Introducing Aiden Byrne
ESSMA: Can you please introduce yourself to the ESSMA community? Tell us about your role, tasks, and when you started at Aviva Stadium.
Mr. Byrne: Hello, I’m Aidan Byrne, the Sustainability and Utilities Manager at Aviva Stadium. I’ve been part of the stadium since October 2009, joining six months before its completion. Initially, my role focused on coordinating planned maintenance, and over time, it expanded to include energy management. I took over the sustainability manager role when my predecessor, Deirdre O’Sullivan, moved on to World Rugby around 2015 or 2016. Since then, my responsibilities have centered around sustainability efforts.
ESSMA: It’s interesting that you were involved in the stadium plans before its opening. What was your role at that time, and how did you contribute to the preparations?
Mr. Byrne: Certainly, my role back then was as a Maintenance Officer. Fresh out of college, it was my first job, and the stadium was nearing completion. My task was to familiarize myself with the stadium, delve into the operational and maintenance manuals, and establish the maintenance routine for the brand-new stadium before its opening in May 2010. I began this role in October 2009, and it was a crucial period leading up to the grand opening.
Navigating the sustainability Challenge
ESSMA: How did you navigate the responsibilities of a Maintenance Officer during that pivotal time?
Mr. Byrne: It was indeed a busy time. My focus was on understanding the stadium structure, its operational intricacies, and creating a robust maintenance plan. Opening in May 2010 added an extra layer of urgency to ensure everything was in top condition. I collaborated closely with the current facilities manager, and to some extent, I still engage in maintenance and facility responsibilities alongside my sustainability role. It keeps me nice and busy.
ESSMA: It’s fascinating to learn about your journey. Did you have any prior experience in sports venues or a related field before your role at Aviva Stadium?
Mr. Byrne: No, not at all. My background was in building services engineering, and my initial job post-college was as a project engineer for a water purification company. It was a year-long stint, and to be honest, straight out of college, I hadn’t a clue. It was a learning curve. The transition to Aviva Stadium came about somewhat serendipitously, and it turned out to be a great fit for me.
ESSMA: Given your brief stint in another business before joining Aviva Stadium, did you notice significant differences when working in the sports venue industry?
Mr. Byrne: Absolutely, the difference was quite pronounced. My initial role in the water purification company was more akin to a manufacturing environment. It was a junior role initially, involving sorting through documents. As we got more established, I took on additional responsibilities, and that’s when I became particularly interested in energy management. When Aviva Stadium initially opened, we faced a significant challenge with energy expenditure. The initial cost estimations provided by the designers were way off the mark. This prompted us to focus specifically on energy management. Although we already had a sustainability framework in place, aligning with the British standard BS 8901, we recognized the need for a more targeted approach to energy. It became one of our most significant challenges, and from there, we delved into the intricacies of energy management. The subject is vast and continually evolving, and I find it incredibly interesting. I’m still in the process of learning and exploring new aspects of it.
ESSMA: How has the importance of sustainability in professional sports venues evolved over the last decade, considering your role at Aviva Stadium since its inception in 2010?
Mr. Byrne: Right from the opening of Aviva Stadium in 2010, our stadium director, Martin Murphy, emphasized the significance of being a sustainable venue, aligning it with our mission statements and core values. While the impact of energy on revenue streams prompted a focused approach, it goes beyond just cost considerations. Our broader aims include achieving net zero by 2040. However, achieving this goal involves substantial investment in renewables and, in some cases, offsetting, acknowledging that it won’t entirely pay for itself. The journey towards net zero involves evaluating energy projects beyond immediate paybacks, recognizing the need for significant capital investment.
Biosphere Impact: Aviva Stadium’s Unique Position and Biodiversity Initiatives
ESSMA: Aviva Stadium is uniquely situated within a UNESCO biosphere near North Dublin Bay and Bull Island. Can you elaborate on the impact of being located in a biosphere and how it influences your operations?
