? • How physically big is the venue? • What is the geographical spread of the venues?

These considerations will inform how many FAB managers and Assistant Managers are required during planning and the delivery of the Games as well as the Cluster Managers that are needed to support them. The timing of when these individuals are then employed will depend on :-

The strategy developed by the programme, The approach to market. The Number of contractors anticipated The generic elements of planning that need to be undertaken by the FA The Venue Operational Planning Programme

During the Planning phase the following specialist activities will also need to be undertaken as well as working with other Fas, client representatives and the contractors either by members of the Food and Beverage team , or by seconded local government officials or other FA.s ideally sitting with the Food and Beverage Function :-

Food Hygiene Plans, and Guidelines Recruitment and training of Paid Employees Recruitment and training of Food and Beverage Volunteers Operational Financial reports developed to monitor budget during planning and Games time Ways of Working during Games time with Sponsors and nominated suppliers Planning for Test events Development and adinistartion of the Contractor Ordering System for feeding their teams during Games time.



30_124

Organisational structure of the F&B function – Continued

Introduction (continued)

It is important that the right people are recruited at the right time to be able to deliver the activity highlighted above and then be able to take up proactive roles during games time . As well as the F&B Cluster Managers, Venue Managers and Assistants the following positions are required during Games-time to ensure operational :

Food Hygiene Experts to work with caterers and OCOG to deliver safe food Finance support 24/7 to provide financial management information to help support operational decisions, and dynamically manage the budget A F&B representative for the MOC during Games Time

Administration and reconcilliation of the Contractor Ordering System


31_124

1.4 Key Relationships and recommendations per phase Introduction To ensure the smooth operation of all aspects of Food & Beverage Services,

proactive communication with many internal and external stakeholders is required. Communicate early and often and define expectations and responsibilities with the groups listed below. Whilst all these relationships are important to ensure a successful food and beverage programme delivery, they can be broken down into different aspects, namely:-

• Early Planning decisions and impacts (prior to FA head on board) • Strategic, • Strategic and operational planning • Contracting and operational relationships • Operational planning relationships


Topic Page

Early planning decisions and impacts 32 Strategic planning 34 Operational planning 37 Tendering process and Contract Management 43


32_124

1.4.1 Early planning decisions and impacts (prior FA Head on board)

Introduction It should be noted that some early planning documentation such as the Games

Foundation Plan, Preliminary Venue Planning , and/or Products and Services Level Definition sometimes require key strategic decisions to be made on behalf of the Food & Beverage Services Function prior to the Head of this function coming on board. It is therefore imperative that these decisions are informed decisions:

• with an understanding of the local market capability; • in line with the OCOG’s sustainable food strategy; and • in consultation with specialists from the catering industry, experienced

Games catering experts and clients representatives. Alternatively, depending upon his/ her start date, they may be postponed until the Head of function arrives, With regarding to early strategic work pertaining to Sustainability, Sustainability FA may frame some overarching principles and objective areas in relation to food and beverage. These should be sufficiently generic and flexible to avoid locking the OCOG into commitments that would be operationally hard to deliver but also sufficiently credible for stakeholders and partners. Careful early engagement with potentially critical groups can usefully prepare the ground and establish relationships in advance of FAB starting. Prior to the Head of Food and Beverage being appointed if key decisions on space are required, it should be assumed by Venue Development FA (usually the FA that need early design principles) that the food will be prepared and cooked freshly on site, and the maximum space that entails should be assumed during planning. It is only once the Head of Food and Beverage has been appointed and has had time to review the capabilities of the market and venue locations that revisions to this should be included. This is not just for Back of House areas and spectator concessions but also needs to be taken into consideration when thinking about space for clients and other furniture requirements in the various lounges (Olympic Family lounge, Athlete lounges, Technical Official lounges, workforce break areas), the IBC/MPC (and other major media Centres) and the Olympic Village main dining facilities.



33_124

Early planning decisions and impacts (prior FA Head on board) - Continued Introduction (continued)

In fact, making the wrong decisions in relation to whether food will be prepared on site, or off site, how it will be procured and the levels of service expected by the client group representatives can all have serious repercussions going forward, and during Games-time, as all these decisions inform the space required, the positioning of compounds, and service areas impacting every client group. Decisions made without this information nor input from the FA (or catering consultancy with previous Games experience) should therefore be avoided, or worst case scenarios built in that can be reviewed later.


34_124

1.4.2 Strategic planning

Food vision and Sustainability

The development of the F&B vision and strategy should be closely aligned with the sustainability objectives of the OCOG. This will require close cooperation with the Sustainability FA. Key areas of focus should be in relation to defining objectives and targets on aspects such as: food safety and hygiene; choice and balance; sustainable food sourcing; environmental management; and training and education. The precise focus and split of objectives will depend on local market capabilities and supply chain, and these considerations must be integral to the strategy development.

Local Government Authorities Introduction

The local and national government authorities will take a particular interest to ensure that compliance is observed with all local and national laws and standards. In many cases certificates will need to be issued prior to operations, including but not limited to:

• Food Safety Plans • Water regulations • The installation of Temporary Food outlets • Disability Access • Fire Safety • Liquor Licences for the Sale of Alcohol • Law Enforcement and the Responsible Serving of Alcohol • Environment Agencies

It should be also reminded that in many countries there are temporary construction regulations that stipulate a time period during which the structure will be erected, and food served. It is important to engage with the relevant authority early to get clarification that the timeframe of the Games will not attract variations to the requirements of temporary food outlets, and if they will what will be required. It is imperative to liaise with the Venue Development FA in relation to the items listed above so a cohesive approach is undertaken.



35_124

Strategic planning – Continued Food and Water Safety recommendation

Local & National authorities may have a heightened concern on any issues relating to food and water in relation to serving food and therefore its safety and the challenges of operating temporary food premises for extended periods. It is best to be pro-active with the local authorities, committees and forums to discuss plans and issues. Consideration should be given to recruiting qualified volunteers within the food and beverage volunteer programme to work with the food and beverage team and their contractors proactively at games time. It is not unusual for local /National authorities to support and help with this programme.

Pre -Procurement

The Food Service Function will need to take a pro-active role in the procurement of suitable catering companies to deliver food and beverage services to all Venues, Villages and Media Centres. In order to do this a significant amount of work needs to be done by the Food and Beverage FA to understand the supply chain capability and food service capability within the city, locally, nationally and potentially internationally in order to decide on the approach to market. This work should have been carried out as part of the Food strategy undertaken.

Marketing

The Marketing Division has a significant impact on the successful delivery of the Food & Beverage Services Department due to the opportunities for the use of VIK. It is important to provide the Marketing Function with quality information on the food and beverage opportunities for sponsorship. Where VIK is for obligatory client groups then indicative volumes can be discussed, however it is important that potential sponsors do their own due diligence based on the information given by the Food and Beverage team. It is also important to provide the deadline dates for sponsorship, to ensure the Food & Beverage companies have sufficient time to procure alternative suppliers who possess the capability to service an Olympic Games.



36_124

Strategic planning – Continued Value in Kind (VIK) recommendation

Establish an open communication with the Sponsorship and Marketing Function to ensure VIK that is relevant to the needs of the Food & Beverage Services Department. Particularly, it is important to take into account where it may be helpful to have VIK and therefore the carton/packaging can be branded i.e. yoghurts and where a sponsorship may be restrictive on the programme and what you are trying to do – i.e. Is it valuable to have a bread partner if they have a very limited range of bread and you want to show case or provide many types from around the world? It is not unusual for the commercial agreements for VIK Product to impact the FAB budget negatively i.e. a unit price apportioned to the VIK which is higher than could have been procured by the FAB department. However the deal may be beneficial to the overall OCOG budget (as an example, in London 2012 Granola bars were priced at .37p per bar as part of the VIK Agreement with over 1m being required. The FAB team could have sourced them at .31p the difference impacted the FAB budget, yet was a benefit to the OCOG overall as cash wasn’t spent, and further cash was provided .In this case the difference between what the Granola bar did cost, and what it could have been bought for were recompensed to the FAB Budget It is also important to agree with Marketing when the search for VIK will finish to allow for operational planning to be undertaken, without concern of additional products being identified as VIK as caterers will need to identify volumes with their suppliers


37_124

1.4.3 Operational planning

Security and Security agencies

The Security FA plays an important role at the vehicle access control point into Venues and Olympic Villages. Depending on policy decision made by the OCOG, this role may be jointly performed by one or more FA (such as Transport and/or Logistics) It is of vital importance to ensure that the their workforce has been trained in issue resolution in case food and beverage service suppliers and vehicles, that do not have the correct accreditation, arrive at the vehicle check point. It is also important to work with security and the relevant security agencies on the policies that will impact the Food and Beverage programme for example tools of the trade for during Games Time (i.e. Chefs Knives, Oil for 2 stroke engine carts etc.,..) and to understand the position on prohibited and restricted items that they will be enforcing for the different client groups.

Prohibited and Restricted Items Policy

It is recommended that if Food and Beverage is involved the in the Restricted items policy development with security as during the games they are the functional area potentially most impacted. The control of bringing food and beverage items into the venue can be a delicate and media sensitive issue. Should for security and/or health and safety reasons food and beverage items be placed on the prohibited items list, it is essential that the OCOG communicates accurately the reasons for such a policy. For Spectators, these restrictions should be ready early enough in the OCOG planning process in order to be included with the Ticketing terms and Conditions Specific exemptions (primarily for Athletes but also for Broadcasters or Press and other client group according to needs) should be agreed and discussed with Client representatives and relevant policy and procedures should be written in accordance with existing contractual requirements and obligation in TMs It is also important to understand this policy before going out to tender as this will have an impact on the commerciality of the catering contracts for user pay.



38_124

Operational planning – Continued

Relation with Venue Development FA

The Venue Development FA is dependent upon the quality of information and space requirements provided by each of the Functional Areas. Therefore the Food & Beverage Services Department is required to develop Design Guidelines for Food & Beverage spaces including the type of space (i.e., storage, preparation, kitchens, service, concessions), as well as the location and the size of the spaces and the services required to support the spaces (i.e., water, gas, power, telecom, sewage, extraction, etc.). In the first instance until the caterers are on board, having decided on the food service strategy this will be securing spaces both front and back of house to ensure optimal food and beverage space is provided to serve the relevant client group. During the early planning stages only high level estimates of power loads required, water pressure can be provided. This should be thought of in relation to the mix of Mains power, and the use of temporary power, as well as the mix of Gas and Electric. These volumes can be assessed by working with previous Games contractors for equipment, and temporary power supply companies, based on volumes to be served per hour and menus anticipated, as well as working with McDonalds in relation to the requirements of their restaurants. When discussing this with Overlay then lighting levels required for nigh working, and HVAC requirements for athletes main dining and water requirements for temporary solutions should be factored in. It will only be when contractors have been brought on board and outlets agreed and confirmed that final power and utility requirements will be finalised.

Masterlist of Food&Beverage Spaces

Food&Beverage FA should develop a masterlist of Food&Beverage spaces within Venues based on the Space program documents (alternatively named Schedule of Accommodation) and block plan documentation created by the Venue Development FA and updated it regularly in accordance to the development of the overlay design documentation (Overlay Books release).



