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.
3 D E A R R E A D E R S , Do you know Lydia Hatzenberg? Have you heard the story about Lukas Bohnert? Or about the journey of SC Aleviten Paderborn to the memorial of Sachsen- hausen Concentration Camp, the #Herzzeigen project, the children of Watu- tinki? With this DFB Sustainability Report, we would like to introduce you to these people and projects. After all, they demonstrate the significant impact they have on society – on exercise, community and the common good. We have defined these three overarching dimensions in order to reveal the social power and responsibility of football. In up to 60,000 games every weekend, match day after match day, teams all over Germany compete against each other. More than 2.2 million active male and female players, 75,400 match officials and 1.7 million volunteers played in and helped run more than 1.5 million official football matches in the 2017- 18 season. The DFB and its member associations set the framework for organised football in Germany: through its support for grassroots and amateur football teams, the organisation of divisions and competitions, its commitment to society and its fostering of development in top-flight football. We start the individual chapters of the report with stories that tell us about football at grassroots level. We kick off with a report entitled Sunday, 3 p.m. : the home game of SV Grün-Weiss Mühlen against Melle 03 in the Weser-Ems Landesliga shows what amateur football is all about, who sustains and supports it and who inspires it. This is followed by further interviews and reports, each introducing the over- all topic of each chapter, succeeded by detailed report sections on the DFB’s main areas of activity and contribution to society, in which we also show where the limits of our actions lie and where we feel there is still room for improve- ment. You, dear Readers, are amongst our most important comrades-in-arms on this path – as constructive critical companions and observers. Together with you, we want to continue on our path and use the power of football for the benefit of the community. We therefore hope you enjoy reading this report and look forward to receiving your feedback at firstname.lastname@example.org. Y O U R G E R M A N F O O T B A L L A S S O C I AT I O N
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
5 6 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 E I Z I N G F O O T B A L L’ S O P P O R T U N I T I E S – F A C I N G U P T O C H A L L E N G E S SOCIAL RESPONSIBILITY 6.1 International commitment + Profile of Lydia Hatzenberg 6.2 Human rights 6.3 Child and youth protection + Interview with Peter Ott 6.4 Diversity + Profile of SC Aleviten Paderborn 6.5 Fair play + Profile of Lukas Bohnert 6.6 Environment 6.7 Health FANS AND CULTURE 75 78 81 84 90 96 98 6.8 Fan concerns + Profile of FANport Münster 6.9 Football and culture + Interview with Jürgen Zielinski 100 106 6.10 The German Football Museum 110 FOUNDATIONS 6.11 DFB Sepp Herberger Foundation 6.12 DFB Egidius Braun Foundation 6.13 DFB Cultural Foundation 6.14 DFL Foundation 112 112 112 113 113 S E R V I C E S 7.1 GRI Index 7.2 Audit certificate 7.3 Basis of reporting 7.4 Contact details and imprint 114 118 120 121 7
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. …
7 1 ...at GW Mühlen: a club which here represents the 24,742 clubs organised under the aegis of the DFB. 2 3 1:40 p.m. A Sunday in May 2019. The foot- ball pitch of SV Grün-Weiss Mühlen – prepared as usual by pensioner Josef Kühling – is still deserted. The grass has been mown, the lines care- fully drawn. At 3 p.m., the ball will start rolling here, in the Münsterland stadium of the village with 2,500 inhabitants in the Vechta district. Mühlen, still a comfy three points away from the relegation zone, will face SC Melle 03 in the Lower Saxony foot- ball Landesliga Weser. Both teams are anx- iously trying to avoid slipping to the bot- tom of the division. “Yes, today’s the day,” says Elsbeth Rolfe, smiling as she enters the stadium with two cash boxes under her arm. The 40-year-old has been a volunteer treasurer on the club board (1,142 members) for nine years now. She actually wanted to go to the zoo today, she says. She never used to have anything to do with football. Not until a friend per- suaded her to get involved. “They put a dozen thick folders on my desk. Like in a small business,” she says. “Sometimes it’s a lot of work, it’s nerve-wracking. But it’s also tre- mendous fun.”
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
9 1_Shaking hands in the relegation battle before the Mühlen vs Melle match. 2_”No big deal”: the cake ladies in action. 3_The refereeing team gathered around Felix Heuer (centre). 4_Club chairman Ralf Kröger. 2 The mini pitch, funded in 2018 by the Friends of the GWM, is now completely empty. Hugo Krogmann and the other D-youth kids loudly cheer on their role models on the pitch. “Become a Bundesliga professional? Ask these guys here what they want. To play for Mühlen in 10 years’ time, that’s what they want,” says Ralf Krogmann, who has mean- while withdrawn from the 350-strong crowd and is standing alone behind the Melle goal. The match will soon be over and it is still in the balance. The 88th minute. A corner kick for Mühlen. Mühlen’s youngster Jonas Pöhlking puts the ball in the rear corner of the penalty area, where Nico Files is standing: a scissor kick – and it’s the equaliser! The players fall into each other’s arms. Ralf Kröger drums his fist against the advertising board with joy. 4:45 p.m. Final whistle. A huge sigh of relief from the Mühlen fans. The guests from Melle also agree with the draw in the end. “It was a fair draw. You could see the emotions that a game like this can evoke. This is what makes amateur foot- ball in Germany so special,” says Melle coach Roland Twyrdy. The decision in the battle against relegation has been postponed for the time being. For Mühlen, the fighting will begin again at 3:00 p.m. next Sunday. As it will for Melle. And for tens of thousands of clubs throughout Germany. And for the many people who give football its unique face. 4 3 The moment that Mühlen learn that they have not been relegated. sell sweets on Sundays – a task they have inherited from Renate Timphus. For 45 years, she helped out in the club: washing strips, cleaning dressing rooms, and writing up the club’s history. “Now it’s the turn of the younger ones,” she says and hurries into the fan block. Fingers crossed. The Mühlen team needs all the luck it can get. The live ticker on the DFB site (www. fussball.de) says that the other teams in the danger zone are ahead. As things stand, Mühlen are on a relegation spot. The 70th minute. GWM are beginning to seize control of the match. Patrick Hinxlage sends a sharp cross into Melle’s box. Markus Stuckenborg is unmarked and heads it in. Mühlen are just one goal down now, with 16 minutes to go.
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.
11 “Sustainability is a key issue of our time; sustainable behaviour is the responsibility of all of us with a view to the generations to come. Week after week, the matches we organise bring hundreds of thousands of peo- ple together – young and old, with migrant backgrounds, with and without disabilities, from towns and cities as well as from the countryside. And for decades we have taken responsibility for the eternal social issues that pro- voke intense discussion. Football is a good example of fair play, of diver- sity, of being against discrimination and against racism, even in their subtle and therefore maybe even more dangerous forms. It’s an effective medium for conveying socio-political messages. The commercial nature of football doesn’t conflict with social responsibility. We use the marketing revenues of our men and women’s senior national teams to strengthen the grass- roots base, but we also finance the work of the DFB foundations and award prizes to role models – such as the Julius Hirsch Prize and the Fair Play medals. I manage the work of more than 400 employees at the DFB head- quarters in Frankfurt. We’re all keen football fans. And we’re all firmly convinced that football has a social responsibility to fulfil. To continue to live up to this responsibility with high standards in the future, that is the promise of this Sustainability Report.” D R F R I E D R I C H C U R T I U S , DFB General Secretary “We are on the threshold of a time of upheaval and new beginnings. The urgency of climate change, the special situation of this globally popular country of immigration and the rapidly advancing digitalisation of our working lives do not leave football unaffected. We face challenges here, but this also opens up many opportunities. Bearing responsibility, thinking in terms of sustainability, demonstrating transparency – all this is already of decisive importance for the future viability of the world‘s largest individ- ual sports association. Together with the strong and motivated team at our HQ and with the support of the regional and sub-regional associations and the 25,000 or so clubs across the country, we wish to create a credible DFB that will meet future challenges with determination and intelligence – both on and off the pitch. The trust that the seven million DFB members place in us is the prerequisite for this.” D R R A I N E R K O C H , 1st DFB Vice President (Amateur Football, Legal and Constitutional Affairs)
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
13 T H E D F B P R E S I D E N T I A L B O A R D Dr Rainer Koch 1st Vice President Amateur Football, Legal and Constitutional Affairs Dr Reinhard Rauball 1st Vice President/DFL President Dr Stephan Osnabrügge Treasurer Christian Seifert Vice President/DFL CEO Peter Peters Vice President/DFL Vice President Helmut Hack Vice President/DFL Vice President Peter Frymuth Vice President League Operations and Football Development Hannelore Ratzeburg Vice President Women’s and Girls’ Football Dr Hans-Dieter Drewitz Vice President Youth Football Erwin Bugár Vice President Grassroots Football Ronny Zimmermann Vice President Referees and Qualification Eugen Gehlenborg Vice President Social Politics and Socio-politics Dr Friedrich Curtius General Secretary Oliver Bierhoff National Team Representative Dr Egidius Braun Honorary President Ansgar Schwenken Further Representative of the DFL (advisory) T H E R E G I O N A L A S S O C I AT I O N S A N D T H E I R C H A I R M E N North-East German Football Association Erwin Bugár North German Football Association Günter Distelrath West German Football Association Peter Frymuth South-West Regional Football Association Dr Hans-Dieter Drewitz South German Football Association Dr Rainer Koch T H E S U B - R E G I O N A L A S S O C I AT I O N S A N D T H E I R C H A I R M E N Bremen Football Association Björn Fecker Hamburg Football Association Dirk Fischer Lower Saxony Football Association Günter Distelrath Schleswig-Holstein Football Association Uwe Döring Football and Athletics Association Westphalia Gundolf Walaschewski Lower Rhineland Football Association Peter Frymuth Central Rhineland Football Association Bernd Neuendorf Bavaria Football Association Dr Rainer Koch Baden Football Association Ronny Zimmermann South Baden Football Association Thomas Schmidt Hessian Football Association Stefan Reuss Württemberg Football Association Matthias Schöck Rhineland Football Association Walter Desch Saarland Football Association Adrian Zöhler, Bernhard Bauer (VP) Berlin Football Association Bernd Schultz Brandenburg Football Association Jens Kaden Mecklenburg-West Pomerania National Football Association Joachim Masuch Saxony-Anhalt Football Association Frank Hering Saxon Football Association Hermann Winkler Thuringia Football Association Dr Wolfhardt Tomaschewski As of 1 September 2019 A P P R O X . 160,000 T E A M S A P P R O X . 57,000 A C T I V E R E F E R E E S A P P R O X . 400,000 V O L U N T E E R S A P P R O X . , 7/ 2 0 1 8 S E A S O N ,543,733 14,000 366 M A L E A N D F E M A L E P L AY E R S A T T R A I N I N G B A S E S T R A I N I N G B A S E S
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
15 1 1_The staff is ‘United by Football’.
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.
“The DFB is economically sound and has continued to operate in a very cost-con- scious way and with a sense of propor- tion in the 2018 fiscal year. Despite sus- tained investments and increasing tax burdens, the association is, therefore, still in a position to fulfil its social responsibilities and its numerous charita- ble tasks.” S T E P H A N O S N A B R Ü G G E , DFB Treasurer 1 9 , 4 3 9 A D M I N I S T R A T I O N / C O M M U N I C A T I O N ( 2 0 1 7 : 2 0 , 9 3 0 ) 1 2 9 , 3 4 9 S P O N S O R I N G A N D O T H E R M A R K E T I N G / S E R V I C E S ( 2 0 1 7 : 1 1 3 , 0 4 2 ) 0 T A X E S ( 2 0 1 7 : 3 1 3 ) 1 0 3 , 7 9 4 T O U R N A M E N T S / M A T C H E S ( 2 0 1 7 : 1 1 0 , 2 6 5 ) 2 5 , 3 8 5 A S S O C I AT I O N W O R K / S U S TA I N A B I L I T Y ( 2 0 1 7 : 2 5 , 2 1 6 ) 1 1 , 4 7 9 P R O J E C T S ( 2 0 1 7 : 9 , 0 8 9 ) 17 6 , 1 9 6 P R O J E C T S ( 2 0 1 7 : 1 , 7 0 9 ) 3 , 5 8 5 A S S O C I AT I O N W O R K / S U S TA I N A B I L I T Y ( 2 0 1 7 : 4 , 5 5 3 ) 1 , 7 2 0 TA L E N T D E V E L O P - M E N T/ T R A I N E R S ( 2 0 1 7 : 1 , 5 3 9 ) 8 6 , 7 9 7 M A T C H O P E R A T I O N S A N D M A R K E T I N G ( 2 0 1 7 : 7 1 , 5 7 7 ) R E V E N U E I N 1 , 0 0 0 E U R O S 3 5 0 , 8 8 0 ( 2 0 1 7 : 3 2 3 , 9 2 8 ) 1 6 , 9 4 8 T A L E N T D E V E L O P M E N T/ T R A I N E R S ( 2 0 1 7 : 1 5 , 7 6 6 ) 1 8 , 3 4 4 T A X E S ( 2 0 1 7 : 3 1 , 1 5 6 ) 4 1 , 6 2 8 M A T C H O P E R A T I O N S A N D M A R K E T I N G ( 2 0 1 7 : 4 0 , 7 5 9 ) 9 1 , 6 4 7 T O U R N A M E N T S A N D O P E R A T I O N S ( 2 0 1 7 : 1 0 0 , 5 0 4 ) R E W E – I D E A S F O R H E A LT H Y E AT I N G In June 2019, REWE and the DFB extended their nutrition partnership until 2022, a part- nership that has already been in place for 11 years now. A strategy has been drawn up for the prolonged cooperation in order to anchor the topic of healthy nutrition in German foot- ball from the grassroots to the top in the long term. The aim is to make people more aware of what constitutes healthy eating. One example of the new campaign is the train- ing of trainers. Here, the topic of nutrition is to be given greater priority and become a fixed component in the learning units from the ini- tial ‘C’ licence to the level of football teacher. In the DFB Academy, a team of experts col- lates the latest scientific findings on the sub- ject of nutrition, analyses them and edits them in such a way that both professional and ama- teur footballers can benefit from the shared knowledge. Another cornerstone is the linking of the 3,500 REWE stores with the 25,000 football clubs in Germany. The platform for the joint initiative is the spe- cially created content world of www.torhun- ger.de. Since it was set up, videos, recipes, data and helpful tips on proper nutrition in football have been published there in the form of diverse, relevant and fun content. The official YouTube trailer for the new campaign has already been viewed more than 9,380,000 times (as of August 2019). 7 9 , 2 7 6 A D M I N I S T R AT I O N / C O M M U N I C AT I O N ( 2 0 1 7 : 7 3 , 7 7 5 ) E X P E N D I T U R E I N 1 , 0 0 0 E U R O S 3 5 6 , 4 74 ( 2 0 1 7 : 3 5 5 , 8 9 4 ) 7 1 , 7 6 7 S P O N S O R I N G A N D O T H E R M A R K E T I N G / S E R V I C E S ( 2 0 1 7 : 5 9 , 6 2 9 ) F I N A N C E S On 18 July 2019, the DFB published its finan- cial report for the 2018 business year, which, for the fourth year running, clearly shows the use made of its financial resources. “Sustainable finances and transparency form the basis of a DFB that is fit for the future. Our published financial report shows, in a transparent and comprehensible way, just how solidly the DFB is positioned and that it is well prepared for the future. In this context, the funding of the association’s diverse non-profit work has also been a focal point in recent years.” M A R K U S H O L Z H E R R , DFB Director of Finance and Central Services
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
19 Dr Nikolaus Schneider reporting on the work done by the DFB Ethics Committee. case led to consequences under personnel law. In all the cases mentioned, the Ethics Committee was informed promptly of the facts and the outcome. PROSPECTS With the introduction of the CMS and the reg- ulated interaction of various control mecha- nisms, along with the avoidance of significant compliance violations and the clarification of compliance-relevant incidents in recent years, the DFB has continuously progressed with regard to its performance of compliance tasks. Further measures relating to structural adjust- ments, the merging of content-related pro- visions and clarifying regulations are all in the pipeline. The constant reviewing of practical procedures helps strengthen the DFB’s com- pliance architecture. Y were finalised and then put into force, staff training courses drawn up, a whistleblower system was introduced and cooperation between the various actors who exercise control functions – i.e. the auditors, the inter- nal audit, the voluntary compliance officer, controlling, sports jurisdiction and the eth- ics committee – was developed. ance considerations. The questions asked mainly concerned matters such as invita- tions, benefits, the clarification of sidelines and other possible conflicts of interest. Another important focus is on the compli- ance aspects when concluding contracts and the particular importance of adequately sounding out the market, possibly through invitations to tender. IN PARTICULAR THE MEDIATION OF THE COMPLIANCE/WHISTLEBLOWER SYSTEM COMPLIANCE CASES Particular store is set by communicating compliance regulations to the relevant tar- get groups. A large number of measures were therefore carried out in the reporting period with the introduction of the CMS. Besides setting up the online training sys- tem for employees of the DFB e.V. and DFB GmbH, initial face-to-face training sessions were held with staff members of the DFB e.V. and DFB GmbH, including the respective management boards. The volunteer mem- bers of the executive bodies were also made aware of the issue. This included the presi- dents and managing directors of the sub-re- gional and regional associations, combined with the recommendation to review the requirements based on their own structures and possibilities. The DFB whistleblower sys- tem that has been initiated enables people to contact an external lawyer anonymously and so point out any possible compliance violations if they wish to do so. The issue of compliance has been well received by DFB staff and volunteers, as demonstrated by the large number of inquir- ies and the processes and decisions of all colleagues that are supported by compli- From 2017 onwards, one focus of the clari- fying activities has dealt with issues from the past, which the then Compliance Officer had not taken as a cause for closer investigation, but which had been listed in a handover note. The individual issues were sorted and then investigated in detail by the Compliance Officer with the involvement of the Finance Division. Most of them were also referred to the Ethics Committee. Moreover, they were also partly taken up by the Frankfurt public prosecutor’s office prompted by a report in Spiegel magazine. The DFB cooperated with the investigating authorities, the documents and findings obtained making available to them in the course of clarifying the facts. Another case in the summer of 2018 con- cerned possible misconduct by a member of staff who mixed private and business inter- ests when dealing with DFB partners. This case was investigated by an external lawyer and only resulted in breaches of reporting requirements being found. In the spring of 2019, a watch given as a gift to the then DFB President Reinhard Grindel was investigated. In May 2019, there was an investigation into gifts given by a marketing partner to at least two DFB employees not being reported. One
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-
3 21 1_Tips for coaches at fußball.de 2_Team manager, Jonas Varwig, enters the match report on DFBnet. 3_Football in focus: the lively interest of the media. ball Photo of the Year. He’s a hero in the eyes of the DFB, too. By means of brochures and online platforms, the DFB offers much sought-after advice on current issues such as integrating refugees, inclusion and volunteering. More than 15,000 copies of the action guide ‘Child Protection in Clubs’ were requested from the DFB. With the child protection brochure, the DFB helps the football community to assess risks, take a preventive stance and act quickly and cautiously when suspicion arises. Webinars are becoming increasingly popu- lar since they offer people a chance to do advanced training at a time and place of their choosing. The DFB online seminars encom- pass talks by DFB coaches and other experts. The contents are presented by means of three „screens“ in which the speaker can be seen and keywords, graphics and animations on the topic are shown. Campaigns such as ‘Our Amateurs. Real Pro- fessionals’ and the ‘DFB Lap of Honour’ – which each received first prize at the ‘Galaxy Awards’ and the ‘FAMAB AWARD’ – serve to sustainably promote volunteering in the long term, as do the DFB Mobile and the ‘Vere- insdialog’ (“Club Dialogue”). It’s not just positive voices that you can find on the net. The DFB also has to deal with hate speech on its social networks. How can hate campaigns be identified and stopped early on? When does banter become cyber- bullying and what falls under criminal law? Given the highly accelerated communica- tion of the Facebook age in particular, the challenge consists in defining one‘s own position and clearly getting it across to oth- ers. Because one thing is for certain: the DFB does not want to leave any player, male or female, standing all alone, especially not in the digital arena. In connection with the 2019 international matches, RTL reported on social projects that are sponsored or even run by the DFB itself, such as ‘Ampukids’ in March 2019 or the ‘2-0 for a Welcome’ refugee initiative in June 2019. An audience of millions watched and ensured that help was provided even more effectively. Also thanks to the staff in the Public Relations Directorate, who work in three departments: Editorial, Communi- cations Management and Social Responsi- bility & Fans. The DFB’s foundations dissem- inate information on their particular topics using the DFB channels and a supporting network of publications. One prime example of how a topic can be supported by contemporary and effective communication was provided by the last amateur football congress, as broadcast on YouTube (16 hours of live programmes). Besides the 231 delegates, volunteers from seven satellite congresses connected to the event discussed the topic. The DFB reported via a live blog, Facebook, Instagram and Twitter, and also issued 67 news articles. This gave those present the chance to take active part, while everyone else was also able to find out about the outcomes. Such media design requires a great deal of prepa- ration and commitment, but it is worthwhile if it offers the chance for people to commu- nicate together. „WE DON‘T BASE OUR MEDIA WORK SOLELY ON THE MAIN- STREAM AND CLICK FIGURES. RATHER, WE’RE ALWAYS INTER- ESTED IN USING FOOTBALL’S POPULARITY TO DRAW THE GREAT- EST POSSIBLE ATTENTION TO CRUCIAL SOCIAL ASPECTS AND PROJECTS. THE ACHIEVEMENTS IN THE GERMAN BLIND FOOT- BALL LEAGUE, FOR EXAMPLE, OR THE COMMITMENT OF THE WINNERS OF THE JULIUS HIRSCH PRIZE NOT ONLY DESERVE PUBLIC RECOGNITION, THEY ALSO SEND OUT GROUNDBREAKING MESSAGES AND SIGNALS OF THE KIND THAT WE WANT AND NEED TO CONVEY. TO THIS END, WE USE OUR DIVERSE CHANNELS IN PRINT, ONLINE, IN THE APP AND IN THE SOCIAL MEDIA. AND WE ARE DELIGHTED WHEN WE CAN STIMULATE PEOPLE AND ENCOURAGE OTHER MEDIA TO REFLECT THESE ISSUES.” R A L F K Ö T T K E R , Deputy Secretary General and Director of Public Relations and Fans
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
F O O T B A L L C R E AT E S A S E N S E O F C O M M U N I T Y 23 L i v i n g a n d b r e a t h i n g F A I R P L AY P r o t e c t i n g T H E E N V I R O N - M E N T C r e a t i n g D I V E R S I T Y S t r e n g t h e n i n g C O M M U N I T I E S S a f e g u a r d i n g I N T E G R I T Y P r o m o t i n g H E A LT H P r e s e r v i n g S O L I D A R I T Y Our sustainability mission from the 2016 Sustainability Report. M I S S I O N F O O T B A L L C R E A T E S D I V E R S E P L A C E S F O R C O M M U N I T I E S . P R O T E C T I N G T H E S E P L A C E S I S O U R R E S P O N S I B I L I T Y. W E S A F E G U A R D T H E F U T U R E O F F O O T B A L L , 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. A S T R O N G F O O T B A L L C O M M U N I T Y H A S T H E O P P O R T U N I T Y T O C H A M P I O N A H U M A N E S O C I E T Y, O N E T H A T I S W O R T H L I V I N G I N . T H E D F B S E E S T H I S A S B O T H A N O P P O R T U N I T Y A N D A N O B L I G A T I O N . football in society. By doing this, the DFB can develop football in a sustainable man- ner and create the greatest added value for society through the sport of football. While sustainability was still a relatively new topic for football in Germany in the early 2010s, topics such as sustainability and social responsibility not only concern the business world, but have gained in signifi- cance in many sports associations around the world, from the IOC, FIFA and UEFA to many Bundesliga clubs, as well as when it comes to organising football tournaments. Alignment with international standards, such as the Ten Principles of the UN Global Com- pact and the 2030 Agenda for Sustainable Development of the United Nations with its 17 Sustainability Targets (SDGs), is a corner- stone of our activities, as are the GRI Stand- ards for sustainability reporting. Two examples from the last reporting period serve to demonstrate the dynamics of sus- tainability in organised football over the last three years. SUSTAINABILITY CONCEPT UEFA EURO 2024 When putting together the ultimately suc- cessful bid for UEFA EURO 2024, sustaina- bility was a core component. Social and environmental requirements were part of the bid book, and, for the first time ever at a major tournament, ideas and concepts for implementing international human rights requirements, such as the Guiding Princi- ples on Business and Human Rights, were demanded. Moreover, special attention was devoted to the integrity and governance aspects of the overall bidding process. PREPARATIONS FOR THE FIFA WORLD CUP 2018 For the 2018 FIFA World Cup in Russia, the focus was not only on the team’s physical preparations but also on the in-depth exam- ination of the overall social situation in Rus- sia. Intense meetings and discussions with the Russian Football Association took place before and during the tournament. In addi- tion, contacts were also established with civil society groups in Russia as well as in Germany to discuss with them personally sensitive issues such as the human rights situation and freedom of the press in Russia in the run-up to the event; these discussions were continued during the tournament. In the run-up to getting ready for the World Cup, sustainability was almost a natural part of the DFB preparation team, which meant that the players as well as the entire team were informed and primed about the situa- tion in Russia. This is just one example of how the four DFB directorates live and breathe sustainability. Whereas the Social Responsibility and Fans department used to be the central driving force, these days, the demand for and inspiration behind the DFB‘s sustainable development come from vari- ous areas, ranging from the Academy to marketing, from qualifications to sports courts. In the years to come, therefore, it will be the task of the department and the respon- sible commission to gradually develop this strong foundation in the context of social debates and changing – generally growing – expectations of football. It is the task of the DFB to meet the demands of society, with particular emphasis on the sustaina- bility dimensions of social, ecological and economic issues, in constant dialogue with its manifold stakeholder groups. In future, organised football will aim to define even more clearly the kinds of con- tributions it can make to a viable and fair society, one that is worth living in, as well as to sustainable football, and the priorities it intends to set.