Mr. Byrne: Certainly, our proximity to the UNESCO biosphere around North Dublin Bay and Bull Island is quite fascinating. I became aware of this unique positioning a few years ago, coinciding with our increased focus on biodiversity protection. Our initial operational pillars centered on energy management, carbon reductions, and waste management. As our understanding matured, we expanded our focus to include water stewardship and biodiversity. We realized the importance of safeguarding the River Dodder, located beside our stadium, which eventually feeds into the biosphere. Initiatives include monthly litter picks along the riverbanks with our staff and colleagues from the Irish Rugby Football Union (IRFU). While we haven’t ventured into the river yet, it’s on our agenda to address issues like shopping trolleys. Our commitment extends to supporting local pollinators and collaborating with organizations like Dodder Action, a dedicated volunteer group focusing on river cleanups. We’re a steward of a small section near the bay, and joining hands with local initiatives allows us to make a positive impact. The goal is not only to contribute to the biosphere but also to engage people at home, encouraging them to become lifetime members of Dodder Action. We continuously explore opportunities to enhance our contributions to the biosphere and collaborate with local volunteer groups for mutual benefits. It’s a collaborative effort to protect our immediate environment and connect with the broader community.
The Importance of Buy-In for Successful Sustainability Initiatives
ESSMA: Delving into the implementation of sustainable strategies is crucial, and many face challenges in this area. ESSMA-members emphasise that obtaining buy-in from owners and executives is pivotal. In your experience, is this true, and if so, how did you secure such commitment at Aviva Stadium?
Mr. Byrne: Absolutely, I agree with the importance of buy-in from the top levels. It sets the tone and facilitates smoother implementation. At Aviva Stadium, we were fortunate to have our CEO, Martin Murphy, emphasise the importance of sustainability right from the start, making it easier for us to align our efforts. However, it’s not just about senior management buy-in; it extends to our board of directors, comprising members from both major shareholders, the Irish Football Association (FAI) and the Irish Rugby Football Union (IRFU). The challenge arises when undertaking significant projects that require approval from the board, such as installing solar PV on the roof. While we’ve generally received support, as our sustainability initiatives mature, and we embark on more ambitious projects, ensuring continuous commitment becomes crucial. It’s interesting to note that the FAI and IRFU, our major shareholders, are at earlier stages in their sustainability journeys compared to Aviva Stadium. This creates a lag in collaboration, both operationally and at the governance level. For instance, we became signatories to the UN Sports for Climate Action Framework two years ago, but our major shareholders were not at that stage. We aim to lead and inspire them to make the leap, fostering a collective commitment to climate action within our industry. Top-level commitment is indeed fundamental, and our collaborative efforts with our major shareholders are aimed at fostering a unified approach to sustainability in sports venues.
ESSMA: If a club is looking to initiate or enhance sustainable initiatives, what advice would you offer, or what steps do you believe they should take? Are there specific organizations that you think can provide assistance in this regard?
Mr. Byrne: What I would suggest is that sometimes the enormity of addressing climate change can be overwhelming for individuals. Speaking with others, I’ve gathered that the sheer scope of the tasks at hand can lead to a sense of paralysis, where people are unsure where to begin. It might seem like an insurmountable challenge, and the temptation is to do nothing at all. My advice is to start small, focus on areas within your comfort zone, whether it’s energy or waste management, and gain some momentum. Look for quick wins – in the initial stages, avoid diving into overly ambitious projects that require substantial time and effort. It’s essential to build a sense of progress. In the ongoing revision of our sustainability strategy, which spans up to 2030, I’ve incorporated a concept known as a materiality assessment. This involves evaluating various issues to identify those with the greatest impact on our stadium, making them top priorities. Additionally, we assess the Environmental, Social, and Governance (ESG) issues that could significantly affect our club financially and operationally. This process helps to pinpoint key topics, given the multitude of tasks at hand. It’s crucial to involve key stakeholders, such as shareholders, commercial partners, catering and waste management partners, the local community, and even local government, during the strategy development. By seeking input from diverse sources, you can identify issues that might not be on your radar but are essential to others. Aligning with these concerns fosters commitment and support from various stakeholders, propelling your sustainability strategy forward. Therefore, I recommend undertaking a materiality assessment and involving key stakeholders in the process. Additionally, have a clear ambition for your strategy, aiming for something ambitious like achieving net-zero carbon within a reasonable timeframe, say the next 15 years or less. Establish measurable targets to gauge your progress effectively and avoid ambiguity in assessing your achievements.