39_124


Cleaning & Waste and Environment

The Food & Beverage Services Department will produce the majority of waste materials that are removed from Venues, Villages and Media Centres during Games time. The Food Services Function can have the greatest impact on diverting waste from landfills by introducing a Food Service Policy which stipulates that all food and beverages sold from concessions must be made from packaging which is recyclable, compostable or biodegradable There are some benefits in integrating the Cleaning & Waste function with the Food & Beverage function as their planning and operations are extremely interdependent. This would also help in providing a full turnkey operation for those functions.

Accreditation The workforce of the food service contractors will form the single largest

contractor group (approximately 15,000 at Summer Games). It is of vital importance for contractors to submit their accreditation forms in accordance with an approved deadline for accreditation quotas. It is essential that Food & Beverage FA works very closely with Accreditation FA and processes are put in place to monitor the accreditation progress of each contractor once the accreditation process starts. This is in addition helpful for the FA to have an overview on the contractor recruitment progress

Ticketing Ticketing FA will also need to provide information on numbers of spectators, and

seating blocks helping to ensure adequate dimensioning of the number of spectators outlets (concessions/Kiosks) within each venue. There are several phases in relation to working with ticketing to optimise the concession layout and commercial viability of concessions in venues such as Football that may not ultimately be a sell-out. By working closely with Ticketing the right number of concessions, on the right levels can be commissioned, this can only be done closer to the games.

Ceremonies It is important to develop good relationships with Ceremonies, as they have a

significant workforce to feed. The culture of confidentiality within Ceremonies sometimes means that late changes to performers and cast members can cause challenges to the provision of food and beverage services. It is important to ensure full understanding of the different elements of the cast and therefore their food requirements (children, young adults, adults, feature artists, singers and performers,...)



40_124


NOC Services NOC Services can provide valuable experience from previous Games, this insight

on athlete behaviour and preferences can assist in shaping the operational procedures for both athletes and team officials

Olympic Village Management

This is a critical relationship for the Food & Beverage FA as they will need to work together to define the service levels for the Olympic Village, as well as the design of the Dining Facilities within the Olympic Village or to ensure the integration of the caterer and marketing partners who work in this space i.e. McDonalds and Coke Olympic Village Management role is to define the various food and beverage areas of the village according to the specification set out by Food and Beverage from detailed planning involving athletes’ representatives, the village team and the NOC team. Procurement and build of the infrastructure is done by the Venue Development representative in the Olympic Village team. The Food & Beverage FA will work with the caterer and the Olympic Village Management to ensure the kitchen design and delivery is optimal for the numbers to be served and the style of service also to ensure that entities responsible for the dining tent structure and the group providing the interior fixtures and utilities be brought together for the concept, design and operations of the dining facilities Note also that in some previous Games, the Catering contract and Caterer had been sometimes managed directly by Village Management

Logistics

The Logistics FA will play a vital role in developing procedures for the Master Delivery Schedule (MDS) which will ensure the smooth entry of supply vehicles into Venues, Villages and Media Centres. Logistics can also play an important role in optimising the time unloading the deliveries into food and beverage areas, if it has been agreed they will be responsible for the equipment that will be used to do this. This is done occasionally due to the small spaces that are available in BOH areas.



41_124


Delivery of Food and Beverage into the Venues

The Master Delivery Schedule (MDS) is usually developed and managed by the Logistics Function, but its control at Games time is generally handed over to the Function (generally Transport or Security) which manage the Venue “Vehicle Check Point” (VCP). “Delivery to Venues” policies are developed by the Logistics and/or the Security function and are stipulated the various requirements (usually called “Keys to the gate”) that a delivery vehicles will need to fulfill to access a Venue and so allow its delivery to happen. These policies could also include a specific program called “Vendor Certification Program” the OCOG with the relevant Security Agencies will put in place to regulate and process efficiently and quickly the overall delivery process. Due to food safety requirements with regard to temperatures that food can be safely transported at it is recommended strongly that all food contractors are contractually required to take part in the Vendor Certification programme( or similar) to ensure that food doesn’t have to be unloaded or temperatures compromised should trucks be opened etc. This requirement should be clearly relayed to contractors at time of tendering as they will need to build this into their pricing and operational plans. Delivery vehicles which arrive without the appropriate levels of accreditation should be managed by the relevant FA ( Security FA and its relevant agencies (and/or the logistics and/or Logistics ) according to the appropriate issue resolution procedures and in collaboration with the final function (in this case Food& Beverages Services) to which the delivery is foreseen Problems often occur due to inconsistent training, communication and procedures which can result in critical delivery vehicles being turned away, instead of following appropriate issue resolution procedures. It is vital that the Food Service Function and contracted caterers maintain a pro-active role in the management of the Master Delivery Schedule (MDS) at the venue.

Venue Management

The Venue Management FA will endeavour to support each Functional area according to the needs of the Functional area. Good communication is crucial to avoid unnecessary allocation of resources and duplication of responsibility.



42_124


Games-time reporting

It is important that the Food and Beverage Functional Area in conjunction with finance have a comprehensive process for:

• Monitoring obligatory feeding on a daily basis during games time, • Verifying the revenues from user pay services • Working with Marketing Partners on the consumption of VIK across all

venues. This will provide vital information upon which the Head of F&B will make decisions relating to food ordering, and management of product, in order to manage the operation cost effectively, and provide updated outturns daily

Contractor Meals management

It is essential to work with workforce to agree on the approach to ensuring that all contractors have a viable meal solution in place for their respective workforce. It is not viable to allow contractors to bring their own food into venues or their teams as there is not the space for storage and there is a responsibility on the OCOG for food safety. The Recommended option is for all contractors to purchase “contractor meal vouchers” for their respective workforce from the Food and Beverage department. These “contractor meal vouchers” would entitle the holder to receive the same service as the OCOG paid staff and volunteers in the Workforce dining Hall. It is recommended that in conjunction with workforce and legal this is a requirement that is stipulated in the terms and conditions of the contracts In previous games the contractors have been the largest proportion of workforce to be fed, and an IT solution for the ordering of the vouchers is recommended.


43_124

1.4.4 Tendering process and Contract Management

Relation with Procurement

The Procurement Function can have an active role in providing procurement procedures in accordance with local procurement laws and due diligence, however it is strongly recommended that the Food Services Function takes a lead role in determining the service level outcomes, and in conjunction with finance the financial business model that is required. Procurement function involvement should not be underestimated to allow contract tenders and contract assignment to happen according to the agreed timelines. This will depend on the go to market strategy. It is important to engage early to ensure the correct number of people is assigned to the food and beverage procurement team. The opportunity to release an Invitation to Negotiate, as opposed to an Invitation to Tender should be considered for the sake of time efficiency in the tendering process. This allows for discussion with interested parties through the process, and will ensure that tenders are submitted that are fit for purpose, and not over or under specified

Relation with Legal

Similar to the involvement of the Procurement FA, Legal FA can have an active role in contract tendering and contract assignment however it is strongly recommended that the Food Services Function takes a lead role in determining the service level outcomes, and the business models in conjunction with finance that are negotiated Early and constant involvement to get the right number of people from legal supporting the food and beverage team from the Legal function will allow contracts to be signed in a timely and efficient manner with contractors.

Relation with Finance

Similar to the involvement of the procurement and legal Fas, Finance have a key role to play throughout the contracting, planning, and Games Time reporting for Food and Beverage , however it is strongly recommended that the Food and Beverage function takes the lead on determining the commercial aspects of the food and beverage contracts with support and challenge from finance.



44_124

Tendering process and Contract Management, continued Sustainability in the tendering and contract management process

Appointment of Catering suppliers should follow the sustainable procurement policies of the OCOG. It will be important to liaise closely with the Sustainability FA to define tender specifications, carry out due diligence on potential suppliers, evaluate responses and ensure clear and appropriate sustainability measures are included in the contractual terms. Once caterers have been selected, Critical sustainability aspects include verification of food assurance standards, conformity with packaging specifications, waste separation and upholding fair labour standards. Food & Beverage will need to work closely with Sustainability (and the other impacted FA such HR for labour rat, Medical services, Cleaning & Waste, Human Resources) to ensure these aspects are being monitored and managed effectively and in accordance with policies and legal requirements.



45_124

Tendering process and Contract Management, Continued Tendering Process considerations

It is essential that a coordinated approach to the overall Food & Beverage Planning Function is adopted across Villages and Venues in order to ensure issues are dealt with in the most effective manner including:

• The selection of food service providers • Standards of service • Procurement and distribution of food • Integration of marketing partner products • Accreditation • Logistics and all relevant Security policies to access Venues for delivery • Statuary obligations (food safety plans, building code approvals, liquor

licences, OHC, etc. ...) Before going out to tender it is important that as much information as possible is gathered to allow the contractors to provide comprehensive submissions, and have a thorough understanding of what will be required of them. The procurement process is a dynamic process and the time table developed should recognise this, so that not all tenders come back at the same time, and that the most complex venues such as Olympic Villages (which are tendered first and the contractors are given ample time to prepare their proposal). However it should be remembered that flexibility will be required throughout the planning process, and therefore at the time of signing contracts the documents should be written in the form of a framework agreement that allows for a final obligatory cost review closer to the delivery of the games.



46_124

Tendering process and Contract Management, Continued Contractor Management

It is important that the F&B function has a comprehensive method of bringing the contractors on-board, and a contractor “on-boarding” induction programme is useful to ensure that as the contractors begin to work in partnership with the F&B team they understand the bigger picture and understand the dependencies and reliance’s that exist across the OCOG.

A clear way of working between the contractor and the F&B team within the OCOG needs to be established as the contractors become an extension of the F&B team.

A project management process needs to have been thought through by the F&B team that includes the following:-

Contractors deliverable timelines Issue Management process, and resolution Risk management process and mitigation Reporting monthly/weekly during planning to include weekly reporting

meetings Version control of main documents Document storage and sharing Change control processes

This will allow for a structured framework that will deliver consistency and transparency across the programme. Communication and partnership working are essential, and a consistent approach needs to be developed within the FAB programme


47_124

2 Competition Venues

Overview Introduction Food and beverage services at all competition venues are required to meet the

expectations of all client groups. The challenge of providing food and beverage services at competition venues will vary according to the permanent or temporary design of the venue. Temporary venues which require temporary food and beverage service solutions will provide a greater challenge to the Food and Beverage FA. Food and beverage service solutions at temporary venues will require a range of temporary infrastructure, including clean water supply, gas, power, telecom (for payment services), structures and adequate space. It is important that there is a full understanding of the access routes to and from the food and beverage compound to all the relevant areas that Food & Beverage FA has to serve to ensure that challenges in relation to routes that may present themselves are dealt with and resolved during construction and overlay planning. This include but is not limited to ensure that the turning circles for lorries into the back of house compound are adequate, that the routes from the compound can bear the weight of the vehicles, or pallets which are full of food or drinks or the route for the delivery of Coca-Cola products to the walk in fridges in the main dining will need to be reinforced to ensure the weight can be borne as the main dining flooring is normally a suspended floor with service running beneath. Venue deep dives are a recommended way for ensuring that all stakeholders involved in the delivery of food and beverage understand how things will work and identify any issues that need to be discussed with Venue Development and Venue Management. Weekly meetings with Venue Development, the relevant caterer and the Venue Food and Beverage team to work through all aspects of the infrastructure and delivery is advised.