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.
25 Building on tried-and-tested approaches for determining which key topics to feature in the present report covering the 2016- 2019 period, the prime tool chosen was stakeholder dialogues. It emerged that the central topics addressed in previous DFB Sustainability Reports were as relevant as ever and only needed reviewing and, in some cases, extending in a few sub-areas. In essence, this list is identical to that of the 2013-2016 Sustainability Report. FOOTBALL IS EXERCISE – it’s playing to- gether, a trial of strength, athletic develop- ment and best performances, a contribu- tion towards personal health. FOOTBALL IS COMMUNITY – It’s a feeling of togetherness, team spirit, friendship, fair play, shared and unforgettable experienc- es, a contribution towards building a com- munity through personal (often voluntary) engagement, it’s developing people by im- parting knowledge and values. FOOTBALL PROMOTES THE COMMON GOOD – it’s solidarity, diversity, inter- cultural exchange as an economic contri- bution through volunteering and for the health of the general population, the ex- pansion of knowledge and the common understanding of a consensus of values as a unifying cultural asset. As the largest national sports association, the German Football Association (DFB) sets the framework for this: It promotes exercise and reinforces the game by enacting and enforcing rules. It plans and organises operations in cooper- ation with the sub-regional association, via divisions and other tournaments. It allows people to gain qualifications and nurtures talent right up to the top level in the youth, women‘s and men‘s national teams. It fosters a sense of community by working with fans, communicating values at many different levels, strengthening volunteer work, and developing personal- ities further. EXERCISE, COMMUNITY AND THE COMMON GOOD The results of the 2019 Sport Development Report confirm the DFB‘s initial selection and the focus set by its central administra- tion as well as the top issues selected for the annual Social Responsibility Conference, as held in Berlin in 2018. In addition to clas- sic issues concerning sport and exercise, the Sport Development Report focuses in par- ticular on aspects of and contributions made by the world of sport to communities and social participation – combined with ques- tions of the contributions made by sport to the common good. This triad of exercise, community and the common good forms a suitable framework for this DFB Sustainabil- ity Report. The DFB therefore makes a contribution towards the common good in Germany. The focus on social responsibility in all areas of the DFB‘s activities as well as additional projects in the areas of diversity, the environ- ment, health, solidarity, fair play, international CSR as well as human rights reinforce the social significance that football has. This report highlights the work done by the DFB and its impact on these dimensions of football: exercise, community, and the com- mon good.
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?
27 I N T E R V I E W W I T H P H I L I P P L A H M 2 4 Our trick with our presentation to the ExCo members was to show the EURO 2024 final first and to tell the story backwards from that point. Now, we just have to do things the other way round. If we carry out, step by step, what we have planned to do, we will have a major football festival at the end. For young and old fans alike. For peo- ple of every origin, every background and every social environment. A festival that leaves no questions unanswered. How can Germany and Europe benefit sustainably from this European Champi- onship? In many ways. With this European Cham- pionship, we can prove that football has the power to bring people from all coun- tries and backgrounds together – with fair- ness and respect for each other. With the European Championship, we can create something that our Minister of the Interior, Horst Seehofer, has called „European cohe- sion“ – a positive mood that has a deep impact on the German people, but also on our European neighbours. We can present Germany as the cosmopolitan, modern and freedom-loving country that I have always felt it to be. And last but not least, we can prove that it is possible to hold a major event without any scandals and with transparency. We have to restore the belief of the general public that major events actually benefit everyone and not just a select few. on the pitch. The relief felt when the longed-for goal is scored. The fact that, of course, you congratulate your opponent on his victory, even if you’re the inferior player. This is exactly where we have to start: with the unifying power of football. It goes without saying that we also have to keep an eye on all possible disruptive elements. In Europe, nationalist rhetoric is once again being heard a bit more distinctly in some places. Such social developments are sometimes reflected in football sta- diums. What significance and what responsibility does this give rise to for football along with its major tournaments and its stakeholders? First and foremost, football is a powerful unifying force. I regard this force as a pow- erful antidote to the nationalist overtones you mentioned: the joy of sport, the skill of the stars. The excitement you feel when the floodlights go on in the stadium and the anthems are played. The emotions when something extraordinary happens What traces should the EURO 2024 leave behind? How do you want people to remember this tournament in the future? I’d like people to remember three essen- tial things. Firstly, a European Champion- ship that was the driving force behind many projects that wouldn’t have been possible otherwise – in infrastructural, social and cultural terms. Secondly, a cheerful cele- bration that represents the values that foot- ball embodies at its best: fair play, great performances, and transparency. And thirdly – if I may make a wish – as a Euro- pean Championship, in which an inspiring German national team became European champions.
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
1 THE APPLICATION PROCESS The awarding of UEFA EURO 2024 to Ger- many marked the end of the bidding phase, which was launched on 9 December 2016 with a call for bids from UEFA to all inter- ested European football associations. The DFB’s official declaration of interest to UEFA on 1 March 2017 was the start of a comprehensive process that went far beyond the mere processing of the UEFA requirements. From the very beginning, the DFB regarded the bid as a joint project and carried out the entire process under the conditions of transparency and parti- cipation. Transparency International Germany with Sylvia Schenk, the head of the Sport Work- ing Group, was an essential actor in the entire bidding procedure, one that gave critical support. The NGO supported the DFB in drawing up the rules of conduct for the venues and the Code of Conduct for all the people involved in the bidding pro- cess. “It was a very elaborate and very detailed procedure. Various experts, including those from outside the DFB, were involved. Moreover, everything was done to ensure that not one person alone could exert a great deal of influence at any one point. The four-eyes principle was con- stantly applied, so that other people were always involved,” says Sylvia Schenk. RULES OF CONDUCT AND CODE OF CONDUCT The set of rules developed for all organi- sations and persons involved in the bid- ding process and the possible orientation included the topics “Integrity of conduct”, “Contacts/conversations/advertising”, “Invitations/Visits”, “Grants”, “Confidenti- ality” and “Communication”. Sanction pro- ceedings were initiated in the event of vio- lations. This Code of Conduct was a binding guideline for the DFB throughout the entire application process. NATIONAL SELECTION PROCEDURE FOR VENUES 29 at all locations. Finally, the Bid Committee presented a ranking matrix to the DFB Pres- idential Board. It contained a weighting of the individual evaluation sectors based on the UEFA ranking for international appli- cations. The DFB Presidential Board heeded the ranking and selected the 10 venues: Berlin, Munich, Düsseldorf, Stuttgart, Cologne, Hamburg, Leipzig, Dortmund, Gelsenkirchen and Frankfurt. Along with the mandatory bid book, the DFB drew up a sustainability concept for the tournament and finally handed over its full set of bid documents to UEFA on 24 April 2018. SUSTAINABILITY CONCEPT 2024 The creation of a sustainability concept for UEFA EURO 2024 was a concern for the DFB early on in the bidding phase and was much more than just an add-on. Despite all the unavoidable organisational require- ments, the tournament is intended to set new standards that will impact football in Germany, and especially in the sub-re- gional associations, well beyond 2024. Moreover, the DFB would like to use the organisation of the tournament to gener- ate cross-border stimuli in the UEFA mem- ber associations. PROJECT GROUP WITH INTERNAL AND EXTERNAL EXPERTS The DFB department in charge of social responsibility set up the ‘Sustainable EURO 2024’ project group together with repre- sentatives of the DFB’s Social Responsibil- ity Committee, experts from the Öko-In- stitut and Transparency International Germany. The project group involved a large number of relevant stakeholders from various sectors of society. The DFB also set up various working groups, including in the fields of human rights and environ- mental protection. Three overarching objectives for the organ- isation of UEFA EURO 2024 formed the basis of the sustainability concept: With its decision of 20 January 2017, the DFB started off by conducting an open, transparent and non-discriminatory national selection procedure to determine the 10 match venues. For more than two months, DFB experts worked together with external experts from various areas and disciplines to evaluate the applicants’ doc- uments – on the basis of an evaluation process coordinated with Transparency International. Site visits were conducted • sustainable tournament organisation • the EURO as the motor of football devel- opment in Germany • the EURO as a meeting place and a fes- tival in Europe The sustainability concept formulates goals for all three levels. It also contains 24 concrete lighthouse projects, which will be implemented step by step and in coor- dination with UEFA, and which will be sub-
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
31 1_Support for the German bid from the grassroots: the refugee team of ESV Neuaubing and SV Am Hart München are ‘United by Football’. 2_A hefty tome: the bid book and annex of the EM application come to 1,628 pages. 3_Stakeholder dialogue: shaping sustainability together. 4_A sustainable vision for EURO 2024 – in eight areas of action, with 24 lighthouse projects and countless project ideas. 2 3 4 ENVIRONMENT 8 AREAS OF ACTION, 24 LIGHTHOUSE PROJECTS AND COUNTLESS PROJECT IDEAS OUR VISION FOR A SUSTAINABLE UEFA EURO 2024 YOUTH UEFA EURO 2024 Youth Congress Interaction forum for young people from all UEFA member associations in the run-up to the tournament Youth participation concept – Giving young people a voice Promoting an equal voice for young people to ensure the future face of football EURO-Mobile on tour Knowledge transfer on how amateur football functions and its great potentials Team 2024 – Schools & Clubs kick-off together School as a platform for active participation and volun- tary commitment in sport FANS A fan-friendly stadium experience European fan networks help deﬁne the fan experience Fan embassies in the Host Cities Football unites! – Soccer courts at the Local and international volunteers at central locations in all Host Cities fan embassies Fans play football together Fan Flat Share (“Fan B&B”) Couchsurﬁng for football fans European Fan and Cultural Festivals Spaces where European culture can be experi- enced ﬁrst-hand DIGITAL INNOVATION Euro Future Lab Establishment of a Multi-Stakeholder Dialogue Platform to promote digital innovation across football and society Digital UEFA EURO 2024 Integration of digital trends and services for UEFA EURO 2024 and in football: stadium experience, fan communication, matches, eLearning, the environment DIVERSITY Inclusive Stadiums 2024 Vision – Barrier-Free with Inclusiveness Initiative for Active Football Players 2024 no Isolated Zones Philosophy of barrier-free stadiums with no isolation in reserved spaces in football Initiating any number of ways of participation in football clubs and associations. Such as inclusive friendlies, Uniﬁed tournaments and an Inclusive- ness in Football congress Volunteers Programme – “Football is so diverse” Representing the diversity of Germany society through volunteers of both genders, of all ages, of different sexual orientations, capabilities, origins and religions. “Welcome Diver-City – Paths to Diversity” Collaboration between the DFB, the state associations and Host Cities to promote local diversity initiatives to foster social inclusion. Inclusive ticketing systems Active inclusion of people with disabilities and disadvantages in the realization of the tournament Communication and sensitization – barrier-free communication channels, training sessions on inclusive language and behaviour Expansion of inclusive stand- ards and services in the ﬁelds of mobility, fan festivals and communications Combi-Ticket Plus for long-distance travel, simple to under- stand, easy to obtain with attractice conditions German Sports Climate Fund New mechanism to f oster investments in climate friendly technologies in sport facilities Classic “Combi-Tickets” for local transportation Marked Fan Miles for pedestrians & cyclists Bike-sharing offerings for volunteers & 2,024 guarded bike rack spaces per stadium Electric shuttle services & charging infrastructure in stadiums and Fan Zones Digital services in brokering car shares 100% share of renewables for the electricity Certiﬁcation of stadiums with energy management systems as per ISO 50001 Own power generation and storage inside and at the stadium Optimized energy use in hotels and hospitality out- lets at the ten Host Cities Uniform waste concept with waste avoidance (no ﬂyers, give-aways, etc.); consequent reus- ables strategy & waste separation at collection points Factored into Organizing Committee procurement chains eLearning programme and storytelling approaches to ensure target-group- speciﬁc communication of eco-knowledge HEALTH Fit for UEFA EURO 2024 – The path to the tournament Fitness and football offerings to get people moving ready for UEFA EURO 2024 Fit at UEFA EURO 2024 Tobacco-free stadiums, alternative food and beverages offerings, movement, on the pitch and at pitch-side EURO-Study Groups-Exchange programme for staff of European national and regional associations Workshop series for UEFA national associations and regional associations HUMAN RIGHTS FAIR PLAY Developing a DFB Human Rights Policy Transfer of the major aspects from the UN Guiding Principles on Business and Human Rights onto the speciﬁc situation of a sports association Developing and realizing a UEFA EURO Human Rights Strategy Joint action plan of the DFB and the Host Cities on integrating human rights issues into the tournament organization and matches, including a Working Party on Responsible Procurement Dialogue series with the focus on human rights in football with the involvement of various stakeholders Transparent communication of the guidelines for tenders for service providers and product makers Human rights as a factor in the manufacture of merchan- dising articles Monitoring and communication of human rights measures, including GRI-compliant r eporting “Fairness Messages – by Fans for Fans” For respectful and fair interaction “Awarding the Fair Play Gesture of the Day” Innovative competition to select and command fair play action in and around the pitch Fair Play Football tourna- ments between fan teams from the participating nations Fan encounters to exchange opinions under the motto: What unites us? Pan-European discussion process and knowledge transfer in dialog on a Fair Play League Joint development of a Fan Code of Conduct ALL. N EUROPAS. AUBING FOOTBALL. OOTBALL . DE
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.
33 U E S Football is Germany‘s number one sport: popular with players, attractive to fans and sponsors, visible in the media, and a topic of conversation across all social classes and age groups. 4 . 1 T H E F O U N D AT I O N O F F O O T B A L L • YEAR-ROUND, WIDE-RANGING AND HIGH-QUALITY WAYS TO GET INVOLVED IN PLAYING FOOTBALL • HEALTH-ORIENTED RECREATIONAL FOOTBALL FOR ALL • QUALIFICATION OF CLUB OFFICIALS AND VOLUNTEERS TO REINFORCE GRASSROOTS FOOTBALL • BOOSTING SELF-CONFIDENCE AND DEVELOP- ING PERSONALITY VIA PARTICIPATION AND SPORTING ACHIEVEMENTS • RAISING AWARENESS OF WHAT MAKES A HEALTHY LIFESTYLE • ACQUIRING SKILLS SUCH AS FAIR PLAY, TEAMWORK AND THE ACCEPTANCE OF RULES, PERSONAL RESPONSIBILITY • INTERACTION – ON AND OFF THE PITCH – IS THE BASIS OF HOW THE CLUBS AND ASSOCIA- TIONS ARE ORGANISED • RELAYING ACQUIRED VALUES, PROFESSIONAL AND SOCIAL SKILLS TO OTHER AREAS OF SOCIETY VIA FOOTBALL PLAYERS AND THOSE RESPONSIBLE FOR SPORT AND ORGANISATION • STRENGTHENING SOCIAL VALUES AND PROMOTING COHESION AND INTEGRATION IN SOCIETY VIA THE PERSONAL DEVELOPMENT OF THE INDIVIDUAL The German Football Association had 7,131,936 members in 2019 – around 41,829 more than in 2018 – but only around 40% of registered footballers were actively involved in the 2018-2019 season. This is a figure which meant that – contrary to the positive trend in membership – the number of clubs and registered teams actually declined. As the world‘s largest sports association, the DFB brings about the framework conditions for football in Germany: with its game idea, a comprehensive and democratic organisa- tional structure, a basic understanding that is geared towards the common good and its social values. It provides millions of people with access to football. The strength of German football, the foun- dation it rests on, is amateur football. Non- profit clubs at grassroots level are valuable in themselves: they offer people a sense of identity, affiliation, community, the chance to have some influence on club life, as well as affordable, practical, contemporary ser- vices geared towards target groups and needs.
