Long after the medals are won and the last cheer fades, we hope people remain inspired by what we have delivered, and we hope our impact endures. For us, impact includes both environmental and social elements. It includes high impact, short-term activations and it includes enduring, sustainable and meaningful impact initiatives.

Our approach to impact is to weave environmental stewardship and social impact into every stage of our planning, ensuring we contribute positively to our people and our planet. Through collaboration with key stakeholders; local authorities, charities, local communities and sustainability experts, we hope to drive an impact agenda that will minimise our environmental impact and maximise our social value. We will operate responsibly and ethically, aligning with the UN Sustainable Development Goals and ISO 2021 Standards for Sustainable Event Management.

Our approach to social impact planning will be outcome-led and participant-centred, utilising our Theory of Change. Our plan is to deliver a social impact programme throughout the two years prior to the Games, achieving tangible outcomes by the Opening Ceremony in July 2027. Carefully chosen, trusted partners will help some impact initiatives endure far beyond the Games, ensuring we do not leave a void. Our impact strategy will be carefully designed to deliver the best social return on investment.

We are operating in a comprehensive eco-system of support for Wounded, Injured and Sick personnel and this is absolutely to our advantage. We have undertaken extensive engagement with Government Departments, with the Armed Forces Charity Sector, and of course, with the West Midlands communities. This has provided us with an extensive bank of research and data to help us identify where the needs of the Wounded, Injured and Sick community are, and how we can deliver meaningful impact. We are realistic about our chance of solving complex social issues, but we can positively influence and we can add significant value. Behind each of our impact initiatives, is evidence to support the need and this is important to the design of the initiative and to its evaluation.

We are fortunate to have supporters in multiple sectors, including social impact partners, national grant delivery organisations, local authorities, government departments, and the extensive Armed Forces Charity sector. These supporters will be key to delivering our impact strategy and we are very grateful for their support.