2 INTRODUCTION Formed in 1888, Glamorgan County Cricket Club is Wales sole representative in county cricket and has been a long-standing pillar within Welsh culture, as well as its society and economy. The Club initially played at Cardiff Arms Park before moving at the end of the 1966 season to Sophia Gardens an area of beautiful parkland, just a mile and a half to the north-west of the city centre, which had been developed during the mid-19 th century as a public park and recreational area. In 1999 the cricket ground successfully staged its first One-Day International, and ever since it has regularly staged a mix of domestic and international matches. During the mid-2000s, a Stadium development scheme was undertaken, raising the ground capacity to around 16,000, together with the creation of state-of-the-art facilities for the players, the media, sponsors and spectators. Glamorgan s headquarters are an integral part of the outstanding sporting facilities within the Welsh capital city which is currently home to around 350,000 people, and easily accessible by public and private transport from other parts of the U.K. The Club has proven its longevity and is a succinct pocket of Welsh heritage, but we don t think this enough. As our Headquarters is located within a conservation area and adjacent to a residential neighbourhood and our responsibilities reach beyond our grounds, we have other operational considerations besides just playing cricket. We acknowledge that without the support of Welsh communities far and wide, the Club would not be the pillar of sport that it now is. We understand that it is critical to reduce any adverse environmental impacts today, to preserve both our beautiful surroundings and to allow the Club to sustainably meet the needs of future generations. The Well-being of Future Generations (Wales) Act seeks to achieve a globally significant set of national goals that would make Wales one of the most sustainable societies in the world. Although the legislation applies to named public bodies, as an organisation that receives public money and takes its obligations to society very seriously, we voluntarily commit to these goals. In particular, the goal that seeks; A society that promotes and protects culture, heritage and the Welsh language, and which encourages people to participate in the arts, and sports and recreation is obviously relevant to us, but we can also contribute to the other six goals. We understand that for business to thrive in Wales, we must display resource efficiency, supply chain responsibility and stakeholder engagement. With growing momentum around the globe for organisations to demonstrate the ability to create sustainable value, we have decided to integrate all areas of our business into a single report with a simple, comprehensible structure to be digested by our community and by all of our stakeholders. Below is a key to how our report maps our contribution to the Well-being of Future Generations Act s seven goals 1 of A Prosperous Wales, A Resilient Wales, A More Equal Wales, A Healthier Wales, A Wales of Cohesive Communities, A Wales of Vibrant Culture and Thriving Welsh Language and A Globally Responsible Wales. 1 http://gov.wales/docs/dsjlg/publications/150428-guide-to-the-fg-act-en.pdf [accessed 30 Nov 2015]. 1
3 WALES WELL-BEING GOALS A Prosperous Wales A Resilient Wales A Healthier Wales A More Equal Wales A Wales of Cohesive Communities A Wales of Vibrant Culture and Thriving Welsh Language A Globally Responsible Wales
4 REVENUE Recent publicity at the SSE SWALEC Stadium has focussed primarily on the difficulties of sustaining a financially healthy cricket Club. There are a number of factors that can be considered to contribute to this challenge, but overall, the Club significantly improves the local economy of Cardiff as well as the regional economy of South Wales and Severnside. Each year, the Club generates around 19m within Cardiff and the surrounding area through visitors spending money in local hotels, restaurants and shops. We consider this is an important role as our ability to hold major events attracts members of the public to the City of Cardiff and Wales. The diagram opposite demonstrates our annual revenue between 2013-15. We will be using this later as an analytic tool for our environmental performance. SUPPLIER SPEND Our supplier spend data includes all money the Club has spent during the 2014 and 2015 financial years. We want to share this information to highlight how the Club contributes to both the local and Welsh economy. We are dedicated to focusing our spend within Cardiff where we possibly can, spending over a quarter of our budget within the boundaries of the county. The graphs containing this information are supplied below.
5 Between 2014 and 2015, we increased our spending in the Cardiff area by 118,421, even though this has been represented as a percentage decrease. In 2014, our spend in Cardiff accounted for 27% of our supplier spend, and 26% in 2015. supply chain sources are on a regular basis. In Wales, our percentage of spend actually decreased during the same period of time. We have attributed this to our increased activity in 2015 and therefore having to source some specialist services elsewhere in the UK. Supply chain responsibility is very important to us, and we are continually assessing how ethical our For the UK as a whole, our percentage of spend increased by 2% (percentage points), from 85% to 87%, which accounted for a 420,000 increase in spending in the UK. This figure is equivalent to supporting 15 extra fulltime jobs i.
