Month: June 2025

International Olympic Committee news

The Olympic Games bring together athletes and spectators from all over the world, showcasing human potential, resilience and a sense of unity no other event can provide. To ensure the Games are delivered in the most useful and responsible way possible, the International Olympic Committee (IOC)’s Olympic Agenda requires organisers to create a lasting positive impact for the host while minimising their environmental footprint. That means, first and foremost, reducing the carbon footprint associated with the Games.

To help Olympic organisers understand and reduce their carbon footprint, the IOC has developed the Carbon Footprint Methodology for the Olympic Games. First published in December 2018 and updated in December 2024, this methodology provides a structured, transparent way to measure emissions and identify opportunities to reduce impact.

Carbon Footprint Methodology for The Olympic Games

Launched at the UN Climate Change Summit COP24, this guide provides detailed guidance to the Organising Committees on how to measure the carbon footprint of the Olympic and Paralympic Games.

Download Guide

Here are some answers to questions you might have on how it works in practice.

What is the Carbon Footprint Methodology for the Olympic Games?

The Carbon Footprint Methodology for the Olympic Games is a set of guidelines to help hosts measure, report and manage the emissions associated with organising the Games. It provides a clear framework for calculating the impact of various activities, including venue construction, transport and travel (for athletes, organisers and spectators), energy use, materials, and operations such as catering and waste management.

By following internationally recognised standards, including ISO 14064 and the Greenhouse Gas Protocol, and in line with the European Commission’s Organisation Environmental Footprint (OEF) and the United Nations’ Sports for Climate Action Framework, the methodology ensures that the carbon footprint of the Olympic Games is measured in accordance with best practice, while taking into account the local context of each Games edition.

The methodology helps hosts identify what should be included in the Games’ carbon footprint, choose the best method to calculate emissions – whether based on detailed data or estimates – and identify opportunities to reduce their impact. It is also an important tool available to Interested Parties during the Continuous Dialogue phase, helping them assess potential climate impacts and integrate sustainability planning from the outset.

This transparent, structured approach ensures that the Games contribute to real, measurable improvements.

Why are some emissions included in the carbon footprint while others are not?

The methodology provides a clear, reliable way to assess emissions, allowing hosts to identify what should be counted, ensure transparency by using internationally recognised methods, and distinguish between emissions directly caused by the Games and those that are part of broader development.

For example, if a new sports venue is built specifically for the Games, its emissions are included. If a metro line upgrade was already planned before the Games were awarded, its emissions are not included, even if it benefits Olympic spectators. Short-term beautification projects or unrelated infrastructure improvements are not counted, as they are not necessary for hosting the Games. This approach ensures transparency​ and consistency in defining the scope of the carbon footprint.

Does this mean a host could exclude certain emissions to make their numbers look better?

No. The methodology includes strict rules to prevent selective reporting. Hosts must justify why certain emissions are included or excluded, follow internationally recognised reporting standards, and ensure that all key activities linked to the Games are accounted for. The methodology was developed with the support of several independent carbon experts to ensure it reflects best practice in terms of accuracy and consistency​.

Are emissions from spectator travel included?

Yes, indirect emissions – i.e. scope 3 – including spectator travel emissions, are included in the Games’ carbon footprint.

We recognise that, when planning reductions, hosts cannot control every travel choice individuals make. The focus is on providing low-carbon options that encourage more sustainable travel while ensuring that long-term transport improvements benefit residents beyond the Games.

The methodology categorises spectator travel as an “associated activity”, meaning it is clearly linked to the Games but not directly controlled by the host. Travel emissions are calculated based on the number of people travelling to the host region, their mode of transport (air, rail, car, etc.) and the distance travelled. Since different types of spectators travel varying distances, the methodology uses assumptions informed by ticketing data, surveys and transport demand models.

For example, an international spectator attending multiple events may have a higher travel footprint than a local resident attending one event. To ensure accuracy, assumptions about travel behaviour – such as the number of tickets per spectator and the likelihood of multi-mode transport use – are factored into the calculations.

The methodology also differentiates between ticketed spectators (whose travel is included in the footprint) and non-ticketed spectators (whose impact is harder to quantify). Hosts are encouraged to provide sustainable travel incentives, such as improved public transport, cycling infrastructure or ticketing strategies that reward low-carbon travel.

What about permanent infrastructure? Is it fair to count emissions from buildings that will be used for decades?

