March 2026 at ISG: from reports and implementation to education, partnerships, and responsible sport
March at ISG was a month that clearly underscored one thing: responsible sport does not end with diagnosis—it begins where knowledge is translated into implementation, partnerships, and practical tools. It was a time of publication and reflection, but also of intensive groundwork.
ISG Report 2025: a summary that sets the direction
One of the most important moments of the month was the publication of the ISG 2025 Report. For us, the document was not merely an annual summary of activities, but above all a moment to pause and organize our understanding of the direction in which ISG is evolving as an expert organization.
The report highlights the key areas of our work in 2025: the development of good governance and transparency tools, subsequent editions of CSR reports for Ekstraklasa and 1st League clubs, initiatives supporting the social protection of athletes in Europe, projects on gender equality and sustainable development, as well as initiatives engaging young leaders.
It is also an important signal of scale and ambition: today we cooperate with over 80 partners in 16 countries, and our goal remains the professionalization of sports management and strengthening its social responsibility.
Good Governance in practice: from principles to implementation tools
An important element of the month was the Proof of Concept carried out with the Polish Rugby Union as part of the GGCS (Good Governance and Compliance for the Good of Sport) project. This was an example of direct work with a sports organization—from self-assessment and analysis of key management areas to workshops and implementable recommendations.
Such activities show that governance is not an abstract idea, but a process that can be practically supported and developed.
CSR in Sport Academy: education for those who want to act
One of the key themes of March was also intensive communication around the CSR in Sport Academy—a new educational program by ISG.
The Academy was created in response to three recurring challenges:
- CSR as a slogan rather than a real strategic element,
- lack of operational knowledge—how to actually implement it,
- lack of implementation despite good intentions.
That is why we designed a program based on practice, expert experience, and real case studies. The Academy is aimed not only at the largest clubs or organizations, but also at employees of smaller sports entities, people working with sport, students, and anyone who wants to better understand responsible sports management.
An important signal was also the Polish Rugby Union joining the Academy’s group of partners. This demonstrates that responsibility and good governance are gaining importance not only at the level of expert discussion, but also in the everyday practice of sports organizations.
Young leaders and sport as a tool for social change
March also brought an important milestone in youth engagement: the final of the Youth for Sport and Society Leadership Programme. The closing event demonstrated the significant potential of young people when sport becomes not only physical activity, but also a tool for social action.
Participants presented their own projects, worked in workshops on collaboration and project thinking, and received certificates confirming completion of the training cycle. For ISG, this is a crucial area of activity, as such programs clearly show how the next generation of sports leaders is developing.
Sport, environment, and economy: less room for short-term thinking
March also saw a strong focus on sustainability in sport.
In the context of Women’s EURO 2025, we highlighted two particularly interesting areas: the circular economy—where as much as 70% of signage and event materials were recycled or upcycled—and fan mobility, emphasizing that transport is a key element of the climate strategy of mega-events.
The economic dimension of these processes was also strongly emphasized. We cited data indicating that the global sports economy could lose up to $1.6 trillion annually if trends related to physical inactivity and climate change persist. This is an important reminder that sport is not just an “event space,” but a large and complex economic sector that must also build resilience to systemic risks.
ISG in the expert and academic environment
March was also a time of ISG’s presence in spaces that connect science, business, and sports practice. We provided honorary patronage for a number of events, including:
- the National Scientific Conference “Law – Sport – Finance,”
- the 7th National Scientific Conference on Sports Law “A Day with Football Law,”
- the 20th Days of Business in Sport,
- Sport Management Academy 2026.
We were also present at the 11th Sport Biznes Polska Congress, which once again demonstrated the growing scale of cooperation between sport, business, and the expert sector. These are important platforms, as the professionalization of sports management does not happen in isolation—it requires dialogue between different communities.
Summary
March 2026 at ISG clearly showed that sport matures when it combines knowledge, tools, education, and implementation.
The key themes of the month included:
- the publication of the ISG 2025 Report as a starting point for the organization’s next stage of development,
- the development of good governance in practice—from index tools to direct work with sports organizations,
- the launch of the CSR in Sport Academy in response to the need for practical education,
- supporting young leaders and social engagement through sport,
- the growing integration of sport into debates on the environment, economy, and public policy.
It was a month that once again confirmed that responsible sport does not emerge on its own. It requires structures, data, partnerships, and people ready to translate values into everyday practice.