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.
35 • Increasing of the financial support of the sub-regional associations, also with the DFL’s participation At the 3rd Amateur Football Congress in Kassel in February 2019, representatives at all organisational levels of German amateur football (DFB, regional and sub-regional associations, football districts and amateur clubs) discussed the results of the master plan and the question of how club football in the amateur sector has to be positioned in the future so it is sustainable and able to make the best possible use of the impacts of EURO 2024 in Germany with the support of the associations. Besides the 284 repre- sentatives who attended the congress, 171 people also took part in the accompanying satellite congresses, held simultaneously in seven sub-regional associations. The congress was divided into five core topics • Club football 2024 • General conditions of club football • Association 2024 • Education/qualification 2024 • Digitalisation The ‘Future Strategy Amateur Football’ steering group, headed by Peter Frymuth, subsequently initiated a transparent and intense discussion and coordination pro- cess with the levels involved in order to carry out the recommendations for action. Firstly, the goals and principles for the 2024 master plan for the future strategy of grass- roots football were agreed upon. They were confirmed at the DFB’s triennial Congress on 26 and 27 September 2019. Plans for the details of the 2024 Master Plan were to be laid out by the end of 2019 and there- after approved by the DFB Board. G O A L S • Implement the 2024 nationwide master plan: making use of the opportunities offered by EURO 2024, especially to attract, retain and develop club members • Continuously expand and steer amateur football development by means of the 2014 Master Plan • Recruit, retain, train and further educate volunteer club employees, coaches and referees • Improve access to (modern) sports infrastructure according to needs Week after week, more than 1.7 million people ensure that the ball rolls on the 38,082 sports fields across the country. Around 400,000 volunteers, one-fifth of whom are women, assume an official func- tion at their clubs. Of the clubs where only football is played, 72.5% can balance their books or are even comfortably in the black. The DFB’s aim is to find the right answers to the challenges in dialogue with the sub-regional associations and with the active support of the clubs and their staff, and thereby to protect, preserve, diversify and future-proof the sport of football. The preamble to the Statutes even describes the promotion of amateur and grassroots football as being central to the DFB. As far back as 2012, the DFB had already analysed the changes and associated chal- lenges in a nationwide amateur football congress with participants from all levels of organised football and on the basis of a stock-taking exercise. The delegates agreed upon a set of joint recommendations for action that formed the foundation for the ‘Future Strategy Amateur Football’. The master plan forms the instrument to implement this. It is a joint management and control instrument for the cooperation between the DFB and sub-regional associ- ations or districts to support the clubs. The steering group ‘Future Strategy Amateur Football’ (STG) is responsible for handling the overall process. The results of the first master plan (2013- 2016) included an improved culture of dia- logue, the launch of the nationwide ‘Fair Play’ concept including the Fair Play League, the expansion of club services such as short training courses, the launch of the DFB Mobile fleet, various online tools for match operations, the ‘Our Amateurs. Real profes- sionals’ amateur football campaign and the DFB Junior Coach project. These measures were continued in the 2017- 2019 master plan– with some targeted addi- tions: • Communication: intensification of the dia- logue with the club level and internal com- munication (e.g. with the district level) • Match operations: in particular the accel- erated further development of a variety of options to play the game and the qual- ification of employees in the local, munic- ipal and district divisions • Club service: in particular implementing needs-appropriate offers for information, qualification and, if need be, the counsel- ling of club staff and volunteers
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
1 50,000 P E O P L E D O I N G Q U A L I F I C A T I O N P R O G R A M M E S 1_Children learning coordination skills through play. 2_Having fun: at the summer football camps, the young people also deal with topics such as volunteering, inclusion, culture and nutrition. 2 M E A S U R E S T O P R O M O T E Y O U T H F O O T B A L L AT G R A S S R O O T S A N D AT T H E T O P L E V E L So as to ensure that league tournaments con- tinue to be available to all children and young people throughout the country, the DFB and its sub-regional associations have made match operations more flexible by introducing new forms of play, e.g. in the Fair Play leagues in children’s football. As part of the DFB master plan, the sub-regional associations are setting up meetings with team leaders, in turn strength- ening the dialogue with young players. The compensation for training and development that Bundesliga clubs pay to the young tal- ents’ home clubs has risen and rewards ama- teur clubs for their efforts. Every year, the best youth players are awarded the Fritz Walter Medal. Here too, the DFB rewards the good work of the training clubs with prize money, while the players themselves are promoted to the junior leagues organised by the DFB. Under the aegis of the DFB Schools Foot- ball Committee and with the aid of the 21 sub-regional associations, these milestones have been achieved over the past three years in the areas of qualification, cooper- ation between schools and clubs and com- petition: • more than 50,000 participants in the qual- ification programmes for teachers and edu- cators • around 1,000 joint activities and cooper- ative relations between clubs and schools supported every year as part of ‘Together on the Ball’ project • taking place annually, the DFB School Cup with the 32 regional winners (girls and boys) of YOUTH TRAINING FOR THE OLYMPICS in competition class IV (altogether about 4,500 school teams take part in the pre- liminary rounds in all 16 federal states) • establishment of the DFB Junior Coach qualification programme with around 18,500 trained junior coaches at more than 300 schools (since 2013) For clubs and schools, introducing children and teenagers to football through these var- ious measures results in a win-win situation. E X E R C I S E F O R S C H O O L C H I L D R E N Football, sport and action instead of maths, German and art: that is the motto of the ‘Sepp Herberger Days’. Such a day is organ- ised jointly by a primary school and a foot- ball club. At the start of the 2018-2019 school year, the DFB Sepp Herberger Foundation and the DFB team for school football re-de- signed the action days with the aim of devel- oping new partnerships, consolidating exist- ing ones and getting primary school pupils exercising. The patron is Jens Nowotny, who played for his country 48 times. S U M M E R F O O T B A L L C A M P S A S A T H A N K Y O U For the 26th time, the DFB Egidius Braun Foundation organised the summer football camps in 2019 as a thank-you and accolade for the amateur clubs. For one thing, the camps are great fun, but they also serve to promote team building, and they focus on topics such as young volunteers, inclusion, culture and nutrition. This way, they have a positive influence on young people’s devel- opment. Participation in the football holiday camps is free of charge, including travelling to and from the camps. Eighty clubs with over 1,000 participants take part in the camps every year. With the ‘Children’s Dreams’ initiative, the DFB Egidius Braun Foundation, together with 37 the men’s senior national team, supports various programmes and organisations in Germany and abroad. The motto ‘Helping others to help’ is of primary importance. The campaign is aimed at charitable projects and initiatives that care for the well-being of chil- dren and young people in the long term. So far, more than 300 projects have been sup- ported, including • educational recreational programmes • wheelchair football tournaments However, the purchasing of prostheses or wheelchairs is also subsidised in individual cases. The DFB Egidius Braun Foundation has been supporting the Hopp Children’s Tumour Centre (KiTZ) in Heidelberg since 2018. The German national team player and Bundesliga professional Jonathan Tah is the ambassador for the foundation and the clinic. • 180,000 CHILDREN AND YOUNG PEOPLE WITH DFB FOOTBALL BADGES OR DFB PAULE BADGES EVERY YEAR • DFB SCHOOL CUP WITH 4,500 TEAMS EVERY YEAR • 18,500 DFB JUNIOR COACHES TRAINED SINCE 2013 • OVER 50,000 TEACHERS AND EDUCATORS QUALIFIED SINCE 2008 • FOOTBALL AS A CONNECTING ELEMENT IN CLASSES, BETWEEN CLASSES AND SCHOOLS AS WELL AS TEACHERS • PERSONAL DEVELOPMENT THROUGH QUALIFICATIONS • JOINT ACTIVITIES, COOPERATIVE RELATIONS AND EXCHANGE BETWEEN CLUBS AND SCHOOLS • STRENGTHENING AND SECURING THE FUTURE OF THE CLUBS THROUGH PARTNERSHIPS WITH SCHOOLS • ENRICHING THE EDUCATION SYSTEM THROUGH QUALIFICATION AND FOOTBALL OFFERS • APPLYING KNOWLEDGE AND SKILLS FROM THE QUALIFICATION PROGRAMMES BEYOND THE FIELD OF SPORT
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
39 M E A S U R E S F O R F U T U R E I S S U E S R E L AT E D “ S TA F F D E V E L O P M E N T I N F O O T B A L L C L U B S ” W I T H I N T H E ” B A C K- F O U R F O R M AT I O N O F S TA F F D E V E L O P M E N T ” G A I N new volunteers and voluntary wor- kers, among other things via the online club advice service ‘My Football’ at dfb.de Q U A L I F Y employees and male and female coaches through special interdisci- plinary short training courses and the online seminar series ‘Leadership in Voluntary Work’ B I N D volunteers through a strong culture of appreciation B I D D I N G A P R O P E R F A R E W E L L when people leave S P E C I F I C C O M M U N I C AT I O N M E A S U R E S The DFB is very active on social networks, but that doesn‘t mean it attaches any less value to its print publications: every foot- ball club in Germany receives the quarterly magazine DFB-Journal; DFB-aktuell is the stadium magazine at the home games of the men‘s national team. Moreover, the annual ‘Thank You for Volunteering’ cam- paign held in cooperation with the DFL focu- ses on recognising voluntary work: all clubs in the top leagues are given the opportu- nity to say a big „thank you“ on the big stage of a home game. The DFB provides banners and copy for stadium announce- ments and stadium magazines. T O E N C O U R A G I N G V O L U N T E E R W O R K The DFB’s Volunteer Committee and the full- time and volunteer employees of the sub- regional associations regularly work together in workshops to further develop the existing programmes and campaigns and to establish new measures. In doing so, they also draw on external expertise. Current issues under discussion include the question of how more girls, women, people with a migration back- ground and young people can be persuaded to get involved in voluntary work. Concrete concepts are developed to achieve this. In order to recognise, above all, the work of teenagers and young adults aged between 18 and 30, the DFB has launched the ‘Foot- ball Heroes – Young Volunteers‘ Campaign’. Since 2016, the DFB has honoured more than 1,000 young people nationwide as „football heroes“. The male and female winners of this award as part of the ‘Volunteering Campaign’ are invited by the DFB to attend a five-day fun educational trip to Spain. The DFB, in cooperation with its sub-regio- nal associations, has been awarding its „clas- sic“ honorary award since 1997: each club can nominate volunteer members of staff for the award, and the local, municipal and district divisions then select the district win- ners. The award winners are invited to “thank- you weekends”. All further information on the classic volunteer award can be found here. • 1.7 MILLION DEDICATED VOLUNTARY WORKERS IN FOOTBALL AS A PREREQUISITE FOR CLUB SPORTS AND SPORTING COMPETITION • VOLUNTEERING FOSTERS THE COOPERATION/ COHESION OF MANY DIFFERENT PEOPLE • CLUBS AND VOLUNTARY ACTIVITIES AS A DOOR TO A COMMUNITY • VOLUNTEERING REINFORCES INTEGRATION AND INCLUSION IN THE CLUB • VOLUNTARY WORK SETS AN EXAMPLE FOR SOCIETY • THE CLUB AS A PLACE FOR LEARNING DEMOCRATIC CO-DETERMINATION • APPLYING ACQUIRED SKILLS OUTSIDE THE REALM OF FOOTBALL G O A L S • Increase the proportion of young volunteers • Further develop the “club counselling/club development service“ on site • Implement Vision 2024
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.
41 In the 2017-18 season, 2,228,701 active players and 57,420 referees were officially involved in a total of 1,543,733 football matches. Almost 85% of the matches were played at district level. 4 . 5 T H E “ K I C K ” F O R YO U N G A N D O L D A L I K E Interest in women’s football in Germany in particular is growing: 5,966 women’s teams participated in 2018, that’s 147 more than in 2017, and the number of female DFB mem- bers rose from 772,837 to 792,782 in the same period. T H E P R O M O T I O N O F W O M E N ’ S A N D G I R L S ‘ F O O T B A L L With the aim of reinforcing and promoting the positive trend in women’s and girls’ foot- ball, the DFB launched an offensive in 2018 to arouse the interest of girls and keep the passion of the many football enthusiasts at a high level. The initiatives are: • #NotWithoutMyGirls • Girls’ Football Days • Over 35s women’s competitions # N O T W I T H O U T M Y G I R L S C A M PA I G N With this campaign, the association focuses on fostering team spirit, friendship and cohe- sion. To this end, the DFB has been combin- ing numerous measures since early summer 2018 in a campaign that is being disseminated on various channels, with a focus on Insta- gram. Part of the offensive are proven pro- jects such as ‘Girls’ Football Day’ (for girls aged five to 13) and ‘DFB Junior Coach – Only Girls’ as well as other offers for clubs and interested girls. The year 2019 was dominated by the use of influencers. The sub-regional associations were also increasingly involved in the campaign. For example, the DFB pro- vided them with winner boards and mesh banners with the hashtag for use in their club along with a “toolbox” for use on social media.
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.
1_German Beach Soccer Championship 2019 on Warnemünde Beach. 2_Male Amateur of the Year 2017 Hanno Makel and Female Amateur of the Year 2017 Nina Hirsch. 3_Special atmosphere at the floodlit game in the district league. 4_At the DFB Junior Futsal Cup, the mascot children promote the #NotWithout- MyGirls initiative. 5_The men‘s national futsal team. 43 1 2 3 5
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
190,000 V I E W E R S , O N A V E R A G E , W A T C H E D T H E L I V E B R O A D C A S T S O N S P O R T 1 D U R I N G T H E S E A S O N . 87 T H E N U M B E R O F H O U R S T E L E K O M S P O R T R E P O R T - E D O N T H E M A T C H E S O F T H E A L L L I A N Z W O M E N ’ S B U N D E S L I G A I N T H E 2 0 1 8 - 1 9 S E A S O N . 1_National team player Lea Schüller is happy about her goal for SGS Essen. 2_Johanna Kaiser receives the championship trophy for TSG Hoffenheim II in the 2nd Women‘s Bundesliga in the 2017-18 season. 3_German Women‘s Champion 2019: VfL Wolfsburg. 2 3 T H E A V E R A G E N U M B E R O F T V N E W S F E A T U R E S B R O A D C A S T A B O U T T H E A L L I A N C E W O M E N ’ S B U N D E S L I G A O R C L U B S E V E R Y D AY. 45 alone women‘s football clubs in Germany are finding it increasingly difficult to keep up in the league. The reason is that eight of the 12 Bundesliga teams belong to men‘s licensed clubs, which benefit from better infrastructural and financial conditions. With the mission statement “We want to be successful and to be experienced in an authentic and emotional way at all times“, the management is now pursuing the fol- lowing central strategic goals: • to become the best league in the world with the best players, talents, coaches • to offer professional prospects for players • to create strong structures • to achieve innovative and wide-reaching media presence • to get strong partners on board • to create a solid economic basis by tapping new marketing potential • to strengthen and promote female referees • to train more women as coaches • to create fan experiences Women‘s Federal Leagues are also based there. The #NotWithoutMyGirls campaign is also located under the aegis of the direc- torate. Meanwhile, the women‘s national team and all the women‘s national youth teams are organised in the Directorate of National Teams and Academy, headed by Oliver Bierhoff, in order to achieve syner- gies with the men’s (youth) teams and to benefit from each other. Within the Associations, Clubs and Leagues Directorate, the Match Operations Leagues and Competitions Department is responsi- ble for organising and further developing match operations. On top of the leagues and competitions for men and juniors as well as the above-mentioned women‘s and junior women‘s divisions, this also includes the DFB-Pokal for women. S T R AT E G I C F U R T H E R D E V E L O P - M E N T O F T H E B U N D E S L I G A In 2016, the management initiated a strat- egy process to develop the women‘s Bun- desliga further, with the aim of strengthen- ing the league‘s international role as leader in the face of increasing competition. Other European nations are catching up, top-flight female players are leaving. Moreover, stand- • SPORTING SUCCESSES: BUNDESLIGA TEAMS ARE A S T R O N G F O U N D AT I O N REGULARLY IN THE TOP 4 OF THE UEFA CHAMPIONS LEAGUE • BETTER TALENT DEVELOPMENT THROUGH IMPROVED STRUCTURES • STRENGTHENING OF WOMEN‘S FOOTBALL BY INTERWEAVING IT IN THE STRUCTURES OF THE DFB AND MEN‘S FOOTBALL • TEAM SPIRIT AND IDENTIFICATION • DEVELOPING AND IMPROVING THE FAN EXPERIENCE • PLAYERS LIVE A LIFE OF RESPECT AND FAIRNESS, BRINGING SPORT AND EDUCATION INTO HARMONY • FOOTBALL STRENGTHENS GIRLS AND WOMEN’S SELF-CONFIDENCE • PROFESSIONAL PLAYERS AS ROLE MODELS FOR GIRLS AND WOMEN • CONTRIBUTING TO THE DEBATE ON EQUAL RIGHTS The DFB also improved the structures below the women‘s Bundesliga during the report- ing period. Since the 2018-19 season, the 2nd Women‘s Bundesliga has been running as a nationwide division with a total of 14 teams. Since then, it has developed into a league full of talent, ensuring that it is easier for players to step up to the Bundesliga. Since 2012, the younger generation has been given the chance to gain experience at top-flight level in the U17 Junior Women‘s Bundesliga (three geographically grouped divisions of 10 teams each). 320,000 S P E C T A T O R S S A W T H E T O P M A T C H 1 . F F C T U R B I N E P O T S D A M V S F C B AY E R N M U N I C H O N R B B , M A K I N G I T T H E H I G H E S T L I V E F I G U R E O F T H E S E A S O N .