Reporting and Tracking Sustainability
ESSMA: It’s interesting to navigate the balance between what’s feasible for a club, considering its size and resources. It’s clear that there’s no one-size-fits-all answer. Are there currently European organizations that you collaborate with to conduct these assessments? I understand there are comprehensive tools available, but do you also engage with freelance individuals or organizations for assistance?
Mr. Byrne: Certainly, we do lean on consultants as needed. Personally, I prefer to handle as much as possible due to my own interest in the field. We approached a local sustainability consulting firm, Sustainability Works, a few years ago to assist in establishing a proper strategy. While we didn’t proceed with them at the time due to scheduling issues, I later underwent training with them on crafting a sustainability strategy, choosing to handle it in-house. However, we do collaborate with various consultants, particularly given our small team of around 20 members. Consultants are beneficial, especially in areas requiring specific expertise. For instance, we partner with energy consultants. In our constrained environment, where time is often a challenge, consultants provide essential support. Currently, we are planning to redo our stakeholder materiality assessment, a time-consuming process that involves interviews and surveys. While I aim to contribute, the workload may necessitate engaging local consultants to assist us in this endeavor.
ESSMA: You’ve already touched on the importance of measurability in your goals. What, in your opinion, is the most effective way to report and track the results, particularly in the context of a sustainability approach?
Mr. Byrne: While I can’t claim to know the absolute best way, I can certainly share our approach. Currently, we employ internal reporting methods, conducting various reviews—monthly and annual—on sustainability and energy. The annual reviews involve presentations between myself and senior management, followed by the CEO, Martin Murphy, sharing the information with our board of directors. This internal reporting structure keeps key stakeholders informed about our achieved targets, areas where we may fall short, and the resources needed. Looking ahead, I envision a more public-facing approach, aligning with the emerging trend of mandatory ESG reporting, such as the impending CSRD. Although we may not be obligated to report under CSRD, I see the value in proactive, voluntary public reporting. Our goal is to publish an annual sustainability report on our website, transparently showcasing our accomplishments and areas for improvement. I believe this proactive stance will position us favorably as stakeholders, including partners, sponsors, and clients, increasingly seek such information. Moreover, we actively participate in a local knowledge-sharing group with similar venues in Dublin, exchanging insights and best practices in sustainability. This collaborative approach allows us to collectively enhance our sustainability initiatives and serves as a localized version of knowledge exchange similar to what ESSMA facilitates.
ESSMA:. I’d like to delve deeper into the supply chain, starting with food and beverage. Given your emphasis on stakeholder alignment, could you shed light on the sustainable catering initiatives at Aviva Stadium, particularly in collaboration with your catering partner?
