I N T R O D U C T I O N / F O R E W O R D 2 D F B S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A B O U T T H I S R E P O R T With its third sustainability report, the DFB wishes to provide information on how it fulfilled its social responsibility between 2016 and 2019. Besides regular reports in various DFB media, it has proven to be good practice to review, every three years, the achievements made in the various sustain- ability issues, while at the same time to look ahead and set new goals. Football is at the heart of society, which is why this report is directed both at those involved in football and other stakeholders, especially those who come from civil society and the socio-political field. Informing these stakeholders in a transpar- ent, concise and reliable manner about the major contributions made by organised football in Germany to grassroots and top- flight football is the focus of this Sustain- ability Report. Organised football developed on many lev- els during the 2016-2019 reporting period. Accordingly, the contents of this Sustain- ability Report have been restructured to reflect the reform of the DFB‘s organisa- tional structure that came into force early in 2018. The report starts off by presenting the DFB as an organisation, its structure and, in par- ticular, its understanding of sustainability. The focus then turns to the key sustaina- bility issues derived from the stakeholder dialogue, and on what the DFB‘s future sus- tainability strategy should look like. The chapter on social responsibility and fans depicts the most important measures in the classic sustainability areas of diver- sity, fair play and the environment. New chapters on international CSR and human rights show that the canon of sustainability issues is also constantly being extended with regard to organised football. The inclu- sion of Fans and Culture with their own inherent focus is also proof that, in organ- isational terms, fan concerns now fall under the remit of sustainability and that they are an integral part of the DFB Sustainability Report, as are cultural football issues. As in the past, the Appendix contains the basis for reporting, details on how the GRI Standard that is being applied for the first time is covered, and information on the external audit process.

L I S T O F C O N T E N T S 4 D F B S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 “ S U N D AY, 3 P. M . …” F O O T B A L L I N G E R M A N Y 6 1 D F B A N D S U S TA I N A B I L I T Y O R G A N I S E D F O O T B A L L , T H E D F B A N D I T S U N D E R S T A N D I N G O F S U S T A I N A B I L I T Y 2 2.1 Messages 2.2 Cooperation structures 2.3 The DFB at a glance 2.4 Partners and finances 2.5 Transparency and compliance 2.6 Communication 2.7 Development of sustainability 2.8 Materiality analysis 11 12 14 16 18 20 22 24 3 E X C U R S U S : U E F A E U R O 2 0 2 4 I N G E R M A N Y O N T H E W AY T O A S U S T A I N A B L E T O U R N A M E N T I N T E R V I E W W I T H P H I L I P P L A H M A S S O C I AT I O N S , C L U B S A N D L E A G U E S F O O T B A L L C R E A T E S A S E N S E O F C O M M U - N I T Y A N D G E T S P E O P L E E X E R C I S I N G ADVISING AND DEVELOPING GRASSROOTS FOOTBALL 4.1 Development of associations and clubs 4.2 Youth football and schools 4.3 Promoting voluntary work 4.4 Interdisciplinary qualifications 4.5 Grassroots football MATCH OPERATIONS 4.6 Women’s Bundesliga 4.7 DFB-Pokal 4.8 Third division + Profile of Marcus Piossek 4.9 Refereeing 4.10 Sports jurisdiction 4.11 Security 4.12 Integrity 33 36 38 40 41 44 46 50 54 56 57 58 4 5 N AT I O N A L T E A M S A N D A C A D E M Y P R O M O T I N G R E S E A R C H , E N C O U R A G I N G P R O G R E S S A N D C R E A T I N G A S E N S E O F I D E N T I T Y : T H E B A S I S F O R S U S T A I N - A B L E D E V E L O P M E N T I N T O P - F L I G H T F O O T B A L L 5.1 DFB Academy 5.2 Coach education 5.3 The national teams 5.4 Promoting talent + Stories of two talents 62 64 66 70

I N T R O D U C T I O N 6 D F B S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 1_Sundays at 3 p.m., people gather at the Münsterland stadium in Mühlen to watch football. 2_The spectators are welcomed by the fan club here. 3_Forward Nico Files surging ahead. S U N DAY, 3 P. M. …

I N T R O D U C T I O N 8 D F B S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 1 2:15 p.m. Mühlen’s club c h a i r m a n R a l f Kröger has invited the team of referees for coffee in the club house that’s in need of renovation. “A nice gesture,” says referee Felix Heuer. “It shows we’re respected. It’s not like that every- where.” He knows that things can get heated on and off the pitch, especially in matches like today. A village club like Mühlen is a hub of strong emotions. That’s no problem for the 31-year-old from TuS Heidkrug. “I go into every game completely impartial,” says the district referee instructor, who works for the Lower Saxony FA. “I know that the fans might give me a bit of lip at times. But it’s better than only having ten people standing on the sidelines, sipping their coffee, bored out of their minds.” Once the game is up and running, coffee is seldom sipped in Mühlen. “Here, the whole village stands behind the club. We stick together,” says Ralf Kröger proudly, who was a player and captain of the first men’s team and a youth coach himself. His youngest son, Robert, now plays in the first men’s team. As is the case with many here, Ralf Kröger’s heart beats green and white, the team’s colours. Voluntary work, he says, takes many forms in Mühlen. The boss of a family-run business demonstrates this himself – doing some- thing for the club every day. “’We’ is more important than ‘I’ here. We try to reinforce this attitude through various activities,” Kröger says. And yet, he adds, it’s not get- ting easier to find people who will get involved. “That also applies to us.” The lively, informal club culture in Mühlen also attracts players from surrounding clubs – such as Nico Files. The 26-year-old forward from Diepholz could well play in a higher division. Files, however, joined the local club. “I didn’t know anyone back then, but I was right in the thick of it all very fast. The boys here, we all live and breathe football,” he says. 3:00 p.m. Felix Heuer blows the whistle for kick-off. Melle start strong, repeatedly putting the Mühlen club under pressure. They’re rewarded with a goal in the 32nd minute. Just before half- time, they even raise the score to 2-0. In the home team’s fan block, the fans are getting quieter, more confused. Time for a coffee break at the sports club. Fanta cake, strawberry cake, Black Forest gateau: the cake counter is heaving – thanks to Birgit Nieuwenhuizen and Heike Haskamp. Together with six other women, they organ- ise the refreshments for the home games. “The away side say we have the best cake in the league,” says Birgit Nieuwenhuizen, laughing. Her volunteering is a matter of course. “I grew up in Mühlen; our three chil- dren do sport here; my husband is on the board. It’s no big deal.” Young people are also involved in the club and youth work. Max Rolfes, 16, and his brother Jan, for example, grill bratwursts and

10 D F B S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 T H E D F B A N D S U S T A I N A B I L I T Y 2 . T H E D F B A N D S U S TA I N A B I L I T Y Otto-Fleck-Schneise 6 in Frankfurt am Main is the home of the German Football Association (DFB). The DFB‘s remit as the world‘s largest sports association is multifaceted: in dialogue with various stakeholders, it sets the framework for organised football in Germany – by supporting ama- teur football, organising divisions and competitions, its commitment to society, promoting development at the top – all in order to secure the future of football.

12 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 D F B A N D S U S T A I N A B I L I T Y 2 . 2 S T R U C T U R E S O F C O O P E R AT I O N The DFB consists of 27 member associations: 21 sub-regional and 5 regional associations and the German Football League (DFL). They are all represented in the key bodies of organised football: the DFB Presidential Board, the DFB Board and the DFB Bundestag, the association’s triennial Congress, with 260 delegates. 5 R E G I O N A L A S S O C I A T I O N S 21 S U B - R E G I O N A L A S S O C I A T I O N S - nla PfaPfa 1,54 M A T C H E S I N T H E 2 0 1 7/ A P P R O X . 25,000 C L U B S 280 L O C A L , M U N I C I P A L A N D D I S T R I C T D I V I S I O N S A P P R O X . 7M I L L I O N M E M B E R S N o r t h G e r m a n F A W e s t G e r m a n F A S o u t h - W e s t R e g i o n a l F A S o u t h G e r m a n F A N o r t h - E a s t G e r m a n F A

14 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 D F B A N D S U S T A I N A B I L I T Y 2 . 3 T H E D F B AT A G L A N C E The administrative tasks of nationwide foot- ball are dealt with in three legal entities (DFB e.V.; DFB GmbH, DFB EURO GmbH), chiefly at the two main locations of Frankfurt and Hanover. A further central location in Munich has been set up temporarily in order to organ- ise the UEFA EURO 2020. The DFB has 433 employees, 90% of whom work full-time. Women make up 30% of the staff. The work- force is comparatively young: 50% of the staff members are under 40 years of age. Every year, on average, three office man- agement trainees start training at the DFB headquarters. The workplace representative committee was founded in 2017 to represent employ- ees in dealings with the DFB management. The members of this body are elected every three years. A representative cross-section of the Frankfurt and Hanover locations and the men and women in the workplace rep- resentative committee for employees is guaranteed. On top of the company pension scheme, the DFB also offers its staff a number of pre- ventative services, such as company inte- gration management or the PME Family Ser- vice, which provides anonymous advice in the event of crises and assistance with care and childcare. In addition, there are health maintenance offers ranging from opportu- nities to use gyms and in-company sports to the company doctor via exercise training for the back. In order to ensure the targeted further train- ing and education of DFB staff, the devel- opment needs of all employees are deter- mined and monitored individually and annually in the staff appraisal. For 2019, the focus was on the further development of skills such as leadership competence, pro- ject management, communication, expand- ing the transfer of knowledge through net- works and work shadowing, and language skills. On this basis, the DFB launched the Leaders League management training course for all managers and initiated pilots for recur- ring series of training courses focusing on communication and project management. So as to be able to meet the organisational and content-related challenges as well as the structural requirements of the future, in addition to vertical development, plans to give staff the chance to develop a specialist career are in the pipeline. T H E M A N A G E M E N T T E A M … O F T H E D F B D R F R I E D R I C H C U R T I U S , G E N E R A L S E C R E T A R Y O L I V E R B I E R H O F F , D I R E C T O R N A T I O N A L T E A M A N D A C A D E M Y M A R K U S H O L Z H E R R , D I R E C T O R O F F I N A N C E A N D C E N T R A L S E R V I C E S R A L F K Ö T T K E R , D E P U T Y G E N E R A L S E C R E T A R Y/ D I R E C T O R P U B L I C R E L A T I O N S A N D F A N S H E I K E U L L R I C H , D I R E C T O R O F A S S O C I A T I O N S , C L U B S A N D L E A G U E S … O F T H E D F B G M B H F R A N K B I E N D A R A , M A N A G I N G D I R E C T O R I T & D I G I T A L D E N N I S T R I C H , M A N A G I N G D I R E C T O R M A R K E T I N G & S A L E S … O F T H E D F B E U R O G M B H P H I L I P P L A H M , M A N A G I N G D I R E C T O R M A R K E T I N G , C O M M U N I C A T I O N & C S R M A R K U S S T E N G E R , M A N A G I N G D I R E C T O R O P E R A T I O N S

16 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 D F B A N D S U S T A I N A B I L I T Y 2 . 4 PA R T N E R S , S P O N S O R S , F U N D I N G Working together with partners from the busi- ness world enables the DFB to provide high-quality football services and so achieve sporting success. When selecting partners, reli- ability and responsible behaviour also play a part. Since sustainability issues are becoming increasingly relevant, the DFB has intensified the dialogue it conducts with its partners on these topics, for example in various stakeholder formats. Together, the DFB and its partners are also increasingly striving to conduct projects in the area of sustainability. A D I D A S – R U N F O R T H E O C E A N S Back in September 2018, the DFB and adidas agreed on an early extension of their long-standing partnership. The contract, which runs until 2022, has been extended by another four years to 2026. The partnership between the German Football Association and adidas has existed for more than 60 years. During the course of this long-standing part- nership, sporting goods manufacturer adidas launched a call for people at the DFB to take part in the ‘Run for the Oceans’ campaign in 2019. From June 8 to 16, all DFB employees had the chance to make an important con- tribution against the pollution of the oceans through plastic waste. For every kilometre completed on foot, e.g. between the DFB head office in Otto-Fleck-Schneise and the site of the office of the Directorate of National Teams and Academy on Goldsteinstrasse in Frankfurt, adidas donated US$ 1 to the youth programme of the environmental protection organisation ‘Parley for the Oceans’. To pre- vent plastic waste from simply being dis- charged into the sea, such waste was col- lected from beaches and coastal regions in the Maldives; after adidas had recycled and reprocessed it, it was then turned into func- tional products. Prior to the international match against Spain in Düsseldorf in March 2018, the DFB team was therefore able to warm up for the first time in a „DFB Pre-Match Jersey“ made from those very same Parley Ocean Plastic™ yarns and fibres.

18 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 D F B A N D S U S T A I N A B I L I T Y 2.5 T R A N S PA R E N C Y A N D C O M P L I A N C E The declared aim of the DFB is to create transparency at all levels in the organisa- tion and to take into account the current compliance requirements for a modern organisation. Compliance has evolved into a comprehen- sive management task for the corporate bod- ies of legal entities. With regard to the board of an association, this means it is obliged to take appropriate measures to ensure that the laws are observed by the association, its mem- bers and staff (compliance responsibility). As the person ultimately responsible, the board of directors therefore has an organisational duty and, at the same time, a control func- tion, including prevention and education. An association or club board is liable internally to the association and also externally with regard to criminal and regulatory offences. N E W D F B P R O C E D U R A L G U I D E - L I N E S In order to take these compliance require- ments into account at the DFB, the DFB’s full- time staff members have been subject to a Code of Conduct since 2012. It regulates aspects such as basic behavioural require- ments, how to deal with business partners and third parties, data protection and the environment, how to avoid conflicts of inter- est as well as health and safety issues. More- over, the Code of Ethics was adopted at the O V E R V I E W O F M E A S U R E S F O R I N T R O D U C I N G T H E C O M P L I A N C E M A N A G E M E N T S Y S T E M : 1 . C O D E O F E T H I C S ( N O V . 2 0 1 6 ) 2 . E T H I C S C O M M I T T E E ( N O V . 2 0 1 6 ) 3 . R I S K I N V E N T O R Y ( F I R S T T I M E N O V . 2 0 1 6 - J A N . 2 0 1 7 ) 4 . P R E L I M I N A R Y C O M P L I A N C E D I R E C T I V E O F T H E C E N T R A L A D M I N I S T R A T I O N O F T H E D F B ( J A N . 2 0 1 8 ) 5 . P R O V I S I O N A L C O D E O F C O N D U C T F O R D F B M E M B E R S ( J A N . 2 0 1 8 ) 6 . C O M P L I A N C E T R A I N I N G ( A P R . 2 0 1 9 ) 7. W H I S T L E B L O W E R S Y S T E M ( J U N E 2 0 1 9 ) DFB’s triennial Congress in Erfurt in 2016. The updated Code of Conduct for DFB mem- bers came into force in January 2018. I N T R O D U C T I O N O F A C O M P L I - A N C E M A N A G E M E N T S Y S T E M Following the DFB’s Congress in October 2016, the Presidential Board decided to intro- duce a compliance management system (CMS) and subsequently appointed a full-time compliance officer. During the period under review, important structures, implementation rules and packages of measures were devel- oped. They form the essential building blocks of the CMS that finally came into effect in January 2018. The CMS provides for the fol- lowing four core compliance processes: • the cyclical risk inventory processes, • the reporting and monitoring processes, • the continuous review of the adequacy of the DFB’s rules and regulations, also with regard to changing legal requirements and • regular basic and advanced training in the area of compliance. The tasks and powers of the various control instruments and bodies have also been devel- oped further. This applies, for example, to the statutory auditors, the internal audit and the tax audit. Furthermore, an ethics committee was appointed, which, under the initial chair- manship of Dr Klaus Kinkel and then Dr Nikolaus Schneider, has become a control body, but also a key advisory body, espe- cially on ethical issues in the area of football. K E Y S T R U C T U R A L M E A S U R E S Further significant steps were taken during the reporting period: the relevant regulations

20 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 D F B A N D S U S T A I N A B I L I T Y It’s not just the game itself, but also communication in general that has become faster and more dynamic, with more tweets and more sharing. Social media and digitalisation have also fundamentally changed the way the DFB communicates, even in the smallest area. Team support, media organisation, cam- paigns and PR activities, service, digital offers, publications and also the way sustainability issues are communicated… the DFB has long since adapted to the accelerated, interactive and visualised way of digital communicating. 2.6 S U S TA I N A B L E C O M M U N I C AT I O N S This also applies, of course, to international matches. The Internet portals www.dfb.de and www.DFB-TV.de and social media sites provide up-to-the-minute information about the men‘s national team and there are almost the same number of entries about the wom- en‘s national and the under 21 football teams. From the warm-up to the line-up – whoever wants to be there can be there in „real time“. Twenty million fans follow the national teams on the DFB channels – with reports in five languages (German, English, Spanish, Chi- nese and Russian). Also, the „classic“ stadium magazines DFB-aktuell (for men) and Arena (for women) are handed out, free of charge, to every visitor entering the arena. At the heart of it all is football. With the por- tals FUSSBALL.DE and dfbnet.org, the almost 25,000 clubs in the country are given sup- port in organising their processes and stay- 2 ing on the ball. In 2018, the amateur football portal FUSSBALL.DE was accessed by 35.6 million visitors, together generating 4.9 bil- lion clicks. FUSSBALL.DE is dedicated to reporting from the smallest local leagues up to the five regional leagues, from the under-7s to the over-50s, on the web, in the app and on three social media platforms (Facebook, Twitter and Instagram). With the start of the 2019-20 season, FUSSBALL.DE will offer automatically generated pre- and post-match reports on league matches in the men‘s, women‘s and older youth sectors – nationwide, right down to the lowest divi- sions. This means that up to 75,000 pre- and post-match reports are published every week. The ‘Training & Knowledge’ section is also particularly popular. It offers more than 1,000 training units to coaches working in youth and amateur football, from the very youngest to the over-35 seniors. New units are added every two weeks. 1 The DFBnet tools enable the convenient online handling of tasks such as licence appli- cations, pitch reservations, the appointment of referees, the administration of who is eli- gible to play and suspensions. The reason organised football is also so inexpensive is because the DFB and the sub-regional asso- ciations offer their services and so support the clubs. The DFB channels report extensively on the „social game“ that football also is, with sto- ries that are intended to raise awareness. The DFB Journal has a print run of around 100,000 copies and is sent to every football club in the country, the DFB sub-regional associa- tions and the members of the national fan club team. Where normally Joachim Löw, Manuel Neuer or Martina Voss-Tecklenburg would be seen, i.e. on the cover, a photo of Simon Seyfarth was featured in April 2019 instead. The 11-year-old plays football for VfB GW Erfurt despite being an amputee. And a jury voted the moment when his father put his prosthetic leg on him Amateur Foot-