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
47 “FAMOUS THROUG HOUT G ERMANY VIRTU - ALLY OVERNIG HT” On 28 June 2018, the Lower Saxony fourth division club SV Drochtersen/ Assel hit the jackpot: it would be play- ing against FC Bayern Munich in the first round of the DFB-Pokal. President Rigo Goossen tells us what feelings this home game triggered in the ama- teur club. Mr Goossen, what does a home game against FC Bayern Munich in the first round of the DFB-Pokal do to an ama- teur club like SV Drochtersen/Assel and its roughly 11,500 inhabitants – before and after the match? Rigo Goossen: After the draw, the game made our club – virtually overnight – famous throughout Germany. When we say that we come from Drochtersen, people still respond: “Drochtersen? Isn’t that the football club that only lost 1-0 to the Bayern Munich in the DFB-Po- kal?” The match gave the image of our club and the village a massive boost. To what extent did the DFB support you as a club when it came to holding the match? Rigo Goossen: The way the DFB sup- ported us and helped us prepare was very good. Even if it all seems a bit over- the-top at first, the professional sup- port we got from the DFB meant we were perfectly prepared for the game. We sought solutions to any problems that arose together. The trophy stands for uniting profes- sional and amateur football as part of a competition. In your view, how does the DFB manage to make one world out of two and create encounters at eye level? Rigo Goossen: The people in charge at the DFB manage to do this by clearly stipulating what has to be observed, but otherwise allowing us, as the host club, some freedom within the context of the rules. Grassroots clubs are respected. Incidentally, this was particularly true of FC Bayern, who gave us the feeling of being “professionals” for an entire match day. 2 1_The 12th man: fans of Eintracht Frankfurt at the DFB-Pokal Final 2018 in Berlin. 2_An encounter at eye level: Oliver Ioannou (SV Drochtersen-Assel) and Daniel Caliguri (FC Schalke 04) in the 1st round of the DFB-Pokal. 3_May 2019: VfL Wolfsburg wins the cup for the 5th time in a row. cast a total of nine matches of the cup sea- son live. There were also extensive summaries of the other matches and live coverage of the wom- en’s cup final and other women’s cup matches on the Internet. A M AT E U R S ’ F I N A L D AY On Amateurs’ Final Day, the finals of the men’s sub-regional FAs’ cup competitions are held, with the winners qualifying for the DFB-Pokal. Amateurs’ Final Day can, there- fore, be seen as a bridge between all national cup competitions and the DFB-Pokal. The ARD broadcasts all matches on the final day in a large live conference, with matches start- ing at three different kick-off times spread throughout the day. The nationwide TV pres- ence offers a unique platform and draws attention to the clubs below Bundesliga level and in grassroots football. Most recently, 2.52 million television viewers tuned in at peak viewing times. The Amateurs’ Final Day premiered on 28 May 2016. 2020 will see the final day being held on the same day as the men’s DFB-Pokal final, as was the case in 2019. D F B - P O K A L F O R W O M E N W I T H A F A N A N D F A M I LY F E S T Since 1981, women footballers have been making cup football history on a regular basis. Since 2010, the women’s final has been held independently in Cologne in conjunc- tion with a large fan and family festival. It has become a “lighthouse event” for wom- en’s football. Besides various participatory activities, visitors can learn about initiatives and projects that win children and young people over to the sport and offer them prospects for their future. In addition, the Central Rhineland Football Association organises tournaments for U11 and U9 female players. Moreover, the Sportland NRW Talent Cup and a football tournament for male and female confirmands are held at the Müngersdorf Sports Park. Due to the high number of registrations, in 2019, the DFB Sepp Herberger Foundation organised, for the first time ever, a preliminary tourna- ment for the German championship for wom- en’s teams whose players came from work- shops for people with disabilities. I N D I V I D U A L C L U B C O U N S E L L I N G In both the DFB-Pokal and league match operations, the DFB also works together with stadium operators and event managers of the clubs via its ‘Stadium & Infrastructure’ division, and, in the case of stadium projects, with authorities, planners, building inspec- tors and building authorities and the police or fire brigade. The focus here is on giving individual and target-group-specific advice, and supporting and monitoring the clubs with the sustainable, economic and techni- cal implementation of a mostly unique and significant project, such as the construction of a new stadium. The department helps clubs and also local authorities fulfil all the association requirements to obtain approval for match operations.
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)
49 • DFB-POKAL AS A PLATFORM FOR CLUBS AND TALENTED PLAYERS • SPORTING CAREER HIGHLIGHT FOR MANY AMATEUR PLAYERS • UNFORGETTABLE SPORTING MOMENTS (“DAVID VS GOLIATH”) • DFB-POKAL AS A LINK BETWEEN AMATEURS AND PROFESSIONALS • ENCOUNTERS AT EYE LEVEL • FINALS AS PEACEFUL FAN FESTS • KNOWLEDGE REGARDING INFRASTRUCTURE AND ORGANISATION TRANSFERRED TO CLUBS • SOLIDARITY WITHIN SPORT AS A SOCIAL MODEL G O A L S • Implement the strategy process launched in 2019 • Digitalise various processes • Continue to put the events on a more professional footing “Amateurs’ Final Day is a very special cup day, one that builds a bridge be- tween professionals and amateurs, be- tween the grassroots and the Bundesli- ga, between the sub-regional cup finals and the DFB-Pokal”. P E T E R F R Y M U T H Vice President Operations and Football Development 9 Women’s record winners: 1st FFC Frankfurt 9 wins (out of 13 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
51 More than half of the 20 third-division clubs have a certified Youth Academy. Around 8% of total expenditure is spent on nurtur- ing young talent. In percentage terms, the third division is therefore ahead of both the Bundesliga and the 2nd Bundesliga. The careers of players who later played for their country, such as Joshua Kimmich (then RB Leipzig), Bernd Leno (VfB Stuttgart II) or Karim Bellarabi (Eintracht Braunschweig) show what a springboard the 3rd Division can be. The fact that the 3rd Division also offers an ideal stage for talented, ambitious coaches was demonstrated by Florian Kohfeldt (then Werder Bremen II), Sandro Schwarz (FSV Mainz 05 II) or Ralph Hasen- hüttl (VfR Aalen), all of whom later found their way into the Bundesliga. The 3rd Division is a professional league, but it is not a glossy, high-end one. In sur- veys, fans regularly state that they associ- ate the 3rd Division with “plain, honest foot- ball”. The brand identity of the 3rd Division has also been developed in this spirit. The motto continues to be “Show us”, because it sums up the attitude of the 3rd Division, where everyone has to roll up their sleeves, overcome resistance and want to do more than the rest. • THE BASIS OF PROFESSIONAL FOOTBALL • A STAGE AND SPRINGBOARD FOR YOUNG TALENT • DELIBERATE NURTURING OF YOUNG TALENT IN THE 3RD DIVISION • ECONOMIC STRENGTHENING OF THE DIVISION, INCLUDING ITS TRADITIONAL CLUBS, PRO- MOTES STABILITY AND PRESERVATION AS A BASIS FOR REGIONAL COMMUNITIES • BRAND DEVELOPMENT AND IDENTITY BUILDING IN THE 3RD DIVISION 1_Not long to kick-off: before the opening match of the 3rd Division. 2_In close contact with fans: players of the SpVgg Unterhaching in the curve. 3-4_Energie Cottbus is looking forward to the 3rd Division: fans and players celebrate their promotion together. 5_The players of Hansa Rostock thank their fans for their support. 2 4 F I N A N C I A L F A I R P L AY Financial fair play in the 3rd Division is based, on the one hand, on whether a club has achieved a positive economic result for the season, and, on the other, on the qual- ity of its financial planning. A club that sat- isfies the requirements in both respects can benefit from both coffers with a total of up to €550,000 The 3rd Division’s biggest assets are the large number of traditional clubs and the distinct sense of balance in terms of sport- ing competition. However, the clubs invest not only in the team and coaches, but, above all, in the further development of the struc- tures themselves. The result is a clearly vis- ible professionalization of the division. Only around 40% of total expenditure is spent on playing and coaching staff. G O A L S • Sustainable (further) development of the 3rd Division in the areas of finance, sales & marketing, communication & fans, competition and stadium & infrastructure • EXPANDING FINANCIAL FAIR PLAY AS THE UNDERLYING VALUES OF SPORT • TV PRESENCE ENSURES COMPARATIVELY HIGH COVERAGE FOR REGIONAL PARTNERS, THEREBY SUPPORTING REGIONAL ECONOMIC STIMULI
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-
53 vency problem,” Piossek recalls. At SC Prussia Münster, he felt right at home, even though the environment was extremely demanding. “As soon as we won three matches in a row, everyone there immedi- ately started speaking of promotion – if we lost just one game, everything changed abruptly.” Piossek wouldn’t want to miss his time at his current Bundesliga club SC Paderborn 07 either: “What the club has built up over the past few years, especially in terms of infrastructure, is sensational. Even during my time here, we have worked under Bun- desliga conditions.” ALSO FAMILIAR WITH THE DOWNSIDES OF PROFESSIONAL FOOTBALL But Piossek has also got to know the down- sides of a professional footballer. After his move from VfL Osnabrück to “arch rival” Prussia Münster, he was mercilessly booed by VfL fans on his return to Osnabrück. “It was so loud, my ears hurt.” After the game, he was attacked by some fans on his way from the changing room to the team bus. “It was a completely new experience for me as a young player.” There were also some serious injuries. A broken shoulder and collarbone put him out of action for four months at a time, and after a torn Achilles tendon, it took six months before he could make a come- back. AIMING TO CRACK THE 300 MATCH MARK On the whole, however, his positive expe- riences far outweigh the negative ones. For example, playing in front of more than 10,000 spectators at the Bieberer Berg in Offenbach was something very special for Piossek. He also has fond memories of his first appearance for Prussia Münster: “We were down 4-1 at half-time against Hansa Rostock, came up to 4-3 and had plenty of chances to win the game.” The fact that he is now one of the most experienced third-division professionals means a lot to Marcus Piossek. “Admittedly, I’d prefer 248 first-division games,” he imp- ishly admits. “But I’m proud that, at the age of 30, I’m still a regular in the 3rd Division.” His goal is to break the 300 match mark in the third-highest division. “I feel physically fit and confident that I can play at this level for another four or five years.” Then, even Tim Danneberg’s third league record (332 appearances) might be at risk.
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
55 “As a referee in the highest German division of men’s football, my opinion so far has been extremely positive. However, unconditional teamwork is also the primary prerequisite for a successful game. We referees are a big team, one in which respect and mutual support play an important role. And if our neutral and fair attitude also encourages people to emulate us, then we’re happy to be sporting role models for future generations.” B I B I A N A S T E I N H A U S , first female referee in the men’s Bundesliga life, and the exchange of information among each other. “ T H A N K YO U , R E F ” C A M PA I G N Walter Kloé was touched. In 2018, the 83-year-old, who passed his referee exam in 1952, was honoured for his commitment as part of the “Thank you, ref” campaign in Dortmund, together with 62 other German referees. Since 2011, the DFB, in cooperation with its partner DEKRA, has been implementing the “Thank you, ref” campaign. In this, it acknowledges the commitment of the roughly 57,000 male and female referees to German grassroots football. Following the regional honours and awards, which are initially held at district and regional level, the regional winners in three categories are honoured annually at a special gala event. All football districts have the chance to nominate those match officials who have rendered outstanding services to referee- ing in some special way – for example, through decades of commitment or volun- teer work off the pitch. The men and women presented with the award are representative of the many committed grassroots referees across Germany. R E F E R E E M E N T O R S Y S T E M After they pass their refereeing exam, freshly qualified or young referees often look forward to being allowed to preside over a football match for the very first time. However, once they have had their first negative experiences, quite a few newcom- ers lose heart. In order to help the sub-re- gional associations prevent a high dropout rate, after a pilot phase in five sub-regional associations, the DFB set up a referee men- tor system in 2018. Each new referee is to receive support dur- ing the first three games they officiate. Experienced referees will be responsible for supervising them. The coaching con- cept makes it possible to assess the perfor- mance of the new referees. Following the successful pilot phase, a bind- ing start date for all sub-regional associations was set for 1 July 2019. Clubs and associa- tions will be able to exchange ideas and obtain information on the topic on a platform with sample documents. The DFB also supports the project financially: the sub-regional asso- ciations receive a one-off payment of €40 for every newly trained referee. 270 R E F E R E E S U P E R V I S O R S G I V E N A D V A N C E D T R A I N I N G • GETTING THE GAME STARTED AND KEEPING IT GOING • FAIR PLAY, RULES AND SAFETY AS THE BASIS FOR SPORTING COMPETITION • SPORTING ACTIVITY: REFS IN MOTION • FURTHER DEVELOPING THE PERSONALITY OF REFEREES (ABILITY TO WORK IN A TEAM, KNOWLEDGE OF HUMAN NATURE, DECISIVE- NESS, SELF-CONFIDENCE) • CREATING A SENSE OF COMMUNITY AMONG THE REFEREES AND BETWEEN THE MATCH OFFICIALS, CLUBS AND PLAYERS • REFEREES AS ROLE MODELS FOR ASSUMING SOCIAL RESPONSIBILITY AND CIVIL COURAGE • COMMUNICATING FAIRNESS AND THE CORE VALUES OF SPORT 2 1_In use in the Bundesliga since the 2017-18 season: VAR. 2_Training camp for DFB referees on the Balearic island of Mallorca in January 2017. G O A L S • Stabilise the number of referees • Implement referee mentorships in sub-regional associations • Further develop the advanced training of referee supervisors • Establish a tool to raise awareness and differentiate between violence and foul play as well as discrimination and insults –> increase the validity of the situation report data
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.
57 4 . 1 1 N E W I M P E T U S F O R P R E V E N T I O N A N D S A F E T Y ball, as well as, in part, below the third divi- sion. This can reduce potential organisa- tional errors committed by the event organisers and therefore also their degree of liability. I N T E R P L AY O F D I F F E R E N T P O S I T I O N S As part of its implementation of the Ten Point Plan for increased safety in football, the DFB and DFL currently organise regional conferences every two years at four differ- ent locations. The regional conferences are the largest nationwide network meeting in the areas of prevention and security in the context of football and the only conference format that unites all functionaries (club employees, fan projects, the police). In 2019, the conferences in Dortmund, Han- over, Dresden and Stuttgart that had vari- ous interdisciplinary events were held under the motto of “Football – A Field of Cultural Diversity. Interplay of different positions?!”. In 2018, a DFB project group, in coopera- tion with representatives of the police, fire brigade and a municipal public order office, drew up a ‘Guide for working and exercis- ing with coordination groups’. This helps to prepare the organisers of professional matches to cope with crises. In this way, the necessary framework conditions can be created locally and appropriate positions can then be trained. Practical tips for grassroots clubs so they can well prepare themselves before (high- risk) games and gain more confidence in dealing with incidents during the games are provided by the guide ‘Safety in Grass- roots Football’, drawn up with the Fair Play and Violence Prevention Working Group in April 2018. As early as the 2014-15 season, incidents of violence and discrimination were already being reported using the online match report. The data collected are used in prevention and intervention work. More details can be found in the chapter on ‘Fair Play & the Prevention of Violence’. Everything in view: the security team monitors the Eintracht Frankfurt stadium during a high-risk game Is there potential for con- flict at the next football match? Are riots expected? What to do in the event of violence or discrimination? Both professional and grassroots clubs are some- times confronted with secu- rity issues such as these. The DFB creates the framework conditions for secure events so as to provide the best possible protection for all players involved in football. This applies to events organised by the DFB’s own associations as well as by member clubs at grassroots level. The Pre- vention & Security & Football Culture Com- mittee, specialist project and working groups or network partners such as univer- sities are key pillars for the DFB when it comes to providing advice and support. The certification of the safety management of the clubs and the upgrading of staff qual- ifications during the period under review have ensured an increasingly widespread professional standard in professional foot- • PROMOTING THE SAFETY ASPECTS OF ORDERLY MATCH OPERATIONS, INCLUDING HIGH-RISK GAMES • MINIMISING FEAR AND INSECURITY • PRESERVING SPORT AS A POSITIVE MEETING PLACE • NON-VIOLENT FOOTBALL EXPERIENCES, WITH PROTECTION IN THE EVENT OF RISK INCREASE THE SUBJECTIVE FEELING OF SECURITY IN SOCIETY G O A L S • Further develop safety and prevention measures • Legal recognition of the DFB qualification of security and stewarding services • Further expand the online content on security topics at dfb.de
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
1-2_Seamless control: the NADA chaperones await the players on the sidelines after the final whistle. 1 Bundesliga and 2nd Bundesliga as well as their respective junior teams and can be accessed via a login area. Another important element is ensuring the comprehensive monitoring of the betting market. The associations have so far been working together with Sportradar AG, which recorded the sports betting offers and odds of more than 550 relevant betting providers worldwide and analysed conspicuous bet- ting patterns and changes in odds. For the DFB divisions, all the matches of the natio- nal teams, in the DFB-Pokal, the 3rd Division, Regional League, the Oberliga, Women‘s Bundesliga and the U19 Bundesliga are moni- tored. More than 7,200 matches were moni- tored in the 2018-19 season. Since its relaunch in December 2018, the DFB and DFL have provided all the relevant data on match fixing on the website www. gemein- sam-gegen-spielmanipulation.de. From the 2019-20 season onward, the Genius Sports Group will be the DFB‘s new partner for moni- toring sports betting markets. D O P I N G T E S T S : P R O G R E S S M A D E I N Q U A N T I T Y A N D Q U A L I T Y The battle against doping is also a key con- cern for the DFB, as there are always sus- G O A L S • As of 2020-21: to implement at least 57 prevention training courses on match fixing (and bet fixing), plus additional offers to regional & sub-regional associations • As of 2020-21: to implement the training and information programme in the licensing procedures for the women’s & 2nd women’s Bundesliga and the 3rd Division • Anti-Doping Commission: for the DFB, DFL, clubs and NADA to tighten their cooperation as regards the practical implementation of control measures and prevention 2 adverse effects getting involved in betting scams or match fixing can have on a poten- tial career. The DFB is currently developing a new programme which is to become a licensing requirement for the 3rd Division, the Women’s Bundesliga and 2nd Women’s Bundesliga as of 2020. P R E V E N T I O N : A P P A N D E - L E A R N I N G T U T O R I A L To complement this, in the spring of 2019, the DFL developed a new, comprehensive programme for prevention training – includ- ing an app and an e-learning tutorial. Using the DFL Integrity app, reports of irregular- ities can be sent direct to the ombudsman. The app is available free of charge. The e-learning tutorial is exclusively reserved for players of the licensed teams of the THE OMBUDSMAN C o n t a c t p e r s o n / p e r s o n o f t r u s t : D r C a r s t e n T h i e l v o n H e r f f P h o n e : + 4 9 - 5 2 1 - 5 5 7 3 3 3 0 H o t l i n e : 0 0 8 0 0 - O M B U D S M A N N E - m a i l : o m b u d s m a n n @ t h i e l v o n h e r f f . d e 59 pected and actual doping offences in foot- ball. With responsibility for all doping tests transferred to the National Anti-Doping Agency (NADA), the work of the Anti-Doping Commission was also typified by an inten- sive exchange with NADA representatives during the reporting period. The annual joint meetings dealt with questions of practical cooperation in the performance of doping tests, as well as with fundamen- tal positions of the NADA and the DFB in anti-doping work. In particular, there was agreement that the joint doping test mea- sures, which are high by international stan- dards as far as quality and quantity are con- cerned, must be maintained. I N C R E A S E D N U M B E R O F T E S T S In the reporting period in question, NADA conducted annual doping tests in German football, taking more than 1,800 samples. This puts the tests carried out in Germany in the top group globally. In 2017, based on an agreement between NADA, the DFB and the DFL, the number of tests was incre- ased by a further 10%. This increase serves in particular to carry out even more inten- sive tests when the respective leagues and cup competitions are entering the decisive stage at the end of a season as well as in the clubs during match-free periods (sum- mer or winter break). After the merger of competition and trai- ning tests at NADA as of the 2015-16 season, the concept of „intelligent and targeted tests“ was pursued further: in all out-of- competition tests, the players as well as the time and place of the doping test are specifically selected by NADA. This applies equally to the area of in-competition tes- ting. The number of target tests carried out has also continued to rise. Currently, the percentage is about 70%-80% (20%-30% chosen randomly). F U R T H E R D E V E L O P M E N T I N T E A M W O R K A N D P R E V E N T I O N The cooperation between the DFB, DFL, their clubs and NADA has proven its worth – both in the practical implementation of the test measures and in the area of pre- vention and will be extended further. In particular, NADA is involved as a local con- tact for league, manager and medical con- ferences. The same applies to the informa- tion and awareness-raising of all those involved: NADA is on site when training measures are taking place in the Youth Aca- demies or at clubs in the Junior Bundesliga and also offers an e-learning course spe- cially conceived for football.