6 CATERING SPEND We are also including a breakdown of our supplier spend specific to our catering operation. We pride ourselves on our haute-cuisine dishes and outstanding customer and client service which we deliver for all occasions throughout the year. With a central location in Cardiff, we strive to support our local economy as much as possible. We purchase all meat, fish and vegetables from traders within the city. Our total spend on food in 2014 was 159,753. 9% of this was spent on traders in Cardiff and 69% overall was spent within Wales. Our total spend on food in 2015 was 212,291. 8% of this was spent on traders in Cardiff and 68% overall was spent within Wales.
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8 As part of our environmental stewardship policy strategy, we aim to ensure the effective management of resources. In order to fulfil our commitment, we have collected several data points to compile a carbon footprint for the stadium through its main streams of energy usage. Our carbon footprint will be expressed in terms of tonnes of carbon dioxide (CO 2 ) that are consumed for the supply of electricity, gas, water and away day match travels. The available data has been included under Scope 1 and Scope 2 of the Greenhouse Gas Emissions Protocol standard. This data has been calculated using conversion charts supplied on the DEFRA website ii or information from energy suppliers websites, that show how many tonnes of CO 2 are needed to produce a kilowatt-hour (kwh) of energy. Carbon footprint reporting is a simple and effective tool that we can use to measure the impact on our surroundings. As a substantial energy consumer in Wales, we commit to campaigning for greener energy production by our suppliers, so that carbon emission reductions can continue to fall for the Club, for households and contribute globally to a safer environment. ELECTRICITY As a Stadium which hosts floodlit cricket matches and has a thriving Conference and Events function, electricity is the single biggest contributor to our carbon footprint. Between 2013 and 2014 we were able to reduce our electricity usage by 8%. This amounts to around 46 tonnes of carbon dioxide, an equivalent of 20 days without any electricity usage! With a further reduction between 2014 and 2015, we aim to achieve an extra 5% reduction of electricity emissions by 2016. We aim to do this by expanding the efforts of employees and affecting more behaviour change around the Stadium. GAS Continuing our energy reduction commitment, we successfully reduced gas heating emissions between 2013 and 2014 by 10%, and similarly for 2015. With increased activity at the Stadium in 2015, both cricket and non-cricket, this has been a major achievement, which we hope will continue to another 5% reduction in usage by 2016.
9 WATER Water has not been as widely reported as our other forms of energy, with records only starting in April 2014. There is a prominent rise in usage in 2015, partly due to The Ashes Test match, which attracted 83,106 attendees over a five-day period. We are introducing new water saving measures within our toilets to decrease our usage in 2016, an objective for a 10% of carbon emissions compared to 2015 figures. AWAY DAYS TRAVEL We consider how responsibly we travel to our away day matches as evidence of our carbon footprint. We have included all coaches and vehicles we use for 1 st XI and 2 nd XI match days. Even though emissions have risen between 2014 and 2015, by taking an average of emissions per game played, there has been an 8% decrease. We hope to continue decreasing emissions by choosing more sustainable ways of travel. On a per match analysis, we aim to decrease travel emissions by 5% in 2016.
10 TOTAL CARBON FOOTPRINT A cumulative graph of all calculated carbon dioxide emissions for the Club is recorded below. We measure our footprint to monitor how our usage has impacted on our business operations and similarly how our business operations impact on our carbon footprint. The analysis to date, has revealed that despite the decrease in emissions of CO 2, the demanding operational management of the Stadium and increases in energy prices have resulted in more money being spent on energy, approximately 10,000. Our total carbon emissions are on a clear decline, and from our commitments in the individual emissions section, our total reduction objective stands at 5.1%, which will be reported on in the following annual report.
11 The Tonnes per Million graph is a combination of the Club s CO 2 emissions for every million generated in income. With this tool we can contextualise our environmental impact in terms of the size of our business operations. Since 2013 we have seen a reduction of almost 50% in this measurement of environmental performance, a significant achievement due to both efforts to reduce CO 2 emissions and increasing business activities. Carbon footprint reporting is an essential part of our environmental stewardship, and as a major international sports stadium we aim to combine our achievements on the field with business growth decoupled from negative environmental impacts. In other words, our carbon emissions per turnover will be a major indicator on how we are achieving our business goals. Our normalised carbon footprint figure has no real value to us without without a comparable figure. Using public information, we have compared our carbon footprint to other cricket clubs in the UK in order to establish where Glamorgan fits into the industry performance. Information supplied for a comparison cricket club with similar business operations revenue reports that The Ageas Bowl, home to Hampshire County cricket, with a carbon footprint of 1843 tonnes CO 2. Normalised, this becomes 287 tonnes of carbon dioxide per million pounds of revenue. These are significantly higher than Glamorgan s, and although we understand large differences in operational costs and practices, this evidences our streamlined operations approach that has been implemented around the stadium and embedded into our culture.