22 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 D F B A N D S U S T A I N A B I L I T Y 2.7 F O O T B A L L I S B E C O M I N G S U S TA I N A B L E What makes up the foundation of the DFB is the more than 25,000 football clubs at grassroots level. Together with their seven million members on and off the pitch, the clubs – supported by the associations – make vital contributions to the common good. Even if the focus is on how the game is organised, football is actually more than just scoring goals on the pitch. For many years, the association has felt com- mitted to this guiding principle of Egidius Braun. The DFB Social Responsibility Committee 2016-2019. The DFB Social Committee was founded in 1951 and so, for the first time ever, the social role of football was dealt with in a structured manner. It was followed in 1955 by the DFB’s social work, which assisted footballers in need or those suffering from harm as a result of football. Here, the DFB assumed social responsibility for its mem- bers, pragmatically and without too much publicity. This vital work is now being carried out by the DFB Sepp Herberger Foundation, which also utilises the resources of football to promote other key social issues such as the resocialisation of prison inmates or football for people with disabilities. The establish- ment of the Sepp Herberger Foundation in 1977 was just as significant a part of the DFB‘s social commitment as Mexico Aid, which began during the 1986 World Cup and later led to the establishment of the DFB Egidius Braun Foundation. To this day, the diverse commitments of the DFB‘s foun- dations complement the work of the DFB headquarters with essential ideas on issues affecting society as a whole, ranging from aid for refugees to the greater dovetailing of football, culture and the arts in the DFB Cultural Foundation. In the decades that followed, central trends in football and society were incorporated even more strongly into the DFB’s core work. In 1997, for example, the particular rele- vance of promoting the concept of fair play on and off the pitch was stressed, as was appreciation of the work done by volun- teers, by the launch of separate campaigns such as ‘Fair is more’ and its ‘Volunteering Campaign’. The adoption of an integration concept and the appointment of integra- tion officers in 2006 were important signals against discrimination and in favour of diver- sity in football. The unceasing dedication to and further development of these meas- ures is further proof that the DFB‘s socio-po- litical work is becoming increasingly sig- nificant. Following preliminary conceptual work and the adaptation of its Statutes at the DFB’s triennial Congress in 2010, the DFB has been publicly referring to sustainability in its day-to-day work since 2013. Since then, with a holistic approach, all issues relating to socio-political responsibility have been handled by a separate department headed by Stefanie Schulte. The work is supported by an honorary com- mittee led by Björn Fecker. Internal and external experts work on topics that are relevant to football and that foster com- munity spirit and the communication of values in football and in society. Eugen Gehlenborg is responsible for these topics on the Presidential Board. Taking into account the consistency of its ongoing work on topics such as fair play, diversity and the prevention of violence, but also by including new issues such as child protec- tion or human rights, the DFB is constantly re-examining what responsibility means for

24 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 D F B A N D S U S T A I N A B I L I T Y 2.8 K E Y R E P O R T I N G T O P I C S Panel discussion at the Annual Conference on Social Responsibility in Barsing- hausen in 2017. STAKEHOLDER DIALOGUE In direct and open dialogue with internal and external stakeholder groups, existing topics are reviewed and the relevance of new topics for the DFB examined. In the context of football, the DFB finds itself in an unceas- ing dialogue with the international umbrella associations of FIFA and UEFA. At national level, the DFB is in regular contact with its own member associations – the DFL as well as regional and sub-regional associations – and clubs. Beyond the realm of football, the DFB is also in touch with representatives from the spheres of politics, business, society and science. This takes place in particular in exist- ing formats such as • the Social Responsibility Committee, • the existing working groups, including those on diversity, fair play and the pre- vention of violence • the annual Social Responsibility Confer- ence and through participation in confer- ences, forums or bilateral talks. EXISTING AND NEW KEY ISSUES ence. The last few annual conferences focused on the issues of integration, respect, participation, equal rights and inclusion, as well as the established topics of preventing and intervening in incidences of violence, and the fostering of fair play. Moreover, other social issues that have been on the DFB agenda for years, such as trans- parency and integrity or the environment and health – also due to current social develop- ments – are at the top of the agenda. In the reporting period in question, issues relating to raising awareness and the further devel- opment of measures to protect children and adolescents also became more relevant. Fur- thermore, respect for human rights – for example in the context of the 2018 FIFA World Cup in Russia, but also in the course of the DFB‘s bid for UEFA EURO 2024 – became a much stronger focus of the DFB’s activities. Many of the issues mentioned were discussed in greater depth in stakeholder dialogues centring on these topics. INTERNATIONAL SUSTAINABILITY STANDARDS AND PARTNERSHIP-BASED COOPERATION In the present period, 2016-2019, no sys- tematic surveys on the social responsibility of organised football were undertaken. Instead, the materiality analysis was further developed by way of existing channels and platforms, such as the stakeholder dialogues mentioned above and the annual confer- As in the past, the DFB‘s continuous devel- opment of its work and goals is based on national and international developments such as the UN’s sustainability goals as well as the sustainability strategy of the German Federal Government. For example, the sus- tainability concept for the bid to host UEFA EURO 2024 was explicitly aligned with the UN’s Sustainable Development Agenda. MAKING DECISIONS ON ESSENTIAL ISSUES In accordance with the DFB’s Statutes, deci- sions on important sports policy issues lie with the Presidential Board. In the sphere of social responsibility, decisions to be made by the Presidential Board are prepared by the com- mittee responsible for it. In close professional coordination with the full-time department handling the issue, the main topics and their technical basis are discussed and debated. The answerable vice president then submits rec- ommendations and decision papers to the Presidential Board. The management is regu- larly kept up to date about the development of the main topics by the relevant director.

26 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 E U R O 2 0 2 4 3 . U E FA E U R 0 2 0 2 4 ‘UNITED BY FOOTBALL – IN THE HEART OF EUROPE’ is the motto accompanying the DFB’s bid to host UEFA EURO 2024 in Ger- many, which was in part ultimately successful also due to the DFB’s per- suasive sustainability concept. The entire process was based on the princi- ples of transparency and participation. A code of conduct was drawn up in coop- eration with Transparency International serv- ing as a binding guideline during the process. Common European values such as freedom, equality and respect for human rights are to be at the heart of the tournament. EURO 2024 is intended to be a festival that unites people. Mr Lahm, sustainability was one of the key motives behind Germany‘s bid for UEFA EURO 2024. How sustainable is your joy at the fact that the DFB was awarded the contract to host the event? If you’re asking whether I still feel happy about UEFA‘s decision, then yes, I do. At the same time, some butterflies are start- ing to set in, because we’re on the cusp of starting to finally putting theory into prac- tice. A huge task awaits us. The German bid found considerable favour on account of its wide-ranging sustainability concept, which is particu- larly close to your heart and which set it apart from that of your competitors. How proud are you that sustainability has now become an aspect that plays a key role when it comes to awarding major sport- ing events, not only in the application process, but, above all, in the public eye? You said it yourself: personally, sustaina- bility is an issue that’s particularly close to my heart. Both in the work that my foun- dation does and that of my enterprises. As you can imagine, I’m proud that we’re plan- ning a modern major event, EURO 2024, for which sustainability is not just seen as something that’s nice to have but is a guid- ing principle. But I’m not only proud. Our ambitious sustainability concept is both a challenge – and an obligation. The DFB opted to take a participatory approach when developing its sustaina- bility concept. How important was it to bring together a large number of differ- ent social actors for this purpose? And how important is this cooperation becom- ing now that the measures from the sus- tainability concept are being imple- mented? Sustainability cannot simply be decreed from above. For a major event such as EURO 2024, it is imperative that actors from the most diverse areas of our society all work together. We have to get the right people on board, listen very carefully, then make wise decisions and work together to carry out these measures with all due consist- ency. No-one will forgive us if we make bad compromises and don’t make the best of the opportunity that this European Championship represents for Germany. Why was UEFA‘s decision on 27 Septem- ber 2018 precisely the right one? From UEFA’s point of view, I would say because Germany is a safe and stable coun- try in the heart of Europe. Because we have already shown, more than once, that we’re capable of organising major events in a modern way. From my point of view, I’d like to add that it’s because we’re in a posi- tion to give our society something it urgently needs through football: a demon- stration of fair play, transparency and team spirit. This is what we stand for; this is what I stand for. We must prove to the fans that we – like them – love, embody and respect the roots and values of this sport. If you, like the German film that was part of the final presentation at the UEFA headquarters in Nyon, take a peek into the future, what kind of tournament will EURO 2024 be?

28 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 E U R O 2 0 2 4 As befits a historic moment, the precise time was even noted: at exactly 3:21 p.m. on 27 September 2018 in Nyon, UEFA President Aleksander Čeferin pulled the note with the word „GERMANY“ out of the envelope and presented it to the foot- balling public. For the second time since 1988 and for the first time since reunification, a European Men‘s Football Champion- ship will be held in Germany in 2024. 1_Biased for a good cause: the DFB referees wearing the EURO kit. 2_United by football: the national team campaigning for the EURO bid. 3_A strong team for UEFA EURO 2024: Philipp Lahm and Celia Šašić. O N T H E WAY T O A S U S TA I N A B L E T O U R N A M E N T “We want to show that it’s possible to mount a major sporting event in a way that is environmentally friendly and saves resources. Our sustainability concept, which is particularly close to my heart, was developed with broad support from society at large and, therefore, has the backing of many.” C E L I A Š A Š I Ć , DFB Integration Ambassador and Special Advisor of the DFB EURO GmbH As the organiser, the DFB has set itself the goal of celebrating a joyful foot- ball festival with guests from Europe and all over the world. The festival is intended to focus on common Euro- pean values such as freedom, equal- ity and the protection of human rights. This is also expressed in the motto of the EURO 2024 bid: ‘UNITED BY FOOTBALL – IN THE HEART OF EUROPE’. At the same time, the DFB would like to use the tournament to strengthen social cohesion in Ger- many with measures before, during and after the event and to make a contribution to the development of football in Europe. In the summer of 2020, the Allianz Arena in Munich will be the only Ger- man venue for the pan-European European Championship. Four years on, though, 10 German venues will welcome the 24 participating teams and millions of football fans to 51 matches during UEFA EURO 2024. 2 3

30 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 E U R O 2 0 2 4 ject to a transparent process of monitoring and controlling. The framework for the overall concept and the lighthouse pro- jects is provided by the United Nations’ Sustainable Development Goals (SDGs). INTENSIVE STAKEHOLDER DIALOGUE One decisive factor on the way to achiev- ing these goals and drawing up the sus- tainability concept was the identification of all the relevant issues in society. On 23 October 2017, therefore, the DFB con- ducted a major stakeholder dialogue in Frankfurt. More than 80 representatives of organisations from the fields of sport, NGOs, local authorities, federal ministries, business, the church, charitable founda- tions and science took part in the dialogue. In intense discussions, the participants gathered various ideas and identified light- houses in terms of content. The results of the dialogue were documented by the DFB. On 23 and 24 November 2017, the repre- sentatives of the sub-regional associations further developed the results of the stake- holder dialogue at the annual conference on social responsibility in Barsinghausen. Lastly, eight fields of action with 24 light- house projects were identified for the sus- tainability concept: the Alliance of Active Football Fans BAFF signed the Civil Society Framework Dec- laration, which advocated human rights, diversity and the transparency of the bid effort and proposed a dialogue between the relevant groups in the candidate cities. The DFB supported this initiative’s appeal to the host cities and also called for dia- logue formats with local stakeholders to be conducted as a matter of course. The initiative made an offer to the candidate cities to support the dialogues and pro- vided project outlines. In order to organise and implement UEFA EURO 2024, the DFB founded DFB EURO GmbH in June 2019 with the two manag- ing directors Markus Stenger and Philipp Lahm. DFB honorary captain Lahm is responsible for the area of sustainability, receiving prominent support from the DFB Integration Ambassador Celia Šašić as Spe- cial Advisor. The course for a sustainable EURO 2024 has therefore been set. In close cooperation with UEFA and the 10 host cities, the DFB is now working on the fur- ther specification and implementation of the projects and creating the correspond- ing processes and structures. 1 2. Fans 1. Youth 3. Digital innovation 4. Diversity 5. Human rights 7. Health 6. Environment 8. Fair Play These fields of action are intended to have a lasting effect before, during and after the tournament. They have a direct influ- ence on society – in some cases beyond the issue of football – and are intended to strengthen social cohesion. The issue of diversity is of particular importance. The aim is to prevent discrimination as far as possible and to decisively counter popu- list – including extreme right-wing – ten- dencies in Europe. In addition, the aim is to use the lighthouse project to address young people in particular, and therefore also future generations, and to raise aware- ness for a more mindful lifestyle through football. The DFB also continues to work with stake- holders to implement the sustainability concept and continues the dialogue on planning. Furthermore, the idea of a stake- holder dialogue was taken directly to the candidate cities during the bidding phase. An initiative of various stakeholders such as Transparency International Germany, Makkabi Germany, terre des hommes or • CREATING THE BASIS FOR A HIGH-CLASS, FAIR TOURNAMENT • CREATING ROLE MODELS AND IMPETUS FOR CLUB FOOTBALL IN GERMANY AND EUROPE • LIGHTHOUSE PROJECT IDEAS ‘FIT FOR THE EURO AND FIT DURING THE EURO’ • ALTERNATIVE MOBILITY OPTIONS (E-BIKES ETC.) • ESTABLISHING EURO 2024 AS A MEETING PLACE BEYOND FOOTBALL • NETWORKS AND EXCHANGES IN THE CONTEXT OF THE BIDDING PROCESS UNITED BY FOOTBAL VEREINT IM HERZEN EUR DIE FLÜCHTLINGSMANNSCHAFT DES ESV NEUAU UND DER SV AM HART MÜNCHEN SIND #UNITEDBYFO SEID IHR ES AUCH? MACHT MIT: W W W. UNITED - BY- FOO • EURO 2024 AS AN IMPETUS TO STRENGTHEN EUROPEAN VALUES • CONTRIBUTING TOWARDS FULFILLING THE SDGs • A TRANSPARENT AND HONEST BIDDING PROCESS AS A MODEL IN GERMANY AND FOR INTERNATIONAL SPORT G O A L S • Sustainable tournament organisation • The EURO as the motor of football development in Germany • The EURO as a meeting place and a festival in Europe

32 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A S S O C I A T I O N S , C L U B S A N D L E A G U E S 4 . A S S O C I AT I O N S , C L U B S A N D L E A G U E Organising popular sports and amateur football, creating framework conditions, enabling top-class football to take place – these are the main tasks of the DFB. Without the work of club managers, volunteers, coaches, players and match officials, however, football cannot develop its full social potential. The tasks of the Associations, Clubs and Leagues Directorate include promoting voluntary work, organising competi- tions, qualifying football officials and administrators, and maintaining the integrity of the sport.

34 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A S S O C I A T I O N S , C L U B S A N D L E A G U E S 1 2 3 1_Completely focussed on the obstacle course. 2_Competitive amateur football. 3_Modern, transparent and communicative: Amateur Football Congress in Kassel.