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
The ground-breaking ceremony took place on 3 May 2019, followed by the first construction work. With its new academy, the German Football Association will operate its own sports infrastruc- ture for the first time in its more than 100-year history. In the summer of 2021, the DFB‘s new home on the former racecourse in Frankfurt-Nied- errad will be filled with life. The DFB headquarters and the DFB Academy, administration and sports…”everything under one roof”. 1 1_Bird‘s eye view of the new DFB Academy. 2_Oliver Bierhoff, national coach Joachim Löw, and national team player Jonas Hector in front of the 3D model of the academy. 2 “With the DFB Academy, a place for innovation and development is being created. In doing so, we want to listen attentively, take hold of new ideas and fulfil our social responsibility. The national teams have stood for fair play and diversity for many years. Both aspects are non-negotiable and an integral part of football.” O L I V E R B I E R H O F F , DFB Director of National Teams and the DFB Academy 61 The DFB expresses the Academy‘s quality standards through a mission and vision: M I S S I O N S E T S TA N D A R D S F O R T H E D E V E L O P M E N T O F ( T O P - F L I G H T ) F O O T B A L L E V E R Y D AY T O P A S S I O N AT E LY L E A D T H E P L AY E R S T O T H E T O P O F T H E W O R L D A N D T H E T E A M S T O T I T L E S . V I S I O N O U R G O A L I S T O F U R T H E R D E V E L O P G E R M A N F O O T B A L L A N D E S TA B L I S H I T S A C A D E M Y A S A S E A L O F Q U A L I T Y I N T H E W O R L D . W I T H T H E M O S T C O M P E T E N T T E A M , T H E B E S T I N F R A S T R U C T U R E , S TAT E - O F -T H E - A R T T E C H N O L O G Y A N D S C I E N C E , W E A R E S H A P I N G T H E S U C C E S S O F O U R P L AY E R S , C O A C H E S A N D R E F E R E E S . W E T U R N TA L E N T I N T O Q U A L I T Y. A N D Q U A L I T Y W I N S T I T L E S . A N I N S I G H T I N TO C U R R E N T PR OJ E C T S O F T H E “ D E V E LO P - M E N T & I N N OVAT I O N ” U N I T SPECIALIST CONGRESSES ON FOOTBALL DEVELOPMENT Project start 2017 PREVENTION OF MUSCLE INJURIES Project start 2017 PERFORMANCE DIAGNOSTICS WITH ‘P3 MOTION CAPTURING’ Project start 2018 EXECUTIVE FUNCTIONS WITH ‘FOOTBONAUT’ AND ‘HELIX’ Project start 2018 PSYCHOLOGICAL CONCEPT OF THE DFB Project start 2018 SCIENTIFIC ACADEMIC WORLDS FOR THE TRANSPARENT COMMUNICATION OF KNOWLEDGE RELEVANT TO FOOTBALL Project start 2018 INNOVATION AWARD Project start 2019 THE DFB AS A PLATFORM FOR PSYCHOLOGY AT THE YOUTH ACADEMIES Project start 2019 PERFORMANCE ANALYSIS OF THE NATIONAL WOMEN‘S TEAM Project start 2019
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
63 2 3 projects and initiatives of the DFB Academy in the two areas of ‘Basic and Advanced Train- ing of Coaches’ and ‘Innovation and Devel- opment’. In the area of ‘Innovation and Development’, the focus is explicitly on the future. Given that at the top of the global game, there are almost no differences any more in levels of performance, the aim is to gain a competi- tive edge over one’s rivals. The Academy expressly thinks in new ways, is out- ward-looking, learns from other sports and countries and also integrates the latest sci- entific findings. One example of this is the ‘Think-and-Do- Tank’, composed of internal DFB experts as well as representatives from professional and grassroots football. It focuses on inno- vative trends and digital learning worlds in areas such as coach and talent development, performance optimisation, physiology, psy- chology and data analysis. It develops new, holistic strategies to optimise performance and the Technology Lab scans and tests modern technology for its very heteroge- neous target groups – always with a clear focus on application and implementation. In the Knowledge Management/Communi- cation module, the findings are collated and the wealth of expert knowledge regarding German football is pooled and edited for the benefit of specific target groups. • DFB ACADEMY AS A “HOTSPOT” FOR SPORTING EXCELLENCE – WITH INTERACTIONS FOR AND WITH POPULAR SPORT • SCIENTIFIC FINDINGS SERVE TO PROMOTE HEALTH AS WELL AS PERSONAL AND SPORTING DEVELOPMENT • DFB ACADEMY AS A PLACE OF ENCOUNTER • CREATING SPECIFIC OCCASIONS OF ENCOUN- TER THROUGH CONGRESSES AND MEETINGS • DFB ACADEMY AS A FLAGSHIP FOR EXCEL- LENCE IN GERMANY • DEVELOPING AND PASSING ON KNOWLEDGE THAT IS ALSO USEFUL BEYOND FOOTBALL • IMPACT ON FOOTBALL, INTERDISCIPLINARY AND GLOBALLY G O A L S • Top football “Made in Germany” • Campus for Innovation • Operational excellence • Joy of playing in a team • Value and image drivers
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-
65 The DFB training system is typified by • high-quality training and advanced courses at all levels, • low-threshold entry opportunities for as many interested parties as possible, • a graduated system of licences with qual- ifications in line with the field of applica- tion and practical requirements • and the ease of obtaining quick and basic information via the Internet up to the high- est licence level. Through these visits, the DFB mobiles – located at the DFB Academy – have reached around 1.5 million people. In addition to children and adolescents, this figure includes more than 240,000 coaches, carers and teachers who use the DFB mobile to get practical help and support for their day-to- day work in clubs and at schools. B L E N D E D L E A R N I N G I N A L L T R A I N T H E T R A I N E R F O R M AT S 3 L A U N C H O F T H E D F B T R A I N E R C E R T I F I C AT E 874 FO OTBA LL TE ACH E RS W ITH VA LI D LI CE N CE S gional associations. The DFB and the sub-re- gional associations offer a diverse and par- ticipant-oriented range of courses for all ages and performance levels of football that they can apply directly to their home clubs: from online seminars to football teacher training. The aim is to provide as many football teams as possible with qual- ified coaches who develop players, lead teams and work successfully in the clubs. The system divides licences into C (grass- roots sport), B (1st licence level), DFB Elite Youth (2nd licence level), A (3rd licence level) and Football Teacher Licence (4th licence level). This four-level licence sys- tem is in line with the framework guidelines of the German Olympic Sports Confeder- ation (DOSB). Men and women who want to be coaches have the opportunity to develop a profile according to their indi- vidual interests – mainly in the junior or senior sector. “Our aim is to provide even more person- alised training because the wealth of expe- rience and requirements differ at the vari- ous levels. Aspects such as a multicultural professional squad, leadership, fair play and respect when dealing with fellow coaches and opposing teams all play a central role here,” says Daniel Niedzkowski, in charge of football teacher training. Providing the best possible support to key men and women who coach and play in organised football requires supportive and practice-oriented learning opportunities. The sub-regional associations are primarily responsible for this in their capacity as organ- isers and hosts of the qualification measures. Since 2017, the DFB has been supporting its regional and sub-regional associations in this teaching work with the ‘DFB Trainer Cer- tificate’, which is part of the DFB’s qualifica- tion campaign. This is now being achieved, in particular, through the qualified advanced training of its roughly 1,500 instructors working either full-time or on a fee basis. They train more than 100,000 people nationwide every year. The trainer certificate comprises four mod- ules and offers supporting and practice-ori- ented teaching aids. Attendance at the fur- ther training concludes with the ‘DFB Trainer Certificate’ being awarded. D F B M O B I L E E X T E N D E D U N T I L 2 0 2 2 The DFB is to continue its nationally suc- cessful DFB Mobile project for another three years until 2022. With its fleet of 30 DFB mobiles, the association has been visiting schools and football clubs nationwide every day since May 2009, offering them a decen- tralised service that has proven to be a val- uable way to introduce people to advanced qualification measures. From November 2016 to June 2019, 9,639 visits were made, a total of more than 35,500 since May 2009. G O A L S • Comprehensively extend blended learning and qualification offerings in all 21 sub-regional associations and the DFB • Further develop the concept of the DFB Mobile • Reform the coach training structure At the start of its 66th training course held in June 2019, the DFB reformed its football teacher training programme. This included changes to the content and better alignment of the course with the demands made on the participants at their clubs. The course allows coaches to be more flexible when applying the knowledge gained to their teams, either directly or with assistance. One of the aims of reforming the football teacher training course was to make it easier for coaches to reconcile the demands of attend- ing the course without it having an effect on their day jobs. This is why the DFB introduced “blended learning” or “integrated learning” in all coach training formats. This form of learning is a didactically meaningful combination of key classroom events with phases of e-learning in the home clubs. By doing things this way, the participants have more time on site at their clubs, which they can specifically exploit for their development. • GREATER RETENTION OF PLAYERS VIA HIGH-QUALITY TRAINING • IMPARTING THE LATEST CONTENT WITH MODERN TRAINING METHODS • THE “GAME” OF FOOTBALL AS THE FOCUS OF THE DFB EDUCATIONAL PROGRAMMES • TEACHING VALUES THROUGH EDUCATION, TRAINING AND ADVANCED COURSES • NETWORKING OF THE PARTICIPANTS • SOCIAL BENEFIT OF THE QUALIFICATION OPTIONS FOR LEADERSHIP, INTEGRATION & INCLUSION BEYOND SPORT • PROMOTING LIFELONG LEARNING
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
1 3 2 1_Giulia Gwinn celebrates her 1-0 win over China at the FIFA Women’s World Cup 2019. 2_Stars up close: Kai Havertz at the 2019 Fan Fest in Aachen. 3_Leroy Sané at the UEFA EURO 2020 qualifying match against the Netherlands in March 2019. D Hrubesch himself had only taken over the post temporarily after the team separated from Steffi Jones in March 2018. With its almost 50-year success story, the women’s national team is still the figurehead of women’s football in Germany. Increasing the presence of women’s football and boost- ing the amount of attention and interest it attracts along with its sporting prowess are the DFB’s primary objectives. In this respect, the current crop of female national team players acts as role models thanks to their self-confident demeanour: they represent authenticity and closeness to the fans, man- age to harmonise football and career pros- pects, promote equality and defend them- selves against prejudice. This image they have of themelves was also made clear in the run-up to the World Cup in a commer- cial that drew a lot of attention and was viewed more than two million times on You- Tube alone. In 2018, the DFB drew up an identity con- cept in collaboration with other areas within the association. Using this as a basis, the association established the WIR #IMTEAM campaign for the 2019 World Cup. Key priorities include: • Enabling top-tier football at world-class level, achieving sporting success • Bringing women’s football to life and mak- ing it more attractive • Maintaining familiarity with fans and authenticity • Fostering integration and strengthening social commitment • Showing self-confident, down-to-earth women on the pitch and in society • Using football as a school for life and as an opportunity for socially disadvantaged families S C H O O L V I S I T S A N D S O C I A L E N G A G E M E N T With the structural reform of the DFB on 1 January 2018, the association has dove- tailed the women’s and girls’ football direc- torate with men’s football. The women’s national team and all girls’ teams will be organised in the Directorate of National Teams and Academy, headed by Oliver Bier- hoff. For many years now, school visits at the respective venues from the DFB women’s team stars have been firmly anchored in the schedule of international home matches. For example, before the international match in Paderborn against Japan in July 2019, Carolin Simon and Lina Magull visited the Reismann High School in Paderborn and 67 took over the second lesson for 40 boys and girls. To this end, the women’s national team supports the DFB campaign #NotWithout- MyGirls launched in 2018. In the period under review, the DFB women players continued their cooperation with the Laureus project ‘Kicking Girls’ under the patronage of the two former national team players Nia Künzer and Birgit Prinz. This nationwide project uses the sport of foot- ball to support socially disadvantaged girls. Before the World Cup qualifying match in Osnabrück in May 2019, for example, the DFB women players met 50 football girls from this project. In a commercial produced in 2019, the two internationals Dzsenifer Marozsán and Svenja Huth along with Simone Laudehr, a former national team player, advertise the DFB’s Julius Hirsch Prize. At their side was Charlotte Knobloch, founding member of the Julius Hirsch Prize jury. Together, they call on footballers and volunteers to send a signal in favour of diversity and against discrimination by submitting an applica- tion. M E N ’ S N AT I O N A L T E A M By reaching the European Championship semi-finals in 2016 and winning the Con- federations Cup in 2017 (with eight players eligible to play for the under 21s), the Ger- man national team initially continued its past successes in the reporting period. However, Germany’s untimely exit from the FIFA World Cup in Russia after the group phase and the relegation from the UEFA Nations League A 2018, a loss of popularity (also caused by internal and external discus- sions such as the Özil debate), falling spec- tator numbers, many fans’ disenchantment with “Die Mannschaft” and the fact that other nations have also risen to the top subse- quently prompted the DFB to reposition itself. As Bierhoff stated: “Other football nations have caught up, are curious and more aggressive.” The key points of this process are: • Creating space for the further development of player personalities • Strengthening team spirit and cohesion: living and breathing common values • Arousing spectator interest: creating greater proximity to fans and winning back their hearts and minds • Improving cooperation and communica- tion with clubs • Promoting integration and social commit- ment
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
69 2 3 1_The 2019 U17 European champions led by Gia Corley in high spirits after their title win. 2_A creative trio: Waldschmidt, Dahoud and Amiri at the UEFA U21 EURO 2019. 3_Nicole Anyomi attacking at the UEFA U19 European Women’s Championship. sonal development of talented players, a mentoring programme for players, coaches and experts, and a position-specific pro- gramme of excellence for strikers. In the area of the national youth teams, a standard coaches’ assignment scheme has been in place since the 2016-17 season. In a three-year cycle, the youth coaches accompany the respective age group from the under 15 to the under 17 team, where- upon they take charge of a new under 15 year group again. The same applies from the under 18 up to the under 20 teams, with the exception of the under 21 national team. This principle enables the coaches to accom- pany, support and develop their respective teams and age groups more intensively. When putting together a typical youth team 3-person coaching staff, the top priority in future will be to ensure that the team can cover specific requirement profiles, all of which are essential to develop the top tal- ent in the best possible way: • experience (as a former licensed player) • innovation (sports science expertise and knowledge of current trends) • age specialist (a talent promoter with a good network) The long-term goal is to train as many young players as possible at the top level and so introduce them into the senior national teams. The chosen path of allowing players to rise through the levels (e.g. the Confed- erations Cup) and networking is to be pre- served. F O S T E R I N G S O C I A L C O M M I T M E N T Besides its sporting goals, the DFB helps the young talented players of the youth teams to develop their personality in line with the idea of “Football as a school for life”. Values such as team spirit and cohesion and topics such as social engagement and identifying with the team form the focus of attention and are fostered through ongoing activities and measures. Conveying a greater sense of fun, joy and creativity, for example through new forms of play is also important. The young players of the youth teams already do a diverse range of social com- mitment activities. With the #Herzzeigen (“Show heart”) campaign, for example, jun- ior players have been introduced to the DFB’s social mission since 2016, gaining insight into and an understanding of social projects. The DFB’s female U17 team supported the ‘School and Football against Racism’ cam- paign in December 2018 as part of the inter- national against the Netherlands in Duisburg – along with Serap Güler, State Secretary for Integration in the Ministry for Children, Fam- ily, Refugees and Integration of North Rhine-Westphalia. On 8 May 2018, the under 18 national team proved that sport unites people with the “Peace Game in Volgograd” against the Rus- sian under 18 side. The game was the focus of the German-Russian football week in the run-up to the World Cup in Russia and was held, in particular, in memory of those who had fallen in the Battle of Stalingrad 75 years earlier. • DEVELOPING ELITE FOOTBALL TO BENEFIT THE GRASS ROOTS • A ROLE MODEL FOR MEANINGFUL LEISURE ACTIVITIES • HELPING TO KEEP PEOPLE HEALTHY • GETTING CLOSER TO FANS • SCHOOL AND CLUB VISITS, VISITS TO SOCIAL INSTITUTIONS (WITH THE PARTICIPATION OF COACHES, SUPPORT STAFF, DELEGATION & NATIONAL TEAM PLAYERS “UP CLOSE”) • MODELLING INTEGRATION VIA PLAYERS WITH MIGRATION BACKGROUND • INTERCULTURAL EXCHANGE AT AWAY GAMES AND TOURNAMENTS ABROAD • ROLE MODEL FUNCTION VIA CAMPAIGNS LIKE THE ONE AGAINST RACISM AND # HERZZEIGEN (“SHOW HEART”) • NATIONAL TEAMS AND PLAYERS ACT AS AMBASSADORS OF GERMANY
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.”
“ D O I N G T H I N G S H A L F - H E A R T E D LY I S W O R S E T H A N D O I N G N O T H I N G ” When Thilo Kehrer lists what he has learnt at the training base and in the Youth Academies besides football, he sounds very mature. Very few 21-year-olds hone their powers of concentra- tion. In the summer of 2018, Kehrer left FC Schalke 04 to sign for UEFA Champions League par- ticipants Paris Saint-Germain. Before that, he had been at TSG Tübingen, SSV Reutlingen 05, the Youth Academy of VfB Stuttgart and, at the age of 15, FC Schalke 04. Since the summer of 2018, he has been a senior international team player. Mr Kehrer, you trained at the Schalke Youth Academy as of 2012 – just like Manuel Neuer, Leroy Sané and Alexandra Popp before you. Why does talent deve- lopment work so well there? Three times a week, we had rigorous foot- ball training, timed to fit into our normal timetable. Together with the four units in the afternoon, I had seven training sessions. In the mornings, the smaller group often had one-on-one training. The effect was enormous. Plus you simply get very good guidance from Schalke, for example in terms of attitude and mentality. If you think about training and say “I don’t have to go at full throttle today, I’ll relax a bit”, then that’s exactly what will happen. Doing things half-heartedly is worse than doing nothing. What do they do particularly well in the Youth Academy? There is not much distance between, for example, school and football. The school is in constant dialogue with the coaches, the coaches with the parents – they’re all closely interlinked. I was totally impressed by my coaches, also because of their under- standing of us junior players and their ded- ication to their work as a football coach. Everyone at the boarding school got the best possible football training and academic education. They set great store on devel- oping our personality. Is it harder to make it to the top of the world from Tübingen than it is from, say, Dortmund or Hamburg? The talent scouting network is pretty seam- less. The DFB’s structures are good, espe- cially with the network of training bases and the chance of playing in a DFB selec- tion team from the age of 15. Then there’s the scouting of the large and medium-sized clubs. If you’ve got talent, you’ll get noticed. Schalke’s U19 coach is a legend. What did you think of Norbert Elgert? He was always there for me. Norbert Elgert gave me incredibly important advice, which you simply need between 14 and 18 years of age. A lot of people tell you that you’re 71 really great and that you should actually always play. And that it’s okay if you relax a bit sometimes. There are a million distrac- tions and also a million supposedly good reasons to do something other than foot- ball. But Norbert Elgert just kept us very much on track. There are a lot of talented players who don’t make it. I was just 15 when Elgert made me captain in the Junior Bundesliga. At that age, you fool around sometimes. But I became aware that taking things seriously and having a sense of responsibility are necessary. I think that applies just as much to other professions or important phases in your life. How long was your day back then? Very long. Get up at 6:30, get ready, go to school. Four, five hours of lessons. Then we’d cycle to the training area. In small groups, with the trainers. Then we had one- on-one training, sometimes technical, sometimes tactical, also sessions in the weight room. After lunch at the boarding school, we made up for our lessons. At 5 p.m., we’d be back on site for the second training session of the day, usually until seven. After dinner, we did our homework and later we sat together and talked or played on our PlayStations. Were there any lows? Moments of doubt are quite normal. Every- body has them. I set myself goals, and when I achieved one, I already knew where I wanted to go next. There are so many higher goals. I’ve never had the feeling that I’ve already made it. Is that a characteristic of all successful players? Obviously, if the motivation doesn’t come from within you, then after a while you’re kind of burnt out. With the really big, suc- cessful players, it’s one hundred per cent clear that an incredible amount of energy comes from within them. How important is it to learn to play foot- ball in different positions? Hugely important. If you can learn the tac- tics, the different systems and positional requirements, it’ll really help you to get on. Any weaknesses that you need to work on? First of all, it’s vital you work on your own strengths again and again. But for me per- sonally one thing is important, something I have to challenge myself about time and again, and that is staying focussed for as long as possible. Being under pressure for a long time without tensing up.