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13 Hosting the First Investec Ashes Test in July 2015 was a real opportunity to leave a lasting legacy of how highprofile cricket matches are staged in Wales. The event took place over a five-day period at the SSE SWALEC during July. Such an historic event was made possible by meticulous planning and strong partnership work to allow us to accommodate the tens of thousands of fans venturing to the Stadium. The lure of world-class cricket filled the Stadium each day to maximum capacity, with spectators enjoying well-known international cricketers and relishing the warm Welsh welcome. Television audiences for the event cumulated to 13 million worldwide for the First Test Match. Stadium attendances cumulatively were 83,106. This amounts to more than our entire total attendance throughout an average cricket season with just domestic matches against other County teams. This mass increase in supporters of the sport congregating in Cardiff for the event also led to an extra 5million spike in indirect economic activity in Cardiff and the surrounding area, on top of the 19million already been estimated to be generated for the local economy through the Club s activities. For such a high profile event, we contracted a new specialist waste management supplier to help us monitor how our waste was generated over this period. We generated 80 tonnes of waste during the event of which 74 tonnes were recovered to generate energy, and the other 6 tonnes were recycled. If all of this waste had been sent to landfill, it would have contributed an extra 16.3 tonnes of CO 2 being emitted. By recycling glass materials alone, 4.7 of CO 2 has been saved through recycling measures. Imperative to all this, 100% of waste was diverted from landfill. Since writing this environmental impact report, we have realised that by introducing plastic and metal recycling to the stadium, 80% of all materials can be recycled, and this would actually offset carbon emissions and generate a saving of 4.7 tonnes of CO 2 emitted. We plan on also including carbon emissions from waste into our carbon footprint thus continuing recordings through 2016.
14 At the Club, we saw The Ashes as an opportunity to make Wales proud, to increase public value in the Club and to leave a positive legacy for the heritage and the future of cricket in Wales. In 2015 we supported a nationwide competition for schoolchildren to create a video on the meaning of cricket and The Ashes. The competition was met with great success and the winning school plus the runners-up were invited to act as Guards of Honour on each day of the match and took part in cricket demonstrations on the outfield during intervals in play. The winning video was played on the big screen at the stadium during the tea interval on day three when the schoolchildren, their teachers and parents were also present. We greatly value the participation in cricket by children and young people form all communities, not only for their enthusiasm and energy, but to inspire and engage interest in the sport, thereby leaving a legacy for the future. More information about impacts of cricket can be found in the Partner School section.
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16 At Glamorgan County Cricket Club, we value the participation of the communities in Wales as fundamental in sustaining the Club itself, and the presence of the sport in Wales. For this reason, we find it imperative to venture outside the SSE SWALEC stadium grounds to engage people of all ages and from all walks of life to share the community benefits we feel we are able to offer as cricket is the National summer sport of Wales. The ability to play the game should be independent of the different socio-economic backgrounds of people in Wales. PARTNER SCHOOLS Our Partner Schools initiative is part of our commitment to engage with school-aged children to promote healthy and active lifestyles and to encourage the playing of cricket at grassroots level. Indeed, the slogan of this initiative is From the Playground to the Test Ground. Through our Partnership with Cricket Wales we extend these projects with communities throughout Wales giving people of all ages an opportunity to participate in the sport and other cricket-related activities. Active lifestyles amongst children are imperative for the sustainability of the future health of our population. The recommended level of activity for school-age children is at least one hour per day, five days a week. It has been estimated that the health costs of physical inactivity amongst children in Wales is 650 million per year iii. As Club cricket is the national summer sport within Wales, we honour the responsibility of increasing the participation rates of school age children in physical activity by stimulating engagement in all of our partner schools and communities. Our view is that increasing the number of partner schools is an important part of our strategy as we aim to deliver more coaching sessions during the Easter and summer holidays. With obesity affecting 40.5% of children in Wales iv, we see it as imperative to contribute towards reducing this figure.