36 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A S S O C I A T I O N S , C L U B S A N D L E A G U E S 4 . 2 S T R O N G E R T O G E T H E R : C L U B S A N D S C H O O L S 1,000 J O I N T A C T I V I T I E S A N D C O O P E R A T I V E R E L A T I O N S B E T W E E N C L U B S A N D S C H O O L S E V E R Y Y E A R NURTURING TALENT E L I T E S C H O O L S O F F O O T B A L L DOPPELPASS 2020 – SCHOOLS AND CLUBS: A STRONG TEAM C O O P E R A T I O N B E T W E E N S C H O O L S A N D C L U B S PAULE badge DFB football badge School and club: a strong team! Football working groups Football festival DFB macht Schule vor Ort (DFB‘s school events programme) Q U A L I F I C A T I O N Kindergartens: Playing Discovering Experiencing Primary schools: Playing and Moving with the Ball Primary/secondary schools: Learning basic football techniques DFB Junior Coach T O U R N A M E N T S JTFO: Youth Training for the Olympics DFB School Cup For adolescents and children, football is still one of the most popular leisure activities in Germany – and yet it faces the same challenges as all other sports do: demographic change, growing compe- tition from other leisure activities and longer school days extending into the afternoon are all causing a decline in the number of male and female players and teams in youth and children‘s football. The DFB meets this complex challenge by applying its own strategies in the areas of youth and school. Its overriding goals are as follows: • stabilising the number of players in youth football • improving their transition to the senior teams area • identifying the causes of drop-outs/drop- ins and the subsequent action to be taken • nurturing grassroots players to broaden the foundation for elite football • introducing children to organised football as players or coaches via their school G O A L S • Get young people excited about football through partnerships with schools • Persuade players to join club teams • Create a smooth transition from youth to adult teams

38 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A S S O C I A T I O N S , C L U B S A N D L E A G U E S There are more than 1.7 million of them and they form the basis of football: without the dedicated volunteers in the German clubs, league operations with up to 60,000 matches a weekend simply wouldn’t work. Promoting volunteering is a task that’s embedded in the Statutes and a matter that’s close to the DFB’s heart. 4 . 3 A V I S I O N F O R VO L U N T E E R I N G This was also one of the reasons why the DFB launched its ‘Volunteering Campaign’, which celebrated its 20th anniversary in 2017 – but that’s no reason for the campaign to rest on its laurels. Getting new people on board is a basic requirement, especially when it comes to voluntary work. The core of the campaign is the nationwide recognition of voluntary work by honouring particularly committed volunteers in amateur clubs throughout Germany. The DFB also sees this support as a key con- tribution to the development of its staff. Working with the sub-regional associations, measures for qualification and club coun- selling are carried out – and constantly upda- ted – because the forms of quid pro quo have changed. In the past, volunteering was a matter of a lasting emotional bond, something selfless. And in general eve- rything worked through „learning by doing“. These days, in contrast, it is often a matter of a temporary commitment that’s been pragmatically selected. People from the area who firmly commit themselves to a club for decades – because their granddad was a member, because, as a minor, you belonged to this club – are becoming increasingly rare. Like almost all sports associations, the DFB is faced with the challenge of recruiting a sufficient number of volunteer club staff in the future. By providing information, advice and training, the DFB tries to nurture deve- lopment. One particular concern is the fos- tering of young volunteers and their long- term retention. The ‘Vision 2024’ project of the ‘Aktion Ehrenamt’ (‘Volunteering Cam- paign’), developed in 2017, therefore focu- ses on the appreciation of volunteer work and recognition of it in the spheres of soci- ety, business and politics. S T R AT E G I C G O A L S O F V I S I O N 2 0 2 4 1. The clubs are managed so well that inte- rest in volunteering increases. 2. The clubs create suitable educational and counselling offers for this purpose. In 22 years of its ‘Volunteering Campaign’, around 6,000 volunteer club members across Germany have received an award. About 60,000 volunteer appreciation certi- ficates and 40,000 DFB volunteer apprecia- tion watches have been handed out. In addi- tion, many sub-regional associations and local, municipal and district divisions orga- nise their own events where outstanding men and women are honoured for their ser- vice. The ‘Volunteering Campaign’ primarily addresses the key people who act as club functionaries: chairpersons, department heads, treasurers and youth leaders as well as all those who coach teams. If these func- tionaries are strengthened, so will the clubs. All the measures, programmes and cam- paigns under the aegis of ‘Volunteering Cam- paign’ can be divided into four pillars: “The future lies in a diverse DFB. We are setting a good example and promoting women in our DFB Leadership Programme, which prepares young women in particular to do committee work in the clubs, sub-regional associations and the DFB. We are delighted that so many sub-regional associations have followed our example. In this way, a new and diverse DFB is emerging and growing“. H E I K E U L L R I C H , DFB Director of Associations, Clubs and Leagues

40 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A S S O C I A T I O N S , C L U B S A N D L E A G U E S 4 . 4 Q UA L I F I C AT I O N – E V E N B E YO N D F O O T B A L L Many of them form part of the „heart“ of a football club or association: the full-time or honorary board members, male and female club managers, youth leaders and treasurers. It is important to create ideal framework conditions for them – even beyond football – and so ensure that peo- ple across the nation can play football. Together with the male and female teach- ing and education officers and the youth education officers of the sub-regional asso- ciations, the DFB Qualification Committee has developed practical football and inter- disciplinary short training modules. Thanks to decentralised offers, the sub-regional associations can come to the clubs and teach them practical knowledge on site. The train- ing courses offer immediate or start-up assistance, addressing key topics that go beyond what was taught during the coach or club manager training course. The supplementary qualification has a pos- itive effect on club life. The knowledge acquired can also be used beyond the club and be passed on to people or institutions outside the sport. The DFB carried out a total of 743 short training courses in the period under review. The focal points of the courses are classic club management, recruiting volunteers and child and youth coaches, an introduc- tion to tax law, communication, the teach- ing of leadership skills and values, and inte- gration. The focus of the short training course ‘Mak- ing children strong’, for example, is on age-appropriate work with children under seven up to U13 players for sporting and personal development. This includes inno- vations in coaching work with children along with practical instruction for participants to foster self-confidence, communication and conflict management in everyday club life. Furthermore, the topic of addiction preven- tion is developed and demonstrated in ways that closely replicate normal everyday life. • INDIRECTLY STRENGTHENING THE SPORT THROUGH THE QUALIFICATION OF CLUB MANAGERS AND COACHES • DISSEMINATING AND INTERNALISING THE DFB’S SET OF VALUES STRENGTHENS THE CLUB COMMUNITY • COMMUNICATING DIVERSITY AND INTEGRATI- ON AS AN OPPORTUNITY FOR CLUBS • DEVELOPING SOCIAL SKILLS BY PROMOTING VOLUNTARY WORK • USING QUALIFICATION ALSO BEYOND THE REALM OF SPORT • STRENGTHENING A VALUE SYSTEM IN SOCIETY THROUGH SPORT The training course was designed in collab- oration with the Federal Centre for Health Education (BZgA). Its aim is to support chil- dren and young people in such a way that they can self-confidently say no to addic- tive substances and drugs or, at least, do not succumb to external (peer) pressure. From 2016 to 2019, a total of 260 short training courses on this topic were held. The short training course entitled ‘Stay in the game’ contains topics that overlap with the short training course called ‘Make chil- dren strong’, but focuses on the lifestyle of young people between 13 and 19 years of age. Many young people leave club foot- ball during this period (drop-out topic). The aim is to counteract this trend by increasing young people’s identification with the club, but also with the responsible handling of addictive substances. These goals are to be achieved primarily through the nurturing of so-called life skills (e.g. self-confidence and self-responsibility). In the reporting period, there were a total of 65 events on this topic. Since 2009, the sub-regional associations have been offering the short training course entitled ‘Integration’, designed by the DFB. The training course focuses on imparting values such as recognition and respect, as well as providing support for personality development and appropriate forms of training for children and young people, e.g. tips on how to deal with a particular age group. A total of 70 short training sessions were conducted during the reporting period. In order to strengthen the clubs, the DFB is currently developing a framework concept for a C-level club manager training course. It will be conducted by the sub-regional associations together with the relevant regional sports associations and other cooperation partners. Q U A L I F Y I N G T O B E C O M E A R E F E R E E I N S T R U C T O R T H R O U G H T H E D F B I N S T R U C T O R C E R T I F I C AT E The DFB instructor certificate is a qualifi- cation that teachers who teach full-time or on a fee basis at all levels of organised foot- ball can do. As part of its qualification drive, the DFB would like to help its regional and sub-regional associations to carry out their teaching work by offering this advanced training course. The aim is to interlink the existing football and interdisciplinary skills of the experts with teaching skills that embrace method- ology and social and media skills to improve the overall design and quality of the learn- ing processes in initial and advanced train- ing courses.

42 A S S O C I A T I O N S , C L U B S A N D L E A G U E S S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 F O O T B A L L F O R T H E M A S S E S In its organised form, football is usually played on “proper” cinder or green grass pitches. But in amateur football, the focus is often on the fun to be had casually kick- ing a ball around: in the park, indoors, on the beach or in the street. The number of male and female amateur footballers and interest in alternative foot- balling leisure-time activities is growing. The reasons for this are a change in what people do in their free time, more flexible working hours, all-day schools and demographic change. The potential in this area is immense – which is why the DFB has been devoting itself to the topic of grassroots football for many years. The DFB offers diverse, low-thresh- old, interesting games and initiatives for everyone. These options also have an impact on organised sport, especially women’s and girls’ football: they keep the interest in com- petitive sport alive. The amount of organisation required in grass- roots football varies. For example, although some recreational sports groups belong to the DFB through an association or as an inde- pendent club, they don’t wish to take part in match operations and want to stay “among themselves”. In contrast, other groups reg- ularly arrange matches against other teams, are active in an amateur league or even in the German Beach Soccer League or as play- ers in the national beach soccer team. S P E C I A L F O C U S : F O O T B A L L F O R O L D E R P E O P L E The footballers in teams for older players are becoming ever more important in and for grassroots football. In 2018, 68% of the roughly 25,000 clubs already had such a team in operation. The Brandenburg FA already has leagues for the over 70s in place. The DFB’s membership forecast for 2050 makes it clear that the only age bracket in which membership figures will rise is that of the over-60s. At the same time, however, football for the young-at-heart has not yet developed to such an extent, either from a structural or organisational point of view. The DFB’s goal is, therefore, to promote this facet of football in all districts and sub-re- gional associations and to offer ways they can enjoy actively playing the game. For the twelfth time now, the association organised a national final tournament in the DFB Over 40 Cup and the DFB Over 50 Cup for men in Berlin’s Olympic Stadium in 2018 “The joy of football doesn‘t stop on your 40th or 50th birth- day. And an increasing number of older footballers want to carry on competing.“ E r w i n B u g á r , DFB Vice President for Amateur Football G O A L S • Introduce a men‘s futsal Bundesliga for the 2021-22 season • Further develop the national teams (in the long term: qualify for the World Cup or European Championship) • PROMOTING GRASSROOTS SPORTS AND HEALTH • SPORT FOR ALL PEOPLE OF ALL AGES • LOW-THRESHOLD FOOTBALL OFFERS FOR ALL • ORGANISED AND NON-ORGANISED FOOTBALL CLUBS AS PLACES TO REINFORCE TEAM SPIRIT • IDENTIFICATION WITHIN GIRLS’ AND WOMEN’S TEAMS • DEVELOPING AN INNATE UNDERSTANDING OF FAIRNESS • PROMOTING DIVERSITY THROUGH EASY ACCESS (LARGE PROPORTION OF MALE AND FEMALE PLAYERS WITH A MIGRATION BACKGROUND IN THE FUTSAL CLUBS) • PROMOTING HEALTH THROUGH NEW PHYSICAL ACTIVITY INCENTIVES (EXERCISE AND UNITY EVEN INTO OLD AGE WITH THE OVER 40S TEAMS) 4 – for the first time together with the DFB Over 35 Women’s Cup. F U T S A L Futsal, the variant of indoor football recog- nised by FIFA, is also becoming more pop- ular in Germany. Futsal tournaments are increasingly being held at the level of local, municipal and district divisions during the winter months – in addition to traditional indoor football. Every year, U15 teams qual- ify for a Futsal Cup at national level. Futsal is characterised by • a low-bounce ball, • a lot of goal scoring, • technical proficiency, • fairness. The DFB organises the German Futsal Cham- pionship and supports the national team, which, in 2019, got through the first quali- fying round for the World Championship for the very first time. Compared to other Euro- pean nations, futsal in Germany is still an amateur sport. By setting up U19 training bases and U19, U17 and U15 championships in the 2016-19 reporting period, the DFB is ensuring that its youth work is developed further. The aim is to position futsal much more firmly as the number one indoor var- iant of football. B E A C H S O C C E R In the field of beach soccer, the associations have done a lot of development work in recent years. Besides regional events, there are now various tournament series across Germany as well as the German Beach Soc- cer League. Since 2018, the DFB has also been organising and supporting the national beach soccer team. At the qualifying tour- nament for the World Beach Games in May 2019 and the World Cup qualifier in Moscow in July 2019, it became apparent that the German national team has narrowed the gap to the top teams in the world.

44 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A S S O C I A T I O N S , C L U B S A N D L E A G U E S When it comes to the women‘s Bundesliga, VfL Wolfsburg acts as the benchmark: the club won its fifth league title (the third in a row) in 2019, won the double for the third time in a row, and has the current top scorer (Ewa Pajor) and the player with the most appearances in the national team (Alexandra Popp). 1 4 . 6 S T R E N G T H E N I N G G E R M A N Y ’ S R O L E A S A L E A D E R The two-time Champions League winners from Wolfsburg have also been at the fore- front internationally for years – just like other German clubs. Having won nine of the fourteen finals since 2001, Germany is the most successful nation in the UEFA Women‘s Champions League. Moreover, the DFB is the only association that provides different winning clubs. But elite women‘s football is facing chal- lenges. The trend of dwindling spectator numbers for Bundesliga matches as seen in previous seasons continues unabated. Top stars are being lured away to leagues abroad as clubs affiliated to other European associations are investing heavily in the women‘s game. The strategic development of the Women‘s Bundesliga, the 2nd Women‘s Bundesliga and the U17 Junior Women‘s Bundesliga is therefore a key concern for the DFB. W O M E N ’ S A N D G I R L S ‘ F O O T B A L L AT T H E D F B With the structural reform of the DFB as of 1 January 2018, the association dovetailed the directorate with men‘s football. Since then, there has no longer been any division between football for men and women, but rather a division according to specialist areas. And so seven directorates became four. Promoting women’s and girls‘ football is of crucial importance to the DFB. The associ- ation signalled this back in September 2011 when it set up the Women‘s and Girls‘ Foot- ball Directorate. In March 2016, Heike Ull- rich took over as Director there. Together with Hannelore Ratzeburg, DFB Vice-Presi- dent for Women’s and Girls‘ Football, the Directorate coordinated all areas of women’s and girls‘ football at DFB level. M AT C H E S A N D C O M P E T I T I O N S Heike Ullrich now heads the Directorate for Associations, Clubs and Leagues. Among other things, the women‘s national leagues, the 3rd Division, the DFB-Pokal (men, women and juniors) as well as the junior national leagues are all organised by this department. The Committee for Women‘s and Girls‘ Football and the Committee for 2 B I L L I O N : T H E N U M B E R O F A D - V E R T I S I N G M E D I A C O N T A C T S T H E L E A G U E A N D I T S C L U B S G E N E R A T - E D O N L I N E . 3

46 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A S S O C I A T I O N S , C L U B S A N D L E A G U E S 1 4 . 7 A B R I D G E B E T W E E N T H E G R A S S R O O T S A N D T H E B U N D E S L I G A When fans and clubs talk about a legend or the competition that writes its own rules, they’re talking about the club cup of the German Football Associa- tion, the DFB-Pokal. With it, the DFB manages to bring together both amateur and licensed clubs. In its almost 85-year history, the DFB-Pokal has generated a wealth of interesting and extraordinary stories. In almost every season, one of the so-called “small fry” still manages to beat the established clubs. The DFB organ- ises the match operations of the cup compe- tition and the draws. It also plans and carries out the cup finals. To develop the competi- tion further, the DFB initiated an internal strat- egy process in the summer of 2019. The association also supports the clubs. It helps them to get ready for the cup games, for example through: • pre-season workshops for amateur clubs • preliminary inspections of venues, inten- sive support in implementing temporary structures (e.g. additional stands) • giving clubs support by providing them with two DFB match delegates each during operations in the run-up to and on the match day DFB-Pokal matches are shown on public tel- evision. In the 2018-19 season, ARD broad- 3

48 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A S S O C I A T I O N S , C L U B S A N D L E A G U E S “The DFB Women’s Cup in Cologne is a fun thing for the entire family. It offers people opportuni- ties to become active themselves, but also the chance to meet interesting people and get lots of information. This is a sure way to attract new spectators again.” H A N N E L O R E R A T Z E B U R G D F B – V i c e P r e s i d e n t W o m e n ’ s a n d G i r l s ’ F o o t b a l l 1 1_Cologne’s Lord Mayor Henriette Reker presents Hannelore Ratzeburg with the DFB-Pokal cup. 2_A firm fixture: the fan & family fest of the DFB-Pokal final for women in Cologne. 2 64 17 teams take part in the DFB Men’s Cup: the teams of the Bundesliga and the 2nd Bundesliga of the past season, the cup winners of the 21 sub-re- gional associations, the champions, the runners-up, third and fourth-placed teams of the 3rd Division of the past season Men’s record winners: Bayern Munich 17 wins (out of 20 finals)

50 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A S S O C I A T I O N S , C L U B S A N D L E A G U E S Emotions, enthusiasm, excitement, fun, quality, drama, tradition…football is all of that. And the 3rd Division is all this, too. Since being founded in the summer of 2008, it has developed successfully and is now an indispensable part of the German league system. 4 .8 S E T TIN G THE CO U RS E When the 3rd Division was launched in the 2008-2009 season, the aims were to gen- erate a greater concentration of top perfor- mances, gain more economic and media attention, increase television presence and improve marketing opportunities for the 20 clubs. The base of professional football was to be broadened and a better transition to the licensed leagues brought about – including improving the chances of talented young players to be promoted to a profes- sional level. Today, it is clear that the 3rd Division has fulfilled many expectations. The quality of the sport along with public perception and attention has increased rapidly since the division was founded. In the 2018-19 sea- son, more than three million spectators attended the 380 matches in the stadiums for the first time. Compared to the first four years, the number of spectators has increased by around 55%. The money that the DFB distributes to the third division clubs from marketing revenues and promotional meas- ures has increased by almost 135% since the 2008-2009 premiere season. Since 2017, the DFB has had a main league partner, bwin. Also since 2017, all 380 matches of the sea- son have been broadcast live and on demand on Magenta Sport on pay TV. On free-to-air TV, 86 matches are broadcast live by the regional channels that constitute the ARD network. L I N K B E T W E E N L I C E N S E D A N D A M AT E U R F O O T B A L L In addition to its attractiveness, the 3rd Division plays an extremely vital role in German football, acting as a hinge and link between licensed football in the Bundesliga and 2nd Bundesliga and the semi-profes- sional, but no less ambitious football in the regional divisions. In this respect, it has to achieve a balancing act, since, on the one hand, it has to keep up with the 2nd Bun- desliga and, on the other, it must not leave the regional division behind. The biggest challenge is to help the clubs get on a more stable economic footing. The overriding goal is the sustainable devel- opment and competitiveness of the 3rd Division, which is to be consolidated as a basis in German professional football and forcefully positioned as a division for chal- lengers and innovations. Supporting measures include the fostering of young talent and financial fair play. Both measures came into effect in time for the 2018-19 season and have a total gross finan- cial volume of €3.5 million, which will be distributed to the 20 clubs in the 3rd Divi- sion. B U D G E T E A R M A R K E D T O P R O M O T E Y O U N G TA L E N T The development fund to foster young tal- ent amounts to €2.95 million gross. This is €2.0 million more than before, when, to promote young talent generally, a lump sum of €50,000 a year was paid out to each club in the 3rd Division to set up or further develop a Youth Academy. The model takes into account the Youth Academies and the length of match minutes afforded to the U21 players of German nationality. 3 1 5

