July 2026 at ISG: Good Governance, Responsibility, and New Standards in Sport
July at ISG demonstrated that responsible sport governance today requires much more than good intentions. It calls for transparent processes, reliable data, effective risk management, and a willingness to embrace continuous improvement.
The month was centred around the GGCS project and the Proof of Concept carried out within it. We also explored topics such as sustainable sports events, climate risk, human rights, digital safety, and good practices identified among Betclic 1 Liga football clubs.
GGCS: Good Governance in Practice
One of the key topics of the month was the Proof of Concept implemented as part of the GGCS (Good Governance and Compliance for the Good of Sport) project.
Rather than a training session or a one-off audit, the Proof of Concept is a comprehensive process that includes organisational self-assessment, document analysis, and meetings with key representatives. Based on this information, Sportlyanz experts evaluate organisations across 10 governance pillars and 89 essential governance controls.
The assessment covers areas such as strategy, roles and responsibilities, risk management, conflicts of interest, data protection, and decision-making transparency. Its outcome is not only a diagnosis but also practical recommendations designed to support long-term organisational development.
The Proof of Concept was conducted with the Polish Rugby Union, demonstrating that good governance is not reserved for the largest federations. Every sports organisation can strengthen its governance standards through self-reflection and continuous improvement.
Good Governance Is Not Bureaucracy
Throughout July, we emphasised that good governance is not about creating more paperwork or procedures. Its purpose is to make organisations more effective.
Clear responsibilities reduce uncertainty, transparent decision-making builds trust, and proactive risk management helps prevent crises before they emerge. Good governance creates the conditions for organisations to operate efficiently and develop sustainably.
Sporting success is not built solely on the field. It also depends on the quality of decisions made behind the scenes.
CSR in Betclic 1 Liga: Good Practices Without Large Budgets
In July, we continued presenting insights from the 2024/2025 Betclic 1 Liga CSR Report, highlighting examples that show responsible management does not always require significant financial resources.
Among the featured good practices were:
- Warta Poznań’s ESG strategy and environmental initiatives,
- Odra Opole’s promotion of public transport on matchdays,
- Chrobry Głogów’s cooperation with organisations supporting young people,
- Wisła Kraków’s Code of Ethics,
- Miedź Legnica’s high level of organisational transparency.
There is no single model of a responsible sports club. What matters is adapting initiatives to local needs, maintaining consistency, and gradually integrating CSR into everyday management.
Sustainable Events Become the New Standard
Another important topic was World Athletics’ “From Commitment to Impact: 2026 Sustainability Report and Strategy Review”, which illustrates how environmental and social responsibility are becoming integral parts of sport governance.
From 2026 onwards, every World Athletics Series event will be required to meet the minimum standards of the Athletics for a Better World (ABW) framework, marking a shift from voluntary initiatives to clearly defined sustainability requirements.
A similar direction is reflected in the Football Event Sustainability Manual, developed by UEFA and European Leagues. The publication provides practical guidance on fan mobility, waste management, accessibility, participant safety, community engagement, and impact monitoring.
Climate Risk Is Becoming a Business Risk for Sport
Throughout July, we also highlighted that climate change is no longer solely an environmental issue—it is increasingly an operational and financial challenge for sport.
Extreme temperatures, flooding, and declining winter sport conditions affect sports infrastructure, athlete safety, event scheduling, sponsorship, and media revenues.
Climate risk management should therefore become an integral part of good governance, alongside financial planning and event safety.
Formula 1 offers a strong example of measurable progress, having reduced its carbon footprint by 35% since 2018. Meanwhile, World Sailing has launched a comprehensive life-cycle assessment of Olympic sailing equipment, from production and transport to recycling and disposal. These initiatives demonstrate that sustainability in sport is increasingly driven by data rather than declarations.
Human Rights and Digital Safety
UEFA Women’s EURO 2025 provided valuable examples of responsible event governance.
Ahead of the tournament, organisers adopted a joint Human Rights Declaration, established an independent advisory board, and introduced a multilingual complaints mechanism available in 16 languages.
Protection also extended into the digital space. A dedicated social media monitoring system identified abusive online content targeting players and worked with platforms to remove or restrict harmful posts.
These initiatives show that athlete protection today extends beyond the stadium and includes human rights, mental wellbeing, and protection against online abuse.
Sport as a Platform for Dialogue
In July, we also highlighted UNITAR’s first Sport Diplomacy White Paper, which demonstrates how sport can strengthen international dialogue, build trust, and support local communities.
Well-designed sport diplomacy goes far beyond image-building. It can foster international cooperation, promote social inclusion, and create lasting legacies through sport.
FEMCoach: Preparing for the Project Finale
July also marked the announcement of the 2nd FEMCoach International Seminar, taking place on 7–8 September 2026 in Girona and Banyoles, Spain.
The event will conclude several years of international cooperation and showcase practical solutions supporting the development of coaches working with young female athletes from a gender-sensitive perspective.
Summary
July 2026 at ISG brought together several key themes: implementing good governance in practice, measuring environmental impact, protecting athletes and participants, and advancing more responsible sports events.
The key takeaway is clear: the future of sport will be judged not only by results on the field, but also by the quality of governance, the ability to respond to emerging challenges, and the long-term value sport creates for society.
