Technical Manual On Food and Beverage Services

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update cycle post London 2012 Olympic Games
TECHNICAL MANUAL ON
FOOD AND BEVERAGE SERVICES

Technical Manual on Food and Beverage
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Technical Manual on Food and Beverage Services
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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
Chteau de Vidy - C.P. 356 - CH-1007 Lausanne / Suisse - Tel: +41 21 621 6111 - Fax: +41 21 621 6216 - www.olympic.org

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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

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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 McDonalds .................................................................................................................... 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

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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

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Foreword, Continued


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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

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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 clients 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).

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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 OCOGs
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.


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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 worlds
largest multi-sport event. The vision of each Games edition contributes to and is
aligned with the Olympic Movements 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.

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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.

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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.

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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

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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

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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 Marks119

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

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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 IOCs 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

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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 industrys 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

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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.

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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.

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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.

Thats 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

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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.


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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 countrys 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 dont 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.


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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.


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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)

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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
1
0
Paralympics Family OCOG Head of Paralympics Family

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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.


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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.


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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

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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

Contents
This chapter contains the following topics:

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

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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 OCOGs 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.


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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.

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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.

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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.


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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 wasnt 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

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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.

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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).


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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,...)


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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.


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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 doesnt 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.


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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.

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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.


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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.


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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.

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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 reliances 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

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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.

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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)


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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.


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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.


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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.


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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.


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Technical
Officials
Technical Officials are essential to the delivery of the Games, and this clients is
composed of NTOS,( National Technical Officials) and ITOs( 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


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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.

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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 doesnt 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.

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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
doesnt 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.

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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 arent busy elsewhere
Continued next page

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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

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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 McDonalds.
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

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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.


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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
Caf :
Serving also Light Snacks

Note that this area can also be used for
light breakfast for athletes that dont
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 nonresidents paying their
consumptions.

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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.

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Cultural and
Religious
Requirement
s
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


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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


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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

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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 McDonalds 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.

Paralympic
Games
IPC
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.

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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.

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
services within the IBC, such as Coca Cola and McDonalds.

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

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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;

Food and
Beverage Prices
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.

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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.

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
services within the MPC, i.e. McDonalds.

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.

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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 dont 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.


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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.

Food and
Beverage Prices
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
media with a disability.

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

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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

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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

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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.


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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
guests with a disability.

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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.

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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

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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.

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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.


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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.

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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.

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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.

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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 companys rights.


Topic Page
F&B Concessions/Kiosks Guidelines 84
McDonalds 106
Concessions and Kiosks Branding Approvals 119
Timelines and OCOG Obligations 121

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7.1 F&B Concessions/Kiosks Guidelines
General Points

Summary This section lists general points for F&B Concessions and Kiosks.


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


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F&B Concessions/Kiosks Guidelines General Points,
Continued

Image Example
(continued)

Integration of Look of the Games Torino 2006

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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


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Concessions Branding, Continued

Image Example
(continued)

Highest Level National Partner Branded Equipment Athens 2004

Exceptions At Concessions that primarily sell McDonalds food items, McDonalds branding
may be displayed more prominently than Coca-Colas.

This section details the practical applications of Coca-Colas rights, as well as the
few exceptions that have been granted.

Note
Coca-Colas 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-Colas 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.

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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

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Menu(s)
(continued)
Exception
McDonalds 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
McDonalds 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-Colas exclusive rights regarding menu boards are in compliance.

Image Example


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Image Example
(continued)

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

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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

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Image Example
(continued)

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

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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 Partners 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
McDonalds 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 McDonalds (this list may be
more extensive; refer to McDonalds agreement for further detail).
Additionally, neither the OCOG nor its Concessionaires may supply or serve
branded food products of any restaurant (other than McDonalds) or food
products supplied by any restaurant (other than McDonalds). 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.

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Image Example

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

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

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Image Example
(continued)

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

Branded Non-Marketing Partner Products. Not permitted

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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-Colas 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
McDonalds has the exclusive right to provide branded sun shades in the vicinity
of McDonalds restaurants and the right to provide 25% of all parasols, tables and
chairs (which may exclusively bear McDonalds 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 McDonalds, 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)

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Image Example
(continued)

Branded tables, chairs and sun shades (London 2012)

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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.