Mr. Byrne: Certainly, our catering partner has set ambitious net-zero targets, aiming to achieve them by 2027, which is notably more aggressive than our alignment with the sports for climate action standard—targeting net-zero by 2040 and 50% progress by 2030. One notable initiative is their decision to ban air freight for sourcing produce, opting for land or sea transportation to reduce carbon intensity. They’ve prioritized the use of seasonal produce, avoiding unnecessary transportation for items that can be locally sourced. Additionally, there’s a focus on a more plant-forward approach, incorporating plant-based products, even in meat items, to reduce the carbon footprint. For instance, they’ve adjusted burger patties, decreasing beef content while introducing more vegetable-based ingredients. Moreover, they aim to decrease reliance on red meat, particularly for conferences and events, opting for less carbon-intensive white meat alternatives like chicken and pork. On the beverage side, we’ve jointly implemented a reusable cup system, significantly reducing single-use plastics. Although occasional backup single-use cups exist for stocking purposes, the primary focus is on promoting reusables. It’s worth noting that the cups require specialized cleaning, introducing a water impact, but the overall benefits are deemed positive. Collaboration extends to waste management, where we closely work together, recognizing that a significant portion of stadium waste is linked to Compass’s operations. We’ve established effective collaboration over the years, aligned with their long-term contract since the stadium’s inception. While sustainability has been part of our core operation, their increased focus in the last 18 months aligns with the commitment from their top management in the UK office. This renewed commitment has facilitated smoother collaboration, with sustainability becoming an integral part of our shared initiatives. The leadership’s buy-in has proven crucial in fostering a more supportive environment, making it easier to drive sustainability efforts collectively.
Overcoming Challenges for Rooftop Solar Installation
ESSMA: Than talking about resource management, you emphasized the need for a more nuanced understanding, as the electricity grid remains a mix of fossil fuel and renewables. I’m particularly intrigued by your plans to install solar PV on the stadium roof, addressing the challenge of weight limitations with lightweight and flexible solutions. Could you elaborate on this initiative and how it aligns with your goals, especially in achieving true decarbonization in your electricity supply?
Mr. Byrne: Certainly, the initiative to install solar PV on the stadium roof is a crucial step in our journey towards true decarbonization of our electricity supply. While we currently use 100% renewable energy from our provider, I want to clarify that it involves paying a premium for a certification of the renewable portion, not that the electricity from our sockets is entirely renewable. We acknowledge the mix of fossil fuel and renewables in the broader electricity grid. Addressing the weight limitations of our roof structure has been a key challenge. Although our roof provides an ideal surface area for solar panels (20,000 square meters), the structure can only accommodate a limited amount of additional weight. Standard PV panels are too heavy, typically around 15 kilos per square meter, whereas our roof can only bear something like five kilos. In pursuit of a solution, we’ve explored lightweight and flexible alternatives, custom-designed to stay within the weight limit. While bespoke solutions may incur higher costs and potentially offer slightly less efficiency, it remains a viable and necessary option for us. This initiative aligns with our commitment to advancing renewable energy on-site and contributes significantly to our broader sustainability goals. Additionally, we’re exploring power purchase agreements with local solar farms to further enhance our renewable energy portfolio.
On-Site waste management processing
ESSMA: Your commitment to separating and processing bulky waste on site is commendable. By investing the extra time to segregate materials properly, you’ve not only improved your recycle rates but also demonstrated a practical approach that others can adopt. The detailed explanation of handling bulky waste, disassembling components, and recycling different materials separately is a valuable insight. How do you see this initiative influencing broader waste management practices in sports venues, and what advice would you offer to those considering similar improvements?
Mr. Byrne: I believe this initiative has the potential to positively influence waste management practices in sports venues by showcasing a practical and effective method for dealing with bulky waste. The key is to invest time and effort into on-site processing, which, in turn, contributes to higher primary recycling rates. For venues facing similar challenges with bulky waste, my advice is to assess the waste streams carefully and explore opportunities for on-site segregation. Here are a few recommendations:
- Understand Your Waste Streams: Identify the different components within bulky waste and assess their recyclability. This knowledge forms the basis for effective segregation.
- Invest in On-Site Processing: If feasible, allocate resources to process bulky waste on site. This may involve disassembling components, separating materials, and ensuring proper recycling.
- Collaborate with Waste Management Providers: Work closely with waste management providers to align your on-site efforts with their processes. Seek their input on optimizing recycling practices.
- Educate Staff and Stakeholders: Ensure that your team is well-informed about the importance of waste segregation and recycling. Training sessions and awareness programs can go a long way.
- Share Best Practices: Collaborate with other venues and share your best practices. Establishing a network for knowledge exchange can benefit the entire sports venue industry.