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-
1-2_The talent promotion system offers the best platform for upcoming talents to develop their skills in a competitive environment. 2 itored by means of two motor skills tests conducted every year. vidually supervised, monitored and sup- ported by the DFB and DFL as part of a qual- ity management process. Further measures in the reporting period: • Information evenings for club coaches con- ducted by the support base coaches on how to develop and nurture talented indi- viduals (every year, with around 9,000 coaches from around 4,500 clubs; about 270,000 have taken part since 2002) • Development of a closed information and communication portal (for the talent devel- opment programme and Youth Academies) • Introduction of a new feedback culture • Optimisation of the screening structure • Overhauling and streamlining of the frame- work training plan The additional one-on-one training increases the athletic level of the players at the train- ing bases. This ways, the system forms the bridge between the youth work of grassroots clubs and the second level of talent devel- opment: the Youth Academies for football. Level 2: the Youth Academies In the current 57 Youth Academies across Germany, top regional male talent with the prospect of becoming a licensed player and talented girls who are to be introduced to the Bundesliga can find systematic support in a professional, certified environment. Every year, around 1,000 players are admit- ted to these Academies and are closely mon- itored – not only in terms of sport, but also in terms of educational psychology and medical care. The proven improvements in the quality of upcoming players in German football are the result of the intense and optimised work of the Youth Academies. Since 2001, the Youth Academies have been a compulsory licensing requirement for the 18 clubs in the Bundesliga, and since 2002 for the 18 clubs in the 2nd Division, too. Besides the 36 licensed clubs, at present, 21 clubs in the 3rd Division and the regional leagues, along with the women’s Bundesliga clubs, operate recognised Youth Academies. All the centres are regularly audited, indi- A total of 10,000 girls and boys in the under 12 to under 23 age groups are looked after by 400 full-time and 500 part-time trainers (as of July 2019). To ensure and improve the quality of training across the board, the DFB holds 14 to 16 further training courses a year for trainers of all ages in the bases and Youth Academies. Since 2017, around 2,500 par- ticipants have taken part in these training courses. In women’s and girls’ football, one particu- lar focus is on further enhancing coopera- tion between the DFB, sub-regional associ- ations, clubs, schools, the German Olympic Sports Confederation, Olympic training bases and sub-regional sports associations with the following measures: • Regular on-site visits to the elite sites • Advanced training for coaches • Bonus systems for clubs in the women’s national leagues and the sub-regional asso- ciations • Regional target agreements on “Female Football” with the 11 associated sub- regional associations and the concept development of a steering instrument • Evidence of targeted measures to nurture talent and elites through the submission and evaluation of bonus systems (clubs/ federations) • Focus with dual career planning Level 3: the elite schools Top talents in football have to reconcile time-consuming and demanding sporting requirements with school or vocational train- ing so as to have promising career prospects beyond their ultimately uncertain football career. Especially for the most talented play- ers, with time-consuming training camps organised by the sub-regional association or the DFB, international match trips and an intense season in the junior Bundesliga, this balancing act between school and football is not always easy to master. 73 At the 39 elite schools of football – including two purely “elite schools of football for women and girls” in Potsdam and Kamen-Kai- serau – talented players learn how to recon- cile these demands. Each elite school forms a complex of boarding school, school, Youth Academy, sub-regional association and club. The individual sports promotion at elite foot- ball schools aims to achieve the best possi- ble football performance development for every talent. These sporting goals are embedded in an overarching pedagogical concept that aims to nurture the social, edu- cational and professional qualities of young personalities at the same time. In the 2018- 19 season, 865 players were accommodated in boarding schools or with host parents. Each network system submits an annual report to the DFB. All locations are visited and evaluated every three years, and struc- tures are continuously being adapted, devel- oped and then improved. • INCREASING ENDURANCE, MOTOR SKILLS, MOBILITY, COORDINATION, TECHNIQUE AND TACTICS • INCREASING QUALITY AND EFFICIENCY IN THE CLUBS THROUGH PRACTICAL TIPS, COACH EDUCATION AND INFORMATION EVENINGS • MEDICAL PREVENTIVE MEASURES AT TRAINING BASES, YOUTH ACADEMIES AND ELITE SCHOOLS • NETWORKING YOUNG PLAYERS, COACHES AND PARENTS THROUGH INFORMATION EVENINGS AND TOURNAMENTS • STRENGTHENING CLUB LIFE VIA A NETWORK OF PLAYERS, COACHES AND PARENTS OF GRASSROOTS CLUBS • SUPPORTING THE PERSONALITY DEVELOP- MENT OF TALENTED PLAYERS • FANS IDENTIFY WITH YOUNG LICENSED PLAYERS FROM THE REGION • PROMOTING FAIRNESS, TEAM SPIRIT, DISCIPLINE, MOTIVATION, RESPECT • TRANSFER TO CLUBS, THE FOOTBALL COMMUNITY AND SOCIETY
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.
75 6.1 “I SET MYSELF GOALS, HAVE DREAMS” When Lydia Hatzenberg talks about “her” girls, the petite woman sparkles with energy. The 30-year- old fights passionately for the future of women in her home country of Namibia – with football and support from the DFB. “We try to impart knowledge through football courses. We want to bolster the girls who play football,” says Hatzenberg. She works for the Namibian Football Associ- ation (NFA) and wants to advance girls’ and women’s football in the southern African coun- try with the UNICEF-sponsored ‘Galz and Goals’ programme. The aid extends far beyond sport. “We want fewer teenagers to become pregnant, we want alcohol addiction to decrease and relationships to become non-vi- olent,” Hatzenberg explains, citing concrete figures: “In my country 18% of the people live even below the Namibian poverty line; 10% live with HIV.” ‘Galz and Goals’ uses the appeal of football to reach out to girls. The project, which takes the ‘Sport for Development’ approach, has so far got seven hundred girls and young women between the ages of 13 and 20 playing foot- ball. Thousands of young people worldwide are getting similar support. Hatzenberg, for example, is one of many coaches who teach much more than mere fitness and shooting techniques through sport and football: they also teach values and knowledge, self-confi- dence, discipline, empathy and teamwork. ‘Sport for Development’ helps young people to reinforce their knowledge in the fields of health, violence prevention, inclusion and equality. They learn to take responsibility and are coached to make good life choices. Hatzenberg was able to experience again how the common passion for football unites peo- ple when, as one of 30 coaches, she took part in the ‘International Instructors Course’ initi- ated by the DFB and BMZ in the SportCentrum Kamen-Kaiserau in 2018. “It’s incredibly inspir- ing, all these courageous people from all over the world,” Hatzenberg said about the course, adding: “I’m taking a lot home with me.” In her home country, she often works 14 hours a day in her job, sometimes longer. “I have to know my girls,” she says. In the evening, she sits next to the phone for hours. Parents call her, seeking advice and support. For many girls and young women, the football pitch is one of the few safe places where they can be active and carefree. Following the ‘Football- 4Life’ approach, educational incentives are created for the girls and their self-confidence and self-esteem is reinforced. They also learn how to lead a healthy life and protect them- selves against premature pregnancies and HIV infection. Lydia Hatzenberg is passionate about her work: ‘Sport for Development’ has had a major impact on my life. I’m self-confident, set myself goals, have dreams. I want to become better in my daily life.” The girls who take part have also become more responsible and nat- ural leaders, Hatzenberg says. And she has played a huge part in this. Lydia Hatzenberg shares her experiences from Namibia with the other participants at the IIC 2018.
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-
3 77 • GETTING CHILDREN MOVING THROUGH SPORT, KNOW-HOW AND PLAYING TOGETHER • PROMOTING FOOTBALL WORLDWIDE • STRENGTHENING THE GLOBAL SIGNIFICANCE OF SPORT AND ITS IMPORTANCE IN GERMANY • TEACHING VIRTUES AND VALUES, ESPECIALLY INTEGRATION, INCLUSION AND DIVERSITY • DEVELOPING SELF-CONFIDENCE AND LIFE SKILLS OF CHILDREN AND ADOLESCENTS • PROMOTING THE PERSONALITY DEVELOP- MENT OF THE MULTIPLIERS EMPLOYED 4 • SUPPORTING THE UN’S SUSTAINABLE DEVELOPMENT GOALS, “SDGS”, ESPECIALLY EDUCATION, GENDER EQUALITY, HEALTH • DFB INTERACTS WITH GIZ/BMZ, AA AND DOSB AS AMBASSADORS OF GERMANY FOR SOLIDARITY AND INTERCULTURAL EXCHANGE 2 1_In the middle: ambassador Gerald Asamoah at the ‘Internation- al Instructors Course – Sport for Development’ in Kamen-Kaiserau. 2_’Sport for Development’ project in Mozambique. 3_Monika Staab passes on her wealth of experience in The Gambia. 4_Football as a means of conveying values: Festival da Bola in Brazil. G O A L S • Strengthen and expand the DFB’s commit- ment • Contribute to selected SDGs in partner countries • New education and training formats • Further develop the DFB expert pool • Link to EURO 2020 and 2024 • Mobilise further stakeholders to engage internationally with CSR measures and to provide educational incentives. An intensive exchange of knowledge between local associations, trainers and teachers as multipliers takes place in the following meas- ures: • Development of socio-pedagogical con- cepts for conveying values through football • Advice and mentoring from sports and edu- cation ministries, schools, universities, NGOs • Establishment and development of mod- ern, independent sports systems (structural aid) • Organisation of international courses with the involvement of national and interna- tional participants • Development and realisation of basic and advanced training courses for multipliers in developing and emerging countries The third ‘International Instructors Course’ took place in cooperation with GIZ and BMZ at the Kamen-Kaiserau Sports School in 2018: 30 participants from 17 countries and four continents took important sports education and methodological training know-how as well as new ideas from the exchange of knowledge back home with them. As mul- tipliers, they are doing important work with football in their development projects in their home countries – whether in one of the largest refugee camps in Jordan, sup- porting the inner-Colombian peace process in Buenaventura or empowering girls and young women in the Namibian locations of Windhoek, Eenhana and the Ohangwena region. In 2018, the DFB mobile was deployed abroad for the first time – at a workshop in the Jordanian capital of Amman. As DFB ambassadors of ‘Football for Devel- opment’, world champion Nia Künzer and former national team player Gerald Asamoah have been campaigning on behalf of the sustainable impact of football around the world since 2018. “Football can build bridges and open doors; it helps break down prejudice and reduce violence – regardless of origin or culture. Sporting activities can reach children and adoles- cents in particular, and values and knowledge can be con- veyed through play. This is why I support the use of football in development cooperation.” N I A K Ü N Z E R , Football for Development Ambassador
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
79 S P E C T O F The match and encounter of the German and Russian U18 teams in the ‘German-Rus- sian Football Week’. One thousand balls as a gift to the children of Watutinki. The con- struction of an artificial turf pitch in Moscow for children of Kyrgyz guest workers. Meet- ings with civil rights organisations and Rus- sian football fans. And the consolidation of young entrepreneurship in the Caucasus… Never before has the DFB supported a tour- nament with such an extensive social pro- gramme as during the men’s World Cup in Russia in 2018, with a significant focus on the issue of human rights. This is not a new field for the DFB, although the association’s social commitment has never explicitly been carried out under this term. To underline football’s responsibility to human rights and duty of care even more clearly by formally committing itself to internationally recognised human rights, the DFB began to draw up a human rights policy in 2018 – one of the world’s first national football associations to do so. In September 2019, the association’s commit- ment to respecting human rights was enshrined in the Statutes of the DFB’s tri- ennial Congress. H U M A N R I G H T S I S S U E S H A V E A L W AY S B E E N A N I S S U E The policy maps the approach for compa- nies set out in the UN Guiding Principles on Business and Human Rights with regard to the specific situation of a sports associ- ation. The DFB takes into account the increased expectations placed on sports organisations as regards integrity and respect for human rights. The policy builds on the DFB’s diverse socio-political commitment and youth work to date. After all, the DFB has always pro- moted, demanded and embodied social values such as respect, diversity, integrity, transparency and solidarity in football. In 2010, the DFB anchored these values in the association’s Statutes and in its Code of Ethics. Both at home and abroad, the DFB is committed to human rights issues with various measures – without always having documented this work using terms that come from the field of human rights pro- tection. For example for • the participation of people, • the power of integration, • the promotion of fair play, • a diverse fan culture, • measures for equality and the prevention of violence. This commitment extends to both grass- roots and top-level football, from amateur players to the national team. The DFB’s internal compliance management system has also furnished important approaches for preventing and effectively dealing with negative consequences in terms of respect for human rights. U E F A E U R O 2 0 2 4 A S A S P E C I F I C O C C A S I O N The DFB’s bid to host UEFA EURO 2024 provided the impetus for it to develop its human rights strategy. For the first time ever, UEFA imposed specific human rights requirements on the candidates, and the DFB proactively decided to develop a uni- versally valid human rights concept – one that goes even beyond EURO 2024. In order to elaborate it, the DFB set up the ‘DFB Human Rights Concept’ project group in 2017 – under the leadership of the Chair- man of the Commission on Social Respon- sibility, Björn Fecker. Cooperation and dia- logue with DFB members as well as internal ED BY FOOTBALL. IM HERZEN EUROPAS. T SEINER KÖRPERGRÖßE VON 1,38M FÜR TEAMS UND N SCHIEDSRICHTER WIE JEDER ANDERE. E SIND UNITED BY FOOTBALL. S AUCH? WWW.UNITED-BY-FOOTBALL.DE
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
81 6 . 3 F O R A C U LT U R E O F N O T L O O K I N G AWAY “I’m a dad myself. (...) Kids, say no – if you don’t like something or you don’t feel comfortable or something is a bit weird!” These are powerful words that football world champion Toni Kroos – as well as his national team colleague Joshua Kimmich, women’s national goalkeeper Almuth Schult and others – says to football-playing children and adolescents in his video statement. HABEN DAS SPIEL IM AUGE. UND DEN KINDERSCHUTZ IM BLICK. Der Verein ist ein wichtiger Ort für die Persönlichkeitsentwicklung junger Menschen. Trainerinnen und Trainer fördern diese durch Vertrauen und klare Regeln. Aktiver Einsatz für die Prävention sexualisierter Gewalt ist ein Qualitätsmerkmal für jeden Verein. Mehr Infos unter safesport.dosb.de UNSERE AMATEURE. ECHTE PROFIS. Sexualised violence also exists in compet- itive and high-performance sports – even in football. Showering together or driving to training camps are occasions that can be abused for sexual assaults. But also the desire to be recognised by the coaches makes girls and boys vulnerable to behav- iour that crosses social boundaries. Asso- ciations and clubs as well as coaches and parents bear great responsibility for the more than 2.1 million children and young people who play football. The DFB fosters a forward-looking and open approach to the issue of child and youth protection at all levels of the association and calls for a culture of not looking away. It helps those responsible to assess risks, take a preventive stance and act quickly and carefully in the event of any suspicion. The aim is to create a safe environment for junior players in club and representative teams. Since 2013, DFB Treasurer Dr Stephan Osna- brügge has been driving forward the work of the DFB and the sub-regional associa- tions. In 2017, he was officially appointed DFB Child Protection Officer, enabling the topic to be anchored in the Presidential Board. The Social Responsibility and Fans department is concerned with protecting children and young people at the DFB. It advises internal colleagues, clarifies exter- nal inquiries and coordinates the coopera- tion with the German Child Protection Asso- ciation (DKSB) and the German Sports Youth (dsj) in the German Olympic Sports Con- federation (DOSB). In 2010, the DFB, together with its sub-re- gional associations, undertook to introduce measures for preventing and intervening in
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
83 “ N O G I F T S , N O S E C R E T S , N O S E X I S T L A N G U A G E ” Peter Ott, 52, is vice-chairman of JFC Gera. In 2015, under Ott’s leadership, JFC started to develop a structured child protection project. The State Sport Association of Thuringia and the Thuringian Football Association honoured the club for its child protection work. Mr Ott, for a lot of football directors, child protection is a closed book. How did the idea come about at JFC Gera and what were your first steps? Actually, we’ve made the quite deliberate decision to only accept under-age mem- bers and remain a youth club pure and sim- ple. And for those teens that become too old to play junior football, we’ve established a partnership with another Gera club that does field senior teams. As far as the young- sters are concerned, we can fill almost all age groups at least twice over. Four years ago, I presented the idea of focusing on child protection in the club to the board of directors. I had heard about it in my func- tion as youth leader of the Thuringian Foot- ball Association. The initial step was to draw up a prevention concept and an action guideline. We deliberately took our time over this: you don’t do something like that in a month. Denise Reimann and Tanja Babik are our contact persons in the association, and the children can turn to them. We think that a woman would be more suitable here. Both contact persons have also undergone professional pedagogical training. Child protection has long been a taboo subject. People preferred to do nothing for fear the club would come under sus- picion itself. In line with the idea of “They’re doing something – there must be a reason behind it”. Have you come across such thinking? Not much, no. We’re in the fortunate posi- tion that we have very open-minded train- ers working in the club. We demand an in-depth criminal background check for all trainers. With such a sensitive issue, it’s important to make a good start. I think we managed just that with a kick-off event at the club, where we first explained everything. We have developed a very concrete, very detailed code of conduct for coaches, train- ers and officials. At JFC Gera, we have a children’s advisory board. This group was also involved in drawing up the rules of conduct. The main points are: no one-on- one training, no shared showers, no over- night stays with players, no forbidden phys- ical contact, no private invitations, no gifts, no secrets with the players and absolutely no use of sexist or violent expressions when talking informally. What has been your experience? Nothing but good, actually. Doesn’t the topic lead to uncertainty among trainers, at least at first? If, say, a child under seven cries sometimes, maybe after a foul, then the trainer may give him or her a bit of a cuddle. But in pub- lic, not hidden away behind the hall some- where. How labour-intensive is this child protec- tion issue? It is a lot of work – especially as it’s such a sensitive topic and we, as a club, always want to develop ourselves further. What advice would you give to a club that wants to address the issue of child pro- tection? Many clubs shy away from the topic because they don’t understand, at first, how they could position themselves professionally with regard to it. But every interested club can call us and ask for advice. First of all, you should try to talk about it in the club. And then proceed step by step, don’t over- tax yourself. And the club members should be taken along on the journey from the start. When everything is in place, a smart child protection programme is a quality feature of a modern club.
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.
E 85 • Information offers and qualification meas- ures for clubs developed • Regular exchange on integration in foot- ball via dialogue formats I N T E G R AT I O N O F R E F U G E E S According to data provided by the United Nations Refugee Agency (UNHCR), 2018 was a watershed in that for the first time, more than 70 million refugees, displaced persons and asylum seekers were registered worldwide – twice as many people as 20 years ago. There are currently (as of 1 Sep- tember 2019), more than 48,000 people in Germany who fled Syria, Afghanistan and Iraq, who have been issued their player’s license. Integrating these and other refu- gees is still a key task for grassroots clubs. The DFB continues to provide support, for example with • the brochure ‘Welcome to the club’ • the ‘2-0 for a Welcome’ initiative, • the brochure “At Home in Football! Refu- gees in Football Clubs”, • the conference ‘New to the Club – Volun- tary Work and Participation in Football’, • welcome alliances as well as • sporting and educational offers. R E F U G E E I N I T I AT I V E : F R O M “ 1 - 0 ” T O “ 2 - 0 ” More than 3,600 football projects through- out Germany: the refugee initiative ‘2-0 for a Welcome’ of the DFB Egidius Braun Foun- dation and the Federal Government Com- missioner for Migration, Refugees and Inte- gration reached yet another milestone in 2019. The initiative, funded by the national team, supports the integration projects of football organisations for refugees. Since March 2015, more than €2 million have been made available – initially in the form of a lump-sum appreciation award, but now through individual requests for support pay- ments. The focus has shifted from the sim- ple but necessary “welcome to the club” to the long-term demand for social participa- tion and integration. R E V I E W O F T H E I N T E G R AT I O N C O N C E P T In April 2019, the association launched a ‘Dialogue Series Integration’. The goal is to talk together about the opportunities and challenges of integration in football and to overhaul the DFB’s 2008 integration con- cept in a participatory process with the foot- ball community. Its launch in Hamburg in the spring was followed by integration forums in Saarbrucken, Kamen, Frankfurt and Leipzig. 3 1_In action: DFB Integration Officer Cacau. 2_Long-time German national team player Lena Goessling flying the rainbow flag for diversity. 3_The 2017 Integration Prize winners together in front of the Brandenburg Gate. 4_Five dialogue forums, one question: how does integration in football work today? 4 The DFB promotes participation, integration and equal opportunities; it empowers its members to deal with diversity in their clubs. The DFB stands up for these convictions, which, however, can only be successfully implemented through networking and close cooperation with committed volunteers, pol- iticians and civil society. The DFB is in con- stant dialogue with many interest groups. For example, two proposals from the DFB Diversity Working Group and the Fan Cul- tures Working Group were implemented prior to the international friendly match between the men’s national team and Ser- bia, held in Wolfsburg in March 2019, in order to provide a gender-neutral stadium expe- rience and therefore more diversity. The introduction of unisex toilets and gen- der-sensitive security checks at DFB matches was well received internationally and are now a standard feature of matches played by the men’s and women’s senior national teams and at the DFB-Pokal final. M A K I N G I N T E G R AT I O N P O T E N T I A L S V I S I B L E from the political and scientific arenas as well as with representatives of the sub-regional associations and the managing directors of the DFB foundations. The working group, which is headed by Claudia Wagner-Nieber- ding, member of the executive committee of the Hamburg Football Association, maintains a close dialogue with the integration officers of the 21 sub-regional associations and holds annual integration conferences. It carries out long-term joint activities and enjoys coop- erative relations with external experts. The DFB aims to make football’s integration poten- tials visible and use them for the common good and to contribute to the future viability of football and clubs through integration. The following measures were implemented during the reporting period: • DFB and Mercedes-Benz Integration Prize (33 winners from 2007 to 2018 from more than 2,500 applications; more than €2m in material and cash prizes awarded to basic projects) • Expanded expertise regarding integration in and through football To support diversity in its member clubs, the DFB founded the Diversity Working Group at its triennial Congress in 2013. In the group, the DFB cooperates with responsible persons • Appointment of the 23-time national team player, German champion and World Cup participant Cacau as DFB Integration Officer (since 2016)
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.