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Image Example

Coca-Cola Branded Dispensing Equipment (London 2012)

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Image Example
(continued)

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

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Image Example
(continued)

Unbranded Dispensing Equipment (Athens 2004)

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

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Unbranded Hawking Equipment for Field of Play (Torino 2006)

Unbranded Field of Play Beverage Barrels (Athens 2004)

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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
McDonalds may have their own branded uniforms for use in McDonalds
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

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Food Waste
Management
Coca-Cola and McDonalds 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 McDonalds Branded Waste/Recycling Receptacles (Athens 2004,
Beijing 2008, London 2012)

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Image Example
(continued)

Unbranded Waste/Recycling Receptacles

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7.2 McDonalds

Introduction McDonalds has been granted specific rights and provisions as it relates to in-
venue activities. McDonalds product category is comprised of:
Retail food service operations
Food products: All ready to eat and frozen products served by McDonalds in
its restaurants and frozen food products competitively marketed to
McDonalds 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 McDonalds rights and
concessionaire/caterer operations during Games-Time.

Image Example

McDonalds Branded Restaurants (Athens 2004, Vancouver 2012, London 2012)

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McDonalds, Continued

Specific
McDonalds
Rights
This section outlines the specifics of McDonalds rights related to Concessions.

McDonalds Restaurants
McDonalds has the exclusive contractual right to establish branded restaurants
within all venues including in the Olympic Village(s) and MPC/IBC. McDonalds can
also establish restaurant locations within Olympic venues, as mutually agreed
upon by McDonalds and the OCOG.

McDonalds restaurants are considered Concession outlets, but with specific
branding rules that apply to McDonalds 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 McDonalds and
otherwise agreed between the Partners and the IOC, as listed below:
Brand Identification
At Concessions, McDonalds can identify its brand in a recognizable manner
for consumers.
McDonalds exposure at Concessions, including menu boards, packaging,
McDonalds uniforms, parasols, tables and chairs and signage will be
discussed in good faith between McDonalds and OCOGs.
Trash Receptacles
McDonalds has the non-exclusive right to supply trademarked trash
receptacles, trash collection or recycling devices, subject to Rio 2016s
approval, which may not be unreasonably withheld.
Napkin Holders
McDonalds is permitted to place trademarked napkin holders on the tables
within the reasonable vicinity of McDonalds retail locations on-SITE. This is
subject to OCOGs approval, which may not be unreasonably withheld. If
OCOG decides to allow trademarked napkin holders in other areas,
McDonalds will have the first right of negotiation to provide them.
Umbrellas
McDonalds has the right to provide 25% of all parasols, tables and chairs
(which may exclusively bear McDonalds branding) that are needed by OCOG
in locations other than those in the vicinity of general concessions. The
locations must be agreed upon by McDonalds and OCOG.
Wayfinding Signage
McDonalds Concessions on the Olympic Park are traditionally referenced on
Park wayfinding signage, including venue map.


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Appointed
Caterers as
Detailed in
McDonalds
Contract
McDonalds has the right of first refusal to be appointed as Master Caterer for the
Games.
If McDonalds 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 McDonalds 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


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Image Example

McDonalds Branded Menus and Tables

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Image Example
(continued)

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

Image Example
(continued)
(continued)

McDonalds Branded Uniform at McDonalds Restaurants (Torino 2006)

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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

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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.

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7.2.2 Visa (Payment Acceptance at
Concessions/Kiosks)

Visa
Specifications
Visas 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 Visas
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 Visas 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.

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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. Visas 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)


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Visa (Payment Acceptance at Concessions/Kiosks),
Continued

Image Example
(continued)

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

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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.

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7.2.4 Quick Reference Guide: Branding Allowed
Reference Chart The following table indicates allowable branding conditions.

Coca
Cola
McDonalds

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
corporat
e script
and
black
type
Yes. If
sold at
location.
Name in
corporat
e 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
spectato
r of
availabil
ity
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

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Concessions/Kiosks), Continued

Coca-
Cola
McDonalds

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
McDonalds
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
McDonalds
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 McDonalds contract and unless the
brand marks reference a restaurant name other than McDonalds.

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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

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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.

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7.4 Timelines and OCOG Obligations

12 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-Colas 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
1
st
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 1
st
Concession
Workshop with all F&B stakeholders (including other TOP and local
Partners with a service or product delivery to Concessions i.e., VISA)

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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
2
nd
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 2
nd
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

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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
1
st
Venue Tour -18 months
1
st
Concession Workshop -12 months

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Concessions Timeline (continued)

Partner Contracts Signed Beginning 4 years prior to Games
2
nd
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
2
nd
Concession Workshop -3 months
Concession Tours (as part of Brand
Protection Tours)
- 10 days and on-going
Spot Checks of Venues Games-Time

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