Yes – but only if those buildings were constructed because of the Games. If a host was already planning a sports facility before being elected to host the Games, its emissions are not counted. If a venue was built only because of the Games, its construction emissions are included. If a venue is permanently upgraded for the Games, the emissions linked to the upgrades are included. At the same time, legacy benefits – such as improved public transport or new housing – are recognised as part of the broader long-term impact of the Games​.

How are emissions from rented equipment accounted for?

Unlike purchased equipment, where 100 per cent of emissions are counted, rented equipment has its emissions counted on a pro rata basis according to its expected lifetime.

For example, if a temporary infrastructure asset is expected to be used for 25 events over 10 years, only one twenty-fifth of its total embodied carbon is allocated to the Games. If an electronic device has a five-year lifespan and is used for one year in the context of the Games, one fifth of its emissions are counted. This ensures fairness while encouraging the use of rental solutions instead of new purchases​.

How does the methodology handle post-Games transformations of venues?

Some venues undergo dismantling or repurposing after the Games. The methodology distinguishes between temporary structures that are dismantled after the Games (included in the footprint) and legacy transformations – such as converting an Olympic Village into housing – which are excluded, as they are led by future owners, not the Organising Committee​.

What happens after the Games? Is there a follow-up on what was achieved?

Yes. Hosts are expected to report on actual emissions compared to their initial estimates, assess what worked well and what could be improved, and share findings with future hosts, ensuring continuous learning​. This process ensures the Olympic Games continue to evolve, improving their environmental impact while creating long-term benefits for hosts.

Is each Olympic Games edition expected to be better than the last in terms of carbon emissions?

With each Games edition, we aim to set better standards in delivering a more sustainable event. But progress will not always be linear. Each host starts from a different point. For example, some already have a strong public transport network in place, while others lack the appropriate infrastructure. A host with existing low-emission transport will have an easier time reducing transport-related emissions than one that must develop new mobility solutions.

What matters is that – building on lessons from past Games – each Games edition adapts to the local context, minimises impact and delivers lasting benefits for the host, in line with existing development plans. The IOC does not impose identical requirements on all hosts but ensures that each of them takes a structured, measurable approach to reducing the Games’ footprint, in line with the Paris Agreement on Climate Change​.

How is the methodology updated?

Climate change is evolving fast, and so is the global community’s approach to addressing it. The IOC monitors these evolutions closely to make sure the methodology is updated when needed, and also includes relevant lessons learnt from previous editions of the Games. The current version is a revised version of the initial document published in 2018 and incorporates insights from Paris 2024 and LA28.

In the wake of hurricane Milton in late 2024, DaVita teammates dedicated their time and support to patients in the Tampa, Florida, area who needed life-sustaining treatment to survive.

“The most important thing for us is the people, all our patients, that is the reason we are here,” Eugenia Sosa, a DaVita nurse, said about volunteering on Sunday at the Central Tampa Dialysis center.

Taking care of patients comes naturally to DaVita teammates (employees), so it was no surprise to find them going above and beyond to support patients. Biomedical teammates and others worked diligently to restore power and water in centers after the storms. Teammates also worked to create access to treatment for patients displaced by the storm and made time to provide food and drinking water to those in need.

During extreme weather and natural disasters, DaVita’s emergency management team, as well as local teams in impacted areas, activate efforts to prioritize patient safety and access to care. Skipping dialysis treatment can be life-threatening, so it is extremely important that patients show up to treatment and that teammates are there and ready for them.

 Teammates look to the company’s values and community-driven culture as they work to care for their communities.

DaVita teammate Lisa Franklin, RN, a nurse who had only worked for DaVita for a few months at the time of the storm, said she believes patients are extremely grateful because dialysis treatment is so important for people living with end-stage kidney disease.

“For me, serving the patients is always an honor,” Franklin said. “To go above and beyond to make sure they get the treatment that is needed because it is so vital …to their well-being.”

Kevin McCormick, a biomedical operations manager, works with his team to assess damage that’s resulted from storms and work to restore centers so they can re-open and serve patients.

“I am proud of my team, the roles that they take on and the lengths that they go to.” McCormick said when asked how he feels about the work he does, “We always try to be safe and invested in what we are doing, taking care of each other is a beautiful thing.”

Yum! Brands

Sebastian Wright
Chief Food Innovation Officer, KFC Global

Education

• Sheen School
  London, United Kingdom
  (1986-1991)
• Durham University
  Bachelor of Science, Geology
  Durham, United Kingdom
  (1992-1995)

If we were to interview your teachers, what would they say about you?
“Sebastian is imaginative and enthusiastic in class, though keeping him focused can be a challenge when there is something more interesting happening outside the window!”