48_124

Competition Venues, continued Service definition

Whilst food and beverage services are required for all client groups, they can generally be divided into two groups, the “user pay Food & Beverage services”, and the “obligatory Food & Beverage services”. The caterer at each competition venue will normally be responsible for providing all the food and beverage services to all client groups within the venue. It is not usual, nor advisable, to have multiple caterers providing food and beverage services at the same venue. The exception to this would be approved subcontractors engaged and managed by a venue “venue master caterer)



49_124

Competition Venues, continued Consideration to manage Cost, Size and Complexity

While assessing the possible services levels on a Venue by Venue basis, and in order to optimize the client experience balancing fixed costs of putting in place the services, a number of considerations should be taken into account including, but not limited to :

• Total number of ticketed sessions in the Venue, • Periods of the day of the sessions in the venue • Competition Format (Length of the session, length of breaks within

session) • Climatic conditions (Summer vs Winter, Indoor vs Outdoor) • Availability of Existing concessions/catering equipment/power supply vs

Temporary overlay needs for concessions/catering equipment/power generators etc

• Proximity of the Olympic Village for Athletes • Opening hours of the various lounges (Olympic Family, Athletes,

Workforce,..) As an example, the above considerations can influence the overall choice and extent of Hot vs Cold food options for each of the individual client services planned in each competition venue. The IOC will assist the OCOG in validating those potential services levels adjustments.



50_124

Competition Venues, continued Athletes and Team Officials

Many Olympians have strict dietary requirements, and it is important that they can easily understand the nutritional content of the food they are eating as well as being confident that it meets their cultural needs. Hence considerable attention and resources must be focused on providing menus which are safe and appropriate with easy to read signage allowing the athletes to compete at their peak performance, whether eating in the village or a competition venue. During competition on the Field of Play Refreshments are provided to athletes and team officials in the athlete lounge as well as on the field of play (FOP) where drinks (mainly water and energy drinks) should be provided in non-branded bottles (water and energy drinks) , in non-branded cooler barrels usually provided by Coca-Cola Food & Beverage Services staff usually will not have access to the FOP where sport volunteers will manage the beverages on the FOP. In Athletes’ lounge Athlete Venue Meals (AVMs) are provided to athletes and team officials who are away from the Olympic Village for an extended period (usually 4 hours or more) and who qualify for an AVM in accordance with the AVM policy (which is to be developed by OCOG and agreed prior to the “Chef de Mission” Seminar). However, athletes and team officials are encouraged where ever possible to return to the Olympic Village for a full variety of meals and dietary requirements.



51_124

Competition Venues, continued Athletes and Team Officials (continued)

In the past, box meals were prepared on a daily basis for distribution outside the Olympic Village dining halls. While this was viewed by some OCOGs as a cheaper and more convenient solution than providing fresh box meals or full food and beverage services at the venues, it did raise a number of concerns for NOCs/NPCs:

• NOC/NPC team officials had to plan early for ordering such meals from the Dining Halls (as their preparation often required advance notice), thus adding extra steps in the NOC/NPC overall operational processes.

• Box meals provided at the Olympic Village could not be preserved for very long due to food safety reasons, which meant an additional constraint on the timeline for their consumption

• The style of box meal packaging for the Paralympic Games was often not appropriate for easy transport and consumption by the Paralympians

The NOCs/NPCs’ have expressed a preference for availability of food and beverages services at the competition venues during training if the athlete is to be away from the village for an extended period, and it is not feasible for them to return to the village. Often however in training the athlete will not be away from the village for long periods and the refreshment station with beverages, fruit, granola bars and energy bars is enough- there are obviously exceptions that should be discussed with the Sports FA. There are a number of sports that due to the athletes’ nutritional requirements before competing and the time they are away from the village –i.e. rowers that a broader selection of food will need to be provided which may include a hot and cold buffet style operation, or a boxed meal with a supplementary Pasta dish. It is important that there is a vegetarian and non-vegetarian option provided at all venues and it is recommended that an 8 day menu cycle is implemented to provide a reasonable rotation. It is also expected that the Food & Beverage service level is consistent for each competition venue, barring sport-specific nutritional requirements.



52_124

Competition Venues, continued Athletes and Team Officials (continued) (continued)

Discussion would need to take place first with the relevant Sport Managers and with International Federations in a second phase to discuss which if sport/ discipline are likely to want a sport specific meal (or Enhanced Venue Meal). This should then be discussed with the Head of Sports as part of the sign off process When enhanced venue meals have been agreed, it should be on the basis that, not to have them, would have an effect on the athletes ability to perform. There is no need for the team managers or their representatives to pre-order these meals at the village, as the Sport Manager will be able to advise the number of athletes that will be competing and/or training at the venue.

The cost of enhanced Venue meals is higher than the standard Athletes boxed meals, and hence it is important to confirm with the Head of Sport FA that the enhanced venue meals are required.

Where athletes meals are being provided whether boxed or enhanced the caterer should be encouraged to use the same menus and offers for other obligatory groups if appropriate i.e., sandwiches provided for athletes in boxed venue meals can also be provided for workforce feeding as a cold option, It is recommended that Technical Officials, if they require a boxed meal then they should have the same as the athletes.



53_124

Competition Venues, continued Technical Officials

Technical Officials are essential to the delivery of the Games, and this clients is composed of NTOS,( National Technical Officials) and ITO’s( International Technical Officials) It is therefore important to verify with the relevant Sport Manager (and the International Federation) the exact number of individuals pertaining to this category as it may vary from Sport to sport (or discipline to discipline).This client group are entitled to a venue meal with according to a similar policy as the Athletes venue meal policy. The decision to provide an Enhanced venue meal should be taken by the OCOG in conjunction with Sport as on many occasions the Technical Officials can be on Venue for long periods of time with their accommodation potentially too far away to be able to return for meals .i.e. some technical officials can be on venue for 10 to 12 hours or longer due to the competition schedule



54_124

Competition Venues, continued Media Each Venue Media Centre will have a lounge providing a rest area for the working

media where hot and cold food and drinks will be available for sale. CATV monitors will be strategically placed to enable media to follow the competition. Food and beverage services in the Media Centre will vary from hot/cold drinks and snacks from vending machines to full hot food service depending on the size of the Venue Media Centre. Food and beverage services, at the cost of the media, will fall into one of the following categories.

Category VMC Food & Beverage

A Large VMC Hot/cold drinks, hot/cold meals and snacks from a food and beverage concession within the Venue Media Centre.

B Medium VMC

Hot/cold drinks, cold snacks /sandwiches /salads from food and beverage concession and or a vending machine. Access to nearby public hot food and beverage outlet.

C Small VMC

Hot/cool drinks, simple snack foods from a dispenser. Access to nearby public hot food and beverage outlet.

Broadcasters Broadcasters will require a dedicated food and beverage service within the broadcast compound, which is located in the back of house area of the venue. The broadcaster is entitled to procure their own caterer within their own dedicated broadcast compound. Broadcasters working in broadcast tribunes will require access to water to be provided for free.



55_124

Competition Venues, continued Workforce The workforce is comprised of three groups:

• OCOG paid staff • OCOG volunteers • Accredited contractors

It is normal practice for the OCOG to provide free meals to OCOG paid staff and volunteers. Food and beverage should work closely with Workforce to agree the scope and food offering for the workforce at each meal. The offering should be reviewed on a venue by venue basis and with an understanding of the specific nuances of that particular venue. Workforce feeding is a 24/7 operation and will require Breakfast, Lunch, Dinner and Overnight food to be provided. Both vegetarian and non-vegetarian food should be provided and a menu cycle should be introduced to avoid fatigue. Religious and cultural requirements should be taken into consideration. Accredited contractors are encouraged to purchase meal vouchers for their staff in advance of the Games for both planning and operational reasons. Therefore, Contractors staff should be provided access to the workforce dining area for eating their meal. Usually, OCOG develops an electronic, Contractor Meal Ordering System (CMOS) to facilitate this process. It is likely that the Workforce FA will want a number of Staff recognition such as surprise and delight items (small cakes, ice creams etc) to be provided for the workforce, this is normally from their budget. What is required should be discussed in good time to ensure it doesn’t impact on the planning for the caterers

Olympic Family The OCOG will normally provide refreshments in the Olympic Family Lounge to OF

members and guests who have appropriate access to the lounge (accredited to access zone 6).It is recommended that a 7 or 8 day menu cycle is adopted for the lounges for each meal service so that there is variety across the lounges if people are visiting more than one lounge per day at different meal times It should be noted that protocol needs to be followed for visiting Heads of State, particularly for the Opening and Closing Ceremonies. Protocol is often provided by the appropriate government departments associated with the Games.



56_124

Competition Venues, continued Spectators The general public will require access to a range of food and beverage products at

each competition venue. The morning competition sessions will see a high demand for coffee and early morning snacks, rather than traditional lunch and dinner snacks. Long queues can occur if the caterer is not prepared for the changes in client expectations, and doesn’t manage staff accordingly. Similarly the number of points of sale and counter length as well as queuing strategies that should be discussed with event services to understand what support if any will be forthcoming in helping to manage the queues, or whether the caterer should include this in their planning. It is advisable to avoid selling menu items which make it difficult for the cleaners to clean the venue in a timely manner between sessions. Such menu items include, but are not limited to peanuts in their shell and popcorn. Similarly, it is also advisable to avoid the sale of chewing gum as it is very difficult to remove from pavements, and can cause damage to clothing if left on seats etc. Another key service relevant to spectator to be discussed within the OCOG is the provision of access to drinking water (tap water). This usually requires a policy to be developed with a clear definition of various FA roles and responsibility. This service is to be integrated with the definition of the policy regarding Food& Beverage access to Venues.



57_124

Competition Venues, continued Concession operations considerations

Food and Beverage plays a significant role in enhancing (or not) the spectator experience, it is important that choice, value for money, and quality of food are all given the right amount of attention. It is equally important that the space provided for the preparation and delivery of the food and beverage for the spectators is given just as much attention in the planning stage to ensure the right amount point of sale are available and the space is designed to ensure optimum flow and efficient speedy service for the customer.

The following are recommended as minimum standards for the structure:- • 1 cash register (till point) for every 250 spectators. • 1 concession (6m counter) to every 750 spectators • Each concession to have a minimum of 2 or 3 cash registers (till points). • The sales counter should be a minimum of 6 m in length and 3m in depth

depending on the food being served , and the space needed to put the products on the counter for the customer

• There needs to be BOH behind the concession in addition to the 3m to allow for access to and from the preparation area of the concession (if relevant).

A clear matrix of responsibility in relation to who is supplying what should be provided by the OCOG to the caterer to avoid misunderstandings and misconceptions.

