February 2026 at ISG: Participation, Data, and Standards of Responsible Sport
February at ISG showed that responsible sport is increasingly grounded in processes, tools, and measurable standards. Three key themes defined the month: engaging young people in the design of sports policy, the consistent use of CSR report data as a tool for real change, and the growing role of sustainable management in major sporting events.
(Pro)Youth Consultations on the Polish Sport Development Strategy: Youth Voice as a Governance Element
We participated in the (pro)youth consultations on the Framework for the Polish Sport Development Strategy, organized by the Council for Dialogue with the Young Generation in cooperation with the Ministry of Sport and Tourism. This is an important signal that sport in Poland is beginning to be planned within a participatory framework, with real space for the voices of those who will co-create and implement this strategy in the coming years.
Discussions focused on four pillars: health, community and national pride, human capital, and systemic support. From ISG’s perspective, two elements were particularly significant:
- Local sports initiatives: while present in the Strategy Framework, this area remains underdeveloped. We see that grassroots programs (such as the Youth for Sport and Society Leadership Programme) can genuinely build social capital and develop future sport leaders.
- The role of referees in the sports system: alongside technology and modernization, a very practical issue emerged — the shortage of refereeing staff at lower competition levels, where technological support is limited. This is not a “side issue” but a core element of competition quality and safety.
An interesting proposal also appeared during the discussions: the creation of an advisory body at the ministry representing different age groups, strengthening intergenerational dialogue in sports policy. ISG volunteer Mateusz Przybycin participated in the consultations, which for us confirms that young experts can bring real value to public processes.
ISG Reports as a Tool for Change: From Diagnosis to Implementation
The second strong theme of February was addressing the question: “What comes next?” after report publication. In our communications, we emphasized that the Ekstraklasa CSR Report does not function as a one-off ranking. Its significance grows when it becomes a reference point and an argument for structuring activities within clubs.
In practice, in recent seasons — in response to gaps identified in the reports — we can observe:
- an increase in the number of clubs organizing their strategies and governance documents (development strategies, CSR policies, ethical codes),
- clear progress in procedures and safety, particularly in the protection of children and youth in academies,
- a shift from one-off actions to CSR as a structured program — with defined goals, target groups, partners, and operational logic,
- the first, though still limited, strategic environmental approaches (audits, policies, targets) — significant given that until recently this area was virtually absent in professional Polish football.
The key conclusion from this part of the month: where data meets reflection and consistency, implementation follows. Change is not immediate, but reports are beginning to function as a mechanism of professionalization.
Sustainable Mega-Events: Lessons from Australian Open and Milano Cortina 2026
February also brought a strong international perspective: how major sporting events can be designed to limit environmental, financial, and social risks.
We presented the Australian Open as an example of implementing concrete environmental solutions: a full transition to renewable energy, advanced waste management, sports equipment recycling programs, development of low-emission transport, reduction of single-use plastics, and fan education initiatives. This is an important case because it shows that “green” actions do not have to be slogans — they can become operational standards.
Meanwhile, Milano Cortina 2026 was discussed as a model of a well-managed mega-event aligned with Olympic Agenda reforms: a dispersed regional format, maximum use of existing infrastructure (85% of venues), reduced investment pressure, and event planning with careful consideration of costs and social risk. This approach shifts the logic from “the Games as a monument” to “the Games as a managed public project.”
Accessibility in Sport: PLN 34 Million for Sport for Persons with Disabilities
Another important development in February was the announcement of the 2026 call for applications under the sport for persons with disabilities development program (budget: PLN 34 million).
From the perspective of responsible sport, this is one of the key public policy instruments, as it concerns regular, locally rooted sport based on real accessibility. Importantly, the required own contribution can be partially fulfilled through volunteer work or infrastructure sharing, which facilitates participation by community-based organizations.
Monthly Summary
February 2026 at ISG brought together three themes into one coherent narrative about the future of sport:
- good governance increasingly means participation (youth involvement in strategy) and addressing real systemic issues (including the role of referees),
- data is increasingly translated into practice (CSR reports as a mechanism for implementation, not just evaluation),
- sustainability is becoming a design and organizational decision rather than a PR add-on (Australian Open, Milano Cortina 2026).
The final conclusion of the month is simple: sport matures when it can combine dialogue, tools, and standards — rather than choosing only one of these elements.