87 the German Olympic Sports Confederation (DOSB), the DFB contributes to the develop- ment of more diversity in volunteer work and on committees. The programme includes various facets of qualification, promotion and networking. In 2016, the focus was on women volunteers in football. Twenty-four club or association employees from all over Germany (at least one from each of the 21 sub-regional asso- ciations) took part in the 12-month pro- gramme. One hundred and forty-nine women had applied. The DFB covered the costs. The participants were accompanied by 24 mentors. Five mentees took up posi- tions on DFB committees following the Lead- ership Programme. The DFB also funded leadership programmes, carried out independently in the sub-re- gional associations to the tune of €50,000. In the reporting period, 18 such measures took place. D I V E R S I T Y O F S E X U A L I D E N T I T I E S Since 1 January 2019, “diverse” has been officially considered the third sex in Ger- many, alongside “male” and “female”. The DFB is handling this issue as follows: the unisex toilets – used for the first time in the international against Serbia in March 2019 – have been the norm at the men and wom- en’s senior national team’s international matches ever since. Also under discussion are player’s licences for transgender peo- ple as well as the clarification of the legal basis and awareness-raising measures for this topic. Since 2010, the DFB has been committed to taking an open approach to homosexual and now also transgender players, match officials, functionaries and fans. It is in close touch with fan organisations, interest groups and sub-regional associations. The DFB’s commitment focuses on taking a sen- sitive approach to the topic, gaining trust in the community and enjoying a regular exchange with relevant stakeholders. 1 1_The norm since March 2019: unisex toilets at interna- tional matches and the DFB-Pokal. Beyond the award ceremonies, Julius Hirsch’s life has also become a source of inspiration for other publicly visible cultural activities, initiated and carried out primarily by the DFB Cultural Foundation. In 2017, on the occa- sion of Julius Hirsch’s 125th birthday, the play Juller premiered at the Theatre of the Young World. Since then, the play has been performed around 60 times in many cities and is the first play to be about a German national team player. In March 2017, on the occasion of the 75th anniversary of the deportation of Hirsch, the DFB Cultural Foun- dation also initiated a “search for traces” at the Auschwitz-Birkenau memorial site, dur- ing which, for the first time in the DFB’s his- tory, a group of football fans and supporters came together for a five-day workshop in the name of the association. ‘!NEVER AGAIN – DAY OF REMEMBRANCE IN GERMAN FOOTBALL’ “!Never again”, this message from the sur- vivors of the former Dachau Concentration Camp was taken up by football fans and, on 27 January 2004, the 59th anniversary of the liberation of the Auschwitz Concen- tration Camp, the ‘Day of Remembrance in German Football’ was launched. The DFB supports this day by holding various activ- ities, events and discussion forums, thereby expressing its firm conviction view that rac- ism and discrimination have no place in society and in football. I S R A E L T R I P O F T H E U N D E R - 1 8 N AT I O N A L T E A M It is a long-term project that is unique in top-class sport: since 2008, the players of the respective under-18 national team have travelled to Israel every year for a three-na- tion tournament. Organised and supported by the DFB Cultural Foundation, they also take part in a memorial education pro- gramme alongside the international games, visit the Holocaust memorial Yad Vashem and talk to a survivor of the Theresienstadt Concentration Camp. The 10th anniversary of the project has seen more than 200 young national team players take part, play foot- ball and come away with impressions that will stay with them all their lives long. D I V E R S I T Y I N C O M M I T T E E S A N D V O L U N T E E R W O R K Through its Leadership Programme in col- laboration with the Leadership Academy of “Thanks to its social power, football is not only able to support sustaina- ble development in Germany and Europe, but also able to shape it. That’s why we want to organise a cosmopolitan and colourful football fest in the heart of Europe in six years’ time – like in 2006 – which will have a positive impact on society, also thanks to the countless measures set out in the sustainability concept”. T H O M A S H I T Z L S P E R G E R on the publication of the sustainability concept for UEFA Euro 2024 in August 2018
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.
89 THE TIN DRUM OF PADERBORN “High leather shoes, what’s that called in German?” “Stiefel. [“Boots”].” “Exactly. They had to walk around in boots all day. Ten or twelve hours. They put heavy things into their rucksack. Those who could no longer carry on were shot.” Mohamad is 16 and plays football for the U17 team of SC Aleviten Paderborn. When he was 13, his family fled Qamishli in north- ern Syria. Mohamad is one of 14 young football players from the club who visited Sachsenhausen Concentration Camp in April 2018. At the time, Tharig was only 13, but he is older and harder than children of his age should be. Without his parents and only in the company of his cousin, he fled from Iraq to Germany. We sit in the office of club chairman Verani Kartum and Tharig does the talking. He is an alert, bright-eyed boy. “I remember the inscription ‘Work makes you free’ at the entrance gate. They were taken from their homes and locked in the train. In the camp, the Jews were then told that everyone now had to take a shower.” ‘Paths of Memory’ is the name of the project with which the district league club from East Westphalia communicates German history. The 600-member club has a distinct socio-educational orientation and its com- mitment was supported by the DFB Egidius Braun Foundation and the Federal Govern- ment Commissioner for Migration, Refugees and Integration. “We take a stand for socially disadvantaged people,” says Kartum, 49. “If I ever get to the point where I have to turn away new members, then I’ll chuck it all in. In our club, the boat is never too full.” Before leaving, the historical context was discussed. National Socialism, anti-Semi- tism, the Holocaust…for many, it was the first time they had heard about it all. In Ora- nienburg, they lived with a Polish school class from Dębica; together they visited the memorial. The biographies of some camp inmates were explored. Martin Niemoller, Jurek Becker, Gerhard Lowenthal, Peter Suhrkamp and, briefly, Georg Elser were interned here. They talked to each other, and back home the young people reported to their parents and other club members at an evening event. Mohamad told of the shoe test track, over which the concentration camp inmates often had to walk 40 kilometres a day to test the material of the soles. Since then, the Syrian-born boy thinks dif- ferently about a lot of things. In his home- land, Israel was seen as an enemy. Today he says: “Jews are people too. Everyone has to work to ensure we resolve conflicts peacefully.” Before the trip, he always thought that the Jews could have run away. “Now I know how it was there.” Mohamad also says: “So many men died or were in captivity for a long time. I now understand that it was the women who rebuilt Germany after the war.” Even Oskar Matzerath from The Tin Drum by Günter Grass once hid under the tribune and broke up the Nazi rally with his tin drum. How freedom of expression and the press, individual freedoms, gender equality and cultural diversity are structured has a lot to do with what people experienced in the era of the Nazi dictatorship in Germany. But how does one teach about this aspect of history in a society that is increasingly cul- turally diversified? Kartum and his club have given a persuasive answer to this compli- cated issue. Tharig lived with his uncle for a year; then his parents were allowed to join him. He likes it very much in Germany, especially football training. “There’s no war here and everyone has free will,” says Tharig. And what does he want? “To become a police officer, because justice is important.” 2–3_Verani Kartum and SC Aleviten Paderborn contend with the memory of National Socialism. 2 3
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
91 President for Refereeing, says: “Violence against referees, players or anyone else is absolutely unacceptable. Consistent action has to be taken against every perpetrator and strict sentences have to be handed out if they’re found guilty. And we mustn’t ease up on thinking, together with clubs, sub-re- gional associations and circles, about how we can better protect our referees.” The DFB is currently conducting a nation- wide survey of referee supervisors and instructors to better understand how ref- erees can be better protected, especially in the lower divisions. “The improved pro- tection of our more than 57,000 referees is one of the important tasks of the DFB and its sub-regional associations. Also with a view to the fact that we need to train more referees and, at the same time, pro- tect and motivate our current match offi- cials and encourage them to stay true to their hobby if we want to ensure smooth match operations in the future,” says Hel- mut Geyer, Chairman of the DFB Referee Committee. T H E ‘ F A I R I S M O R E ’ V I O L E N C E P R E V E N T I O N C O N C E P T The DFB consolidates its ‘Fair is more’ con- cept at the heart of grassroots football with the following three components: • Module # 1 ‘Actively promote fair play & violence prevention’ • Module # 2 ‘Detect & counter violence in football early on’ • Module # 3 ‘Take action against incidents of violence’ M O D U L E # 1 : ‘A C T I V E LY P R O M O T E F A I R P L AY & V I O L E N C E P R E V E N T I O N ’ : Awards for gestures of fair play The DFB has been awarding the ‘Fair Play Medal’ annually since 1997, thereby hon- ouring particularly fair players, teams and club officials. The initiative helps ensure that behaving fairly is not seen as an obsta- cle to succeeding in a match. Fairness takes many different forms and goes far beyond just saying sorry after a foul. The gestures of fair play can either be reported to the DFB or to the relevant sub-regional association. In order to give meaning to every single fair play gesture, all the entries received are rewarded with a certificate and a gift. Besides the ama- teur players, a player or coach from the professional field is also awarded annually. Those already honoured include Niko Kovač, Miroslav Klose and Jupp Heynckes. C O N S TA N T S I T U AT I O N R E P O R T O N C A S E S O F V I O L E N C E A N D D I S C R I M I N AT I O N So as to carry out its ‘Fair is more’ violence prevention concept, the DFB needs reliable data that reveal the extent and intensity of violent incidents in grassroots football. For this purpose, the association has been pub- lishing a nationwide situation report since the 2014-2015 season. With its DFBnet match report, the DFB has an instrument that ensures a comprehensive data situation, updated weekly, thanks to its nationwide use. “Today, we have a better idea of what’s happening on the football pitches than four years ago,” said the First DFB Vice President Dr Rainer Koch. “It was a good decision to do this sur- vey every year. Experience also shows us that we’re on the right track, but that every- one involved still has plenty of work to do.” The DFB has set itself the goal of raising ref- erees’ awareness and training them in order to convince them of the added value of a situation report that gives meaningful infor- mation right down to the last detail. In the 2017-18 season, more than 1.5 mil- lion football games were held in Germany. Of them 85.4% or 1,318,741 games were recorded and evaluated using the match officials’ match reports. An incident of vio- lence or discrimination led to 0.05% (667) of the games being abandoned. There was violence evident in 0.31% (4,087) of the games, and discrimination in 0.21% (2,768) of them. In percentage terms, all three val- ues are on a par with the figures for the pre- vious year and the 2018-19 season. The 2017-18 season saw 2,866 attacks on referees. Ronny Zimmermann, DFB Vice
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.
93 approximating – what is understood by incidents of “violence” and “discrimina- tion” in the individual sub-regional asso- ciations, their reporting procedures, pro- cessing, documentation and follow-up, as well as information on useful conflict man- agers and joint activities and cooperative relations. Currently, central contact points with peo- ple responsible for handling incidents of violence and discrimination are being set up in the 21 sub-regional associations. An annual nationwide network meeting with advanced training offers along with a “round table” with accountable persons from the sports jurisdiction, referees, league administrators, district chairmen and managing directors are being planned. • DOING SPORT WITHOUT FEAR, WITHOUT VIOLENCE AND IN LINE WITH THE RULES • REDUCING VIOLENCE-RELATED INJURIES • PROTECTING REFEREES AND PLAYERS • PROMOTING FAIR AND RESPECTFUL PLAY ON AND OFF THE PITCH • “FAIR PLAY GESTURE” TO ENCOURAGE FAIR BEHAVIOUR • COOPERATING WITH NATIONWIDE OR REGIONAL NETWORKS • PROMOTING THE COMMUNITY OF VALUES, ANCHORING IN SOCIETY • MAINTAINING FAIRNESS AS ONE OF THE CORE VALUES OF SPORT • ADAPTING THE ADDITIONALLY LEARNED SKILLS (CLUB COACHING, CONFLICT MANAGER, GUIDELINES) FOR OTHER AREAS OF LIFE G O A L S • IMPLEMENT THE ‘FAIR IS MORE’ VIOLENCE PREVENTION CONCEPT A. EARLY RECOGNITION AND COUNTERAC- TION OF VIOLENCE & DISCRIMINATION IN FOOTBALL B. HANDLING INCIDENTS OF VIOLENCE & DISCRIMINATION C. ACTIVELY PROMOTE AND REINFORCE FAIR PLAY AND VIOLENCE PREVENTION 3
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
95 1 2 1_Fair Play medal winner Lukas Bohnert. 2_John Hohmann, winner of the Fair Play medal of the 2017-18 season in the Amateurs category. 3_Marco Grüttner, winner of the Fair Play medal of the 2017-18 season in the Professionals category. 3 years. However, from the point of view of the referees, the DFB statistics can- not provide complete reassurance. In percentage terms, it is the match offi- cials who are most often attacked. In the 2017-18 season, the following were named as victims of violence or dis- crimination: 3,635 players, 2,866 ref- erees, 438 fans and 421 coaches. “The pressure on the referees is enormous,” says Björn Fecker. “Especially when you consider that they often officiate games alone, especially in the grassroots sec- tor, whereas there are usually more than two dozen players. The 41-year-old president of the Bremen Football Asso- ciation heads the DFB’s Social Respon- sibility Commission. “The referees are, by far, the largest group of injured par- ties.” And the undeniable violence against referees is certainly also a factor when it comes to recruiting new blood. In 2005, there were still 78,370 active referees. In the 2017-18 sea- son, there were only 57,420. DFB Vice President Ronny Zimmer- mann states quite clearly: “Violence against referees, players or anyone is absolutely unacceptable. Consist- ent action has to be taken against every perpetrator and strict sen- tences have to be handed out if they’re found guilty”. In any event, by intervening, Lukas Bohnert proved that everyone can take responsibility. To this day, he says: “I would always act like that.
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-
97 tection for the targeted and sustainable maintenance of the football turf have been available since 2017. MICROPL ASTIC S FROM ARTIFICIAL TURF PITCHES Of particular relevance – both for the envi- ronment and for football – is the current discussion on the discharge of synthetic particles from artificial turf pitches into the environment. As they can be used practi- cally all year round, artificial turf pitches make a vital contribution to offering a wide range of sports activities, especially in large cities and conurbations. At the same time, everyone who has ever played on an arti- ficial turf pitch knows that the infilled gran- ulate is discharged from the pitch via shoes and clothing. Moreover, maintenance meas- ures and weather conditions can cause addi- tional particles to be discharged. Given the discussion about the environ- mental impact of plastic waste in the oceans and efforts to reduce the input of plastics into the environment, the question also arises as to the role played by of the mate- rials used in artificial turf pitches. At Euro- pean Union level, concrete considerations are underway to completely ban the use of the plastic granulate used for infill. Such a ban on use would also have far-reaching • RAISING AWARENESS OF THE INTERPLAY BETWEEN THE ENVIRONMENT AND SPORT • PROMOTING CYCLING FOR GETTING TO TRAINING • PROTECTING THE ENVIRONMENT THROUGH COMMUNITY PROJECTS STRENGTHENS COMMUNITY COHESION • INTEGRATING YOUNG MEMBERS INTO THE CLUB SYSTEM VIA ACTIVITIES FOR ENVIRON- MENTAL AND CLIMATE PROTECTION • ENVIRONMENTAL PROJECTS IMPROVE SPORTS FACILITIES AND PLACES OF CLUB LIFE • CONTRIBUTING TO MAINTAINING MEANS OF LIVELIHOODS • USING SPORT TO SET AGENDAS consequences for the roughly 5,000 arti- ficial turf pitches in Germany. Since May 2019, the DFB and the DOSB have been involved in a working group tasked with tackling the issue as diligently and com- prehensively as possible. The aim here is to resolve a conflict of objectives between envi- ronmental protection and football opera- tions. The work done by the group is intended to improve the data situation regarding the type and extent of artificial turf pitches, to develop practical recommendations for clubs to reduce emissions and to evaluate any possible alternative fillers. CLIMATE PROTEC TION AND CARBON OFFSET TING The sustainability concept for EURO 2024 in Germany is forward-looking. Besides the requisite 2018 bid documents, the DFB sub- mitted this concept, drawn up in coopera- tion with many stakeholders, to UEFA, thereby underlining its commitment to environmental and climate protection. The 24 innovative lighthouse projects set out in the concept are vivid proof of how seri- ously this issue is taken. One component is the Kombi-Ticket Plus to encourage people to get to and from the game using environmentally friendly means of transport. Extending the current validity of the Kombi-Ticket would not only make it possible for fans to use local transport at the match venue free of charge, but would also create attractive options for long-dis- tance travel to Germany and between the match venues by bus and train. E X T R A T I M E What do laptop cases signed by Leroy Sané and the international match of the men’s national team 2017 against world cham- pion France in Cologne have in common? Bridge&Tunnel! The Hamburg-based com- pany upcycled the banner material for the stadium branding in collaboration with the DFB and used it to produce the laptop bags. In April 2019, the DFB raffled off 10 such copies adorned with Sané’s signature on its social media channels. The unique pieces were created in Ham- burg-Wilhelmsburg, where the fair fashion label Bridge&Tunnel has been making high-quality designer products since 2016. The firm employs refugees and socially disadvantaged people who, for various rea- sons, are unable to find work on the pri- mary labour market. The products are made from recycled textiles or production sur- pluses. The team led by founders Hanna Charlotte Erhorn and Constanze Klotz is very international – just like a football team: the employees come from Turkey, Afghanistan, India, Nigeria, Russia and Ger- many. And because laptop bags alone cannot absorb all the branding material from an entire football stadium, Bridge&Tunnel, together with the DFB, has designed the upcycled collection called ‘Nachspielzeit’ (“Extra Time”). This allows the DFB’s ban- ner waste to be returned to the textile cycle and sustainably recycled. It also opens up a completely new opportunity for fans: in future they can take home “a piece of the game” with them with a clear conscience, whether as a wash, gym or shoe bag.
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.