Speed of service can be helped by the following principles being adopted • Header Boards clear to indicate what is being sold

Menu • Food items kept simple with no more than 6 options to pick from and a

clear description– i.e. Meatballs in a baguette v Joes Bob Sleigh ride

Other Location of the concession Point of sale ratios to spectators Set up of point of sale so quick and easy for staff Serving systems thought through of food and beverage Process and procedures for payment, cash and card Be ready to bust queues from the back with hawkers Understanding of competition session breaks Staffing for peaks and troughs thought through Queuing strategies thought through and tested Communications across the venue to advise customers if similar

concessions aren’t busy elsewhere

Continued next page


58_124

Competition Venues, continued Partner Food and Beverage Services

Marketing Partners may require food and beverage services at some competition venues in addition to the Olympic Marketing partner Hospitality Centre. In addition to the main Marketing Partner Hospitality Centre, the OCOG Marketing Partner Hospitality Function may develop several satellite Marketing partner Hospitality centres. These satellites Marketing Partner Hospitality centres will likely be shared facilities rather than dedicated facilities. The main Olympic Stadium (and some other venues) may have a number of sky boxes / suites around the stadium which will normally be sold to Marketing Partners and other member of the wider Olympic Family as a priority (see TM on ticketing for more information). Food and beverage services will therefore be required within the private suites.

Paralympics The Marketing Partner Hospitality Centre for the Paralympics may be located at the

Main Stadium. All other food and beverage services are similar to the Olympic Games, with the exception of the merchandising of the coolers which will be converted so it is easy for wheelchair users to select any of the drinks they may want


59_124

3 Olympic Village

Overview Introduction

• Food and beverage services are required at the Olympic Village to meet the expectations of elite athletes and team officials.

• The caterer for the Olympic Village will require the appropriate capability, experience international and local knowledge to perform and meet these expectations.

• A variety of menu choices will be required at all times to satisfy the diverse cultural and dietary requirements of all athletes and team officials from all countries.

• Food safety will be a critical issue, with international sporting bodies and world media seeking reassurance that risks relating to food safety are managed appropriately and responsibly to ensure athletes are able to perform at their peak.

• The selected caterer will be required to demonstrate the integrity of the suppliers and total food chain from “paddock to plate”.

• For further information regarding the Olympic Village please refer to the Technical Manual on Olympic Village.

Top Partner Rights

Marketing partner rights may extend to the provision of food and beverage services, such as Coca Cola and McDonald’s. It is usual that McDonalds will have presence within the main dining facility within the Olympic Village. For summer games this maybe in the main village, for winter games it maybe that McDonalds has presence in more than one village




60_124

Olympic Village, continued Service definition

Athletes and team officials are entitled to free meals in accordance with the Technical Manual on Olympic Village, the Host City Contract and the Olympic Charter. Athletes and team officials who are entitled to free meals are usually identified by a knife and fork symbol on their accreditation, giving them access to any food and beverage service in the residential zone. This entitlement is automatic for Athletes and primary Team Officials (as determined by the IOC Accreditation Guide). It can as well be purchased by the NOC for any other team officials. Team officials, NOCs, and NOC guests without proper accreditation for a free meal (no knife and fork symbol) will be able to purchase guest meal vouchers for the main dining hall. NOC guest meal vouchers for the main dining hall will be required on a user pay basis. The price of the guest meal voucher is normally a nominal cost to recover the incremental cost of the meal only and should not be seen as a revenue stream for the OCOG. When calculating the cost of a meal ticket or knife & fork the infrastructure and workforce costs cannot be included in the formula as the OCOG is already required to provide those under the HCC agreement. The guest meal voucher and Knife & Fork costs should be reasonable amounts that are calculated in cooperation with the IOC. Food and beverage services, in the Olympic Village Plaza, are usually available to athletes, officials and guests on a user pay basis.






61_124

Olympic Village, continued Scope of Food and Beverage Services

The food and beverage services in the Olympic Village will include the following services:

Residential Zone: Free or User Pay

Main Dining Hall – 24 hours Free to athletes and team officials with knife and fork symbol on their accreditation

Casual Dining Facility – 16 hours (Summer Edition Only) This may take many forms, and OCOGs are encouraged to ensure it is not just a replication of the main dining, but should give a different offer and environment to the athlete

Free to athletes and team officials with knife and fork symbol on their accreditation

Refreshments for Chef de Mission Meetings

Free

Functions and Events User pay basis Drink vending machines throughout the Olympic Village

Free*

Tea and coffee facilities in the athlete residential centres

Free

Optional facilities may include Grab and Go snacks for athletes where they can get coffee, fruit, salads etc at locations within the Olympic village

Free*

Workforce Dining Hall Provided to workforce on presentation of meal voucher

Olympic Village Plaza: Free or User Pay Café : Serving also Light Snacks Note that this area can also be used for light breakfast for athletes that don’t wish to check their bags at the main dining

Free 6.00am-9.00am for residents only with breakfast items and beverages provided Free. (if relevant) User pay basis Open to non-residents from 9.00am . In previous games athletes and officials with knife and fork symbol have been able to get free hot and cold beverages from this facility, with all non–residents paying their consumptions.



62_124

Olympic Village, continued Variety and Nutritional Requirements

The existence of rotating menus for the athletes is a precondition of the success of the Food & Beverage programme and the achievement of a high degree of satisfaction for NOCs/NPCs, as it ensures nutritional variety and reduces boredom with the food. NOCs/NPCs generally agree that for Winter Games, it is preferable to seek a rotation scheme where no single daily menu will be repeated more than once. Some elements where attention to detail is deemed important by NOCs and NPCs regarding variety of food at past Games are:

• Variety on fruits, both chopped and fresh • Variety in salads • Lactose free or gluten free options • Vegan options • Choice regarding breakfast items • Choice regarding dairy products • Choice of vegetarian options • Choice of fish options • Variety of low fat and low carbohydrate dishes • Ensuring that sauces are served on the side

The IOC need to receive the menus with detailed nutritional information for each dish provided as soon as possible prior to the Games,(ideally up to one year prior to the Games) in order to be able to provide feedback to the OCOG and sign the menus off , . Only then, the menu can be publish and made available to NOCs/NPCs, so they can start their planning.



63_124

Olympic Village, continued Cultural and Religious Requirements

Managing nutritional expectations of NOCs/NPCs from around the globe with different cultural and religious sensibilities is a challenge for OCOGs. The “solution” of subjecting athletes to bland food as to not offend anyone, has proved to be a failure in the past. Apart from standard, “universal” foods such as pizza and pasta, NOCs/NPCs generally expect from the menu:

• Dishes from the traditional cuisine of the Host Country • Dishes respecting different religious traditions:

− Muslim (Halal) − Jewish (Kosher)

• Dishes from Asian cuisines, including: − Chinese (e.g., sticky rice) − Japanese − Indian − Korean (e.g., kimchee)

• Dishes from the Western World − Southern European countries − Northern European countries − The Americas

• Dishes from Africa and the Caribbean It is important that the dishes taste as they would in their country of origin and it is therefore important for chefs from different culinary traditions to be employed to ensure the ethnicity of the dishes



64_124

Olympic Village, continued Food Labeling

According to the Technical Manual on Olympic Village, the main ingredients and nutritional content of all food served in the dining facility must be identified in writing (French and English). Recommendations in this regard may be summarised as follows:

• Food labels should be clear, concise and consistent – too much detail will be counterproductive when the service lines are long

• Allergy information should be provided • Vegetarian dishes should be clearly identified • Dishes prepared according to specific religious practices (e.g. halal, kosher)

should be clearly identified A separate area for serving Halal food should be identified

• For the Paralympic Games, the possibility of providing labeling in alternative formats (such as tactual mapping) should be investigated

It is important for NOCs/NPCs that the menus are made available as soon as possible prior to the Games. This will allow for the teams’ nutritionists to study them thoroughly and better prepare their delegations on what to expect at the villages.

Food Preparation and Presentation

NOCs/NPCs are concerned with food safety and different culinary practices in the Host Country but also they want their athletes to have certain continuity in their routines. This explains why sometimes they import foods from their own country to supplement what is offered at the Olympic Village dining halls. This food should not be stored within the main dining facilities and the regulations relating to food safety in the host country should be made available to them on request. Food safety is not only a matter of reality but also a matter of perception; it is not only a matter of the way food is prepared but also of the way it is presented to the athletes. NOCs/NPCs request that:

• Food is presented fresh, appetizing in appearance and in abundance by a highly trained and motivated staff




65_124

Olympic Village, continued Food Preparation and Presentation (continued)

• Food is prepared and maintained in accordance with the highest standards of safety and sanitation, sometimes going beyond the food hygiene regulations of the Host nation

• Food temperature of meals is monitored at all times to ensure that it is consistently at the appropriate level

• Wherever possible, individual containers (rather than large serving bowls) should be available (e.g., for yogurt ( although sometimes not possible due to branding rights and similar deserts)

• Cold /Chilled items should be refrigerated and temperature monitoring regimes put in place

Nutritional Help Desk

Menus must be developed by appropriately skilled chefs, with nutritional guidance of a suitably qualified sports dietician. A nutritional help desk is to be available within the Main Dining Hall for athletes seeking nutritional and medical information. The nutritional help desk must contain a range of helpful information for competing athletes including:

• Dining Hall Food Finder Map • Cultural Information • Food Allergies • Recipe Composition



66_124

Olympic Village, continued Removing Food from the Main Dining Hall

Removing food and beverages from the Main Dining Hall can be problematic and needs to be discouraged. Most food is not allowed to leave the dining facility because the OCOG cannot guarantee its quality once it has left the facility, while the food within the facility is closely monitored by professionals. Someone may develop a food borne illness if they eat food that has been left out for an extended period of time. Food is also prohibited from leaving the facility in order to discourage transferring food to people without dining access privileges. Exceptions have been made in the past such as:

• Usually one piece of fruit or ice cream type snack is allowed to be carried out. • Previously it has also been permitted to take McDonald’s out if it shown that

the food is in the process of being eaten. • In some exceptional cases also, food can be taken out of the dining hall to

athletes who are quarantined under Doctors’ orders. A Specific policy should be written by the OCOG in respect of food being removed for athletes either in anti-doping or quarantined under doctors orders. A general policy regarding the removal of food from the main dining should be also written by the OCOG.

The most effective way to discourage these activities is to provide information and education to athletes and officials on the complete range of food and beverage services around the Olympic Village residential centres, as well as the services at the competition venues and training venues. This knowledge will reassure athletes and officials that their complete dietary and cultural needs have been catered for.


All food and beverage services during the Paralympic Games are similar to those provided in the Olympic Games, apart from the merchandising of the coolers that should be done horizontally not vertically for ease of access, and blenders and straws should be available During the transition period a significant number of tables and chairs are normally removed from the Main Dining Hall to allow greater circulation for the Paralympians. In addition, a separate storage space is allocated for wheelchairs.


67_124

4 International Broadcast Centre (IBC)

Overview Introduction Food & Beverage Services at the IBC are required to meet the expectations of

rights holding broadcasters from around the world. The caterer of the IBC will require the appropriate capability, experience international and local knowledge. A variety of menu choices will be required at all times to satisfy the diverse cultural and dietary requirements of all electronic media from all countries. Food safety will be a critical issue, with international media seeking reassurance that risks relating to food safety are managed appropriately and responsibly. It is typical for the Main Media Centre (Main Press Centre and International Broadcasting Centre) to operate around the clock (24/7) and whilst the diverse range of staffing and time zones being covered should be taken into account, a reduced overnight service could be considered in agreement with the clients and anyhow ensuring an acceptable service (including availability of some hot meals) during this period.

TOP Partner Rights

Marketing partner rights may extend to the provision of food and beverage services within the IBC, such as Coca Cola and McDonald’s.

