When Bell Canada decided to throw its hat in the ring as a potential sponsor of the 2010 Olympics, it faced stiff competition. In its aim to top the list, and with the bid book of the Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC) as its guide, the company submitted a proposal carefully reflecting the various principles of sustainability outlined by the organization. The bid a success, Bell’s partnership with VANOC demonstrates how, more than just a commemoration of athletic prowess, the games are a driving force for nonprofits to further inspire for-profit partners in their joint efforts toward sustainability.

One of 18 Canadian companies acknowledged by the Dow Jones Sustainability Index, Bell Canada is no stranger to sustainable objectives. “With anything we get involved in, we ask ourselves, ‘how is this going to support the local community, economically, socially and environmentally, from a sustainability perspective,’” says Bell’s associate director of corporate communications, Linda Low. That said, there is no question that Bell’s sponsorship interests gave the corporate giant an even greater impetus to traverse down the sustainable road. And it’s an impetus that seems to make the VANOC-Bell marriage work well. “Aside from all marketing and business reasons for us wanting to be involved with the game,” adds Low, “the synergy between our sustainability approach was just such a natural reason for us to be involved.”

Promoting a game of conscience

As for VANOC, after meeting with the city of Vancouver, the municipality of Whistler, the First Nations and the local community, it was decided that, if they were to deliver the games, it would have to be done on a sustainability platform – environmentally, socially and economically. No ifs ands or buts. “Within our organizing committee, we’ve taken those commitments and we’ve woven them into our vision, mission, values and the way in which we play with our sponsors and partners,” explains Ann Duffy, VANOC’s corporate sustainability officer.

The relationships that ensue, she adds, are akin to a marriage founded upon a mutual alignment between values and principles. Alignment being the key word. “Many of the companies are strong corporate citizens to begin with,” states Duffy. “This is what the Games are all about and that’s why they’re coming to us and that’s why we’re talking to them.” As for Bell, they’ve played a vital and generous role in their sustainability platform, confirms Duffy. And, like all sponsors, they look to the Olympics not only to showcase their business; they’re involved to support the Games and to meet market needs in a sustainable way. “It’s a chance to not only talk the talk but to show how the business of Bell and its charitable donations can help support some of our goals.”

Sustained policies and practice

Toward those sustainable goals, VANOC has developed various initiatives with its partners in mind. For example, the ethical sourcing policy. Also known as the Licensee Code of Conduct, the goal is to ensure that suppliers of licensed merchandise meet credible standards for ethical and social compliance. VANOC is also the first organizing committee to have created a sponsor council for sustainability, with representatives of each sponsor honing in on opportunities that are socially, environmentally or economically responsible.

And then there’s the corporate procurement policy, wherein the sustainability and ethical practices of all VANOC suppliers and licensees are evaluated and measured against best practices for ensuring ethical behaviour and human rights. This and other initiatives, says Duffy, are perfectly aligned with VANOC’s motto of thinking about the legacy it leaves behind. By building good relationships with sponsors, suppliers, community and interest groups, the hope is that they will mutually find ways to share their innovations so that they can be adopted or adapted for others to use in the future.

Commitments of sustainable engagement

Bell Canada seems to share that ideology. Toward fulfilling its VANOC commitments, Bell has taken a number of steps on multiple fronts. “We made a traditional commitment in terms of value-in-kind services for telecommunications, which was about $65 million and $90 million in cash. We also made very specific commitments to the communities supporting the games,” explains Norm Silins, general manager of Olympic services. Their community investments include a $3 million contribution to the Squamish Lil’wat Cultural Centre in Whistler to help support a group in serious need of funding. Another $2 million went to the Vancouver Agreement – an urban development initiative made up of the governments of Canada, British Columbia and Vancouver, with a primary focus on Vancouver’s Downtown Eastside.

In addition, says Low, part of Bell’s social investment involves helping local businesses gain commercial opportunities. For instance, they are helping fund an electronic directory of local business suppliers in the Downtown Eastside. “A lot of people say they would love to work with local communities but don’t know how,” Low explains. “This simple tool will connect them to suppliers they can call upon.”

But Bell’s commitment to community goes even further than that. Hoping to improve Canada’s trophy chances, the company pledged $15 million to Own the Podium, a program that supports Canadian athletes in their Olympic run. And, after a solicitation to other members of the corporate community, Own the Podium has since upped its funding base to $110 million.

Networking solutions

Then there are the technological initiatives. With a promise to design and build Bell’s technical solutions for the games in a more sustainable fashion, the company chose an IP-based design that actually reduces the amount of cabling and infrastructure required. “What that does is it typically takes four networks and makes it one,” explains Silins, “so you reduce your cabling and overlay by a factor of three, with one cable now covering voice data, Internet and video.” In addition, with environmental sustainability in mind, rather than disturb new ground, Bell will be using existing infrastructure as much as possible on the routes from Vancouver to Whistler and within Whistler itself to reach the Olympic venues.

Furthermore, before removing any ground, a landscaper is called in to conduct a flora and fauna study of the area under development. Once the work is done, the landscaper is called back to help Bell salvage as much of the disturbed ground as is feasible. “We try and put back, as much as possible, the flora and fauna that was disrupted to build our infrastructure,” explains Silins. Bell also makes a point to ensure its call to sustainable action is comprehensive and profound. “We’ve gone through the process of educating our construction and design teams so that they can embrace sustainability in the practices they do everyday,” he says.

Keeping it local

In terms of economic sustainability, the company contracts with local suppliers wherever possible. “We hired 50 local experts and Canadian specialists to help us with the build in order to support the economies we work in,” explains Low. Moreover, Bell is a participant in the Sustainability Purchasing Network, a resource that supports organizations in their efforts to develop and improve their sustainability purchasing practices. After all, adds Low, “we’re a company that’s been in Canada for 127 years. We’re known as a leader and we have responsibilities as a leader.”

The sustainable impact

That leadership role is taken very seriously at Bell Canada. For, while some sustainability initiatives took root in order to satisfy VANOC’s bid requirements, Bell’s commitments seems to have taken on a life of their own. In fact, the company has changed many of its business practices, adopting new ones in their place. “We have now taken it upon ourselves to make these our common business practices moving forward,” says Silins. Moreover, their involvement with the Olympics aside, the company has integrated various sustainability measures into its day-to-day activities, whether it’s printing less, e-mailing more, recycling mobile phones and donating them to shelters, or equipping 20,000 Bell employees with telework capabilities. And, for their part, employees are jumping on the sustainability platform in huge numbers as well. “The more we talk about it, the more we live and breathe it,” Low says. Now, with VANOC as their chatty partner, the word of the day seems to be sustainability.

Elisa Birnbaum is a freelance journalist, producer and communications consultant living in Toronto. She can be reached at: esbirnbaum@gmail.com.