Published on February 18, 2014
www.pwc.ru/sochi2014 Steps to success PwC and the Sochi 2014 Organizing Committee January 2014
Integrated Games planning 01 Planning the preparation for the Games 02 Thinking about the spectator experience 03 Ensuring a comprehensive approach to planning 04 Boosting the efficiency of Olympic venue operations 05 Organising Games readiness inspections 06 Taking part in preparations for test events 07 Effective assistance in Games management HR consulting 08 Deploying the workforce 09 Helping people with disability find jobs 10 Training managers of sports venues Risk management 11 Risk awareness 12 Enhancing the commitment to sustainable development Budgeting and financial planning 13 Providing financial advice Taxation 14 Streamlining import and export operations i PwC | Steps to success
PwC Russia has been providing professional services to the Organizing Committee of the XXII Winter Olympic Games and XI Winter Paralympic Games of 2014 in Sochi since late 2008. We are proud that our team was selected to be a Partner and the Official Professional Services Provider to the Sochi 2014 Organizing Committee. In over five years of working together, PwC and the Sochi 2014 Organizing Committee have jointly carried out over 200 projects related to the planning, preparation and staging of the Games, with our firm devoting more than 200,000 consulting hours to these projects. The goal of our joint efforts is to ensure the efficiency of the Organizing Committee’s preparations for the Games in the following areas: integrated planning of the Games, human resources, risk management, financial planning and budgeting, and taxation. Many of the projects that we have implemented with the Organizing Committee have proven to be innovative for these types of events. One of our key decisions was to introduce the concept of a project-based organisation as the basis for the Organizing Committee’s activities at every stage. In addition, we have applied a new integrated, client-oriented approach to preparations for the Games, which focuses on each group of people and organisation directly or indirectly involved in the Games. By applying the so-called “Sochi model”, which was created to coordinate and manage multiple stand-alone projects and activities, we have helped ensure that the Sochi 2014 Organizing Committee’s activities are integrated into a single complex of interrelated programmes and projects. While separately pursuing diverse goals, collectively these projects are aimed at implementing the overall strategy of the Games. This model may be used for organising major sporting events in Russia and other countries in the future. PwC and the Sochi 2014 Organizing Committee 1
01: Planning the preparation for the Games Strategic planning of Games preparation The PwC project team has helped the Organizing Committee to develop a plan for the Games’ preparations. According to Russian Government instructions, the plan was based on information provided by over 20 external organisations. We are proud that we were able to coordinate the efforts of every party involved and ensure their effective teamwork, as well as organise the process of collecting, processing and discussing the relevant information. PwC specialists were responsible for all amendments in various versions of the document, as well as compiling tables used for reaching a consensus on various issues, and drafting meeting reports. They also took part in drafting resolutions after the plan was approved aimed at monitoring its implementation. The final document was successfully approved by the State Commission for the Preparation and Staging of the XXII Olympic Winter Games and XI Paralympic Winter Games 2014 in Sochi. Tactical planning of Sochi 2014 Organizing Committee activities in 2011–2014 The PwC team was also invited to take part in preparing a critical document: the tactical plan of Sochi 2014 Organizing Committee activities, a document that outlines events in over 50 functional areas in the period from 2011 up to 2014, and describes each event’s control points, timelines, stakeholders and rationale. Altogether, the plan covers over 6,500 items. 2 PwC | Steps to success An innovative methodology for projectbased organisation developed by PwC and the Organizing Committee underlies the tactical plan, which helps to separate the Games preparation work into projects, processes and actions using standard criteria. The general schedule developed was used for monitoring and controlling the Games preparation process. Development of a performance management system PwC specialists, in cooperation with the Sochi 2014 Organizing Committee, created a simple and transparent Performance Management System (PMS). The project involved concept development, detailed design, implementation and testing of the system, as well as its operational support. This system was used to assess projects implemented by the Organizing Committee at the end of each year using three key performance indicators: timing, quality and budget. The implementation of this project helped the Organizing Committee to improve labour efficiency in the course of summarising and assessing the performance of its employees and structural units. The PwC project team also helped the Organizing Committee to develop a relevant regulatory framework, which ensures the full integration of the PMS with the existing project organisational system.