17 We are proud of the increase we have seen in both junior male and junior female participation rates, with a further 869 taking part in cricket between 2014 and 2015. We are aiming to increase participation by a further 2073 junior-aged children by 2018. Given there are an estimated 200,000 primary school aged children in Wales v, this will amount to 10% of primary school aged children playing the sport regularly to meet the required minimum amount of activity to be undertaken. We have increased the number of community events held at the stadium from 37 in 2014 to 112 in 2015. In December 2015, we were commended by the England and Wales Cricket Board (ECB) with The Community Engagement Award in recognition for our work to make cricket more accessible for young Black and Minority Ethnic communities in Cardiff by increasing and sustaining participation. FEMALE ACHIEVEMENT IN WELSH CRICKET 2015 saw five girls introduced onto the Glamorgan Academy for the first time and as an organisation we were delighted that during the England v Australia IT20 double header in August we registered the highest attendance figures for a Women s International match in the UK 9207. Women and girls cricket continues to thrive within Wales with increased participation and success for individuals at England age group level.
18 CHARITIES Glamorgan has worked with a number of charity partners for a number of years. Most recently charities such as The Lord s Taverners, Pedal Power and Noah s Ark, have partnered with us to help raise awareness, understanding and generate over 12,000 in both 2014 and 2015. Investment efforts are aimed to help make a difference within Wales, supporting charities that re-invest the funds raised to help services and service users locally, particularly in projects that facilitate community benefits through the Club or that help provide advice and support for staff, members of the Club and their fan base. In 2015, the Club hosted community and charity events throughout Wales where over 8561 participants attended in support of the various charities we are supporting for a better Wales. CC4 MUSEUM OF WELSH CRICKET The CC4 Museum of Welsh Cricket was opened in 2013 and contains an extensive array of artefacts and displays, together with state of the art interactive technology. As a result the awardwinning Museum successfully celebrates the rich heritage of cricket not only in Wales, but cricket worldwide. Since 2013, visitor numbers for the Museum and Stadium tours have increased by 44%. Increasing the knowledge of and appreciation for the sport is vital if we are to inspire younger generations to engage with cricket in the future. A number of groups, clubs and societies - including many from overseas - undertake Stadium tours as part of their wider visit to Wales. As part of our continuous self-improvement plans, we give out feedback forms in order to measure how useful and interesting information and history of the Club is. Following visits made to the Stadium in 2015, we received a rating of 84% for the visitor experience.
19 STAFF TRAINING As a responsible employer, the Club accepts the importance of ensuring all staff members are well-trained to deliver a quality service to the highest standard. The majority of our staff members are casual due to fluctuating levels of activity throughout the year. For 2015, we had 370 members of staff on our database. Out of these, 53 are Welsh speakers, totalling 15%. We offer training in all areas of the business to include customer service, food and hygiene, control of substances hazardous to health, manual handling and liquor licences. In 2015 we delivered 1055 training hours to our staff members, equating to approximately 2.85 hours per member of staff. We aim to increase this figure to 3 hours per staff member for 2016. However, it is important to note that due to the nature of employing casual staff, we see a fairly high staff turnover, making hours of training received more difficult to record.
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22 We would like to take this opportunity to thank all members of the staff at Glamorgan Cricket Club who have been integral in implementing behaviour change in their day-to-day activity in order to create a difference on behalf of the Club. Compiling this initial report has been a journey and thought process that has required interdepartmental discussion and narrative around our non-cricket achievements and a substantial amount of time and effort. Since identifying the areas of business to include in the report, we discovered further opportunities for reporting which we aim to explore in the future. We would also like to thank the staff at Cynnal Cymru who have given guidance in the potential metrics to measure and tangible target setting. Their training and advice have been critical to spearheading the compilation of the report. A special thanks is also in order to: Professor Brian Morgan and Mr Don Snow Economic Assessment of International Cricket in Cardiff. Waste Cost Reduction Services. EXECUTIVE SUMMARY Glamorgan County Cricket Club is committed to understanding its environmental impact, and position within the Community, and has been pleased to work in partnership with Cynnal Cymru to produce its first Sustainability Report. The report was aimed to be an overview of current initiatives and practices that exist. The conclusions drawn from the report show that progress is being made in many areas, for example the reduction of our carbon footprint, and that the Club continues to grow its off-field business and its impact within the wider community. This proves that although cricket events form the core of our business model it is important to our club and stakeholders that it s not just cricket. i Wales Statistics Office, Key Economic Statistics, October 2015 [accessed 9 November 2015]. ii DEFRA, GHG Conversion Factors for Company Reporting, updated May 2012 [accessed 28 October 2015]. iii Welsh Government, Creating an Active Wales, December 2009 [accessed 30 October 2015]. iv Millennium Cohort Study, updated August 2015 [accessed 9 November 2015]. v Welsh Government, Statistical Bulletin Population of 0-19 Year Olds in Wales, December 2008 [accessed 9 November 2015].