The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from 4 Global is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.
Rt Hon The Lord David Blunkett, MP
Rt Hon The Lord Eric Pickles, MP
THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | 4GLOBAL| 4global
Utku Toprakseven, partner and
director of sport intelligence
London Stadium during
the 2012 Olympics
4global is an international sports consultancy and sport
intelligence agency which provides a range of services
to government, local authorities, organising committees
and sports governing bodies. Established in 2002, 4global
Consultancy is involved in events, planning and strategic
services, while the intelligence arm of the business offers
unparalleled data services to clients. 4global has ambitions to
continue its rapid growth through the continual development
of its data services and by expanding its network worldwide.
Partner and director of sport intelligence, Utku Toprakseven,
who joined the organisation in 2011, explains how 4global’s
unique services are helping to change the way sport is governed
for the better.
Since my arrival at 4global in 2011, the organisation has developed and grown
every year, but 2017 was particularly momentous for the company. By securing the
rights to organise the 2019 Pan American Games in Lima, Peru, we have not only
secured an exciting client, but we have also expanded the potential of 4global. The
agreement was part of a larger government-to-government agreement between
Peru and the UK, which encourages more UK businesses to do work in Peru.
Through our work on projects of this note, we are truly expanding our potential,
as well as creating genuinely positive outcomes for sport as a whole. This is just
one of the many exciting projects we are working on around the world including
the 2018 FIFA World Cup and the Dubai Expo 2020.
»Partner and director of sport
intelligence: Utku Toprakseven
»Managing director: Eloy
»Established in 2002
»Based in Chiswick, London,
with offices in Rio, Istanbul
»Services: International sports
consultancy and sport
»No. of employees: 35 in the
UK, with a total of more than
BEST PRACTICE REPRESENTATIVE 2018
At 4global our four key values comprise
the cornerstone of our business:
empowerment, care, innovation and
quality. These values guide our work
and are visible in all our services. Our
provision of rigorous sports infrastructure
allows people around the world to enjoy
organised sports, while our innovative
planning solutions have been used at
events including the 2016 Rio Olympics
and the 2018 World Cup in Russia.
Our vision is to become the number
one trusted advisor in sport.
By providing expert advice and
intelligence, we can improve the day-
to-day functioning of facility operators,
governing bodies and major sporting
event organisers. We are shaping the
future of sport at all levels through the
introduction of services such as the
DataHub and the SportsHub, while
our consultancy is informing how we
maximise the economic, social, urban
and sporting impact of global sporting
events in a city or country.
How our services work
4global offers two key service areas:
consultancy and sport intelligence.
Our Consultancy service plans and
delivers major sporting events and
strategic services. The sports planning
and strategic services teams work with
the full ecosystem of sports providers,
from local leisure centres to governing
bodies and international federations,
helping to develop evidence-based,
sustainable strategies and policies at
all levels of sport. The major events
team has ensured the delivery of
sporting events for more than 18
years. Some of our key work includes
advising the organising committees
of events such as the Olympics, the
Commonwealth Games and the
FIFA World Cup. The team were
instrumental across all stages, from
feasibility and bidding to planning,
delivery and legacy.
Our Sports Intelligence service provides
our clients – including local authorities,
sports centres and governing bodies
– with accurate and actionable
insight and information management
solutions. We have developed two
sector-leading platforms, the DataHub
and the SportsHub, which manage
membership, offer data analysis and
provide clients with a more detailed
understanding of their service.
The award-winning DataHub manages
the largest repository of sport and
physical activity data in the UK, tracking
more than 480 million visits from over
seven million people to 2,000 venues.
It enables facility operators, county
sports partnerships and NGBs to gain
access to unprecedented levels of
intelligence that can inform decisions
and facilitate change.
The SportsHub is our cloud-based
membership management solution,
which is designed for NGBs and
sports federations. Key clients include
UK Athletics, England Boxing and
BritishTaekwondo. The SportsHub
2016 Rio Olympics
Our vision is
to become the
THE PARLIAMENTARY REVIEW
Highlighting best practice
26 | 4GLOBAL| 4global
provides them with a tailor-made
infrastructure that is fit for the future
and allows them to raise the profile
of their sport. This in turn generates
more revenue, interest and influence.
Each client is able to rebrand the
SportsHub to fit their own needs and
all members are given their own login
Developing our service
The development of the DataHub
was a five-year project, with the
compilation of the data proving a key
challenge. DataHub requires customer
information from all the industries
involved, and many local authorities
are cautious when allowing private
companies access to their data. Due to
the number of stakeholders involved,
4global had to secure numerous
agreements to make the system fully
operational – the finished product
has been successful and added value
to their work. To ensure we came to
agreements we set up steering groups,
where representatives from different
stakeholder groups came together to
make decisions and share grievances.
These groups still meet every quarter
to discuss how the system can be
updated and act as an advisory
board. The approach has proven very
successful but has also given us new
insights, which have been used to
improve our services.
GDPR compliance was a challenge for
all companies involved in data, but for
4global the task was two-fold. Not
only did we have to ensure that our
own practices were compliant, but
we also had to assist our clients, to
ensure the way they were using our
services was not in contravention of
the laws. Within 4global we engaged
in a company-wide review to ensure
all of our processes were compliant.
Alongside this internal review, we
produced informative publications
to assist our clients in their own
compliance. We also ran focus groups
so we could answer any pressing
questions. As we work with private
data and distribute this to our clients, it
is vital they are also GDPR compliant.
The social impact of sport
Our team is passionate about the
positive social impact sport can have
on individuals and communities. As
a result, we have designed a solution
to ascertain the monetary value sport
creates in terms of health, subjective
wellbeing, crime and education.
Through this we can help reduce
wastage in the NHS and police force,
and have a genuinely positive social
The Social Value Calculator is a
politically important project and
offers an excellent example of the
positive externalities that sport can
bring about. In the UK, 14 per cent
of deaths are caused by physical
inactivity; but we hope our model can
help raise awareness and help society
and government deal with this issue.
Our work can have a positive impact
on society on a wider scale, and this
goal is something we will be working
towards in the future.
Our team is
can have on
Spark of Innovation
award: 2017 winners
The Rt Hon Theresa May MP's Foreword For The Parliamentary Review
British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone.
The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.
But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.
Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.
I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country.
British politics provides ample material for analysis in the pages of The Parliamentary Review