NBC Rights NBC rights may extend to the procurement of their own dedicated caterer of

choice. Service definition Food and beverage services in the IBC are normally available on a user pay basis to

broadcasters who follow a demanding 24 hour work schedule throughout the Games



68_124

International Broadcast Centre (IBC), continued Scope of Food and Beverage Services

Food and beverage services are provided in the IBC to satisfy a diverse range of clients from all over the world. Number and variety of Food and Beverages outlets inside the IBC should also decided considering the existing catering offers in close proximity to the venue, as well as the proximity of the IBC to the venues and allocated hotels OBS may specifically wish to have a fine dining restaurant and their own bar;


It is important to maintain food and beverage prices in line with and consistent to similar food and beverage services on the street. OBS and Right Holding Broadcasters view the IBC as a working environment and believe the prices should be lower than ”event” prices. Many media representatives are from developing countries and while they are experienced and have high expectations, they do not necessarily have the personal spending budgets of their media counterparts from developed countries.

Food and Beverage Standards

The media will have reasonable expectations on food variety and standards. At the same time the menus will need to satisfy the diverse range of cultures from up to circa 205 different participating countries. A critical consideration will be the variety of food in relation to quick “grab ‘n go” items as well as “sit and dwell” dining options.

Media with a Disability

Appropriate service considerations will need to be addressed for media with a disability. Service solutions can be resolved through a combination of both design and operational solutions. The key consideration is that service is not denied to media with a disability.

Paralympics All level of food and beverage services provided at the IBC during the Paralympics

Games would be in proportion to the projected occupancy volumes.


69_124

5 Main Press Centre (MPC)

Overview Introduction Food and beverage services at the MPC are required to meet the expectations of

written and photographic press from up to approximately 205 participating countries. The caterer of the MPC will require the appropriate capability, experience and local knowledge. A variety of menu choices will be required at all times to satisfy the diverse cultural and dietary requirements of all print and photographic media. Food safety will be a critical issue, with international media seeking reassurance that risks relating to food safety are managed appropriately and responsibly.

Top Partner Rights

Marketing partner rights may extend to the provision of food and beverage services within the MPC, i.e. McDonald’s.

Service definition Food & Beverage Services is regarded as an essential service for the international

media who follow a demanding 24 hour work schedule throughout the Games and is a critical success factor in MPC operations. However, distance and walking time between working places and food outlets should be carefully looked at by the Food&Beverage FA and the relevant media client representatives. As this is one of their key drivers for decision. The OCOG will offer a varied range of meals in line with the culinary habits and lifestyles of a press corps representing all five continents. Food in the MPC should be fresh, cooked on site and reasonably priced.



70_124

Main Press Centre (MPC), continued Scope of Food and Beverage Services

Food and beverage services are provided in the MPC and should satisfy a diverse range of clients from all over the world. The media will have reasonable expectations on food variety and standards. At the same time the menus will need to satisfy the diverse range of cultures from up to circa 205 different participating countries. A critical consideration will be the variety of food in relation to quick “grab ‘n go” items as well as “sit and dwell” dining options. A small bar facility may also be required Hot meals must be available 24 hours a day however the selection available through the night should be discussed with the client as with modern day technology many press will return to their hotel or remain in venue to post a story and therefore don’t come back to the centre. The proximity of the hotels and the other food offers available to the press in the city should be taken into account when deciding this OCOGs should look to break up seating areas to provide a more intimate feel to the seating space in the sit down and dwell seating areas f Number and variety of Food and Beverages outlets inside the MPC should also be decided considering the existing catering offers in close proximity to the venue.



71_124

Main Press Centre (MPC), continued Scope of Food and Beverage Services (continued)

The OCOG will ensure that the prices charged to the media are reasonable and do not exceed the prices charged to the public for equivalent services in the Host City The scale of the MPC Food & Beverage services may vary according to the availability of equivalent services nearby.

Key Relationships

The Head of Press Operations and MPC management should be actively involved in evaluating Food & Beverage Services tenders, the level of services and facilities and the management of MPC Food & Beverage services throughout the Games.


It is important to maintain food and beverage prices in line with and consistent to similar food and beverage services on the street if not less as this is a working environment; Written and Photographic Press view the MPC as a working environment and believe the prices should be lower than “street” prices. Many media representatives are from developing countries and while they are experienced and have high expectations, they do not necessarily have the personal spending budgets of their media counterparts from developed countries.

Media with a Disability

Appropriate service considerations will need to be addressed for media with a disability. Service solutions can be resolved through a combination of both design and operational solutions. The key consideration is that service is not denied to media with a disability.


All level of food and beverage services provided at the MPC during the Paralympic Games would be in proportion to the projected occupancy volumes.


72_124

6 Other Venues

Overview Introduction This chapter addresses other venues and areas which require certain levels of food

and beverage services during the Olympic Games. Contents This chapter contains the following topics:

Topic Page

Ceremony Venues 73 Olympic Hospitality Centre (OHC) 74 Training Venues 76 Uniform Distribution and Accreditation Centre (UDAC) 77 Transport Fleet Depot 78 Transport Bus Depot 79 Official Hotels 81 Airport 82


73_124

6.1 Ceremony Venues Introduction In Summer Games, Ceremonies are used to take place in one of the competition

venues (The athletics Stadium have been used in majority of the previous recent games) and therefore some of the information such as Food and beverages services for Spectators may remain similar. In Winter Games, Ceremony tends to be held in dedicated non-competition dedicated to the Ceremony purposes.

Service definition Ceremonies will require food and beverage services for management, staff, crew,

cast and performers at the Stadium where the opening and closing ceremony is taking place (which may or may not be the Olympic Stadium). Ceremonies will also require a “Green Room” within the Stadium, to provide hospitality including food and beverage services for feature artists, singers and performers. Consideration also needs to be given to the athletes and their food and beverage needs. They are usually assembled in adjoining venues well in advance of the Ceremony and this service (and the operational challenge it implies) should not be underestimated). In previous Games, catering operations in Olympic Village dining hall(s) have been altered to meet the unique circumstances of having all the athletes return at one time at the end of the Ceremonies During the athletes parade it is recommended that the service of snacks and water to the athletes is provided in a manner which causes the least amount of disruption to the athletes, so that they do not need to break their in-file walking, this is normally carried out in conjunction with sports volunteers Services for Olympic Family should be understood as it differs widely (in terms of numbers and services) to what is done at Competition venues. This should be discussed with Protocol FA and the IOC. It should be noted that during the athletes parade food and beverage services are busy within the Olympic Family Lounge

Medal Plaza in Olympic Winter Games

Specific services including refreshment stations will be needed at Medal Plaza. More information are provided in the TM for Ceremonies


74_124

6.2 Olympic Hospitality Centre (OHC) Introduction Food and beverage services are required at the Olympic Hospitality Centre to meet

the expectations of all Olympic Games Partners. The caterer of the OHC will require the appropriate capability, experience International and local knowledge.

Service definition Partners understand and generally accept that they are obliged to use the caterer

selected by the OCOG, with the exception of the IOC. International Olympic Committee (IOC)

The IOC has the right to appoint its own dedicated caterer of choice. Food and beverage services in the OHC are available to Partners on a user pay basis. More information can be found in the Technical Manual on Olympic Hospitality Centre.





75_124

Olympic Hospitality Centre (OHC), Continued

Scope of Food and Beverage Services

Food and beverage services are provided in the OHC to satisfy a diverse range of Partners and their guests from all over the world. Diversity of Menu Options The food and beverage menus should include a range of choices and price options. The OCOG Marketing Function will develop the design of the OHC, as well as the strategy of selling OHC space to Games Marketing partners. Based on previous Games, a generic concept of the OHC would comprise the following concept options:

• Private suites for approx 30 guests. Marketing Partners may be offered the opportunity to purchase a private suite of approx 200 sq metres or more if they choose

• Shared common area for mixing socially The Food Service Function would be required to procure a suitable caterer to provide a variety of food and beverage menu choices, with a range of price options.

Payment It is recommended to ensure that all food and beverage requirements are paid for

in advance of the Opening Ceremony. Additional requests can be accommodated and paid for during the event.

Menu Options It is important to offer the guests a range of menu choices in order to cater for a

variety of price preferences and individual budgets. Paralympics IPC

The Marketing Partner Hospitality Centre for the Paralympics may be located at the Main Stadium.

Partner Guests with a Disability

Appropriate service considerations will need to be addressed for guests with a disability. Service solutions can be resolved through a combination of both design and operational solutions. The key consideration is that service is not denied to guests with a disability.


76_124

6.3 Training Venues Introduction Refreshments are required at Training Venues in order to meet the needs of

athletes and team officials. Refreshment services focus primarily on re-hydration fluids and a variety of snacks.

Athlete Venue Meals (AVMs)

Athletes Venue Meals (AVMs) are required for athletes and officials who are away from the Olympic Village for an extended period of time (usually 4 hours or more) in accordance with the appropriate AVM policy. Athletes and team officials are encouraged where ever possible, to return to the Olympic Village for full meal variety and dietary requirements.

Management of the Food Service at Training Venues

At training venues where the Food Service Function has no dedicated representative to manage the food and beverage service, the Venue Manager is expected to manage the service. In order to perform the expected service, the Food Service Function shall provide the venue manager of these training venues with the appropriate training and guidelines.


77_124

6.4 Uniform Distribution and Accreditation Centre (UDAC) Introduction Food and beverage services will be required at the UDAC from the first day of

operations. The UDAC may potentially be the first Games venue to go operational and will require food and beverage services for volunteers and OCOG paid staff.

Recommendat-ions

A user pay service may be required for visitors to the UDAC in addition to workforce meals. Vending machines with beverages and confectionary maybe used for workforce who have to queue to get accreditation and uniform


78_124

6.5 Transport Fleet Depot Introduction Food and beverage services will be required at the Transport Fleet Depot from the

first day of Games operations. The Transport Fleet Depot is normally staffed by “long term” volunteers (including drivers) in addition to OCOG Staff and some contractors. Long term volunteers have been advised to provide their own meals until such time as the Games period meal solution begins. It is usual to provide a meal at the depot and potential a chilled snack and drink to consume during their shift away from base Refreshment services (including free tea and coffee) are usually provided to the long term volunteers during the planning period.

Recommendat-ions

Menu Variety Menu variety is important to the volunteers at the fleet depot due to the prolonged waiting periods in dispatch jobs. Managing boredom can be an issue for venue management however food service can become a perceived issue.


79_124

6.6 Transport Bus Depot Introduction The provision of food and beverage services at the Transport Bus Depot is not

initially seen as the responsibility of the Food Service Function but rather the responsibility of the transport contractor, which is managed by the Transport Function. However, the scope of work can become a challenge for the bus contractor and the Food Service Function is often drawn in to assist at the last minute

Bus Driver Meals Often bus drivers are recruited from “out of town” and are often housed in

accommodation which does not provide Food & Beverage Services facilities thus relying on all meals to be provided by their employer. Therefore the provision of meals can become a sensitive issue which should not be underestimated by the bus contractor Additionally, some countries have union regulations and laws that stipulate requirements for bus driver meals, breaks and other related services that need to be considered in the overall scope and budget for food service provision. The delivery of transport services in some previous Games have been impacted by issues related to food and beverage services, accommodation and the welfare of bus drivers. Previous Games editions have had different methodologies for delivering the meal solution, including the following:

• OCOG Food & Beverage Services Function include the meal provision in their scope, budget and management

• OCOG Transport Function include the meal provision in their scope, budget and management

• The meal provision is included in the contract of the bus management company

It is important to note that in previous Games, the Food Service Function has had to assist in the delivery and contract management of Food & Beverage Services despite the fact that the Transport Function has taken responsibility for it. This is primarily due to the Transport Function not being experienced in negotiating or managing food service provision since delivering transport services is their primary responsibility. Therefore, it is recommended that the OCOG discuss and agree a strategy for the delivery of Food & Beverage Services for bus drivers.