52 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A S S O C I A T I O N S , C L U B S A N D L E A G U E S M A R C U S P I O S S E K : “ T H E T H I R D D I V I S I O N H A S B E C O M E A B R A N D ” He is one of the faces of the 3rd Division: Marcus Piossek from SV Meppen. Hardly any other professional who still plays in the third highest German division knows it bet- ter than he does. The 30-year-old offensive player has played 248 games for the under 23 team of Borussia Dortmund, Rot Weiss Ahlen, VfL Osnabrück, SC Preussen Mün- ster, SC Paderborn 07, Sportfreunde Lotte and his current club SV Meppen. No player in the 3rd Division has played for more than seven different clubs. In terms of the number of appearances, only Julian Leist of SG Sonnenhof Grossaspach and Tobias Rühle of KFC Uerdingen 05 (both with 256 league appearances) have more matches under their belts. 3-1 AHEAD IN HIS FIRST MATCH BUT STILL LOST Piossek still remembers his first third-divi- sion game very well. “It was with Borussia Dortmund II, we’d just been promoted to the 3rd Division and were 3:1 ahead in the opening game of the 2009-10 season at SV Wacker Burghausen 15 minutes before the end of the game. It’s unbelievable that we actually lost the game 3:4”, says the man from Lippstadt. No wonder that this debut has burned itself into his memory. In the following 247 matches, Marcus Piossek experienced the positive progress of the 3rd Division at very close hand. When looking back, the 1.76-metre tall offensive player can spontaneously come up with two major differences compared to his early days. “Media attention has increased enormously. The 3rd Division has become a brand in Ger- many. Every match is broadcast live by Magenta Sport or can now even be seen in the conference. In the clubs, too, people in all areas of work are more professional.” For example, the 3rd Division now has a standard ball. “Ten years ago, they played with whatever the groundskeeper took out of the cupboard,” says Piossek grinning. After that, it was customary for the hosts to provide the away team with balls in advance so they could train with them on their home ground. PLAYED FOR GERMAN AND POLISH SELECTION TEAMS The fact that Marcus Piossek didn’t manage to break through in the Bundesliga or at least climb up to the 2nd Bundesliga but has “got firmly stuck” in the 3rd Division over the years is no demotion for him in terms of his career. In his view, the differ- ences in quality are “no longer quite so big”. A further indication is the large number of former 2nd Bundesliga professionals who are now playing in the third-highest divi- sion. Also in terms of spectator numbers, those of the 3rd Division have long since approached the level of those of the 2nd Division. In the course of his career, Piossek, who was trained primarily at BVB and who has played for both German and Polish junior national teams, has come to see the appeal of the 3rd Division himself. The fact that he can now play in the stadiums of the tradi- tional clubs of MSV Duisburg, 1 FC Kaiser- slautern, Eintracht Braunschweig or SV Waldhof Mannheim fills him with pride. “I love football because you can thrill people for 90 minutes.” He has also identified the strengths and weaknesses in each of his former clubs. “After being relegated from the 2nd Bun- desliga with Rot Weiss Ahlen, the fans gave us some great support despite our insol-

54 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A S S O C I A T I O N S , C L U B S A N D L E A G U E S 4 . 9 S U P P O R T, A D VA N C E T R A I N I N G , A P P R E C I AT I O N Making decisions in frac- tions of a second, recog- nising and evaluating sit- uations in a flash, showing leadership and stress resistance: part and parcel of everyday life of the referees in Germany. Match officials are indispensable when it comes to maintaining match operations – and that comes to more than 1.5 million football matches in Germany every year. The more than 57,000 active referees in Ger- many provide millions of active players every day with the chance to play football in organ- ised divisions in line with the rules. With its uniform, comprehensive training and development programme along with a spon- sorship system, the DFB ensures that the Ger- man referees – who are also highly respected internationally – are able to meet the demands placed on them in an exemplary manner. This ensures that the high quality of German ref- erees is upheld in the long term. 1 E S TA B L I S H M E N T O F A R E F E R E E S E R V I C E P O R TA L In 2017, the DFB’s new referee service por- tal went online. It is an interactive e-learning platform that offers a comprehensive and up-to-date range of training and qualifica- tion materials. Its goals are: • better networking of the instructors and supervisors of the sub-regional associations • development of motivating content • establishment of quality standards • economisation of course preparation and implementation In order to encourage and motivate the ref- erees in their work, the DFB created the ‘Danke Schiri’ (“Thank you, ref”) award. The online tool offers information and ser- vices on a wide range of topics: from rule changes, teaching materials and exam ques- tions for referee candidates to the results of the junior courses or the presentation of interesting pilot projects in the sub-regional associations via match analyses and ideas for PR work. A D VA N C E D T R A I N I N G F O R D I S T R I C T R E F E R E E S U P E R V I S O R S So as to ensure and increase quality at the grassroots level, the DFB has been offering training events for referee supervisors of the sub-regional associations at district level three to four times a year since 2015. Increasing the quality and know-how of the referee supervisors at local/municipal level has high priority. Topics include rhetoric and communication, conflict resolution based on specific examples from everyday

56 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A S S O C I A T I O N S , C L U B S A N D L E A G U E S 4 . 1 0 FA S T, E F F I C I E N T, C O N S E N S U S - O R I E N T E D Being sent off with a flash of a red card – for the player this means that he or she is not only excluded for the rest of the game, but also receives a temporary ban and will face proceedings before the DFB’s sports discipli- nary system. Sports jurisdiction refers to the dispute res- olution process within the DFB that involves its members, and is based on the association’s own rules and regulations. In this role, it con- tributes towards conveying and upholding values such as fair play and respect as well as work on anti-discrimination. The legal basis for sports jurisdiction is Ger- many’s Constitutional Law itself, in which the autonomy of the clubs and associations is anchored. It includes • the associations’ right of self-determina- tion to decide on how they are organised, and • the right to autonomously shape the inter- nal constitution, from which the right to have its own legislation and jurisdiction also arises. The jurisdiction of associations does not compete with state jurisdiction and does not exclude it either. The legal basis for the DFB is, in particular, the DFB Statutes and the DFB Legal and Procedural Rules. The bodies of the DFB’s sports jurisdiction are: • the DFB Disciplinary Committee, with the task of monitoring compliance with the DFB’s Statutes, regulations and other legal provisions of the DFB and of bringing charges in the event of violations, • the DFB Sports Court as the first instance and • the DFB Federal Court as the court of appeal. The legal bodies of the DFB (Sports Court and Federal Supreme Court) are absolutely independent, in accordance with the DFB Statutes. • PROVIDING A FRAMEWORK AND ENSURING MATCH OPERATIONS • ENFORCING THE FAIR PLAY REQUIREMENT • COMPLIANCE WITH ESTABLISHED STANDARDS AND REGULATIONS BY THE ASSOCIATIONS • GUARANTEEING THE INTEGRITY OF SPORT • A PILLAR FOR A BINDING COMPETITION SYSTEM • COUNTERING ANTI-CONSTITUTIONAL EFFORTS, PHYSICAL OR MENTAL VIOLENCE, DISCRIMINATION OR INHUMAN BEHAVIOUR • UNDERPINNING THE BAN ON DISCRIMINATION BY SPORTS JUSTICE SAFEGUARDS AND SPECIAL SANCTION NORM G O A L S • To investigate and sanction incidents quickly, efficiently and in a consensus- oriented manner • To maintain a high approval rate • To further strengthen offender-oriented sanctioning by applying the guidelines on sentences Within the sports jurisdiction, clubs or club members (e.g. male and female coaches) can be prosecuted if they have violated the association’s own rules. The target group is, therefore, the club as a member of the association that has submitted itself to the sports jurisdiction of the DFB by virtue of its statutes, admission or licence agreement. The primary objective of the DFB’s legal bodies in sports court proceedings for inci- dents arising in the spectator area is to have the respective home and away clubs identify the responsible perpetrators and the clubs to sanction or hold them liable for financial losses. In the future, the DFB hopes to receive further impetus in its endorsement of alternative sanctioning measures and offender-oriented con- straints, particularly in proceedings in the youth sector. They can lead to a change in behaviour and therefore have a positive effect on society. Decisions made in the DFB’s legal bodies are made by honorary sports judges, who, as a rule, must be qualified to hold the office of judge in the German legal sys- tem; for the chairs and deputy chairs as well as the so-called DFB assessors, this is obligatory by Statute. Every season, the DFB sports judiciary passes around 500 rulings in the DFB’s divisions and investi- gates around 700 cases. The vast majority of these incidents are not red cards, but incidents from the spectator area: for example, the lighting of fireworks, violent acts or the throwing of objects.

58 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A S S O C I A T I O N S , C L U B S A N D L E A G U E S Football should be fair, appealing, honest and excit- ing. This can only be the case if nobody knows in advance what will happen during a match – and if players don’t enhance their performance by taking illegal drugs. This is the only way football can con- tinue to thrill millions of people in the stadiums, on the sports fields and in front of their TV screens week after week. 4 . 1 2 M E A S U R E S A G A I N S T D O P I N G A N D M AT C H R I G G I N G Doping offences and sports- and compe- tition-related match fixing put the integ- rity of football at risk. They destroy the concept of a level playing field and under- mine the credibility of the sport, the play- ers and match officials. For example, between 2016 and 2019, the DFB Sports Court dealt with three violations of foot- ball’s anti-doping guidelines. The fact that the game cannot be influenced and the course of the match is unpredictable is, therefore, at the heart of sporting compe- tition. U N I T E D A G A I N S T M AT C H F I X I N G The DFB and DFL protect the integrity of the competition from the dangers of gam- bling addiction and match fixing. As early as 2010, when they initiated the project ‘Together against match fixing – don’t fix the game!’, they pooled their prevention measures, allocating them to four different pillars: 1. training and information programme 2. rules and regulations 3. the ombudsman 4. monitoring The project aims to proactively inform and educate everyone active in the football sec- tor about the dangers early on and to pun- • INTEGRITY IN FOOTBALL AS THE BASIS FOR SPORTING COMPETITION • PREVENTION TRAINING PROGRAMME TO STRENGTHEN THE PERSONALITY OF THE PLAYERS • EXCHANGE AND NETWORKING WITH VARIOUS BODIES AND ORGANISATIONS • CREDIBLE CODE OF VALUES OF SPORT AS A BASIS FOR FAIRNESS AND INTEGRITY IN SOCIETY • PROTECTING AGAINST HARM DONE TO FOOTBALL AS AN OVERALL SOCIAL GOOD IN THE EVENT OF WIDESPREAD MISUSE OF UNLAWFUL MEANS AND METHODS ish wrongdoing consistently under criminal law. Moreover, the DFB has created a strong network at both national and international level to combat match fixing and is work- ing together with UEFA, among others, on this issue. While the prevention work initially focused primarily on junior players (since the 2014- 15 season, the Youth Academies have been obliged to conduct annual prevention train- ing courses for players in the under 16 age group and to provide proof of this to the DFL), the annual training obligation has been extended to licensed teams in the Bunde- sliga and 2nd Bundesliga since the 2017-18 season. As with the Youth Academies, this is a precondition for a licence to participate in match operations to be granted. In 2017 and 2018, a total of 78 prevention training sessions were held. The DFL works together with Sportradar AG to train the licensed teams. The DFB organ- ises the training courses in collaboration with the Association of Contract Football Players (VDV), the German players’ union. The training courses ensure that players are made aware of the issue and are shown the

60 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 N A T I O N A L T E A M S A N D A C A D E M Y The Directorate ‘National Teams and Academy’ is responsible for all measures relating to the national men‘s, women‘s and youth teams and the nurturing of talent. With the new DFB Academy, football and administration will, in future, grow together under one roof. In the new building in Frankfurt- Niederrad, the best conditions will be created for the grass roots, success and talent for the top as well as knowledge management. 5 . N AT I O N A L T E A M S A N D A C A D E M Y

62 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 N A T I O N A L T E A M S A N D A C A D E M Y 5 . 1 D E V E L O P I N G A N D S P R E A D I N G K N O W L E D G E 1 1_Ground-breaking ceremony for the construction of the new DFB Academy on 3 May 2019. 2_Synergies of theory and practice: the think tank of the DFB Academy. 3_Innovative: insight into the ‘Mental Speed’ training experience in the DFB Innovation Lab. The DFB wants to be a source of inspiration and satisfy high quality standards, develop knowledge and pass it on, and create the best conditions. The DFB Academy is a project for the whole of German football - for amateurs and pro- fessionals alike. After all, when the national football teams are successful, children and young people begin to emulate their idols. The more successful football is at the top, the greater the influx at grassroots level. And vice versa: the greater the influx of players at grassroots level, the greater the reservoir of talent from which a successful elite team can emerge. This chain of effects, this con- stant cycle, delivers results and insights, suggestions and impetus. And it should ensure that the grass roots of football are strengthened and that the DFB top teams achieve top performances and win titles for Germany. The team gathered around Oliver Bierhoff and Dr Tobias Haupt, head of the DFB Acad- emy, is already pushing forward numerous

64 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 N A T I O N A L T E A M S A N D A C A D E M Y 5 . 2 F O R S U C C E S S F U L W O R K I N A L L C L U B S 1-2_Coach education in theory and practice. 3_Children benefit from qualified coaches at the training base. 1 2 35,531 V I S I T S T O C L U B S A N D S C H O O L S A N D S P E C I A L M I S S I O N S B Y T H E D F B M O B I L E What do Imke Wübbenhorst (BV Cloppenburg), former national team player Tim Borowski (Werder Bremen) and Conny Frank Fritsch (foot- baller on the national team with cerebral palsy and paralysis) all have in common? Together with 21 other participants, they have been attending the 66th DFB football teacher training course at the Hennes Weisweiler Academy since June 2019. “It’s good to see that the DFB Mobile is so well received that demand is still so strong even after 10 years. The fluctuation rate of coaches is high in children’s and youth teams. Recruiting new coaches and qualifying the existing ones through training is, therefore, a con- stant task.” R O N N Y Z I M M E R M A N N D F B V i c e P r e s i d e n t R e f e r e e s a n d Q u a l i f i c a t i o n Football clubs can only master the chal- lenges of the future with qualified club employees who are well prepared to carry out their functions and tasks within an inno- vative, attractive and increasingly complex sphere of club work. For coaches, this means training and supervising a team. The training system, which was continu- ously developed during the reporting period, is a key component of a sound and healthy grass roots and so also a task of the DFB – in close cooperation with the sub-re-

66 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 N A T I O N A L T E A M S A N D A C A D E M Y Congratulations to Giulia Gwinn and Luca Waldschmidt! She took home the Best Young Player Award at the 2019 FIFA Women’s World Cup from France, and he the top scorer award from the U21 European Championship from Italy. Both players are examples of the way Germany nurtures young talent and how they can advance from youth to senior teams. Gwinn had already made the leap to the women’s national team, and Waldschmidt was subsequently nominated for “Die Mannschaft”. 5 . 3 B A C K T O T H E T O P O F T H E W O R L D The German national football teams of women, men and junior players have huge social significance and great appeal. Even though sporting failures caused disparag- ing voices to be heard during the reporting period, the DFB teams still achieve high popularity ratings. The players are ambas- sadors of German football. With their com- mitment to fairness, respect and the socially disadvantaged, they have been forging a unique identity for many years. They are role models for many people – across all social groups. This entails both opportuni- ties and risks. In sporting terms, the DFB wishes to return to the top of the world with its national teams. “The gap isn’t huge, but it is there – and we now have to bridge it. To do this, we have to take the next courageous step,” says Oliver Bierhoff. The management has set itself five strategic goals to be achieved by EURO 2024, the European Championship that will be held at home in Germany: • Top-flight football “Made in Germany” • Campus for Innovation at the DFB Academy • Operational excellence • Enjoyment of playing in a team • Value and image drivers So as to improve the quality of the sport and to have a chance to play for the top places with the German teams again, the DFB has been focusing more strongly on topics such as searching for and developing talent, train- ing innovations, the nurturing of national youth players (personality and creativity) and the management of the national teams since 2019. Moreover, the DFB has developed a sporting mission statement and is setting up a perfor- mance centre in Frankfurt am Main to enhance the performance of its teams. With regard to the organisation, planning and holding of qual- ifying and international matches as well as finals tournaments, the DFB intends to main- tain its high standard. Values that are embodied in the teams will further reinforce cohesion and make the players identify even more strongly with the teams. The DFB Academy is already provid- ing new impetus. W O M E N ’ S N AT I O N A L T E A M The German women’s national football team had set its sights high at the World Cup in France in June and July 2019: its sixth appear- ance in a World Cup semi-final (in eight tour- naments) and the accompanying ticket to the 2020 Olympic Games in Tokyo (as the defending champion). When the team was eliminated in the quarter-finals against Swe- den, neither of these dreams came true. “We’re on a journey. But this defeat does hurt,” said national coach Martina Voss-Teck- lenburg after the match. She replaced interim coach Horst Hrubesch at the top of the wom- en’s national team in the autumn of 2018. G O A L S • Operational excellence and professional processes • Increasing the social role model role of women national team players • Establish new forms of play and greater intermeshing of the funding institutions

