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Vancouver's successful bid for the 2010 Winter Olympic and Paralympic Games took place at a transformational moment for the International Olympic Committee (IOC). In the first decade of this century, the IOC began to require host cities to address a much wider range of local impacts of the ‘global Games’, and to undertake planning initiatives to ensure maximum local social inclusion. In this article, we present a case study of the policies and principles of social inclusion used by the Vancouver Organizing Committee (VANOC) in preparing for the 2010 Games. We use key informant interviews, document analysis and participant observation to study a specific programme — Building Opportunities with Business (BOB) — that was showcased as one of VANOC's prominent demonstrations of social inclusion. Our evidence suggests that Games planning processes have become even more powerful instruments …