02: Thinking about the spectator experience The Spectator’s Journey Programme The Spectator’s Journey Programme, which was jointly developed by PwC specialists and the Sochi 2014 Organizing Committee, is intended to provide extensive planning for the experience of spectators, who represent the largest group of clients that will have a direct presence at Games venues during Olympic and Paralympic events. PwC specialists helped to create the programme by developing a road map of actions to improve service quality and the “spectator experience” at every stage of the Games: airport arrivals and departures, accommodation at Sochi hotels, using Olympic transport in the city, and visiting entertainment events, the Olympic Park and sports facilities. A strategic document formulating the approach to planning the spectator experience during the Olympic Games was subsequently drafted. During the next operational planning stage, the client was provided with appropriate tools for bringing this concept to life. Specific elements of the programme included detailed forecasts of the number of spectators per event, an analysis of demand for hotel services and hotel room capacity for accommodating spectators, a checklist of services, a concept for creating a festive atmosphere, and information on other operational planning documents. In addition, thanks to the PwC project team’s efforts, the needs of spectators as a client group were taken into account in documents on planning spectator services and their levels, which was drafted by the Sochi 2014 Organizing Committee’s team. PwC specialists also helped our client to comply with IOC requirements and create an effective programme aimed at achieving its key strategic objectives. PwC and the Sochi 2014 Organizing Committee 3
03: Ensuring a comprehensive approach to planning Functional operational planning during the Games that factors in service levels for client groups In 2009, PwC specialists together with experts from the Sochi 2014 Organizing Committee started developing the Functional Operational Plan (FOP), which contains detailed descriptions of the various types of work to be performed during the Games, such as guest accommodations, transportation, staging of sporting competitions, Olympic venues management, medical care, etc. We developed a detailed FOP and integrated it with other projects, such as operational planning of Olympic venue operations, risk management, transition period planning and ensuring operational availability. As a result, the effectiveness of communications between functional blocks improved while their direct responsibilities and means of communication during the Games were clearly set out thanks to this project. The FOP also sets a foundation for planning resources in terms of budgeting, staffing, and planning material supplies procurement and technology use. Development of Service Level Agreements The Organizing Committee commissioned PwC with developing and carrying out an innovative service planning approach for the Olympic Games, which prioritises the interests of clients (this category includes all groups of people and organisations directly or indirectly involved in the Games). Client interests must be described in each Service Level Agreement (SLA). These documents are of great importance because they determine the service content and service levels for various client groups, thus defining the ultimate matrix of all services to be provided to Games visitors (including athletes and spectators). SLAs are used for adjusting the process of planning and staging the Games. Our specialists developed detailed parameters for all services and, together with the Organizing Committee, also created and implemented a client service planning methodology, and prepared a document on SLAs that included a structured description of services to be provided to specific clients during the 2014 Olympic and Paralympic Winter Games. In drafting the document, we factored in the lessons learnt during the staging of the 2012 Olympics in London and made sure that it complied with new legal requirements. Robert Gruman, Leader of PwC’s Russia Advisory practice: “It is a big honour to work on the Sochi 2014 project for me personally and the whole PwC team. In our work with the Organizing Committee, we were able not only to provide strategic consulting, but also to implement practical solutions in management, organisation and planning. We have done our best to help ensure that Russia stages the greatest Olympic and Paralympic Games of all time. We also want the country to showcase its achievements and enormous potential to the world.” 4 PwC | Steps to success
04: Boosting the efficiency of Olympic venue operations 05: Organising Games readiness inspections Operational planning for non-competition venues The key success factor in staging the Games is operational planning for both sporting and non-sporting venues. Operational planning involves a detailed description of all services provided to Games clients and internal operations for each facility, including a minute-by-minute plan of operations broken down for each day of the Games. PwC staff helped the Sochi 2014 Organizing Committee to develop a methodology and organise the preparation of operational plans for operating venues not used in sporting competitions, including Sochi International Airport, the main distribution centre, transportation Operational readiness programme PwC specialists were actively involved in planning, preparing and implementing the operational readiness programme for the Games. This programme is a set of training events to test operations, thereby helping ensure Games readiness. This included educational seminars, on-the-job training, simulation modelling and training exercises. Our project team helped determine the scope and schedule for the entire operational readiness programme, contributed to the training course hub, three Olympic villages and hotels for the Olympic and Paralympic national sports teams, the IOC hotel, the Olympic Family and IPC hotel, etc. In our work, we assessed the stakeholders, analysed client needs, and organised operational and commission inspections, while also factoring in any recommendations and preparing detailed plans for operating the venues during the Games. As a result, PwC specialists provided the Organizing Committee with a full picture of the related operations and services and the manner of their use at the non-competition venues during the winter of 2014. for the programme instructors, and prepared and held a series of realtime simulation modelling events for the Organizing Committee, partially in respect to the operation of the Olympic venues. Our team is especially proud of our role in organising and holding, together with the Organizing Committee’s specialists, large-scale, interdepartmental drills and exercises to prepare for potential emergency situations, and site-specific drills for 10 sports and 10 non-sports venues, as well as rehearsals of the Opening and Closing ceremonies. PwC and the Sochi 2014 Organizing Committee 5