68 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 N A T I O N A L T E A M S A N D A C A D E M Y G O A L S • Operational excellence and professional processes in handling the international matches • Supporting personality development via the introduction of a common value base • Further training for national team players (excellence programme of the DFB Academy, workshops, presentations as part of measures, etc.) In order to implement these measures, the Directorate, in cooperation with other DFB departments, drew up a strategy paper and a communication concept for “Die Mannschaft” and the players’ environment (coaches, sub-re- gional associations, clubs, support structures, etc.). Ensuring that young players can rise through the various levels and enabling youth teams to network well with each other is cen- tral to long-term sporting success. G R E AT E R P R O X I M I T Y T O F A N S Since October 2018, the German men’s national team has been seeking even closer contact with its fans through various activities such as open training sessions, fan dialogues and school visits. For example, national team players visited a school and three amateur clubs in the Leipzig region before the interna- tional against Russia in November 2018. They chatted with children and teenagers, signed autographs and stood for photos. In October 2018, the DFB initiated a “fan-expert dialogue” with DFB General Secretary Dr Friedrich Cur- tius, Ralf Köttker (Deputy General Secretary & Director Communication and Public Relations) and Oliver Bierhoff, which was repeated in May 2019. More than 20,000 mostly young fans and children watched the public training ses- sion of the men’s senior national team in Aachen on 5 June 2019. I N C R E A S E D S O C I A L C O M M I T M E N T The national team also continued its social engagement, visiting various charitable insti- tutions such as the Psychosomatik Klinikum Wolfsburg, the AWO senior citizens’ care home ‘Goethewölfe’ in Wolfsburg, the chil- dren’s cancer clinic in Heidelberg and the children’s hospice ‘Sonnenhof’ in Berlin. At the World Cup training camp in Eppan (South Tyrol) in May 2018, the two 2014 World Champions, Matthias Ginter and Thomas Müller, along with team manager Oliver Bierhoff completed a joint training session with a four-member delegation of the German national blind football team. The DFB selection also supported the ‘Her- zenswünsche’ association for seriously ill children and teenagers on several occasions. Several young people received an invitation to attend training sessions for the final and matches of the DFB eleven and were delighted to meet their idols such as Leroy Sané and Antonio Rüdiger. The start of the international match week in March 2019 also marked the beginning of the cooperation between the DFB and the ‘Stiftung RTL – Wir helfen Kindern’ (“RTL Foundation – We Help Children”). The motto is “The DFB and RTL – we help children and make children’s dreams come true”. 1 N AT I O N A L Y O U T H T E A M S “Your next step”, “Team spirit”, “Determina- tion”, “Courage” or “Passion” were displayed on the walls of the team hotel in South Tyrol in June 2019, and these attributes served as an spur and incentive for the players of the German U21 team who were getting ready for the European Championship in Italy. Their aim there was to ensure their place in the Olympics and win the title again. They suc- ceeded with the former aim but not with the latter due to their defeat in the final against Spain. Fifteen goals in five games, plus the second time they took part in the final in a row: The team led by U21 coach Stefan Kuntz, however, left behind a good impression of German football both on and off the pitch. In its junior national teams (seven for boys and four permanent ones for girls), the DFB unites the country’s greatest talents to nur- ture and challenge them at the highest inter- national level. B A C K T O T H E T O P O F T H E W O R L D The youth teams are delivering success sto- ries. For example, the female U17 team won the European Championship for the seventh time in 2019. However, there is still room for improvement: the FIFA U20 Men’s World Cup 2019 in Poland saw no German team take part. As the U19 team missed out on playing in the 2018 European Champion- ships, the U20 team was unable to qualify for Poland. With a view to other, currently more success- ful nations, the DFB sees a need to catch up. The aim is to get all teams playing for top- level positions and titles again in the future. Carrying out the right measures to achieve this goal is the task of Oliver Bierhoff’s man- agement. Driven by the Sports Director for National Teams, Joti Chatzialexiou, ways to improve matters are being developed in the areas of coach development, competition forms and support structures, e.g.: • to take innovative steps in the children and youth sector • to create more space for the development of personalities • to develop new support structures and forms of games and competitions • to return to the “kickabout area” mentality • to reform football teacher training (to make it more individual, flexible, digital) This way, the DFB Academy, under the direc- tion of Professor Tobias Haupt, will also pro- vide important stimuli. The DFB Academy makes available experts who make the work done with young talented players more modern, innovative and holistic. Plans for 2019 include a programme to objectively measure the performance of youth teams and reinforce team cohesion, the develop- ment of a common set of values for the per- G O A L S • Reinforce the “kickabout area mentality”: faster, more direct football that allows for individuality and nurtures creativity • Further establish the U21 team as a link to the senior national team • Improve players in the long term; sustaina- ble integration into the football system via innovative training formats • Operational excellence and professional processes when dealing with international matches

70 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 N A T I O N A L T E A M S A N D A C A D E M Y 5 . 4 “ F O O T B A L L H A S D O N E S U C H A L O T F O R M Y P E R S O N A L D E V E L O P M E N T ” Martin Kaufmann (BW Lohne II) and Thilo Kehrer (Paris Saint-Germain) are two faces of the DFB’s nurturing of talent. These are their very different stories. Martin Kaufmann had a dream. Like so many children, he imagined what it would be like to play as a professional footballer in the Bundesliga or even for the national team. And so there was only one place for the then four-year-old boy to go to in the afternoons: to the football pitch, to kick a ball around. His U7 team coaches soon realised they have a promising talent on their hands: Martin was strong with the ball and he was clever in applying tactical guidelines. “As the ‘last man’, I built up the game from behind,” the now 19-year-old recalls. “ T H I N G S I S T I L L B E N E F I T F R O M T O D AY ” The team he played for at that time boasted an exceptional number of above-average talents. The side already trained three times a week in the U9 level. Martin Kaufmann found his place as a left defender – and stood out at tournaments. He and his team returned victorious from a renowned international under 11 tournament in Spain. His achievements didn’t go unnoticed by the people working for the DFB’s talent pro- motion programme either. At the under 9 scouting tournament, his name landed on the scouts’ slip of paper and he played suc- cessfully – among others with Luc Horst, the current U19 Bundesliga player from Werder Bremen – for four years in his district’s rep- resentative XI. Throughout, he was supported by the training base coaches. “They taught us to be independent, to be fair and respect- ful on the pitch, to have confidence in our- selves and our performance, and to deal with high-pressure situations,” says Martin Kauf- mann. “Things that I still benefit from today.” At the same time, he made the leap into the talent team of Werder Bremen, who picked him up for training once a week. His com- mitment paid off: Werder put him in the U13 team. The chance to become a “major player” was within his grasp. AT T H E S I D E O F F I E T E A R P And so Martin Kaufmann meticulously honed his football career at Werder and in the Bre- men selection – above all, thanks to his par- ents’ support. “Without them, none of this would have been possible,” he says. During this time, he played against Bayern profes- sional Fiete Arp, for example, and, with his team, managed a draw against Atlético Madrid in an international tournament. His coach in the meantime was Florian Kohfeldt, now head coach at Werder Bremen and most recently named ‘Trainer of the Year’ by the DFB. “That was a cool time,” says Martin Kauf mann. In the U15 team, however, he sensed that his path at Werder Bremen was coming to an end. He started sitting on the bench more often. The club said he had physical deficiencies. “It was hard and disappoint- ing when I was out. Somehow, it was clear that the dream of becoming a professional footballer was over for the time being,” Kaufmann says. From then on, he would play for his birthplace Lohne in the Lower Saxony League of the U17 and later U19 teams, where he was a regular player. And he didn’t escape the attention of the Lower Saxony Football Association (NFV). He shone at the scouting tournament of the U16 in Barsinghausen. However, an injury prevented him from making it into the Lower Saxony XI. “ P A S S I N G O N T O Y O U N G P L AY E R S ” “After that, I took things a bit easier from a sporting point of view, made more personal contacts again and focused on school,” Kauf- mann says. But football remained his life’s work. After graduating from high school in 2018, he did voluntary service with his club BW Lohne and picked up the little boys and girls from the region to take them to foot- ball training. Later on, he wants to study sports medicine. He already has the C-li- cence for coaches. The B-licence is to fol- low. “I’ve learnt and benefited a lot from tal- ent promotion. I’d like to pass this on to other young players,” he says. In the new season he has, since then, been rewarded for his commitment by becoming a regular in the first team at Lohne who play in the Landesliga, Germany’s fifth tier of football. And who knows, maybe one day he will get another chance to play at a higher level. One thing, however, is absolutely clear for Kaufmann: “Football has done such a lot for my personal development and will always remain part of my life.”

72 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 N A T I O N A L T E A M S A N D A C A D E M Y Thilo Kehrer, Svenja Huth or Manuel Neuer…they all found their way into the German national team thanks to the German Football Association nurturing their talent. Young talented footballers are given a wide range of comprehensive training opportunities at various stages of their development. TA L E N T S – F I N D I N G , P R O M O T I N G & C H A L L E N G I N G 1 The nationwide system of talent promotion from Flensburg to Garmisch-Partenkirchen and from Aachen to Görlitz benefits from the cooperation between grassroots clubs, the sub-regional associations, the DFL and the DFB. In 2019, the DFB, with the aid of its roughly 1,280 training base coaches, eval- uated a total of 650,000 young players. The promotion of new talent is based on a holis- tic, sports-based and value-based training system on three levels: the DFB talent pro- motion programme, the Youth Academies of the national and regional league clubs, and the elite football schools. Around 2,112,000 million boys (up to 18 years) and girls (up to 16 years) in Germany play football in a club in 2019, according to DFB member statistics. The DFB is hoping that EURO 2024 will have a positive impact, similar to that seen after the 2006 World Cup. G O A L S • Further develop quality management in the Youth Academies • Nurture girls and women: greater integra- tion with all partners at all levels of promotion • Develop the communication platform: dual career • Funino: with particular focus on playing in mixed teams The association’s close-knit support system is designed to provide the best possible back- ing for the young talent on a possible career path from their local clubs to licensed and higher-class amateur football teams or to the DFB teams. S U C C E S S F U L C O O P E R AT I O N F R O M T H E G R A S S R O O T S T O T H E T O P The cornerstone for the success of the Ger- man talent scouting system is the coopera- tion between the clubs at grassroots level, the sub-regional associations, the DFL and the DFB. Careful coordination processes are meant to ensure that hardly any talent falls by the wayside. The DFB system offers all kinds of players – from early to late developers – an individ- ual professional training path. Late develop- ers have the chance to benefit from addi- tional support through the training base system close to their homes so they can develop in familiar surroundings. Early devel- opers are given the best possible support, for example in the Youth Academies. This is where the German talent promotion system differs from that of other European national associations. And it pays off, too: according to a study by the International Centre for Sports Studies, at more than 50%, the share of home-grown talent in the two highest divisions in Germany is high compared to other European leagues. Level 1: the talent development pro- gramme The DFB’s support for boys and girls aged eleven and over is based on three levels. In 2018, around 14,000 children aged between 11 and 14 went through the talent develop- ment programme and were first sighted then supported by around 1,280 licensed train- ers working on a fee basis. It is not just their football skills such as stam- ina, coordination, technique or tactical understanding that the girls and boys improve. The DFB also sets great store by training value-based and socially relevant aspects such as fairness, team spirit, disci- pline, motivation and respect. The DFB’s 29 full-time training base coor- dinators play a key role in organising the screening of young talent. In close coop- eration with the sub-regional associations, they ensure that a uniform training philos- ophy is applied and communicated right down to the grassroots level. This includes recording the performance data of the scouted talents and transferring them to a database. Career paths can therefore be traced, developments made visible and any necessary corrections initiated. Moreover, the screening process is scientifically mon-

74 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S 6 . S O C I A L R E S P O N S I B I L I T Y A N D FA N S Diversity; human rights; fair play; fan, environmen- tal or health concerns…the expectation that organised football should provide society with new ideas is high. The DFB’s Social Responsibility Commission is dedicated to all socio-political issues relevant to football. It draws up appropri- ate concepts, recommendations for action and possible solutions for many areas of responsibility of the DFB, the sub-regional asso- ciations and clubs. The DFB foundations enrich the DFB’s social commitment by developing their own initiatives and programmes and supporting clubs and associations in their commitment to social and socio- political issues.

76 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S The full power of football is demon- strated far away from the big arenas, because on fields, meadows, simple lawns and cinder pitches all over the world, football often stands for much more than victory or defeat. With its international commitment, the DFB is also making a contribution to develop- ment cooperation and international understanding. T O G E T H E R S T R O N G pic Sports Confederation (DOSB) for years. The DFB is currently involved in long-term projects in Kosovo, Botswana and The Gam- bia. In The Gambia, for example, the expe- rienced coach Monika Staab, as director of the ‘German Gambian Football Project’, is working together with local staff to carry out a strategic plan for the sustainable devel- opment of women’s and girls’ football. The ‘Sport for Development’ approach is to be understood as development through sport, in which measures to promote edu- cation, health, inclusion, diversity and the prevention of violence in developing and emerging countries are applied. Within this framework, the DFB has been cooperating with the Federal Ministry for Economic Coop- eration and Development (BMZ) and its main contractor, the German Society for Interna- tional Cooperation (GIZ), since 2013. On site, existing structures are respected and used, and support is always provided in close coop- eration and on an equal footing with local stakeholders such as NGOs or schools. So far, hundreds of thousands of children and adolescents in 32 countries have ben- efited from the jointly developed measures of the initiative. During the reporting period, the DFB was active in seven countries: • Brazil • Colombia • Namibia • the Palestinian territories • Jordan • Mozambique • Indonesia In these countries, sport is being used in a targeted manner to convey social skills and knowledge on topics such as violence pre- vention, health education or gender justice 1 “I know from my own experi- ence what enormous power football has. It inspires and unites people no matter where they come from.” G E R A L D A S A M O A H Football for Development Ambassador The overall aim is to use sport to promote the UN’s sustainable development goals, such as gender equality, violence prevention and vocational training. The development of each and every individual and thereby the devel- opment of society are the focus of attention. The DFB contributes to these goals by pro- moting them IN and THROUGH football. “International Sport Promotion” is concerned with development IN sport to promote sus- tainable football structures in grassroots, school and competitive football in both developing and emerging countries. The DFB – like other German sports associations – has been working closely with the Federal Foreign Office (AA) and the German Olym-

78 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S 6 . 2 F O R T H E R E S H U M A N R I G H T S 2 1 1_German-Russian encounter at the under-18 peace game 2018 in Russia. 2_History up close: the under-18s at the Mamayev Hill in Volgograd. The memorial commemorates the Soviet dead in the battle of Stalingrad in the winter of 1942-43. 3_Despite being just 1.38 m tall, Cem Yazirlioglu is treated like any other referee by teams and coaches. 3 UNITED VEREINT IM CEM YAZIRLIOGLU IST MIT SE TRAINER EIN S SIE SI SEID IHR ES A

80 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S and external stakeholders and experts is an integral part of the policy development process. Among other things, regular exchanges and updates took place • at the DFB Dialogue Forum ‘On the Way to a Sustainable EURO 2024’ in Frankfurt am Main (human rights table topic) on 23 October 2017 • in work phases on the ‘Human Rights Light- house’ at the DFB Annual Conference for Social Responsibility in Barsinghausen on 23 November 2017 • during the exchange of experts in Berlin on 5 September 2018 (among others with Football Supporters Europe, the German Bishops’ Conference, Transparency Inter- national Germany, terre des hommes Ger- many, Reporters Without Borders, Amnesty International Germany, German Institute for Human Rights, German Child Protection Association) • in the workshop on human rights at the DFB Annual Conference for Social Respon- sibility on 29 November 2018 The DFB Presidential Board is planning to adopt the human rights policy developed in this process by the end of 2019. The DFB is to officially incorporate its commitment to respect human rights into the associa- tion’s statutes at the DFB’s triennial Con- gress on 27 September 2019. The policy offers great potential due to the huge appeal of football: the association has the chance to reach grassroots players and its more than seven million members through its regional and sub-regional associations. Particularly in view of UEFA EURO 2024, the DFB is aware of the symbolic power of the topic: the tournament will be the first to be organised and hosted on the basis of the UN Guiding Principles on Business and Human Rights. The hopes placed on the association are correspondingly high. At the same time, it is an opportunity to set a standard for future major events, not only in football. That is why the DFB, together with the ven- ues, has set itself the goal of sending a clear signal to respect human rights. The concept was already a vital aspect of the bid and the EURO 2024 sustainability concept. For example, the DFB conducted a preliminary analysis of the possible impact on human rights of hosting the EURO in Germany. Moreover, the association, along with the 10 host cities, issued an additional decla- ration promising that, if Germany won the bid, it would take steps to identify, prevent and remedy the human rights impact of the tournament in line with the UN’s guiding principles. Spin training in the Palestinian Territories as part of a ‘Sport for Development’ project. • ENSURING ALL THE BASIC PRINCIPLES AND FRAMEWORK CONDITIONS FOR THE GAME AND THE INTEGRITY OF THE COMPETITION • PROTECTING CHILD WELFARE IN THE CONTEXT OF SPORT • FOOTBALL OPEN TO ALL; ANTI-DISCRIMINA- TION • COMMITMENT TO PROTECT EVERYONE INVOLVED IN FOOTBALL FROM DISCRIMINA- TION • ENSURING THE RIGHTS OF YOUNG TALENTED PLAYERS AND WORKERS ON STADIUM CONSTRUCTION SITES AND IN STADIUMS Various measures are being planned to rein- force human rights in the areas of dialogue, implementation, communication and mon- itoring. For instance, existing DFB discus- sion forums and awards ceremonies as well as new series of events relating to EURO 2024 will be used to address human rights challenges at major sporting events. Sus- tainable procurement guidelines for service providers and producers with a focus on complying with minimum human rights standards will be introduced and clearly communicated. The aim is also to review the effectiveness of the human rights meas- ures taken and to involve current and for- mer national team players in the commu- nication measures. • RESPECT FOR ALL INTERNATIONALLY RECOGNISED HUMAN RIGHTS • COMMITMENT – ALSO USING THE SOCIAL INFLUENCE OF THE DFB – WITHIN THE FRAMEWORK OF DFB ACTIVITIES FOR THE RESPECT OF THESE RIGHTS • A LIGHTHOUSE – ALSO INTERNATIONALLY – AND A MODEL FOR THE RESPECT AND OBSERVANCE OF HUMAN RIGHTS IN THE OVERALL SOCIAL CONTEXT G O A L S • Develop and enact an action plan • Develop specific measures for EURO 2024