80_124

Transport Bus Depot, Continued

Recommendat-ions

Ensure the meal service solution for bus drivers is substantial and will meet the expectations of all drivers including those from “out of town” who rely on their employer for the provision of all meals. The OCOG should discuss and agree a strategy for the delivery of food and beverage services to bus drivers, including scope, budget and management responsibility with the relevant Transport providers. It is strongly recommended that F&B are responsible for this service through their contractors if not being delivered out of permanent facilities that are usually used by the bus companies. A visit to the staff restaurants of a sample of the bus drivers will help to understand the requirements and portion sizes expected.


81_124

6.7 Official Hotels Introduction The responsibility of the OCOG Food Service Function at official hotels is usually

restricted to workforce refreshments and meals. Recommendat-ions

In general, the refreshments and workforce meals are purchased from the respective hotels.


82_124

6.8 Airport Introduction The responsibility of the OCOG Food Service Function at the airport is usually

restricted to workforce refreshments and meals. Recommendat-ions

In general, refreshments and workforce meals are purchased from a suitable airport caterer or through agreement with the numerous restaurants, snacks and bars present in the airport.


83_124

7 Annex Concession Guidelines

Overview Introduction

The Olympic Games strive to maintain a realistic balance between the need to generate revenue and the desire to maintain an atmosphere at the Olympic Games that is primarily non-commercial in accordance with the Olympic Charter. In this regard, food and beverage (F&B) service and the transactions that occur at venue Concessions/Kiosks are a particularly complex area of Games organisation. These guidelines are intended to help the OCOG achieve and maintain this balance, but not hinder the OCOGs creativity in designing and implementing the Look of the Games or to limit the existing rights of TOP Partners. These guidelines, as well as the contractual provisions of certain TOP Partners, provide the standards for Concessions/Kiosks branding and lay out the required deliverables. A thorough understanding of and adherence to the contracts, the Charter and these guidelines will help the OCOG communicate a clear and consistent message to all parties concerned. It is also essential that no national marketing partner contract contradicts these Concessions/Kiosks guidelines or the rights granted to TOP Partners. It is the OCOGs’ responsibility to educate not only the national partners in F&B categories, but also all the parties involved in the Concessions/Kiosks operations. Clear communication between Function areas, relevant Partners and the IOC will help eliminate incidents of “ambush” marketing within the family of Marketing Partners, where one Partner intentionally or unintentionally encroaches upon the contractual Concession/Kiosk rights of another. Any ambush issues should be identified and resolved prior to the Opening Ceremony, when the IOC and the OCOG will conduct a final walk-through and approve all Concessions/Kiosks. If any violations of these guidelines do occur, immediate corrective action will be taken and intentional or repeated violations may lead to the suspension or revocation of that company’s rights.


Topic Page

F&B Concessions/Kiosks Guidelines 84 McDonald’s 106 Concessions and Kiosks Branding Approvals 119 Timelines and OCOG Obligations 121



84_124

7.1 F&B Concessions/Kiosks Guidelines General Points

Summary This section lists general points for F&B Concessions and Kiosks. Contents This chapter contains the following topics:

Topic Page

Concessions Branding 86

Look Integration The design of Concessions/Kiosk outlets should incorporate the overall Look of

the Games and should be consistent across all outlets within all venues. In addition, relevant Marketing Partner presence should be coordinated and balanced with the Look of Games.

OCOG-specific Product Categories

Because some OCOGs will have national F&B Partners, further guidelines may be developed to address potential issues prior to signing a new sponsorship agreement. The agreement and subsequent guidelines must comply with these guidelines and the product category releases and may not contradict any right given to a TOP Partner.

Image Example

Integration of Look of the Games – London 2012



85_124

F&B Concessions/Kiosks Guidelines General Points, Continued

Image Example (continued)

Integration of Look of the Games – Torino 2006


86_124

7.1.1 Concessions Branding

Introduction Coca-Cola signage shall be more prominent than any other single Partner or the beer Partners collectively. Coca-Cola FOP branding visuals and collateral material (e.g., menu boards) must be used at Concessions/Kiosks/Hawkers visible from FOP, including Spectator Seating (all views), Camera Angles, and Broadcast and Media Tribunes. All branding must be inside the walls of the Concession/Kiosk. The only two exceptions to this rule are:

• For standees, tables, chairs and umbrellas located within the defined dining area in close proximity to the concession/kiosk.

• Where it is technically impossible to place menu boards inside the Concession there would an exception be made only following IOC approval.

• Visa signage is prescribed in concession and kiosks at specific points near the point of transaction to ensure spectators are aware of the payment methods accepted.

Image Example

Coca-Cola Branding – London 2012



87_124

Concessions Branding, Continued


Highest Level National Partner Branded Equipment – Athens 2004

Exceptions At Concessions that primarily sell McDonald’s food items, McDonald’s branding

may be displayed more prominently than Coca-Cola’s. This section details the practical applications of Coca-Cola’s rights, as well as the few exceptions that have been granted. Note Coca-Cola’s product category includes all hot and cold non-alcoholic beverages, including but not limited to sodas, juices, sports drinks, water, flavoured milk, drinkable yogurt, smoothies, tea and coffee.

Posters The following exceptions to Coca-Cola’s exclusive signage rights have been

granted: • Beer Partner shall be allowed to display one poster no larger than 30” by 50”

inches in each Concession where its products are sold. The poster must include the message “Drink Responsibly”

• Payment signage is allowed and outlined in the Visa section of this manual See section on Visa later in this chapter.



88_124


Image Example

Coca-Cola Signage – Torino 2006

Menu(s) Coca-Cola has the right to provide all menus. This includes the right to design,

brand, source, purchase, distribute and place menus in all Concessions. Coca-Cola should develop menus in conjunction with the OCOG and ensure appropriate look integration. Menu board production is a shared cost between Coca-Cola and the OCOG.

• All Menus shall prominently display Coca-Cola's products • Brand names of products from TOP Partners or National Marketing Partners in

the food category and sold at Concessions may appear once per product on the pricing line of the menus to communicate product, price and size offerings only. The brand names may be printed in the type-face of those companies’ products

• All other food items from non-Partners must be listed generically, with no reference to corporate or brand name (ex: chips, chocolate, crackers, ice cream)

• Coca-Cola FOP branding visuals and collateral material (e.g., menu boards) must be used at Concessions/Kiosks/Hawkers visible from FOP, including Spectator Seating (all views), Camera Angles, and Broadcast and Media Tribunes

• In the event of a menu time change or a product goes out-of-stock, the caterer will work with Coca-Cola to execute a new menu insert. No manual writing or taping over menu boards by the caterer is permitted



89_124


Menu(s) (continued)

Exception McDonald’s may elect to use its standard menu boards at the Games within its retail locations. If so, Coca-Cola agrees that it will supply translites to fit McDonald’s menu - in lieu of supplying the entire menu boards. Coca-Cola will fulfill this aspect of the agreement, provided that all other provisions pertaining to Coca-Cola’s exclusive rights regarding menu boards are in compliance.

Image Example



90_124



Menu - Coca-Cola Branding with Other Brands Listed Generically – London 2012

Product Display Coca-Cola has the exclusive right to display branded products at Concessions.

However, since the Concessionaire is responsible for the sale and/or distribution of F&B products to spectators, the Concessionaire may want to display products for sale in order to inform spectators of the available choices. This is allowed with the following parameters:

• Only the branded products of TOP Partners or Highest Level National Partners in the food category may be displayed (in limited quantities) provided the displayed products are in their product category and are sold at the Concession

• For lower tier Marketing Partners, branded products sold at Concessions, such as candies and snacks, may be displayed in a limited manner only to allow the spectator to view product availability, but cannot be displayed in a manner that may be construed as a branding opportunity. Number of product impressions, product facings and style in which products are displayed will all be taken into consideration

• Non-Marketing Partner products, including condiments, chips, crackers or popcorn:

− If branded, cannot be displayed individually or in branded containers anywhere within the Concession

− If unbranded or in generic packaging, may be displayed at the Concession to facilitate spectator selection. Therefore, the Concessionaire should consider sourcing Non-Marketing Partner products in unbranded packaging



91_124


Product Display (continued)

All serving elements (such as containers, drinking straws, napkins/serviettes, etc.) and their packaging must be unbranded. Coca-Cola may elect to provide some branded serving elements, to be agreed upon between Coca-Cola and the OCOG

Image Example

Non-Partner Branded Food Products cannot be Displayed (Torino 2006) *These products had to be removed and should be generically listed as “chips” and “crackers”.

Beer cups may not be displayed on counter



92_124



Non-Marketing Partner products must be correctly unbranded (Torino 2006 and Athens 2004)

BEFORE: Excessive branding of National Marketing Partners in concessions (Athens 2004) is not permitted by the guidelines

AFTER: Excessive branding of National Marketing Partners in concessions was immediately removed – Athens 2004



93_124


F&B Packaging Coca-Cola has the exclusive right to provide branded cups and containers for

non-alcoholic beverages. Cups and containers for use on the Field of Play (FOP) and other highly restricted areas must be unbranded. Clarifications

• A wine or beer Partner may have the right to feature its brand name on transparent cups used for its beverages. The size, prominence, colour, frequency and location of the Partner’s brand name are subject to the IOC and OCOGs’ sole approval. These cups may not be displayed at a Concession and must be kept behind the counter

• McDonald’s and other Marketing Partner food products may be sold in branded packaging. Note that hamburgers, chicken nuggets, chicken burgers and french fries can only be served by McDonald’s (this list may be more extensive; refer to McDonald’s agreement for further detail). Additionally, neither the OCOG nor its Concessionaires may supply or serve branded food products of any restaurant (other than McDonald’s) or food products supplied by any restaurant (other than McDonald’s). For example, the OCOG and its Concessionaires may serve pizzas, but may not serve “Pizza Hut Pizzas,” whether branded or unbranded. Chicken, breakfast sandwiches, tacos, gyros, pizza and hot dogs may be supplied and served by the OCOG and/or its Concessionaires exclusively in unbranded packaging unless and only to the extent otherwise required by law.