By taking these steps, venues can make meaningful progress in waste management, contributing to environmental sustainability and setting an example for others in the industry.
Fan Travel Sustainability: The Challenge of Balancing Convenience and Safety
ESSMA: Regarding transportation, Aiden, it holds significant influence on matchday impacts. I came across some data on Aviva Stadium, indicating that only around 2% of working individuals attended via car, as per an article from a few years ago. However, I’m curious if there’s a breakdown of the percentage split among car users, train commuters, bus riders, cyclists, and pedestrians, specifically concerning fans?
Mr. Byrne: Currently, I don’t have that detailed breakdown, but it’s a priority on my agenda, especially since our involvement in the Sports for Climate Action framework. Understanding fan travel is critical for assessing our scope three emissions comprehensively. To gather the necessary data, I need to collaborate with both the RFU and FAI. The ticketing process, managed by Ticketmaster, involves these organizations. While I lack direct access to Ticketmaster, I aim to work with the RFU and FAI to encourage Ticketmaster’s participation in implementing a quick survey during ticket purchases. This survey could capture information on fan origins and preferred modes of transportation. It’s an ongoing objective, and I’ve initiated discussions, particularly with the RFU. Successful collaboration with Ticketmaster would enable us to obtain valuable insights into fan travel patterns, essential for addressing scope three emissions effectively.
ESSMA: Have you implemented any specific campaigns or initiatives aimed at encouraging fans to adopt greener transportation methods when coming to the stadium?
Mr. Byrne: Over the years, we’ve interacted with fans on various fronts, although we haven’t actively promoted public transport. While the information is available passively on our website and ticket backs, we could certainly enhance our engagement efforts in this regard. However, I’d like to share an interesting observation related to cycling. Due to the security perimeter around the stadium during events, cycling within this two-kilometer cordon, especially during peak entry and exit times, poses safety risks. Some attendees secure their bikes near entrances, using fixtures that resemble bike racks, creating hazards. It highlights the delicate balance between promoting sustainability and ensuring crowd safety. Exploring options such as secure bike racks beyond the safety cordon, possibly in collaboration with the Dublin City Council, could provide a solution where fans cycle part of the way and then walk the remaining distance to the stadium. It’s a challenge that I believe other venues may also encounter.
National and European Legislation
ESSMA: In your opinion, should sustainability in sports venues be subject to more regulations, either at the national or European level?
Mr. Byrne: Personally, I believe the upcoming CSRD (Corporate Sustainability Reporting Directive) will address this matter for larger organizations with substantial balance sheets and assets. As a small organization with only 20 people, we might not fall within the CSRD scope due to our size. I don’t see a need for additional regulations specific to our situation. However, I think regulation should be industry-specific, with sports governing bodies taking the lead. In our case, entities like the FAI (Football Association of Ireland) or IRFU (Irish Rugby Football Union) should set sustainability mandates and regulate their sports at different levels. I anticipate that as these organizations comply with CSRD, they will naturally extend their focus to engage with venues and clubs, fostering a trickle-down effect in Ireland and the EU.
Final Thoughts and Advice for Clubs on the Sustainability Journey
ESSMA: As we conclude, many European clubs will read about our interview and your insights into Aviva Stadium’s sustainability initiatives. If there’s one piece of advice or a key message you’d like to share with clubs, regardless of their size, what would it be, particularly in the context of sustainability?
Mr. Byrne: I’d say, it might sound like a cliché, but don’t let the pursuit of perfection hinder progress. Avoid getting paralyzed by the scale of the challenge. Instead, start small. Focus on areas where you feel comfortable, achieve those initial victories, and gradually expand your sustainability efforts. You don’t need to have a flawless sustainability strategy in place before taking action. Interestingly, our journey at Aviva Stadium was somewhat unconventional. Even after 14 years, it’s only this year that we’re formalizing a comprehensive sustainability strategy in comparison to larger organizations. The key is to begin where you can make an impact and grow from there.