82 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S sexualised violence through a DFB board resolution and by signing the Munich Dec- laration. The continuous application of cor- responding measures has been ensured since the adoption of the “Concept to pre- vent and intervene in the case of sexualised violence in football” by the DFB Presiden- tial Board in the spring of 2015. The con- cept was developed together with the regional and sub-regional associations. The ten points have since been implemented on a binding basis. In June 2015, the DFB published the bro- chure ‘Kinderschutz im Verein’ (“Child Pro- tection in the Club”) and revised its website content on the topic. The brochure is now in its 3rd edition and has been accessed around 15,000 times by associations and clubs. The DFB also provides clubs with guidelines on how to act in suspicious cases and enables them to get in touch with exter- nal experts. In May 2018, the DFB extended until 2021 its cooperation with the German Child Protection Association (DKSB), which began in 2015. Since 2015, the DFB has been inviting the regional and sub-regional associations to its annual child protection symposium, where it trains the staff of the regional and sub-regional associations responsible for the issue in prevention and intervention topics. The symposium also serves to pro- mote networking and the continuous exchange of experience. Q U A L I F I C AT I O N Together with an expert from the German Child Protection Association, in 2017, the DFB trained those men and women who act as contact persons for child and youth pro- tection in their DFB teams or institutions: • the team managers of the national youth teams • the training base coordinators • the prevention officers at the Youth Acad- emies • the referee supervisors and instructors • the men and women who lead and super- vise the football camps of the DFB Egidius Braun Foundation throughout German sport has prompted the association to publish video messages from DFB national team players in support of the call. Moreover, as part of its grassroots football campaign ‘Our Amateurs. Real profession- als’, the DFB developed a child protection motif and made it available to all regional and sub-regional associations for broad dis- tribution at grassroots level. With this motif, clubs and associations can make clear their position on the topic and so promote a cul- ture of not looking away. In the video mes- sages and the poster motif, it is pointed out that extra information is available from the dsj “safesport.dosb.de”, which provides data and documents on preventing and interven- ing in cases of sexualised violence in sport. For all other people who work with children and young people in these teams, institu- tions and at DFB events, the association developed an online tool to raise their awareness of this issue. UEFA has also put the issue of child safety on its agenda and the DFB is playing a sup- porting role here. Together with other national associations, it advises UEFA and its cooperation partner terre des hommes on the development of a policy on “Child Safeguarding in European Football”. The UEFA study group on this topic took place with participants from 40 countries at the DFB headquarters in Frankfurt in March 2019. P U B L I C R E L AT I O N S As of May 2019, the DFB has been giving the issue of children and youth protection in football a high profile in public. The call of the “Independent Commission to Inves- tigate Child Sexual Abuse” to those affected • CHILDREN & TEENAGERS FEEL SAFE WHEN PLAYING FOOTBALL • PARENTS KNOW THEIR CHILDREN ARE SAFE AND SECURE AT FOOTBALL • MORE KIDS PLAYING FOOTBALL • RESPECTFUL HANDLING OF THE PERSONAL BOUNDARIES OF OTHERS • PERSONALITY DEVELOPMENT OF CHILDREN AND TEENAGERS WITHOUT PRESSURE, COMPULSION OR FEAR G O A L S • Support associations so they can advise clubs in such a way that everyone has a qualified child protection officer • Shape DFB teams, institutions and measures with children and young people in a non-violent manner and for their benefit • Help those responsible to act with confidence in the event of questions and suspected cases and foster a culture of scrutiny in association and club teams • FOOTBALL AS A PLACE WHERE CHILDREN AND YOUNG PEOPLE CAN GROW UP IN A SOCIAL ENVIRONMENT • FINDING CONTACT PERSONS AND TRUSTED THIRD PARTIES (ALSO FOR PROBLEMS BEYOND SPORT) • BOLSTERING PERSONALITY DEVELOPMENT (“SAY NO” WHEN BOUNDARIES ARE CROSSED) 1_Award-winning child protection: Peter Ott (right) and his team from JFC Gera are delighted their work is appreciated. 1

84 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S 6 . 4 E X P E R I E N C E D I V E R S I T Y 1 “Whenever something happens that isn’t right, we mustn’t look away; we have to address problems head on.” C A C A U DFB Integration Officer 2 Football can move people – both actively and passively, across all social classes and nationalities, regardless of gender, disability, origin, sexual orientation, culture or religion. This diversity enriches football and our society. The DFB is committed to ensuring respectful, fair and open cooperation and actively opposes discrimination.

86 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S S O C C E R F O R E V E R Y O N E – I N C L U S I V E F O O T B A L L O F F E R S The DFB Sepp Herberger Foundation ena- bles disadvantaged people to take part in organised football through various activities. The foundation also exploits football’s potential to stimulate social and societal processes. To integrate people with disabilities more strongly into the structures of clubs and associations and thereby into society at large, the foundation launched a qualifica- tion campaign for coaches in handicapped football in December 2018 along with the DFB team division for the training, advanced training and ongoing education of sub-re- gional associations. To this end, the “Train- ing online” section on DFB.de was initially expanded to include 19 full training hours and a “club platform”. This is a key addition to the inclusion initiative launched in 2012, under which the foundation co-finances con- tact persons in all 21 of the DFB’s sub-re- gional associations. In 2017, the DFB Sepp Herberger Founda- tion and the DFL Foundation together with the DFB sub-regional associations started an inclusive tournament series with the Foot- ball Friends Cup. It enables children and adolescents with disabilities to actively play football and brings disabled football further into the public eye. Five professional clubs host the tournaments. In 2018, more than 40 teams took part again. F O O T B A L L A N D R A P – F O R L I F E A F T E R W A R D S With its resocialisation initiative ‘Kick-off for a new life’, the DFB Sepp Herberger Foun- dation, together with the participating judi- cial institutions, the Federal Employment Agency, the sub-regional football associa- tions and other partners, is creating pros- pects for (young) prison inmates – in terms of both careers and sport. The motivation behind it is to integrate them into the foot- ball family through various functions. In the period under review, the number of partici- pating correctional and juvenile prisons rose from 17 to 22 (in 10 federal states) and new activities were added, such as the ‘Team- song’ project in 2017. The rehabilitation of prison inmates was an issue that was very close to Sepp Herberger’s heart. H O N O U R E D I N S P I E Z Since 2013, the foundation has been award- ing Sepp Herberger Certificates to players in organised football for their exemplary and Serdal Celebi from FC St Pauli received a lot of media attention in August 2018. In the final match of the German Blind Football League, organised by the DFB Sepp Herberger Foundation, against MTV Stuttgart, he placed a spectacular shot into the upper corner of the goal and was voted Goal Scorer of the Month by viewers of the popular sports show ‘Sportschau’. In the voting for Goal of the Year, he finished in 3rd place. pioneering commitment to handicapped football, rehabilitation, the interaction between schools and clubs and in the field of “Football Digital”. A total of up to 105 certificates are awarded every year. The 13 prize winners were honoured in Spiez, Swit- zerland, in 2019. Horst Eckel, the last sur- viving world champion of 1954, was hon- oured at the Strandhotel Belvedere on Lake Thun, where the German team had also resided in 1954. The winners received cash and material prizes totalling €58,000. C O M M I T M E N T T O A N T I - D I S C R I M I N AT I O N Respect for human rights and the protection of minorities are inalienable values in soci- ety and also in football. The DFB actively opposes discrimination in any form and con- tinues to pursue the following objectives: • Monitoring of incidents of discrimination and extremism (annual situation report of grassroots football/match observation of national team) • Enabling associations and clubs (of the 3rd and regional divisions) to recognise and handle incidents of discrimination and extremism • Exchange with network partners and their support • Making best practice projects visible In the period under review, the DFB estab- lished a reliable situation report on the issue of anti-discrimination and drew up concrete recommendations for action for the sub-re- gional associations. Other focal points include: • Exchange of experience with third-division and regional league clubs • Brochure for the 10-year anniversary of the Julius Hirsch Prize • Support of campaign days • E-learning for referees to recognise inci- dents of violence and discrimination • Expert dialogue with the network “Sport and politics united against right-wing extremism” The DFB is also self-critical of its own con- duct. For example, it has publicly declared that, in view of the racist attacks against its national team players Mesut Ozil and İlkay Gundoğan, the DFB should have positioned itself more clearly and protected the play- ers after photos of them with Turkish Presi- dent Erdoğan emerged. P R I Z E I N R E M E M B R A N C E O F J U L I U S H I R S C H Since 2005, the Julius Hirsch Prize has been awarded to individuals, initiatives and clubs who have shown exemplary commitment as active players on the football pitch, as fans in the stadium, in the club and in society, and who stand up against discrimination, especially anti-Semitism and racism. The prize in memory of the national team player of the Jewish faith who was murdered in Auschwitz Concentration Camp in 1943 has a unique status in the world of sport and is also regarded internationally as a beacon of remembrance. Keynote speakers at the award ceremonies between 2016 and 2019 included journalist Hans Leyendecker and singer Herbert Gronemeyer. The people awarded the prize are role models who make a contribution to the strengthening of a dem- ocratic civil society. To date, the DFB has selected 39 prize winners from over 1,200 applications.

88 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S from the Baden Football Association and Pia Mann from DISCOVER FOOTBALL also attended the hoisting of the rainbow flag on site. K E Y A S P E C T O F E U R O 2 0 2 4 Diversity is also a key aspect of the sustain- able organisation of the 2024 European Championship in Germany. It is one of eight fields of action in the DFB sustainability concept developed for this precise purpose. The TV ad of the new DFB mobility partner Volkswagen also pays attention to the issue of diversity. The theme of the advertising campaign, which will be made public in 2019, is “We are all football”. The advert shows young football players, football field heroes, volunteers and fans entering the Berlin Olympic Stadium together with the national team players and the coaching staff led by Joachim Low. This shows the full breadth of the football community and illustrates the central values of football such as passion, diversity and fairness. • GETTING CHILDREN AND ADULTS MOVING • QUALIFICATION, KNOWLEDGE TRANSFER AND STRENGTHENING OF HANDICAP FOOTBALL • INTEGRATING REFUGEES ENSURES THE FUTURE OF EXISTING TEAMS • FOOTBALL AS A PLACE OF PARTICIPATION AND ENCOUNTER, E.G. FOR IMMIGRANTS AND PEOPLE WITH AND WITHOUT DISABILITY • REDUCING PREJUDICE AND DISPELLING UNFOUNDED FEARS • CREATING FRIENDSHIPS BETWEEN DIFFERENT SOCIAL GROUPS • CONTRIBUTING TO A COMMUNITY OF VALUES THAT IS FREE OF PREJUDICE AND DISCRIMINA- TION • STIMULUS AND CATALYST IN THE FIELD OF INCLUSION, INTEGRATION AND A WELCOMING CULTURE • COMMUNICATING VALUES AND DEMOCRATIC SKILLS VIA SOCIALLY INCLUSIVE, EXPERIEN- TIAL & EDUCATIONAL MEASURES, STRENGTH- ENING THE ROLE OF FOOTBALL AS A MODEL FOR SOCIETY 1 Since November 2018, the DFB has offered a webinar against homophobia and trans- phobia for volunteer club members – initi- ated with the Federal Foundation Magnus Hirschfeld (BMH) and implemented by Pro- fessor Martin Schweer of the University of Vechta. The psychologist is the scientific director of the Hirschfeld Foundation’s edu- cational and research initiative ‘Football for Diversity - Football against Homophobia and Sexism’. Thomas Hitzlsperger, a former national team player and current DFB Diver- sity Ambassador, who first came out pub- licly in 2014, invited representatives of the 21 sub-regional associations to exchange their experiences. R A I N B O W F L A G I N F R O N T O F T H E D F B The DFB set one special example of diver- sity in the summer of 2019 on the occasion of the 50th anniversary of the Stonewall riots in New York. On 28 June 1969, gay, lesbian, bisexual and transgender people demon- strated against a raid on a bar in Christopher Street. Every year parades are held around the world to commemorate this day. For once it wasn’t the green banner with the association’s logo that flew in front of the DFB’s headquarters in Frankfurt, but the rainbow flag, raised by DFB General Secre- tary Dr Friedrich Curtius. “On the field or under the aegis of the DFB, no-one may be excluded on the basis of their sexual orien- tation, identity, skin colour, religion or ori- gin. With this campaign, we also wanted to empower our LGBTI players and employ- ees,” Curtius said. Christian Rudolph, board member of the Gay and Lesbian Association in Germany; Conrad Lippert from the Julius Hirsch prize-winning organisation Football Fans Against Homophobia; Sven Kistner from the Queer Football Fan Clubs; Sven Wolf G O A L S • Reinforce positioning against discrimina- tion and for sexual diversity • Participation, equal opportunities and integration: raise the number of migrants in voluntary work, further develop activities in handicapped football, improve the vocational and sports prospects of former prison inmates, increase victim empathy, open up prospects for disadvantaged people • Promote social and societal development processes worldwide 1_DFB General Secretary Dr Friedrich Curtius raises the rainbow flag together with representatives of the queer fan scene in front of the DFB headquarters in Frankfurt.

90 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S A penalty decision corrected by the coach, help for an injured opponent or the calm- ing down of players and fans of their own club in the event of aggression on and off the pitches…Germany’s football commu- nity lives and breathes “fair play” every single week. Opinion polls show that teaching fair play is rated as one of the most important tasks of the DFB. As there are serious incidents of violence and dis- crimination on football pitches from time to time, the DFB is becoming ever more committed to the areas of prevention and intervention. 6 . 5 N O V I C T O R Y AT A N Y P R I C E The German Football Association and its regional and sub-regional associations acknowledge their responsibility towards ensuring the long-term survival of the game of football – at the top as well as at grassroots level. Fair play is a pillar. The DFB makes good use of its social appeal and constantly raises awareness of the value of fairness: from the active players, coaches, club representatives, the officials and referees to the fans and from the very youngest players to the senior teams. Supported by the Fair Play and Violence Prevention Working Group led by Profes- sor Gunter A. Pilz, the association is ded- icated to further boosting fair play in pro- fessional and amateur football and to preventing incidents of violence and dis- crimination with the aim of intensifying respectful interaction with one another and upholding equal opportunities. Its commitment is based on the holistic violence prevention concept ‘Fair is more’ developed by the DFB and its regional and sub-regional associations in 2014. The DFB focuses primarily on young people and increasingly also on those affected by vio- lence. The emphasis is on the three build- ing blocks of • Prevention • Early detection • Intervention 1. Be grateful, don‘t quarrel Show respect to everyone involved. 2. Be happy, not rude Put fun first. 3. Compliment rather than CritiCiSe Empower with positive feedback. 4. experienCe over reSultS Don‘t put the result above all else. 5. Be a role model not a raging Bull Be aware of the example you set. So that footBall StayS fun! www.dfb.de/fairplaykarte

92 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S The sub-regional associations select the Fair Play Gesture of the Month from all the entries received. At the end of the season, the 21 sub-regional associations each choose their annual winner. They are also nominated for the competition at national level. The national winner at grassroots level is finally selected by a DFB jury and is awarded the ‘Fair Play Medal’ in a ceremony to which all 21 sub-regional winners are invited. In 2018, the sub-regional associations registered a total of 749 Fair Play Gestures. During the reporting period (the 2016-17, 2017- 18 and 2018-19 seasons), an average of 700 entries were received. The quality of the gestures reported mostly indicates how high the level of fair play behaviour is. Fair Play Days Since 2015, the German Football Associ- ation has been organising the Fair Play Days once a year across Germany. Together with the sub-regional associations, the member clubs are also encouraged to join in. The Fair Play Days have a different motto every year. In 2018, special attention was directed towards parents involved in chil- dren’s football. Under the motto of ‘Stay fair, dear parents’, the DFB and experts from the sub-regional associations drew up five tips for fair behaviour on the side- lines. The slogans are printed on a green card. The 2018 Fair Play Days included two matchday weekends in mid-September. The DFB and its regional associations called on all of the youngest players, U9 and some U11 players to show their parents or other spectators the Fair Play card on one of the two match days during the Fair Play Days. More than 250,000 Fair Play cards and 22,000 corresponding posters were sent to the league administrators in July 2018 via the youth supervisors and Fair Play representatives of the sub-re- gional associations. In addition, 30,000 ‘Stay fair, dear parents’ flyers were distrib- uted. M O D U L E # 2 : ‘ D E T E C T & C O U N T E R V I O L E N C E I N F O O T B A L L E A R LY O N ’ Improving safety With the start of the 2016-17 season, the DFB drew up recommendations for clubs to improve safety in grassroots football. The aim is to provide clubs with assistance to prevent violent and discriminatory inci- dents in their area of responsibility as far as possible. This resulted in the ‘Guide to Safety in Grassroots Football’ in April 2018. The guide was sent to the sub-regional associations, who make it available to the relevant staff and to all interested parties via their home page. The regular meetings of the safety officers of the sub-regional associations should now also serve to con- tinuously develop the guideline so as to meet the needs of the sub-regional asso- ciation and its clubs. M O D U L E # 3 : ‘ TA K E A C T I O N A G A I N S T ( I N C I D E N T S O F ) V I O L E N C E ’ 1 Recommendations for dealing with inci- dents of violence and discrimination Most of the incidents at football matches end up in the sports courts, where they are tried and judged on the basis of the online match report that referees complete after the game, detailing incidents worthy of disciplinary action. But the sports courts and those responsible in the sub-regional associations hear about sometimes seri- ous cases via other channels, too. So as to make the many existing and proven intervention measures transparent and available to all sub-regional associations, a pilot project group consisting of repre- sentatives of the sub-regional associations and the DFB drew up recommendations for action by October 2018. The goal is to help towards standardising procedures in cases of violence and discrimination. Each indi- vidual sub-regional association can use these recommendations and tailor them to its individual needs. Fair Play League Since the 2014-15 season, all sub-regional associations have been successively con- verting their regular games in the U7 and U9 leagues to the Fair Play League. The DFB laid down generally binding regula- tions for the 2017-18 season. Thanks to the DFB’s triennial Congress in 2016, the 2018 Fair Play League was then established nationwide. In the same year, the DFB pro- duced supporting materials and forwarded them to the sub-regional associations. While respecting the autonomy of the sub-regional associations and their sports jurisdiction, the sports courts also formu- late minimum standards regarding the pos- sibilities of imposing and using constraints and/or sanctions. The aim is not to exclude offenders from the club or association, but to encourage them to change their atti- tude and behaviour by means of appropri- ate intervention measures and (probation- ary) conditions. The recommendations for action focus on standardising – or at least 2 1_ As part of the Fair Play Days, child footballers show their parents the Fair Play cards. 2-3_Fair Play in children’s football in action.