06: Taking part in preparations for test events Planning test events in Sochi and preparations for staging them The test events programme was carried out between February 2011 and December 2013 in Sochi. It provided for modelling over 70 real-time test events for all Olympic and Paralympic sports across 10 Olympic venues. PwC specialists also took part in developing the concept, strategy 07: Effective assistance in Games management Together with the Sochi 2014 Organizing Committee, PwC specialists developed a framework for Games management and a system for coordinating the activities of all management bodies, including the Organizing Committee, IOC/ IPC and the government authorities and organisations involved in the preparation and staging of the Games. We performed a comprehensive analysis of the various technical data, based on which we developed together with the and programme for staging the test events, developing tactical preparation plans, budgeting, staff planning, monitoring programme implementation, reporting test event results, and integrating the experience gained into the Games preparation process. The implementation of this project enabled the Sochi 2014 Organizing Committee to successfully plan the test events and stage them with maximum efficiency. Organizing Committee a management framework for the Games, including a road map for the transition period, an organisational structure for the Main Operations Centre, an operational plan for operating venues and documents regulating the incident management and reporting processes. Thanks to this project, the Organizing Committee and other stakeholders established a complex framework for managing the preparation and staging of the Olympics and Paralympics Games. Dmitry Chernyshenko, President of the Sochi 2014 Organizing Committee: “When holding such large-scale events as the Olympic and Paralympic Games, it is critical to have business partners you can rely on. PwC has been active in Russia for more than 20 years and has made significant contributions to Russia’s economic development. The firm has always been distinguished by the fresh approach and original thinking of its people in meeting new challenges, which is exactly why we have chosen them.” 6 PwC | Steps to success
08: HR planning for Games time Deploying the workforce It is well known that human resources are a key element in any endeavour. This is especially for the Games in Sochi. Properly organised and well aligned staff performance is a major success factor for the Olympic and Paralympic Games. The total headcount of Olympic and Paralympic staff exceeds 50,000 people, including 18,000 volunteers who will be arriving to Sochi from various countries worldwide. Personnel expenses account for 30% 09: Employment strategy for people with disabilities Helping to find employment for people with disabilities Around 3,000 people with disabilities in Sochi were unemployed before the Games. Working together with the Sochi 2014 Organizing Committee, PwC developed an employment strategy for people with disabilities to recruit and hire them during the preparation and staging of the of the Games budget and include recruitment, payroll, meals, training, transport and other related expenses. PwC was deeply involved in HR planning for the Games. We developed individual HR plans for each venue and made up schedules for the Games and test events. Thanks to this project, the staff size was optimised by 20%. As a result, costs were reduced and the efficiency of Games preparation was enhanced. Olympic and Paralympic Games. The strategy is aimed at socialising the disabled and focuses on education, training and social assistance. The project helped the Sochi 2014 Organizing Committee to structure an employment strategy for people with disabilities in compliance with equal opportunity principles. PwC and the Sochi 2014 Organizing Committee 7
10: Training managers of sports venues 11: Risk awareness Professional development programme for venue managers consisted of four modules and was mainly based on case studies. Together with the Sochi 2014 Organizing Committee, we have designed a professional development programme for venue managers called Path to Success. The programme is aimed at developing competencies in managing large-scale, nationwide sports projects. Top experts in leadership and professional development assisted in delivering the programme, which With this programme, we improved the provision of management decisions related to the preparation and staging of sporting events. During the project, PwC and venue managers shared their knowledge and experience, while the Sochi 2014 Organizing Committee’s lead managers learnt new leadership skills. Risk management advisory There are certain risks associated with preparing and staging the Games. Therefore, effective risk management was a critical objective for the Sochi 2014 Organizing Committee. Specialists from PwC Russia were engaged to assist in developing a risk management framework. The project team developed a risk management policy, prepared a cross- 12: Enhancing the commitment to sustainable development 8 PwC | Steps to success Sustainability reporting Large-scale events like the Olympic and Paralympic Games inevitably impact the social and economic situation in the city and region, as well as the overall environment. The Environment and Sustainability Reports issued since 2009 in accordance with Global Reporting Initiative (GRI) principles explain how the Organizing Committee has approached environmental management issues. referenced risk register, analysed risk matrices and functional area operating plans, developed incident matrices, and drew up contingency plans. In total, we developed 25 internal contingency plans for the Games period, 11 plans for test events and nine multi-agency contingency plans, as well as nine interdepartmental contingency plans. We also assisted the Organizing Committee in developing and implementing a sustainable development management system and designed a relevant training programme for the Organizing Committee’s employees. The training programme included introductory courses for the Organizing Committee’s nine functional areas, key partners, contractors and volunteers of the Olympic Games. The programme also offered recommendations on sustainable development principles.