94_124


Image Example

Coca-Cola Branded Serving Elements and Napkins (Torino 2006 and Beijing 2008)

Unbranded Product Display: Sandwiches/Condiments/“Potato Chips” Torino 2006



95_124



Unbranded Product Display: Sandwiches, Condiments and “Potato Chips” (Torino 2006)

Branded Non-Marketing Partner Products. Not permitted



96_124


Tables / Chairs and Sun Shades

Coca-Cola has the exclusive right to provide branded sun shades and accompanying tables and chairs in the vicinity of Concessions and Kiosks, all bearing Coca-Cola’s marks exclusively. Such Sun Shades shall be the only Sun Shades permitted in the vicinity of Concessions. Coca-Cola will work with the relevant OCOG departments (such as F&B, Venue Management, Spectator Services, etc.) to agree on:

• The appropriate Concession areas for placing branded parasols, tables and chairs**

• Any other areas outside of the Concessions vicinity where the placement of parasols may be appropriate

Exception McDonald’s has the exclusive right to provide branded sun shades in the vicinity of McDonald’s restaurants and the right to provide 25% of all parasols, tables and chairs (which may exclusively bear McDonald’s branding) that are needed by the OCOG in locations other than those in the vicinity of general concessions. The location must be agreed upon by McDonald’s, OCOG and IOC.** (**) Note: Special consideration must be taken when planning for open-area seating as these items may not be placed in areas that are visible from Field of Play, spectator seating or broadcast camera angles.

Image Example

Branded tables, chairs and sun shades (London 2012)



97_124



Branded tables, chairs and sun shades (London 2012)



98_124


Dispensing Equipment

Coca-Cola has the exclusive right to provide branded dispensing equipment. Only Coca-Cola lit signs may be permitted on equipment.

• All branding on non Coca-Cola equipment located in or near Concessions/Kiosks (e.g., nacho and popcorn machines, refrigeration units etc.) must be covered or concealed from view, preferably in a manner which is consistent with the Look integration. When producing material to cover equipment, special consideration must be given so that the material will adhere to hot or cold equipment

• Hawking Equipment used in areas visible from spectator seating or broadcast cameras must be unbranded. For use in other areas, branding of Hawking Equipment must abide by standard Concession signage guidelines

Exceptions Beer Partner(s) and highest level national F&B partners may provide branded dispensing equipment which is reasonably necessary to serve their products. In the case of Beer Partners, dispensing equipment is defined as beer taps and in the case of highest level national F&B Partners, dispensing equipment is considered only where operationally necessary (within a Concession or stand-alone as a kiosk) and in the case of beer taps limited to one per concession. National Marketing Partners who are not highest level food Partners are not allowed any branding on equipment.



99_124


Image Example

Coca-Cola Branded Dispensing Equipment (London 2012)



100_124



Highest Level National Marketing Partner Branded Equipment (Athens). As a standalone this is a kiosk.

Highest Level National Marketing Partner Branded Equipment (Athens). Branding is not acceptable as shown. Two kiosks form a Concession



101_124



Unbranded Dispensing Equipment (Athens 2004)

Highest Level OCOG Partner: Beer Dispensing Equipment (Athens 2004)



102_124


Unbranded Hawking Equipment for Field of Play (Torino 2006)

Unbranded Field of Play Beverage Barrels (Athens 2004)



103_124


Concessionaire/Kiosk Employee Uniforms

All Concessionaire employees who distribute or sell F&B products to spectators, media and athletes (includes all spectator Concessions as well as at Olympic Village(s) and Media Centre(s)) shall bear a patch with the Coca-Cola mark on the uniform, hat or name badge with size, location and frequency agreed upon by the OCOG and/or the IOC. The uniforms of all Concessionaire staff (including Hawkers) must abide to Partner Uniform Guidelines and must be free of all other branding. The caterer will provide appropriate space on the uniform design for a Coca-Cola patch to be provided by Coca-Cola. The uniform design will be such that the patch will not conflict with the overall look (e.g., colour match) of the uniform. Coca-Cola should be consulted on the final design and look of the uniform. The cost of affixing the patch to the uniforms is borne by the caterer as part of the design and production costs. Exception McDonald’s may have their own branded uniforms for use in McDonald’s restaurants. With the express prior written approval of the IOC, an OCOG may permit minimal identification on the uniforms of Food & Beverage Services/Concession staff working at Olympic Venues only if the Olympic parties, including specifically the IOC, determine that such identification is necessary for security purposes.

Image Example

Coca-Cola Branding on Concessionaire Employee Uniform



104_124


Food Waste Management

Coca-Cola and McDonald’s both have the non-exclusive rights to supply branded waste / recycling receptacles to the OCOGs. Any other waste/recycling receptacles supplied to the OCOG must be unbranded.

Image Example

Coca-Cola and McDonald’s Branded Waste/Recycling Receptacles (Athens 2004, Beijing 2008, London 2012)



105_124



Unbranded Waste/Recycling Receptacles


106_124

7.2 McDonald’s Introduction McDonald’s has been granted specific rights and provisions as it relates to in-

venue activities. McDonald’s product category is comprised of: • Retail food service operations • Food products: All ready to eat and frozen products served by McDonald’s in

its restaurants and frozen food products competitively marketed to McDonald’s products. This includes the comprehensive list as detailed in Appendix B of the IOC – Sochi Marketing Plan Agreement (MPA).

Such special attention must be paid to the co-existence of McDonald’s rights and concessionaire/caterer operations during Games-Time.

Image Example

McDonald’s Branded Restaurants (Athens 2004, Vancouver 2012, London 2012)



107_124

McDonald’s, Continued

Specific McDonald’s Rights

This section outlines the specifics of McDonald’s rights related to Concessions. McDonald’s Restaurants McDonald’s has the exclusive contractual right to establish branded restaurants within all venues including in the Olympic Village(s) and MPC/IBC. McDonald’s can also establish restaurant locations within Olympic venues, as mutually agreed upon by McDonald’s and the OCOG. McDonald’s restaurants are considered Concession outlets, but with specific branding rules that apply to McDonald’s restaurants and that differ from all other Concessions as outlined in this document. (For example, menu and uniform parameters) These rules are subject to the contractual agreements specific to McDonald’s and otherwise agreed between the Partners and the IOC, as listed below:

• Brand Identification At Concessions, McDonald’s can identify its brand in a recognizable manner for consumers. McDonald’s exposure at Concessions, including menu boards, packaging, McDonald’s uniforms, parasols, tables and chairs and signage will be discussed in good faith between McDonald’s and OCOGs.

• Trash Receptacles McDonald’s has the non-exclusive right to supply trademarked trash receptacles, trash collection or recycling devices, subject to Rio 2016’s approval, which may not be unreasonably withheld.

• Napkin Holders McDonald’s is permitted to place trademarked napkin holders on the tables within the reasonable vicinity of McDonald’s retail locations on-SITE. This is subject to OCOG’s approval, which may not be unreasonably withheld. If OCOG decides to allow trademarked napkin holders in other areas, McDonald’s will have the first right of negotiation to provide them.

• Umbrellas McDonald’s has the right to provide 25% of all parasols, tables and chairs (which may exclusively bear McDonald’s branding) that are needed by OCOG in locations other than those in the vicinity of general concessions. The locations must be agreed upon by McDonald’s and OCOG.

• Wayfinding Signage McDonald’s Concessions on the Olympic Park are traditionally referenced on Park wayfinding signage, including venue map.



108_124


Appointed Caterers as Detailed in McDonald’s Contract

McDonald’s has the right of first refusal to be appointed as Master Caterer for the Games. If McDonald’s first waives its right to provide this service, the OCOG will enter into an agreement with another master caterer or caterers for the provision of basic food items and services at Olympic Venues. In an effort to protect McDonald’s rights, the contract stipulates that the selected caterer does not primarily operate under a restaurant trade name, and receive no marketing rights. For example no other caterer shall have the right to brand products, equipment, facilities or staff uniforms, or to display its trademark or name at any Olympic venue. Note: Press releases by such caterers must also be carefully reviewed and approved by the OCOG and IOC Television and Marketing Services (please refer to the Food & Beverage Services Communications Guidelines).


Topic Page

Kiosks 111 Visa (Payment Acceptance at 113 Live Sites 116 Quick Reference Guide: Branding Allowed 117



109_124


Image Example

McDonald’s Branded Menus and Tables



110_124



McDonald’s Restaurant at MPC (Torino). Coca-Cola and McDonald’s backlit signs may be approved on a case-by-case basis.

Image Example (continued) (continued)

McDonald’s Branded Uniform at McDonald’s Restaurants (Torino 2006)


111_124

7.2.1 Kiosks

Kiosk Conditions A kiosk may be a permanent, mobile or temporary stand or station. The branding

on the kiosks should be OCOG Look of the Games, with Marketing Partner mention only for operational purposes. Kiosk branding is subject to the parameters in this section. Two or more kiosks placed together and/or staffed by the same employee(s) are considered a Concession and are subject to the Concessions branding rules defined in these guidelines. Kiosks are intended to fulfill operational needs: to provide outlets for single items that may be in high demand and to ease pressure on Concessions while providing spectators with a faster purchase solution. The number, type, and location of kiosks will be driven solely by operational needs and are at the discretion of the Concessionaire, OCOG F&B, Spectator Services and other relevant OCOG Functions, with final approval by the IOC. Branding on Kiosks

• Kiosk branding should integrate the Look of the Games • Marketing Partner branding is permitted to communicate to spectators what

products are available at each particular outlet • Kiosks serve an operational need and should not be placed or considered as

a branding opportunity • Coca-Cola FOP branding visuals and collateral material (e.g., menu boards)

must be used at Concessions/Kiosks/Hawkers which are visible from FOP, including Spectator Seating (all views), Camera Angles, Broadcast and Media Tribunes

• All kiosk design and branding must be submitted and approved by the IOC. Placement and visual impact will be among approval factors



112_124

Kiosks, Continued Kiosk Conditions (continued)

Vending Machines Only Coca-Cola can have branded vending machines. The placement and branding is subject to approval by the OCOG and the IOC. No snack or other vending machine can feature any branding other than that of Coca-Cola. See earlier sections in this chapter for conditions on tables, chairs and sun shades.

Image Example

Placement of any commercially branded concession or kiosk within spectator, Field of Play or broadcast camera view is not permitted. This mobile cart was moved.

Image Exemple (continued)

Examples of Kiosks. Note each kiosk only carries a single product.


113_124

7.2.2 Visa (Payment Acceptance at Concessions/Kiosks)

Visa Specifications

Visa’s products are the only card payment products accepted for payment at concessions and kiosks (with the exception only of cash) or for obtaining cash from ATMs and banks in-venue during Games-Time For the avoidance of doubt, cash will also be accepted in-venue. The OCOGs shall require all Concessionaires and restaurants at the venues to accept only Visa products and cash for payment. This should be factored into planning and included in the tender/RFP process when tendering for suppliers.” To remind spectators that only Visa is accepted at the Games, Visa has rights to specific signage in conjunction with their terminals.

• One Visa poster with recognition message such as, “In recognition of Visa’s Olympic sponsorship, we are proud to only accept Visa” is allowed per Concession/Kiosk. Posters can be no larger than 21” x 15” (53.34cm x 38.1cm) and can be affixed to the counter or attached on an inside wall of a Concession/Kiosk, but not in front of or in the direct line of sight of menu boards

• One Visa tent card, sticker or non-free-hanging equivalent (with signage on front and back as approved) is allowed per POS Terminal. The Visa tent card, sticker or non-free-hanging equivalent, can be no larger than 4.5” x 5.5” (10.16cm x 12.7cm). Visa may determine, at its discretion, if the sticker should be a Visa-only sticker or a Visa/Visa Electron or other Visa product sticker

• If the Concession/Kiosk has a spectator entrance door, Visa may place one Visa-branded sticker, no larger than 4.5” x 5.5” (10.16cm x 12.7cm) per Concession/Kiosk door, provided these stickers are not visible from the Field of Play. The sticker must feature the recognition message such as, “In recognition of Visa’s Olympic sponsorship, we are proud to accept only Visa”

• Visa can provide pens and counter top signing mats with Visa branding for use at points-of-sale terminal.