94 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S “ I W O U L D A LWAY S A C T L I K E T H AT ” Lukas Bohnert showed great courage when it came down to it. “Looking back, I’m glad I did it,” says the district league footballer from the traditional South Baden club VfR Achern. The German Football Association awarded Bohnert the Fair Play medal in the ‘Special Award’ cate- gory for his resolute intervention. What happened? In May 2018, Lukas Boh- nert and his club welcomed the SG Lauf/ Obersasbach team to the relegation battle. Achern took the lead and the away team equalized in the 53rd minute. When referee Julian Jung blew the whistle for full time, the draw was official – and the match was over. Everyday life in the district league – but not for the match official. He had flashed the yellow card after a foul committed by a fellow player of Bohnert. When the cautioned player complained loudly after almost every whistle in the second half, the referee drew the line. “That’s enough now,” Jung said. Clear, unambiguous, de-escalating words. But the next – let’s say – critical remark fol- lowed and Jung wrote in his match report: “I had no choice but to send him off.” At the end of the match, the referee had to run the gauntlet. A friend of the player who had been sent off came into the referee’s dressing room without knocking, threaten- ing “I’ll get you!” After Jung had picked up his money, this friend and the player were waiting for him at the exit. Julian Jung was pushed, grabbed by the collar and shoved against the metal gate. Then Lukas Bohnert courageously stepped in. It was thanks to him that Jung eventually went home unharmed. Bohnert and Thomas Hohgräbe, then a member of Achern’s board of direc- tors, made sure Jung got to his car safely. An important moment, an exemplary action. But it must also be said that VfR Achern is an exemplarily managed club and certainly anything but a “hot spot”. Achern’s Sports Director, Carlo Fusaro, states unequivocally: “The banned player has not been active since then, but is still a club member and often watches our home games. We took the necessary action, but, after more than a year later, we’d like to give him a chance to return to the club at some point. But it’s also clear that the referee was absolutely right and any kind of abusive behaviour against a referee is not okay.” Although lurid headlines sometimes give rise to the feeling that the climate has become rougher, that more and more players – driven by fear of relegation or growing pressure to perform – unleash their frustrations on foot- ball pitches, the truth is that the figures don’t support that. The situation report in grass- roots football shows that the number of aban- doned matches, violent acts and incidents of discrimination has remained at a low level for

96 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S 6 . 6 B E T W E E N A R T I F I C I A L G R A S S A N D A C O M B I - T I C K E T 1 you “also” do. As an outdoor sport, football depends too much on an intact environ- ment for that. Recent developments like the ‘Fridays for Future’ movement demon- strate this: young people have seen the signs of the times and are prepared to work to make our world sustainable. This poten- tial must also be used for environmental and climate protection in football.” 1. Heat wave, water shortage, microplastics: the environment is also an issue for football. 2. Exemplary: solar panels on sports facilities. 2 Ever cleaned your football boots with rainwater? We also need to do a lot of little things to make a big impact. Football and the 6.5 million active and pas- sive footballers in Germany also influence the environment and the climate – be it through the emission of pollutants during trips to away games, the energy consumed by floodlights, watering the pitches, waste disposal after a home match day or microplastics on artificial turf pitches. NEW MANAGEMENT OF THE ENVIRONMENT WORKING GROUP The DFB is aware of its social responsibility and its function as a role model, a function that has never been as important as it is today. At the time of the 2015-16 Sport ENVIRONMENTAL SERVICE PROVIDERS Cooperating with public authorities is also very important: sports facilities are often owned by local authorities, and clubs are tenants. Making corresponding structural changes or installing energy-saving tech- nology are, therefore, often not possible for the clubs. At the same time, the reverse is also true: environmentally friendly behav- iour by clubs does not always pay off in terms of lower utilisation charges, for exam- ple. The DFB therefore represents the polit- ical interests of football in environmentally relevant issues and sees itself as a service provider for the clubs. The website DFB.de is a key way to pass on the information of the regional and sub-re- gional associations as well as the clubs – even though the associations often lack designated contact persons and active help- ers for this specific topic. Further aware- ness-raising and support in building struc- tures are central concerns of the DFB. Development Report, environmental pro- tection was not yet a top issue in the clubs. In the meantime, however, topics such as electromobility, the CO2 tax and record heat waves dominate the social discourse. These are developments that football can- not – and does not wish to – shirk. Since 2016, former national team player and two-time world champion Sonja Fuss has headed the DFB’s Environment Work- ing Group. “I aim to ensure that the cross-cut- ting task of environmental protection becomes even more firmly established in football’s thoughts and actions. The envi- ronment mustn’t remain a side issue that The fact checks and guidelines developed provide concrete assistance: in 2017, the DFB published a new edition of the Com- pendium Sports Field Construction & Main- tenance. In addition, the fact check entitled “Beverage cups in the stadium” with the key question “Reusable or disposable?” as well as guidelines on integrated plant pro-

98 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S 6 . 7 S TAY IN G H E A LT H Y W I T H F O O T B A L L I S C H I L D ’ S P L AY With its nationwide, varied and cost-effective range of football offers, the DFB gets millions of people – both young and old – moving week after week, making a positive contribution to pro- moting a healthy lifestyle in Germany. The DFB’s measures start with the very youngest children and extend all the way to senior football. Encouraging a healthy lifestyle is the DFB’s main task in the area of health. This is mainly achieved through the exercise programmes the clubs offer and the DFB supplements this with, among other things, tips on healthy eat- ing. During the reporting period, the DFB also focused on preventing and dealing with head injuries and emergencies. Work on raising awareness of mental illness also continued. C O O P E R AT I O N W I T H T H E B Z G A The Federal Centre for Health Education (BZgA) is a close and reliable partner of the DFB when it comes to implementing pre- vention measures. In January 2018, the DFB and the BZgA extended their 25-year collaboration for a further three years. The partnership focuses in particular on raising awareness among young footballers regarding a healthy life- style and provides advice and new services for football clubs for the roughly two mil- lion footballers in youth teams in Germany. Beyond that, there are plans to intensify the dialogue with the DFB’s regional and sub-re- gional associations. The initiative for early addiction prevention ‘Making children strong’ and the DFB’s par- ticipation in the nationwide action alliance ‘Enjoying Alcohol-Free Sport’ also remain firm components. By the end of the first half of the 2017-18 school year, the pre- vention campaigns made 11,500 support packages available to football clubs and schools. The BZgA continues to take part in the ‘DFB-DOPPELPASS 2020’, a project that promotes cooperation between clubs and schools. New additions are joint meas- ures in the field of health for women and men in football and the topic of preventing gambling addiction. H E A LT H Y E AT I N G In June 2019, with the aim of creating pos- itive awareness of the topic of “healthy eat- ing”, the DFB extended by a further three years its nutrition partnership with the REWE supermarket chain, which started in 2008. In line with the motto of ‘Goal hungry – eat properly, kick better’, numerous campaigns are being carried out – ranging from the DFB football badge, to school football, to social engagement in more than 2,000 clubs. REWE will establish healthy eating as a fixed programme item within these popular sports offers and so make its exper- tise available to all amateur footballers. A brochure on food intolerances and aller- gies in football was published on the fringes of the 2018 conference of the Bun- desliga doctors, together with the nutri- tional physician Professor Hans-Konrad Biesalski from the University of Hohen- heim. The guide provides information about the diagnostic procedure and ther- apeutic consequences and highlights the dangers of overdiagnosis.

100 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S 6 . 8 FA N C O N C E R N S : J U S T B E I N G T H E R E 1 Football fascinates people of all ages. Professional clubs exert great appeal in their towns and the surrounding area, and many make use of that in social educa- tion projects aimed at young peo- ple – as is the case with Preussen Münster. 62 T H E N U M B E R O F F A N P R O J E C T S I N G E R M A N Y ; 5 0 % O F T H E F U N D I N G C O M E S F R O M P U B L I C A U T H O R I T I E S ; T H E R E S T C O M E S F R O M T H E D F B A N D T H E D F L R E S P E C T I V E LY ( F A N P R O - J E C T S B A S E D I N C I T I E S W I T H B U N D E - S L I G A A N D 2 N D B U N D E S L I G A C L U B S ) . 2

102 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S S U P P O R T I N G A N D S T R E N G T H E N I N G FA N C U LT U R E 1_Taking part in fan culture. 2_Tom Roeder in conversa- tion with Oliver Bierhoff. 3_Fan dialogue: an exchange between fan representatives and the DFB. 4_Side by side for diversity: queer fan initiatives and the DFB. “I’m a football fan myself and so a fan of the fans. Football without fans means football without any atmosphere. And football without any atmos- phere is boring.” That is how Lukas Podolski, with 130 caps to his name, once stressed the impor- tance of fans. The DFB shares his view. The association promotes fan culture and so sustainably develops football fur- ther. In return, it brings about favourable general con- ditions for fans and offers young people chances to cultivate their personality. The DFB’s fan work is based on three pillars: 1. an exchange with fans (formally in committees, informally at matches) 2. fan support at internationals and support of the 3rd-Division fan representatives 3. financial support for socio-pedagogical fan pro- jects By initiating the fan contact point in 2006, the DFB created the conditions for a regular dialogue with independent fan representatives. The first milestone was the nationwide fan congress in 2007, which led 3 to the formation of a separate working group on fan cultures. The members of the working group met 12 times between 2016 and 2019 alone, providing impor- tant stimuli for fans and fan work. Dialogue has not always been and is unlikely to ever be entirely free of conflict. Football fans – particu- larly those who regularly follow their teams or clubs in the stadium – are interested in having early cer- tainty about fixtures planning and fan-friendly kick- off times. They demand conditions that allow them to enjoy their visit to the stadium. And time and again, they express their belief that they are regarded pri- marily as a security risk. Positions are contested and points of criticism, such as the introduction of Monday games or a lack of transparency, are addressed. In 2017, a nationwide alliance of fan scenes was formed, which regularly takes its criticisms of developments in football to the stadiums. A dialogue with the DFB and DFL was bro- ken off by the “German fan scenes” in 2018. And yet it is also possible to bring about improvements through the combined efforts of fans, associations and clubs: such as, in 2018, allowing approved fan parapherna- lia into Bundesliga, 2nd and 3rd Division matches or applying recommendations to improve the transpar- ency of sports jurisdiction verdicts.

104 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D FA N S 8,219 S P E C T A T O R S O N A V E R A G E I N T H E 3 R D D I V I S I O N ( 2 0 1 8 - 1 9 S E A S O N ) 1 “There are fans everywhere in Germany who are socially engaged – the fan scene, the supporters and the Ultras. Social commitment is very impor- tant. They have no need for recognition; it’s just a matter of course for the fans: what’s important are those who are in need of help and not those who are supposed to read all about it.” S O P H I A G E R S C H E L Spokeswoman of the Federal Working Group of Fan Projects tion is in regular and structured contact with the fans of the national team (see also the video clip: “Zwiegespräch Bierhoff – Fan im May 2019”). A L L O W I N G F A N P A R A P H E R N A L I A One example of the constructive dialogue with fans and fan organisations is allowing fan paraphernalia in Bundesliga, 2nd Bun- desliga and 3rd Division matches. Acting on a recommendation of the Fan Cultures Work- ing Group, the DFB Presidential Board, at its meeting in Frankfurt am Main on 9 March 2018, officially authorised a certain number of “allowed” objects to be brought into the stadiums. The Fan Cultures Working Group, whose ini- tiative brought about this procedure, criti- cally monitored its implementation by clubs and associations and the effects on fan behaviour. Some locations saw an objective improvement in the support options for home and away fans. This was the result of a survey conducted by the DFB among fan and safety officers in the autumn of 2018. • PROTECTING AND SUPPORTING FAN CULTURE AS A VITAL PART OF THE GAME • STRENGTHENING CLUBS TO DEAL WITH CHALLENGES SUCH AS RIGHT-WING EXTREM- ISM AND DISCRIMINATION, INVESTING IN QUALIFICATION • SUPPORTERS’ ENDS AS A PLACE OF SOCIALISA- TION AND FRIENDSHIP, DEVELOPING LEVELS OF DISCUSSION AND A CULTURE OF DEBATE DESPITE SOMETIMES DIVERGING OPINIONS • PROMOTING SOCIO-EDUCATIONAL WORK IN THE FOOTBALL ENVIRONMENT • FAN CULTURE IS A SOCIAL ANCHOR FOR THE COMMUNITY • PROMOTING A POSITIVE FAN CULTURE, PREVENTING VIOLENCE AND STRENGTHENING DEMOCRACY • HELP FOR MOSTLY YOUNG FANS IN VARIOUS PROBLEM SITUATIONS 2 Wherever local regulations or ordinances still speak against any release, the DFB and DFL would like to support the clubs in find- ing possible solutions. F A N S U P P O R T: C L O S E A N D C O N S T R U C T I V E In 2018, an average of 46,290 fans attended the games of the German men’s national football team in their own country; thou- sands follow the team from venue to venue as matches are staged across the country. They support the teams with impressive, jointly designed choreographed routines. The DFB team is working on bringing about good conditions to ensure that all specta- tors enjoy a positive stadium experience. For example, the DFB provides fan informa- tion in advance, staffs a fan service telephone on match day and, together with the clubs’ fan representatives for disabled fans and the Handicap Fan Club of the National Team, ensures barrier-free access to the stadium. Since 2003, the DFB has been providing a platform for fans of the national team: the ‘Fan Club National Team’ now has more than

106 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S The impetus for the DFB Cultural Foundation was 15 metres high, offered space for readings, talks or discussion rounds and was lit up in the dark: when the football globe toured Germany before the 2006 World Cup, it was a lighthouse project for the official art and culture pro- gramme. With the establishment of the DFB Cultural Foundation as a charitable foundation under civil law in June 2007, the DFB decided to continue to promote art and culture on a sus- tainable basis – and in turn created a special foundation that points beyond football. 6 . 9 F O O T B A L L M E E T S C U LT U R E In 2017, the DFB Cultural Foundation cel- ebrated its 10th anniversary with a sympo- sium at Hamburg’s Millerntor Stadium. Fans, social and youth workers, historians, scien- tists and artists exchanged practical expe- riences relating to fan and educational work, and talked about football as a medium of remembrance culture, refugee work and tutoring. In the ‘Millerntor Gallery’ in the belly of the stadium, they looked at works of art with and without football in the com- pany of thousands of neighbourhood res- idents, art lovers and St Pauli fans. This constructive cooperation demon- strates the vitality, creativity and diversity of football culture and illustrates the socio-political value of the DFB Cultural Foundation. It uses football as a low-thresh- old and attractive medium for cultural, artis- tic and scientific projects as well as educa- tional initiatives – for conveying values, for integration, international understanding and historical and cultural learning. The DFB Cultural Foundation stands for a diverse and open society and against discrimina- tion in any shape or form. Operating exclusively with its own resources, the foundation is a reliable partner and “ena- bler” of many projects: • Its basic assets amount to €250,000. • The foundations’ annual budget is around €350,000. • Since being founded in 2007, the DFB Cul- tural Foundation has invested €4.2m (as of 30 June 2019). • Between 2016 and 2019, the DFB Cultural Foundation supported more than 90 local and national projects to the tune of roughly €1m. • Partners and co-sponsors of the founda- tion’s initiatives include the Goethe-Insti- tut and the Federal Government Commis- sioner for Culture and the Media. Under the direction of President Dr Göttrik Wewer, Chair of the Board of Trustees Pro- fessor Monika Grütters and Managing Direc- tor Olliver Tietz, the DFB Cultural Founda- tion addresses socio-political issues that can be communicated in and through football and culture. The non-profit funds are used specifically for the DFB’s own, collaborative and funding projects and are documented annually. Integration, international under- standing and anti-discrimination are explic- itly anchored in the foundation’s objectives and are achieved through concrete projects. Culture is not only understood as being “art”, but also as an invitation to deal with the question of how we want to interact with each other on and off the football pitch. The events are designed to be participatory and are therefore free and open to all interested parties of the general public. The annual foundation programme includes, for example, the long-term and sustainable funding of the international football film festival ‘11mm’, already in its 10th year in 2019. With around 60 films over five days, the festival in Berlin attracts several thou- sand viewers from all over Germany and abroad. Also for a good 10 years now, the national team of authors has been playing and writing with and against teams of writ- ers from all over the world on the founda- tion’s behalf. The football culture travel guides for the EURO 2016 and World Cup 2018 were popular. Like its predecessor for the tournament in France, the travel guide