13: Providing financial advice Games budgeting PwC Russia has been engaged in designing and implementing a new budget management procedure for the Sochi 2014 Organizing Committee. We have developed an operational concept and control procedures for the Operating Contingency Fund. The effort helped to improve transparency in the budgeting process and facilitated prompt amendments to the draft Games budget in compliance with IOC requirements. Furthermore, the PwC project team developed procedures to regulate the Operating Contingency Fund for 2013-2014. As a result, the Sochi 2014 Organizing Committee received an effective funds management tool with respect to allocation of responsibility and authority. Sochi 2014 Organizing Committee internal audit The Sochi 2014 Audit (Revision) Commission engaged PwC to conduct an internal audit of the Sochi 2014 Organizing Committee. The project was primarily aimed at identification of issues and risks related to performance of the financial plan, compliance with IOC requirements, and reconciliation of management reporting and financial statements. 14: Streamlining import and export operations Customs project The Olympic and Paralympic Games in Sochi identified the need to streamline import and export operations. To achieve this objective, the Sochi 2014 Organizing Committee engaged the PwC tax and legal team. We performed relevant analytical studies and helped the Organizing Committee to identify the key barriers and challenges related to current legislation. We also designed a project to simplify the import and export of goods and materials. PwC specialists devised easy-to-use guidelines for customs clearance and The PwC team conducted an internal audit in key areas, including the Organizing Committee’s charter documents, an overall review of the Organizing Committee’s performance, the financial plan for the Games, procurement procedures and tax liabilities. The project helped the Sochi 2014 Organizing Committee and Audit Commission to get better insight into key issues and risks. Systematisation of the host country’s liabilities PwC helped identify, analyse and systematise all liabilities of Russia, being the host of the Games, by analysing the full scope of sources including the Bid Book, agreements with IOC/ IPC, agreements with international federations, the Olympic Charter, public speeches by the country’s top officials, etc. During the project, we created a single liability register, prioritised the liabilities and integrated them into the Tactical Plan so that they would become part of the overall Games preparation and delivery process. As a result of the project, the Organizing Committee obtained a full picture of specific financial liabilities, their respective owners, and the corresponding efficient instruments for monitoring settlement of such liabilities. freight forwarding, which ensures compliance with current law. These guidelines can also be used effectively for future major events in Russia. PwC’s contribution was recognised at the Gateway to the Future Award Ceremony in March 2013. This award is given to the best projects in environmental protection, as well as social and economic development, carried out by participants in the preparations for the 2014 Games. At this ceremony, PwC was presented with a laureate in the Economic Prosperity category. PwC and the Sochi 2014 Organizing Committee 9
www.pwc.ru Better together Photography © Sochi 2014 Organising Committee, used with permission / PwC Russia B.V. This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers Russia B.V., its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. PwC Russia (www.pwc.ru) provides industry-focused assurance, tax, legal and advisory services. Over 2,400 professionals working in PwC offices in Moscow, St Petersburg, Ekaterinburg, Kazan, Novosibirsk, Krasnodar, Voronezh, Yuzhno-Sakhalinsk and Vladikavkaz share their thinking, experience and solutions to develop fresh perspectives and practical advice for our clients. The global network of PwC firms brings together more than 184,000 people in 157 countries. * PwC refers to PricewaterhouseCoopers Russia B.V. or, as the context requires, other member firms of PricewaterhouseCoopers International Limited, each of which is a separate legal entity. © 2013 PricewaterhouseCoopers Russia B.V. All rights reserved.
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