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which is around 40 miles from the site. In 2010, we put money into a local sewage works, and transported all our sewage there. This has had a massive impact on our carbon emissions. Also we put in a mains water supply so that the water was coming from the mains instead of being trucked in. Another huge success for us was getting the company that supplies our nine mile-long perimeter fence to store the fence locally when it’s not in use for the festival. Before, it was stored in Maidenhead, which meant 30 articulated lorries driving back and forth along the motorway to transport the fence to the festival site. We put pressure on the company and found


ISSUE 1 2011 © cybertrek 2011


several sites where the fence could be stored locally. They fi nally agreed to store it within a four mile radius of the site. This was a huge achievement.


Do you see the way people travel to the festival as your responsibility? Absolutely. Half of the festival’s emis- sions come from people travelling to and from the site, so it’s a big issue. In 2007 we sold 25,000 tickets on the proviso that the buyers had to come by public transport. The infra- structure wasn’t quite there though, and we had issues with the coaches. The system wasn’t great and it was a very wet year – people were left wait- ing in the cold and rain for too long.


Michael Eavis has always intended for Glastonbury Festival to be used as a means of raising awareness about political and social issues


In 2010 we did this again, but


reduced it to 3,000 tickets to make sure we could get the infrastructure right. We used the big screens to show footage of people queuing in the car park and of people saying how much better it was coming by coach or bus. It’s important to reward people for coming by public transport, so in 2010 we introduced a subsidised single ticket for £5 from Bristol. We realised that a lot of people arrive at the fes-


Read Leisure Management online leisuremanagement.co.uk/digital 61


FESTIVAL IMAGES: JASON BRYANT


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