108 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S Doppelpass mit Russland in 2018, with a print run of 10,000 copies, quickly sold out. Conceived in cooperation with the Fan Pro- ject Coordination Office (KOS), the paper- back offered an in-depth travel guide to the football culture of the host country of Rus- sia, appealing to football fans with interests beyond the pitch boundaries. Likewise initiated by the DFB Cultural Foun- dation, two outdoor exhibitions entitled ‘Between Success and Persecution’ dis- played the sporting triumphs of Jewish sports and football stars in large inner-city squares in major cities from Berlin to Tel Aviv. The biography of Julius Hirsch, the Ger- man-Jewish national team player murdered in Auschwitz in 1943, forms the basis of the play Juller, which director Jürgen Zielinski brought to the stage with the Theatre of the Young World from Leipzig. After it premiered in April 2017, the play, which is sponsored by the foundation, toured numerous Bun- desliga cities. G O A L S • Develop artistic and cultural contributions for the upcoming European Championships 2020 and 2024 in Germany • Reinforce the foundation as a socio-politi- cally perceived stakeholder in football • NATIONAL TEAM OF AUTHORS ON THE GO: PLAYING WITH AND AGAINST TEAMS OF WRITERS FROM ALL OVER THE WORLD ON THE FOUNDATION’S BEHALF Scene from the play Juller. • PARTICIPATORY, FREELY ACCESSIBLE PROJECT DESIGN • FOCUS IS ON ENCOUNTERS AND COMMUNITY AS WELL AS COLLECTIVE EXPERIENCE AND LEARNING • PROMOTING ART AND CULTURE, SCIENCE AND RESEARCH, EDUCATION AND TRAINING, AND INTERNATIONAL UNDERSTANDING THROUGH CONCRETE PROJECTS • QUESTIONS OF THE COMMON GOOD, COEXISTENCE AND THE CONTRIBUTION OF FOOTBALL AT THE HEART OF ACTIVITIES “Football has become an integral part of our lives and with it the need to take care of the conditions under which it takes place. By establishing the Cultural Foundation in 2007, the DFB made an important con- tribution to the very disparate areas of art and cul- ture, science and research, education and training, and international understanding”. C L A U D I A R O T H Vice-President of the German Bundestag and Member of the Board of Trustees of the DFB Cultural Foundation on the occasion of the foundation’s 10th anniversary

110 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S 6 . 1 0 P L A C E O F F O O T- B A L L I N G P I L G R I M A G E 1_Hall of Fame of German Football – events at the German Football Museum. 2_Press conference on the 2018 Women’s Bundesliga at the Football Museum. 2 5 H O U R S O F F O O T A G E 1.600 E X H I B I T S 2 Sepp Herberger’s handwritten notes, Gerd Müller’s original jersey from the 1974 World Cup final or the boot Mario Götze shot the winning goal in the 2014 World Cup in Brazil with – including lumps of earth on the studs…the German Football Museum in Dort- mund has some extraordinary and emotional items from the 140-year-old history of German football.

112 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 S O C I A L R E S P O N S I B I L I T Y A N D F A N S Clubs and associations have been engaged in social and socio-political issues on and off the pitch for many years. More than €5 million flow into the foundation work of the DFB and the League Associ- ation every year. At the DFB, this commitment takes place largely through the DFB Sepp Herberger Foundation, the DFB Egidius Braun Foundation and the DFB Cultural Foundation. Their work is almost entirely financed by DFB funds. Many projects and measures of the DFB foundations have already been reported on in various chapters. Here is a brief introduction to the three DFB foundations, supple- mented by a look at the league’s commitment via the DFL Foundation. 1 3 4 C O M M I T M E N T T O F O O T B A L L’ S S P E C I A L M O M E N T S 6 . 1 1 D F B S E P P H E R B E R G E R F O U N D AT I O N Meeting former prison inmates or people with disabilities is still sometimes accom- panied by prejudice and fear of contact. In order to foster a more open and unreserved way of interacting with these people and to integrate them more strongly into the structures of clubs and associations, the DFB set up the DFB Sepp Herberger Foun- dation on the occasion of Herberger’s 80th birthday in March 1977. It adheres to the sentiment the world champion coach expressed in 1954: “Whoever is at the top mustn’t forget the people below.” In April 1989, the foundation became the sole heir of the childless couple. The aims of the foundation include encour- aging disadvantaged people to get involved Read more about these foundations in an interview with the Managing Director of the DFB Sepp Herberger and Egidius Braun Foundations. in organised football, standing up for diver- sity, supporting social participation pro- cesses, getting people to exercise and pre- serving the values of Sepp Herberger as a role model and driving force. Since it was set up, the foundation has already spent more than €20 million on all this. The work and funding activities of the DFB Sepp Herberger Foundation are based on the four pillars of • disability football, • resocialisation of prison inmates, • fostering of young football players in schools and clubs, • DFB social work (supporting members of the footballing family who have got into trouble through no fault of their own). In the reporting period, the DFB Sepp Her- berger Foundation succeeded in providing opportunities for disadvantaged people through various activities of organised foot- ball. The foundation also exploited the potential of football to initiate social and community processes. It fostered partici- pation, for example by further developing various football activities for people with disabilities. 6 . 1 2 D F B E G I D I U S B R O W N F O U N - D AT I O N The German Football Association bundles together various social activities in the DFB Egidius Braun Foundation, founded in 2001. It was also former DFB President Egidius Braun who demonstrated his social commitment during his term of office as the “third pillar” in the work of the DFB, alongside grassroots and professional football. The foundation carries out measures and projects both at home and abroad in, for example, Africa, Bra- zil and Eastern Europe, but above all in Mex- ico, where Mexico Aid was founded during the 1986 Football World Cup; it was integrated into the foundation in 2001. In Germany, for example, the foundation works with the foot- ball holiday camps and the ‘Children’s Dreams’ initiative. G O A L S • Open up opportunities for disadvantaged people • Promote social and societal development processes around the world • Refugees do volunteer work in the associations

114 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A P P E N D I X 7. 1 G R I C O N T E N T I N D E X As of 20 September 2019 Since 2013, DFB sustainability reporting has been based on the guidelines of the Global Reporting Initiative (GRI), a globally recognised basis for comparability and transparency. The Sustainability Report 2019 is based on these GRI standards. The focus here is on the materiality of report content, which is why GRI 103: Manage- ment Approach played a key role in the revision of the standard. This report has been prepared in accordance with the GRI Standards: Core Option. G E N E R A L S TA N D A R D D I S C L O S U R E S Strategy and analysis 102-14 Statement from the senior decision-maker Reference p. 11 Comment Organisational profile Reference Comment 102-1 Name of the organisation p. 121 102-2 Activities, brands, products, and services 102-3 Location of headquarters 102-4 Location of operations p. 121 p. 14 102-5 Ownership and legal form pp. 12-14 Financial Report pp. 10-13 102-6 Markets served pp. 77-79 pp. 112-113 102-7 Scale of the organisation pp. 12-14 Financial Report pp. 8-13 102-8 Information on employees and other workers p. 14 Online: „Member statistics“ 102-41 Collective bargaining agree- ments 102-9 Supply chain The report relates primarily to the German Football Association (DFB) e.V. and its subsidiaries and to some extent also to the foundations funded by the association. The DFB is the umbrella organisation for roughly 25,000 football clubs as well as five regional and 21 sub-regional associ- ations. Therefore, most of the major social impacts of organised football do not take place within the DFB itself, but outside it in the clubs and associations. Many of the key figures presented in this report point to this fact. Frankfurt Hannover Munich (due to EURO 2020) The main market for the DFB is Germany. The wholly owned subsidi- ary DFB-Wirtschaftsdienste markets merchandising articles nation- ally and internationally. Due to the large number of distribution channels (fan shop, branches, online shops, partners, companies, etc.), not all of which are the responsibility of the DFB, figures on geographical coverage cannot be collected. As part of its interna- tional CSR activities and the DFB Foundations, the DFB is also active in numerous countries worldwide. DFB employees are not subject to any collective bargaining agree- ments. The DFB is committed to the environmentally friendly and socially fair production of the products sold in its name. In the process, purchasing is gradually being converted to sustainable procurement. Green – Core, audited by Deloitte Grey – Specific, audited by Deloitte

116 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A P P E N D I X S P E C I F I C S TA N D A R D D I S C L O S U R E S Eco n o m i c Management approach Reference pp. 16-17 Aspect: Economic Performance 201-1 Direct economic value gener- ated and distributed pp. 16-17 Financial Report p. 18 et seq. Comment 201-4 Financial assistance received from government Aspect: Indirect Economic Impacts The DFB made no use of public funds. 203-1 Infrastructure investments and services supported pp. 33-35, 61 et seq., pp. 96-97 Financial Report pp. 34-37 E nv i ro n m e nt a l Reference Comment Management approach pp. 14, 16-17, 96-97 A s p e c t : E n e rg y 302-1 Energy consumption within the organisation 302-2 Energy consumption outside of the organisation pp. 96-97 Aspect: Water 303-1 Water withdrawal by source pp. 96-97 (environment) Aspect: Emissions 305-5 Reduction of GHG emissions pp. 96-97 Aspect: Compliance (environment) 301-3 Monetary value of significant fines and total number of non-mone- tary sanctions due to failures to observe laws and regulations Aspect: Supplier Assessment for Impacts on Society 308-1-2 New suppliers that were screened using environmental criteria Energy consumption at DFB headquarters amounted to 888,714 kWh in 2018. The heating and lighting of sports facilities is a major source of energy consumption, especially in the 25,000 or so clubs outside the DFB. It is not possible to collect figures on this, as the clubs operate inde- pendently of the DFB. In the future, the DFB will endeavour to act pri- marily as a driving force to encourage clubs to improve their environ- mental performance. Total water consumption at DFB headquarters in 2018: 3,510 m³. Significant water consumption occurs mainly outside the DFB in the roughly 25,000 clubs where it is used in sanitary facilities and to water the pitches. It is not possible to collect figures on this, as the clubs operate independently of the DFB. In the future, the DFB will endeavour to act primarily as a driving force for clubs to improve their environmental performance. The mobility of the association members, especially the teams, is associated with traffic and environmental pollution such as green- house gas emissions. Figures are not collected due to the large num- ber of individual journeys. There were no sanctions for environmental violations. The DFB is gradually converting its purchasing to sustainable pro- curement. Even now, preference is being given to environmentally friendly and socially acceptable alternatives that are available within a reasonable cost framework. Labour practices and decent work Management approach Aspect: Employment 401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees Reference pp. 18-19 Comment No differentiation is made between part-time and full-time and fixed- term and permanent employees. Green – Core, audited by Deloitte Grey – Specific, audited by Deloitte

118 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A P P E N D I X I N D E P E N D E N T A U D I T O R ’ S R E P O R T O N A N A U D I T T O O B TA I N L I M - I T E D A S S U R A N C E O N S E L E C T E D S U S TA I N A B I L I T Y I N F O R M AT I O N To the German Football Association Frankfurt am Main R E S P O N S I B I L I T Y O F T H E A U D I T O R O U R M A N D AT E We conducted an audit to obtain limited assurance concerning selected information in the Sustainability Report for the period from 1 October 2016 to 30 June 2019 (here- after called “Sustainability Report”) of the DFB e.V. (hereafter called “Association”). Our mandate is solely confined to the informa- tion provided in sections 2.2-2.6, 2.8, 3.2, 4.3-4.5, 4.8, 4.10-4.12, 6.2-6.5 and 6.11- 6.14. Reports, interviews, videos as well as refer- ences to websites and other reports of the association were not part of our remit. R E S P O N S I B I L I T Y O F T H E L E G A L R E P R E S E N TAT I V E S The legal representatives of the DFB are responsible for compiling the Sustainability Report in accordance with the principles set out in the Sustainability Reporting Standards of the Global Reporting Initiative, in accord- ance with the ‘Core’ option (hereafter called “GRI criteria”), or in accordance with the GRI criteria of the information provided in the ‘Our mandate’ section of this report, as well as for selecting the information to be assessed by us. This responsibility of the DFB’s legal repre- sentatives includes selecting and applying appropriate sustainability reporting meth- ods as well as making assumptions and esti- mates for individual sustainability disclo- sures that are reasonable under the circumstances. Furthermore, the legal rep- resentatives are responsible for the internal controls that they have deemed necessary to enable the drawing up of the Sustainabil- ity Report that is free from material misstate- ments, whether due to fraud or error. Our responsibility is, on the basis of our audit, to express an opinion, with limited assurance, on the information contained in the Sustainability Report as listed in the ‘Our mandate’ section of this report. In accordance with German commercial and professional regulations, we are independ- ent of the DFB and have fulfilled our other professional obligations in accordance with these requirements. Our auditing firm applies the national legal regulations and professional pronounce- ments on quality assurance, in particular the professional statutes for auditors and sworn auditors as well as the quality assurance standard of the German Institute of Public Auditors (Institut der Wirtschaftsprüfer, IDW) regarding quality assurance requirements in audit practice (IDW QS 1), which are in line with the International Standard on Quality Control 1 (ISQC 1) issued by the Interna- tional Auditing and Assurance Standards Board (IAASB). We conducted our audit in accordance with the International Standard on Assurance Engagements (ISAE) 3000 (Revised): ‘Assur- ance Engagements other than Audits or Reviews of Historical Financial Information’ as issued by the IAASB. Those standards require that we plan and perform the audit in such a way that we can state, with limited assurance, that no matters have come to our attention that cause us to believe that the disclosures in the DFB’s Sustainability Report in the ‘Our mandate’ section of this report have not been prepared, in all material respects, in line with the relevant GRI criteria. In a limited assurance engagement, the pro- cedures performed are less extensive than in a reasonable assurance engagement, and accordingly, significantly less assurance is obtained. The selection of auditing proce- dures is at the sole discretion of the auditor.

120 S U S T A I N A B I L I T Y R E P O R T 2 0 1 9 A P P E N D I X 7. 3 K E Y D ATA O N T H E P R E PA R AT I O N O F T H E S U S TA I N - A B I L I T Y R E P O R T The DFB reports regularly every three years to the association’s triennial Congress on how it has assumed social responsibility. The Sustainability Report published on the occasion of the DFB’s 43rd triennial Con- gress in Frankfurt am Main on 26 and 27 September 2019 builds on the previous Sus- tainability Reports from the years 2013 and 2016. The reporting period is October 2016 to June 2019. The editorial deadline for selecting content for the report was 30 June 2019. TA R G E T G R O U P S O F T H E R E - P O R T The main target groups of the report are the regional and sub-regional associations, clubs at all levels from the district league to the Bundesliga, the DFL and all other players of football. Representatives from politics, soci- ety and science as well as the DFB’s partners and sponsors are also addressed. T O P I C S R E P O R T E D O N C O N S I D E R AT I O N O F I N T E R N A - T I O N A L S TA N D A R D S The previous sustainability reports for 2013 and 2016 were based on the globally rec- ognised recommendations and guidelines of the Global Reporting Initiative (GRI). The requirements of the GRI standard have been taken into account for the preparation of this report. In the GRI Content Index, readers will find references to passages in the text that refer to the relevant GRI indicators. E X T E R N A L A U D I T O F T H E S U S - TA I N A B I L I T Y R E P O R T The auditing company Deloitte GmbH assisted with the entire report preparation process with the aim of ensuring the verifi- ability of the report in accordance with inter- national sustainability standards. The rec- ognised auditing standard of ‘Core Option’ was used as the basis for this. The selection of topics for the report follows the findings of the materiality analysis. Deci- sions on focal points were made by the com- mittees responsible. These committees com- prise representatives from the regional and sub-regional associations, DFB headquarters and external experts, for example from the spheres of politics and science. L I M I TAT I O N S O F T H E R E P O R T The report focuses mainly on the DFB and partly on its subsidiaries and the foundations supported by the association. The DFB is the umbrella organisation of the DFL e.V. and the five regional and 21 sub-regional asso- ciations with around 25,000 football clubs. The social potential of football unfolds mainly locally in the clubs. Many of the activ- ities and indicators presented in this report illustrate this fact. The DFB’s supply chain extends primarily to areas such as merchan- dising, office supplies, sports equipment and catering, which are largely outside the scope of the report. As part of the introduc- tion of a human rights policy on the occa- sion of the DFB’s 43rd triennial Congress, the DFB will in future expand its social responsibility to cover supply chains.