What did you want to be when you grew up?
I wanted to be happy and fulfilled, though I wasn’t exactly sure how to get there at the time

Work

First Job
I ran a paper route on the streets of London when I was 12. The newspaper bags were so heavy, I could barely lift them, but I was driven by the desire to earn my own money and be independent. I also loved being the first one up in the morning, out in the quiet streets with the world all to myself.

• Rio Tinto, Antofagasta, Chile
  1996: Gold and Copper Exploration Geologist
• Pret A Manger, London, United Kingdom
  1997-1998: Store Manager
  1998-2001: New Store Opening & Training Manager
• Pret A Manger, New York City, New York, United States
  2001-2005: Director, U.S. Information Technology & New Market Expansion
  2005-2006: Head of U.S. Business Development, Real Estate and Finance
• Le Pain Quotidien Global, New York City, New York, United States
  2006-2007: Director, Information Technology
  2007-2010: Director, Franchise Services & Concept Innovation
• Pret A Manger, New York City, New York, United States
  2010-2012: Vice President of Food, Brand and Commercial, North America
• Starbucks, Seattle, Washington, United States
  2012-2013: Director, Lunch Food
  2013: Director, Evolution Fresh
  2013-2016: Senior Director, Concept Innovation – Store of the Future
  2016-2017: Senior Director, Food Concept Innovation
• Amazon, Seattle, Washington, United States
  2017-2020: Product Leader, Fresh Prepared Food (Amazon Go)
  2020-2022: Category Leader, Fresh Prepared Food (Amazon Kitchen)
  2022-2023: New Formats Leader
  2023-2024: Category Leader, Amazon Go
• KFC, Plano, Texas, United States
  2024-present: Global Chief Food Innovation Officer

What moments, or who, in your life influenced the way you work?

• Working with Starbucks’ chief creative officer 
  I had the opportunity to work closely with the chief creative officer at Starbucks, who came from a New York real estate background. He taught me that the word “impossible” doesn’t exist. He encouraged me to dream as big as I could and mastered the art of bringing people along on that journey.
• My first boss
  She was a librarian with no restaurant experience when she boldly decided to open one of London’s first wine bars. She inspired me by proving that your background doesn’t define you. You have the power to shape your outlook, influence how others see you and create your own future. It was an incredibly empowering lesson.
• Living and working in the desert
  In the early days of my career as a geologist, I took a job in Chile’s Atacama Desert, the driest place on Earth. For three months, I was living in a tent surrounded by stunning landscapes yet isolated from the human connection I deeply missed and wanted to return to. I’d always worked in bars and restaurants to support myself through school, so returning to that world in London felt natural. I have fond memories of those gold-hunting days, but choosing people and food over rocks was the right call.

What part of your career journey was unexpected?
Making America my home was an unexpected turn in my career journey. I moved to Manhattan in August 2001, and the events of the following months were galvanizing in my decision to make the U.S. my permanent home. I deeply appreciate the entrepreneurial spirit and “can-do” attitude of the many people I’ve worked with. It’s uplifting and resonates with my own positive outlook.

What do people think you do versus what you actually do?
People think I eat chicken all day, every day. The reality? I only eat chicken most days.

What is the best piece of advice that you’ve been given?
No one is more invested in your life than you are–no matter what anyone else tells you.

How do you recharge during your free time?
By driving—whether it’s cars on tracks, racing karts or riding bikes. I also love karaoke, a bold glass of Cab Sav, good friends and a great view. And of course, cooking and enjoying delicious food is always a highlight.

What motivates you?
I’m inspired by the passion of others and motivated to create meaningful change in thoughtful, often indirect ways. What drives me most is the desire to leave things better than I found them.

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About Kiff Gallagher 

Kiff Gallagher is an entrepreneurial executive and award-winning social innovator with 30 years of experience scaling sustainable enterprises. Kiff is co-creator and executive director of the Global Heat Reduction Initiative (GHR) at SCS Global Services, a groundbreaking climate finance and data platform, including a registry, that empowers organizations and municipalities to target near-term atmospheric heat and pollution reduction on their path to net zero.

Kiff has served as a domestic policy aide in the Clinton White House, President of Social Venture Network, Vice President of Corporate Affairs and Sustainability at Califia Farms, and Senior Vice President at Winrock International which owns the American Carbon Registry (ACR). He has been a frequent public speaker and garnered national media attention throughout his career, most recently spotlighting GHR in Trellis and FinTech.TV at the NYSE.