• Visa should make its best effort to incorporate the OCOG Look of the Games in its signage

• Visa branding is permitted on purchase receipts if Visa elects to provide the paper for receipts to the concession/kiosk.



114_124

Visa (Payment Acceptance at Concessions/Kiosks), Continued Visa Specifications (continued)

Note: Due to the significant operational impact on a merchandise Concession and the need for consumers to understand that all purchases must be made using cash or Visa, the above guidelines do not apply to concessions selling only merchandise. Visa’s role and signage for merchandise concessions may be expanded above and beyond these provisions; IOC will have final approval on such branding.

Image Example

Visa Posters at Entrance of Concessions / Kiosks (Athens 2004 & Torino 2006)



115_124

Visa (Payment Acceptance at Concessions/Kiosks), Continued Image Example (continued)

Visa Point of Sale Materials (Athens 2004 & Torino 2006)


116_124

7.2.3 Live Sites

Live Sites

Olympic-themed events/sites are often produced in and around the Host City during the period of the Games. These Live Sites are not always under the control of the OCOG. However, if Olympic Marks are used, the OCOG must ensure that existing sponsorship requirements are respected. The risk of Ambush Marketing at Live Sites is always high. If any Olympic properties (marks or terminology, including the Olympic rings, the official Look of Games, the term “Olympic”, or the combination of city and year) are used in any way at the Live Sites, then Olympic marketing rights must be respected and protected (including as outlined in this manual). More information can be found in the Technical Manual on City Activities and Live Sites.




117_124

7.2.4 Quick Reference Guide: Branding Allowed

Reference Chart The following table indicates allowable branding conditions.

CocaCola

McDonald’s

Visa

Highest Level Beer

Partner

Highest Level OCOG F&B

Partners

Other National Partners

Non Partners

Signage Yes

Yes. If sold at location plus Wayfinding Signage

One poster per kiosk/concession, One tent card + pen + signing mat per point of sale terminal One sticker where there is a door on the concession/kiosk

Yes. One sign 30” x 50” inches if sold at location

Yes No No

Menu Boards

Yes Yes. If sold at location.

No Yes. If sold at location. Name in corporate script and black type

Yes. If sold at location. Name in corporate script and black type

Yes. If sold at location. Name in corporate script and black type

No. Must be listed generically

Product Display

Yes Yes. If sold at location

N/A Yes. Very limited and only to inform spectator of availability

Yes

Yes. Very limited and only to inform spectator of availability

No

Branded Packaging

Yes Yes

N/A

Yes Yes* Yes*

No. Generic packaging only



118_124

Concessions/Kiosks), Continued

Coca-Cola

McDonald’s

Visa

Highest Level Beer

Partner

Highest Level

OCOG F&B Partners

Other National Partners

Non Partners

Beverage Cups and Containers

Yes Yes with Coca-Cola co-branding

No

Yes. Must be clear

Beer or wine Partners only. Must be clear

Beer or wine Partners only. Must be clear

No

Tables, Chairs, Sun Shades

Yes

Yes. Only in vicinity of McDonald’s restaurants

No

No No No No

Branded Dispensing Equipment

Yes Yes

On discussion where vending machines accept card payment products

Yes Yes No No

Uniforms Yes

Yes. Only for use in McDonald’s restaurants

No

No No No No

Food Waste Management

Yes Yes No

No No No No

Kiosks N/A N/A

No – where kiosk retails food and beverages only

Yes Yes Yes No

* Unless product must be unbranded as per McDonald’s contract and unless the

brand marks reference a restaurant name other than McDonald’s.


119_124

7.3 Concessions and Kiosks Branding Approvals Marks Approvals

Introduction Olympic parties review and approve all usage of Olympic marks and imagery to

maintain the integrity of the Olympic Games and protect the value of every association with the Olympic Movement.

Approval of Marks

All materials from TOP and National Marketing Partners for in-venue Games-Time use must be approved by the IOC through the Athena extranet approval channel (www.olympicmarketing.com).

Basis of Approval Approval will be given based on whether or not respect is given to the guidelines

within this manual, visual impact and operational implementation (numbers and location).

• Submissions must specify when, where and how often the material(s) bearing Olympic marks and imagery will be utilised. Special consideration must be given to Games-Time applications of marks and imagery. For example, a particular item may be approved for Pre-Games use, but may not be appropriate at Games-Time

• Material for use on-site at the Games should be noted in the submission title on Athena. For example: “ON-SITE Product Display” or “ON-SITE Cups”

• Games-Time marks usage should complement the overall Look of Games. In addition, the operational aspects of an item must be considered


Topic Page

Operational Approvals 120

http://www.olympicmarketing.com/�


120_124

7.3.1 Operational Approvals

Overall Approved Plan

Prior to the Games, the IOC will approve the overall Concessions/Kiosks plan, including the prototype prepared by the OCOG with input from the Partners. The OCOG is then responsible for the consistent implementation of the approved plan across all venues and Olympic sites.

Clean Venue Tours

In the days prior to the Games, representatives of the IOC, the relevant OCOG departments (e.g., F&B, Marketing and Brand Protection) and Coca-Cola tour every venue to ensure that the approved Concession/Kiosk plan has been implemented. Any infractions will be corrected at this time. The IOC will make the final determination on branding in Concession/Kiosk areas.

• 10 days to a week before Opening Ceremony: first walk-through • two days before Opening Ceremony: final walk-through. All corrections must

be made by this time These tours will inspect proper implementation of:

• Branding guidelines • Product display • Kiosk placement • Equipment • Branding visibility from FOP, Spectator Seating (all views), Camera Angles,

Broadcast and Media Tribunes • Overall look and feel

Financial Ramifications

If the OCOG is deemed to have violated or allowed others to violate the guidelines presented here, the OCOG is subject to financial penalties.


121_124

7.4 Timelines and OCOG Obligations 1–2 Years Out from Games

Approximately 24 months prior to the Games, the IOC will hold an OCOG Concessions Induction Workshop for the OCOG. The IOC will provide an overview of general guidelines, contractual deliverables and key planning timelines. At a minimum, the following OCOG departments should attend: F&B, Marketing, Venue Operations, Brand Protection, Logistics and Security

• The contractual rights of each Partner should be reviewed so that all aspects of the Concessions Guidelines are understood prior to any significant planning

• The OCOG Food & Beverage Services Department is to review its overall plan and align it with Coca-Cola’s for a consistent delivery timeline

− The OCOG is to conduct a Concession Education Forum with Coca-Cola, Caterers and Beer Partners (assuming presence of small c concessions) and OCOG F&B, Marketing, Venue Operations, Brand Protection, Overlay and OBS (to ensure camera angles are considered)

• The OCOG shares CAD drawings of Concessions/Kiosks with Partners at a minimum of one year out

• Integration of OCOG Brand Protection and “Visual Brand Presentation” teams with Coca-Cola from the early stages of concession structure and look design

− 1st Venue Tour: OCOG and Coca-Cola to visit to each venue at 18 months out from the Games in order to clearly identify branding challenges and locations which must use FOP branding. OCOG to provide IOC with a proposal for review.

• The OCOG, Coca-Cola and IOC are to agree upon FOP branding to be implemented for with final approval by IOC

− Approximately 12 months out, OCOG to hold 1st Concession Workshop with all F&B stakeholders (including other TOP and local Partners with a service or product delivery to Concessions i.e., VISA)



122_124

Timelines and OCOG Obligations, Continued

Ongoing Beginning 1-2 Years Prior to Games

It is strongly recommended that the OCOG initiate ongoing F&B meetings 1-2 years prior to the Olympic Games. These monthly meetings are designed to bring all F&B Partners, Concessionaires, OCOG Food & Beverage Services, Marketing and Venue personnel together to discuss development of Concession plans, timing, operations, policies, procedures and marketing activities associated with Concessions/Kiosks during Games-Time.

6-9 Months Out from Games

• 2nd Venue Tour: OCOG, Coca-Cola and IOC visit each venue at 6 months out from Games to align on overall branding applications and locations which must use FOP branding. Prior to the site visit, the OCOG should submit the overall plan to IOC for review and approval

• OCOG and Coca-Cola to submit a venue-by-venue Concession plan for IOC review and approval including, but not limited to the following:

− The proposed number and placement of Concessions and kiosks by venue

− OCOG and Coca-Cola to submit to IOC the proposed number and placement of branded coolers and FOP coolers by venue

− OCOG and Coca-Cola to submit to IOC the proposed number and placement of FOP product by venue

• OCOG delivery of detailed Concessions mock-up (including identification of small concessions) incorporating all F&B Partner rights on a venue-by-venue basis of all concessions in all venues and Co-Host Cities. Images of the final approved version of the prototypes should be captured and circulated, no later than 3 months prior to the Games to F&B, Marketing, Venue Operations, Brand Protection, Logistics and Security teams in order to ensure all Concessions/Kiosks adhere to the approved plans

• At no later than three months out, OCOG to hold 2nd Concession Workshop with all F&B stakeholders (including other TOP and local Partners with a service or product delivery to Concessions i.e., VISA) in order to:

− OCOG presentation to all F&B stakeholders of the mock-up designs − Alignment with all F&B stakeholders and written agreement to follow

Concession Guidelines and mock-up designs



123_124


6-9 Months Out from Games (continued)

• All F&B stakeholders to submit to OCOG and IOC a list of products to be sold on-site and relevant packaging visuals. OCOG and all F&B stakeholders to align and review product list and packaging visual with final approval by IOC

• OCOG to ensure all Venue Marketing Managers understand the Concessions Guidelines and how to implement. OCOG may consider including Coca-Cola in the relevant portion of the Venue Operation Manager training

• Concessions Tour to all venues by integrating into the overall IOC and OCOG Brand Protection Tours

Concessions Timeline

The below table lists the overall Concessions Integrated timeline.

Partner Contracts Signed Beginning 4 years prior to Games

OCOG Concessions Induction Workshop

-24 months

Marketing Integration Meetings -24 months and on-going Overall Concessions Timeline Alignment

-18 months

Concessions Look and FOP Branding Developed and Approved

-18 months

OCOG to hold Concession Education Forum

-12 months

Coca-Cola to test Concessions during agreed upon sport Test Events

-12 months

CAD Drawings shared with Partners -12 months 1st Venue Tour -18 months 1st Concession Workshop -12 months



124_124


Concessions Timeline (continued)

Partner Contracts Signed Beginning 4 years prior to Games

2nd Venue Tour -6 months Venue Concessions Plan Submitted for IOC Approval

-5 months

OCOG to Submit List of Products Sold On-Site and Packaging

-4 months

Concessions Mock-up Developed, Approved and Circulated to F&B Stakeholders

-3 months

2nd Concession Workshop -3 months Concession Tours (as part of Brand Protection Tours)

- 10 days and on-going

Spot Checks of Venues Games-Time

Technical Manual on Food and Beverage Services

Documents

Transcript of Technical Manual on Food and Beverage Services