May 2026 at ISG: ESG in practice, social responsibility, and new directions in sport management
May at ISG was a month of intensive educational, expert, and community-focused work. At the centre of our activities was the continuation of the CSR in Sport Academy, but equally important were topics related to ESG regulations, the social responsibility of clubs, athletes’ social protection, sport as a tool of diplomacy, and the development of professional sport management.
It was a month that showed that responsibility in sport is increasingly ceasing to be an add-on to an organization’s activity. It is becoming part of everyday management, communication, relations with partners, financial planning, and building social trust.
CSR in Sport Academy: from ESG regulations to real social impact
In May, we continued the CSR in Sport Academy – a series of webinars dedicated to the practical implementation of responsibility in sports organizations. The following sessions showed how broad and multidimensional CSR and ESG in sport have become.
During the fourth webinar, Miłosz Marchlewicz discussed how regulations related to impact, responsibility, and ESG reporting are increasingly affecting sports organizations. The key conclusion was clear: ESG is no longer an add-on, but is becoming part of everyday management. Clubs and sports organizations are now being assessed not only on sporting results, but also on transparency, credibility, and social and environmental impact.
The fifth session was led by Jarosław Żubka, who presented the case study of Warta Poznań and showed what building an ESG strategy in a sports club looks like in practice. Participants learned about specific initiatives: from the “100 goals – 100 trees” campaign and the Green Apiary to projects related to public transport and environmental education. The webinar showed that environmental responsibility can grow out of a club’s identity and become a real organizational advantage.
The sixth webinar, featuring Agata Chlastawa from Miedź Legnica, focused on governance, transparency, and responsible management. We discussed how governance is not only about procedures and documents, but about the way an organization functions. Transparent communication, well-organized documentation, and accessible information build stakeholder trust and strengthen a club’s credibility.
The seventh session was led by Maja Gasik from the Legia Foundation, who showed how a sports club can use its potential to create real social impact. Examples of the Legia Foundation’s projects – such as “Ready to Help”, aid activities for Ukraine, and “All Hands on Oars” – demonstrated that the strength of CSR in sport lies in people: fans, volunteers, players, partners, and the local community.
Sport, business, and institutions: ISG in the debate on the future of the sector
In May, ISG actively participated in events connecting sport, business, media, and academia. One of them was the “Business in Sport, Sport in Business” conference, organized by B2S – Sport Management at the Faculty of Management of the University of Warsaw, under ISG’s patronage.
The event created a space for discussion on how the modern sports industry functions – from media and sponsorship to the role of public institutions in sport development. A particularly important element was the participation of Dr Grzegorz Botwina, President of ISG, in a panel on institutional support for sport and public authorities’ actions to support its development.
The conference also showed how important the debate on sports media, the role of artificial intelligence, information credibility, and responsibility for communication is becoming. In times of rapid technological change, critical thinking, source verification, and responsible communication are becoming the foundations of a mature sports ecosystem.
Sustainability and innovation: sport as a space for new solutions
In May, we also continued our analysis of global trends related to sustainability in sport. We wrote, among other things, about the new kits prepared for the FIFA World Cup 2026, made entirely from materials derived from recycled textiles. This is an example showing that technological innovation, elite performance, and environmental responsibility can go hand in hand.
We also addressed the topic of green clay tennis courts, which, by using silicate-rich materials, can capture CO₂ from the atmosphere. This shows that sports infrastructure can be not only a place of competition, but also part of a broader climate transformation.
Another important example of a strategic approach was Cycling Canada’s Environmental Sustainability Strategy. The federation measured its carbon footprint, established a baseline emissions level, and linked environmental actions to its long-term organizational strategy. This is further proof that the future of sport will require impact measurement, planning, and the integration of sustainability into everyday management.
Social protection and the amendment to the Sports Act
In May, another important topic was the amendment to the Sports Act, signed at the end of April, which introduces changes that may have a real impact on the safety and working conditions of those who make up Polish sport.
The new regulations provide, among other things, greater support for female athletes after childbirth by extending the period of receiving a sports scholarship from 6 to 12 months and increasing the benefit from 50% to 81.5%. Stronger protection for sports referees has also been introduced, including stricter consequences for violence and insults, as well as prosecution of such offences ex officio.
At ISG, we have also addressed the topic of athletes’ social protection through the SOPROS project, which analysed social protection systems for Olympic athletes in Europe. The project’s findings showed that issues such as maternity, social security, and athletes’ legal status remain among the key challenges for European sport.
The amendment shows that the debate on sport is increasingly concerned not only with results and medals, but also with the quality of the system that supports athletes, coaches, and referees.
Research, young leaders, and the development of sport management
May was also a month of ISG’s presence in academic and expert communities. We became a patron of the 12th National Scientific Conference “Young People on Sport”, organized at the Jagiellonian University under the theme “Leaders of Tomorrow – Developing Human Capital in Sport”.
On 21–22 May, we also participated in the first edition of the “Sport Management” conference organized by the Jagiellonian University. Dr Grzegorz Botwina presented research on organizational governance reforms in sport, using Poland and Canada as examples, conducted together with Prof. Milena Parent. ISG also led a workshop on obtaining funding for research and implementation projects in sport from Erasmus+ and the European Solidarity Corps.
Events like these show that the sport management community in Poland is developing dynamically and needs regular spaces for meetings, knowledge exchange, and cooperation between universities, organizations, and practitioners.
Sport, diplomacy, and a global perspective on governance
In May, we also announced the International Congress “Sport in Diplomacy and Business”, which will take place in August in Toruń. The event will focus on the role of sport in international relations, sport diplomacy, public policy, business, media, and new technologies.
This topic is becoming increasingly important, as sport is no longer seen solely as entertainment or competition. It is increasingly becoming a tool of soft power, international cooperation, state communication, and cross-sector relationship-building.
In this context, the announcement of a webinar on a CIES Sports Intelligence study concerning governance and institutional development of football federations participating in the FIFA World Cup 2026 was also important. This is an example of the growing significance of organizational and strategic analysis in global football.
Summary
May 2026 at ISG showed that responsible sport management increasingly connects different areas: CSR, ESG, governance, social protection, environmental innovation, education, and international cooperation.
This month showed that the sport of the future requires not only ambition, but also knowledge, measurable action, and responsible management. This is the direction in which we are consistently developing ISG’s work.