The joy of football knows no age limit. Some sub-regional associations even have over-60s leagues. Best practice example on pp. 20-21 R A I S I N G AWA R E N E S S O F M E N TA L I L L N E S S In the reporting period, the Robert Enke Foun- dation, set up by the DFB, DFL and Hannover 96 in 2010, acted as a funding and operative foundation for the two issues it focuses on: depression and children’s heart diseases. In the core topic of ‘Depression in compet- itive sports’, it established three projects that offer a nationwide network for treating and preventing mental illness for all athletes: - ‘Sports Psychiatry/Psychotherapy Depart- ment’ - ‘Mental Health’ counselling hotline - ‘MentallyStrengthened’ The foundation has set aside a sum of €108,500 in its budget to carry out these projects. Since October 2016, ex-professional foot- baller Martin Amedick and author Ronald Reng have dedicated themselves to taking a sustainable and professionally qualified approach to the topic in German Youth Acad- emies with their presentation ‘Mental Health in Junior Performance Sports’. In July 2017 Prince William, who is also President of Eng- land’s Football Association (FA), learnt about 99 that led to the injury on video while stand- ing on the sidelines. S AV I N G L I V E S Apart from various health benefits, playing football at an older age also involves risks. There are, for example, always reports of sud- den death from cardiac arrest on the sports field. So as to minimise the individual risk, the DFB therefore recommends that active foot- ballers beyond a certain age undergo regular medical check-ups. So that non-professional first-aiders can resus- citate people on site in the event of a cardiac arrest, the DFB and the German Heart Foun- dation, along with the football associations of Schleswig-Holstein and the Central Rhineland, initiated the joint ‘LIFE SAVER’ project in the autumn of 2015: a pilot project that trains lay people to resuscitate footballers. Since 2017, the state football associations of Baden, Thur- ingia, Westphalia and Saarland have also been involved in the cooperation project. • GETTING PEOPLE MOVING AS A CORE CONTRIBUTION TO A HEALTHY LIFESTYLE • PREVENTION WORK TO MAINTAIN MOBILITY • PREVENTION AND HEALTH TRAINING FOR THE BENEFIT OF THE COMMUNITY • GUIDELINES AND DEVELOPMENT OPPORTUNI- TIES IN THE FIELD OF ADDICTION PREVENTION AND MENTAL ILLNESS • IMPROVING INDIVIDUAL NUTRITION • HELPING TO PROMOTE A HEALTHY LIFESTYLE • MAINTAINING HEALTH ALSO SERVES ECONOM- IC AND OTHER SOCIAL INTERESTS • TRANSFERRING KNOW-HOW ON HOW TO DEAL WITH DISEASES AND NUTRITION WITH BROAD SOCIAL BENEFITS G O A L S • Further increase the contribution of football to health promotion in Germany • Use the opportunities offered by football to prevent addiction • Minimise the risk of injury • Increase people’s ability to deal with injuries the work of the Foundation at first hand together with his wife, Kate, on their visit to Germany. This resulted in talks on cooper- ation between the FA, the DFB and the Rob- ert Enke Foundation being held. At a press conference on the occasion of the national team’s international in October 2016, the foundation published the ‘Enke- App’, a knowledge and communication plat- form on the topic of depression. It has since been downloaded more than 55,000 times. To provide information about the symptoms of depression, the foundation has attended a total of 228 major sporting events or health days with its mobile information stand, ‘Rob- ert Enke Foundation on Tour’, since Octo- ber 2016. H E A D I N J U R I E S : I N T R O D U C T I O N O F B A S E L I N E S C R E E N I N G The DFB also focused on the topic of head injuries. The main cause of head injuries are head-to-head and elbow-to-head contacts that occur during contested headers in mid- air. Introduced as early as 2006, a change in the rules to punish more severely attacks against the head with an elbow has since reduced the number of serious head injuries. To professionalise dealing with head injuries, the DFL has introduced a so-called “neuro- logical baseline screening” programme of all Bundesliga and 2nd Bundesliga players based on the so-called “Scat 5 test” for the 2019-20 season. The DFL is thereby following a recommenda- tion by the DFB Medical Commission, headed by Professor Tim Meyer, Chair of Sports and Preventive Medicine at Saarland University and team doctor for the national football team. It is not the effect of repeated headers that is of concern, but rather acute head injuries, for example from an elbow strike. The aim is to facilitate the work of the team doctors and guarantee that athletes get the best possible medical care. The plan is to extend this pro- cedure to the 3rd Division and the women’s Bundesliga. Carrying out a medical examination before the season starts helps to better recognise the extent of an injury later on. When assess- ing an acute head injury, the team doctor is often asked whether there is any deviation from the “normal condition”. The basic idea of such an examination is to successively test the different parts of the brain function that can be affected by a head injury. Dur- ing the 2018-19 season, doctors already had the technical option of watching the action
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
N S : Anyone wanting to know what fan work means suddenly finds themselves standing in an old dressing room. The shower fittings still stick out of the walls; the tiles are the usual ones found in a wet room. But the youth players of Preussen Münster don’t have to change here any more. Instead, the room has tables, chairs, sofas, a table foot- ball table, a home-made drinks counter and a coffee machine. And then there is Edo Schmidt and his col- leagues from FANport Münster. The socio-pedagogical fan project does “classic streetwork”, as Schmidt says. Since 2011, in a kind of old barracks right next to the stadium, they have been there for the team’s fans, for the young people somehow linked to the third division club and football in the city, for refugees and all those who simply need a sympathetic ear. T H E S H O W E R S ? T H E Y ’ L L S TAY P U T F O R N O W Schmidt, a sociologist, was at one time a real fan of Prussia. These days, he gives the club and its fans support from a professional perspective. It took some time until the FANport, which is independent of the club, was accepted by all sides. “First of all, the fans had to understand that we’re here to champion their cause, as a lawyer would. We mediate between fans, the club and the security authorities,” says Schmidt. The showers show that the club was sceptical about the independent social workers at first: “The club thought, ‘We’ll leave them up for the time being, in case we use the place as a changing room again later’,” says Schmidt. Nowadays, the work done in the Münster fan scene – with its many conflicts between and with the Ultras – works well. FANport makes “low-threshold offers”, which the mostly young spectators can relate to. “Good relations with the fans are a prereq- uisite for our work,” Schmidt explains. At every home game, FANport opens its doors and offers a hearty breakfast. On away trips, they mingle with the fans and so also come into close contact with individual young- sters. “Sometimes a conversation just starts with a fan asking for a headache tablet,” Schmidt states. The social workers who deal with fans are also involved in the security meetings on match days. They sit on the Stadium Ban Committee and work on com- mittees of the city’s youth welfare service. They also organise trips to away matches for under-age fans or football tournaments for fans. For Schmidt, all this work is a “democracy project”. Münster is certainly 101 6.6 M I L L I O N E U R O S W A S I N V E S T E D B Y T H E D F B A N D D F L I N F A N P R O J E C T S I N T H E 2 0 1 7 - 1 8 S E A S O N . 1-2_Meeting point for fan work in Münster. 3_Active social work in the football hall. 4_The FANport Münster team. 3 T O G E T H E R W I T H T H E F E D E R A L M I N I S - T R Y O F F A M I LY A F F A I R S , T H E D F B A N D D F L P R O V I D E T H E C O O R D I N A T I N G O F F I C E F O R F A N P R O J E C T S ( K O S ) 550,000 E U R O S A R E A V A I L A B L E T O S U P P O R T A N D C O O R D I N A T E T H E C O N T E N T O F T H E F A N P R O J E C T S T H A T W O R K I N T H E F I E L D O F S O C I A L E D U C A T I O N . 4 not a “problem location” when it comes to right-wing extremism. “But the right-wing populist poison is spreading here, too,” says Schmidt. “We have to take countermeas- ures. That’s why we need to talk to young people.” FANport also trains the security staff in the local stadium to identify right- wing extremist symbols and to be able to react accordingly. C O O P E R AT I N G W I T H T H E R E F U G E E C O U N S E L L I N G S E R V I C E To improve the coexistence and integration of young refugees, FANport started its ‘Active arrival in Münster’ project, which has turned into a meeting place for young ref- ugees. Twice a week, the young men play together in a football hall and get the chance to ask the FANport staff for help. In the meantime, some of the young people play football in clubs in Münster. Moreover, FAN- port has intensified its cooperation with the refugee counselling service and is thereby doing valuable integration work. In the fan contact point, Edo Schmidt finally takes us into his much too small office, which he actually shares with two col- leagues and which is almost bursting at the seams. Fan work? That only works well with a great deal of passion and enthusiasm. And the next day, Edo Schmidt has to leave again. Preussen Münster is travelling to Zwickau for the last game of the season. They christened the whole thing the “Pine- apple Game”, the German term for a dead rubber match whose outcome is, essen- tially, irrelevant for either team. But Edo Schmidt and his colleagues will be there anyway. And the fans, too.
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.
103 1 2 4 74,322 S P E C T A T O R S I N T H E D F B - P O K A L F I N A L 2 0 1 8 M O R E T H A N 21M I L L I O N S T A D I U M V I S I T O R S I N T H E 2 0 1 7 - 1 8 S E A S O N B U N D E S L I G A 2 N D B U N D E S L I G A 3 R D D I V I S I O N U E F A C L U B C O M P E T I T I O N S D F B - P O K A L M A T C H E S I N T E R N A T I O N A L G A M E S TA L K I N G T O F A N S Fans are a vital part of football, which in Ger- many is characterised by a diverse fan cul- ture. In the stadium, young and old, individ- ual fans and groups, sitting and standing, meet and support their teams with choreo- graphed routines, banners and songs. The supporters’ ends of the stadium in particular are places of creativity, of social and politi- cal commitment, participation and the socialisation of young people. A regular exchange between fans, associa- tions and clubs forms the basis of trustwor- thy cooperation and the foundation for medi- ating positions. The Fan Cultures Working Group offers such an exchange. In addition to the DFL and DFB, it also represents the federal spokespersons of the fan representatives, the interest group ‘Our Curve’, the national team fan club, the Federal Working Group of Fan Projects (BAG), Network F_in Women in Football, the Fan Project Coordination Centre (KOS), Queer Football Fanclubs (QFF) and the BBAG (the national disabled supporters association in Germany). Keeping in mind the different perspectives, a continuous dialogue is main- tained in order to mediate in conflicts, to trigger new ideas, to build trust and to show appreciation. In 2018, the DFB – working together with the German Football League (DFL) and the experts in the Fan Cultures Working Group – initiated groundbreaking changes in response to feedback from the fans: • suspension of collective punishment, com- bined with a shift towards a perpetrator-ori- ented approach • clear commitment to preserving the ter- races • increasing transparency in sports jurisdic- tion by publishing the guide for the Disci- plinary Committee • allowing approved fan paraphernalia in Bundesliga, 2nd Bundesliga and 3rd Divi- sion matches • a “match day debriefing” project to improve relations between fans and the police So as to give fans the chance to bring their interests to bear, the DFB has developed further exchange formats for the 2018-19 season. For example, DFB staff members will be on site to answer questions from club supporters in the 3rd Division. The associa-
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
105 ipalities and federal states contribute the other half. T H E G O A L S O F T H E F A N P R O J E C T S : • To strengthen especially young fans in the development of a positive fan culture • To make an important contribution to pre- venting violence and strengthening democ- racy • To give support to fans in problem situations • To establish and moderate communication between the parties involved in football (including fans, clubs, the police and public order services) Ensuring the quality of the work of fan pro- jects is the task of the Quality Assurance Work- ing Group. This group, which is attached to the advisory board of the Fan Project Coordi- nation Centre (KOS), meets four to five times a year to discuss which fan projects should be awarded quality seals. Since 2010, the 62 fan projects now supported by the DFB and DFL have been externally evaluated. After check- ing that the requisite requirements have been met, the working group awards the quality seal ‘NKSS-based fan project’ for three years. NKSS stands for the National Concept for Sport and Safety. The next review and award cycle will start in 2020. The DFB and DFL are also involved in funding the KOS: along with the Federal Ministry of Family Affairs, they give the KOS €550,000 to support and coordinate the content of the fan projects that work in the field of social education. 3 1_The promotion heroes of Holstein Kiel in a sea of fans. 2_Up close with fans in Aachen: Serge Gnabry signs autographs. 3_Football unites – in this case the fans of 1860 Munich. 46,290 S P E C T A T O R S O N A V E R A G E A T T H E 2 0 1 8 M E N ’ S N A T I O N A L T E A M G A M E S I N G E R M A N Y G O A L S • Continuing the existing strong dialogue in the Fan Cultures Working Group and offers of fan information talks in the 3rd Division • Strengthening 3rd Division fan work • Promoting and improving the content of fan project work ensuring the sustainable development of football with a strength- ened fan culture 50,000 members. Moreover, there is a DFB employee in the block at every national team match who acts as a contact person for fans and recognises and intervenes in potentially explosive situations at an early stage. The work done on fans’ behalf is equally impor- tant outside the stadium. That’s why close cooperation with other DFB departments – from security and ticketing to communication – is just as much a part of the DFB’s fan work as the regular dialogue with fans. S U P P O R T F O R F A N P R O J E C T S Football doesn’t just move people for 90 minutes – some people are moved by it 24/7. And no-one knows this better than the staff of the 62 fan projects in Germany, who look after 68 fan scenes. Since 2016, the fan pro- jects in Stuttgart (VfB and Kickers) and Wies- baden have been added to the list, while the projects in Wuppertal and Halle have been re-established following a change in the bodies responsible for them. The DFB and DFL support the work of the social-educa- tional fan projects to the tune of more than €7 million every year. The respective munic- “The dialogue with the associations via the Fan Culture Working Group can and must continue to be a way to make associations aware of fundamental and current fan issues. The work done by this group has also already produced initial good results. Nonetheless, there’s still a lot to be done, because it is the duty of the associations to ensure that fans continue to be enthusiastic about football and don’t turn their backs on it in the short, medium or long term for many reasons.” M A R K U S S O T I R I A N O S & J O C H E N G R O T E P A S S Our Curve Interest Group
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
107 “In recent decades, the social significance of football has increased once again. During the same period, the concept of culture has also been significantly broadened. Today, football offers a wide range of topics for artistic and cultural debate. The DFB Cultural Foundation reflects this spectrum in a remarkable range of quality and breadth”. P R O F E S S O R M O N I K A G R Ü T T E R S Minister of State for Culture and Media and Chair of the Board of Trustees of the DFB Cultural Foundation 1 2 4 1_’Between Success and Persecution’: the sporting triumphs of Jewish sports and football stars, on display here in Tel Aviv. 2_Mats Hummels with the Football Culture Travel Guide to the 2018 FIFA World Cup. 3_Match of the national team of authors. 4_Podium discussion ‘Football is Culture’. 5_Millerntor Gallery. 3 5
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
109 “ P O P U L A R T H E AT R E M E E T S A P O P U L A R S P O R T ” One of Germany’s most renowned producers of theatre for young audiences, director Jürgen Zielinski has been the Artistic Director of the Theatre of the Young World in Leipzig since 2002. With funding from the DFB Cultural Foundation, he staged the play Juller and toured Ger- many with it. The play traces the life of the German- Jewish national footballer Julius Hirsch. youth theatre play Kein Bock auf nix for mar- keting purposes. Reinhard Rauball, long-time BvB President, and Dortmund legend Lothar Huber also saw the play at the time! So all in all, I’ve got quite a history of football. How did the idea of bringing the life of Julius Hirsch to the stage come about? After our successful production on the issue of burn-out based on the example of pro- fessional football Aus der Traum! (“Shattered Dreams”) which had tour performances funded by the DFB Cultural Foundation and the Robert Enke Foundation, Olliver Tietz, managing director of the Cultural Founda- tion, asked me whether I’d be interested in dramatizing Hirsch’s life. It then took a while before we could get the project off the ground – and find a suitable author, who turned out to be Jörg Menke-Peitzmeyer. The DFB Cultural Foundation is one of the play’s patrons. How did the foundation get involved and how did the cooperation work out? Among other things, it established and han- dled contact with the other sponsors and the Hirsch family in Karlsruhe. There was also a lot of support with regard to fan group contacts in the respective host cities and communication with the clubs there. Olliver Tietz also came to Leipzig several times. The idea of kicking off the series of guest per- formances at the German Football Museum in Dortmund also came from the foundation. Which was nice, as it’s my home town! You went on tour with Juller through 10 Bundesliga cities. Were the reactions to the play similar everywhere? Basically, yes. The play was emotionally very close to many spectators’ hearts; we also got standing ovations. The discussions that almost always took place afterwards, which often involved club representatives, were similarly passionate. To what extent do you refer, in Juller, to cur- rent problems that football has with vio- lence, racism or even anti-Semitism? In view of the repeated attacks in and around the stadiums, when it comes to anti-Semi- tism, homophobia and so on, Juller is used to make constant references between then and now. The author also makes compari- sons across time. The performances are accompanied by workshops for schoolchildren, which also provide in-depth pedagogical sup- port. How do young people react to the play? With a great deal of openness. In the per- formances themselves, we’ve actually always got intense reactions from young people. To extend this beyond a mere visit to the theatre, we have our educational sports bag that we developed with the aid of the Foundation Remembrance, Respon- sibility and Future. The result is a kaleido- scope of workshops – like at the BVB Learn- ing Centre in Dortmund – which can be created with football paraphernalia from the sports bag such as a jersey, referee whistle or a football. The topics also go beyond the mere life of Julius Hirsch. Con- temporary issues of racism, anti-Semitism or homophobia are also dealt with – thereby also building a bridge between the past and the present. How often do you hear a comment like “What has culture got to do with football?” The culture of the game exists both on the stage and on the pitch! I want my theatre to embody popular “folk theatre” and that’s how I always put it in the run-up to Juller: “Popular theatre meets popular sport.” And the best thing about it is that it worked! Audi- ences who wouldn’t normally set foot in a theatre have come to see it, and many foot- ball fans, too – both at the Leipzig perfor- mances and at the many guest performances in the Bundesliga cities! Did you have any personal connection with football before working on Juller? Oh, yes, where should I start? As a lad, my father took me to Dortmund’s Rote Erde sta- dium to see BVB play while I sat on his shoul- ders. Later, I played as a left winger in the SSV Hacheney youth team. I was even top scorer one season. As the Theatre Dortmund dramatic advisor, I organised a ball donation for my
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.
111 Leroy Sané, the German Football Museum has presented three new exhibition high- lights since April 2019. S P E C I A L E V E N T S By June 2019, the Football Museum had hosted more than 750 third-party events, including • 2016 and 2017: award ceremony of the DFB Integration Prize • since 2017: DFB-Pokal round draws – live on TV and in front of an audience • 2017 and 2018: DFB press conferences (Lukas Podolski’s farewell game, World Cup squad announcement) • 2018: celebration of the International Hol- ocaust Remembrance Day • 2018: award ceremony of the Julius Hirsch Prize • 2019: opening gala of German football’s HALL OF FAME • 2019: evening reception of the city of Dort- mund on the occasion of the Association of German Cities convention R E G U L A R S P E C I A L E X H I B I T I O N S To complement and expand on the themes of the permanent exhibition, the German Football Museum organises special exhibi- tions at regular intervals: • 2015: ‘25 Years of German Football Unity’ • 2016: ‘50 Years of Wembley – The Myth in Snapshots’ • 2017: ‘Herberger’s World of Books – the Undiscovered Facets of the Coaching Leg- end’ • 2018: ‘Shift Change – SoccerLifeRuhrArea’ • 2019: ‘Post from the Boss – Herberger’s coal-mining region is affectionately called) • 2018: six performances of the revue Der Trainer muss weg (“The Trainer’s Got to Go”) in cooperation with Theater Fletch Bizzel in Dortmund I N S T R U C T I V E M U S E U M E D U C AT I O N The exhibition of the German Football Museum is used as an extracurricular learn- ing venue. During a class visit, discovery book- lets are used to convey curriculum-related content. The six different main topics in five subject areas are designed for primary and secondary school pupils in up to three levels. Since April 2019, the museum has cooper- ated with the Foundation Remembrance, Responsibility and Future (EVZ) to organise project days for schoolchildren in years 7 to 10. Educational content on the topic of “diver- sity” is developed on the basis of the exhibi- tion and with reference to football. • CONVEYING ENTHUSIASM FOR MOVEMENT • PLACE AND OCCASION FOR MEETINGS • ASSOCIATION OF PROFESSIONALS AND AMATEURS • CATALYST FOR THE DEVELOPMENT OF PUPILS’ Letters to the World Champions’ PERSONALITY D I V E R S E C U LT U R A L P R O G R A M M E The German Football Museum sees itself as the central meeting place for football fans in Germany. In April 2016, alongside the permanent exhibition, it launched the cultural and event programme ANSTOSS (“Kick-off”). It ranges from traditional eve- nings with footballing legends to film screenings via talks on tactics: • 2017: discussion evening with the then BVB coach Thomas Tuchel and Stanford professor Hans-Ulrich Gumbrecht about football and aesthetics • AMBASSADOR AND FIGUREHEAD OF GERMAN FOOTBALL FOR INTERNATIONAL VISITORS • FORUM AND PLATFORM FOR SOCIALLY RELEVANT TOPICS, SUCH AS INCLUSION G O A L S • Position the museum as a place for football culture in Germany • Establish it as a forum for encounters, talks • 2017: guest premiere of the play Juller and discussions by writer Jörg Menke-Peitzmeyer • Link up the culture, history and future of • 2018: kick-off for the 1st Football Film Festival in the “Revier” (as Germany’s football 1 “We have placed ourselves in the top group of experience-ori- ented museums in Germany. Our museum is a place of foot- balling pilgrimage of national and international renown.” M A N U E L N E U K I R C H N E R Director of the German Football Museum The museum, which opened in 2015, is, how- ever, not just a place where things are pre- served and exhibited. It is also a lively forum, where all members of the football family – fans and clubs along with associations, friends and supporters, partners and spon- sors – can meet up and discuss matters. Events such as award ceremonies, press con- ferences, readings and TV productions in various event areas throughout the building contribute towards this. The German Foot- ball Museum is also a place of learning: edu- cational programmes for schools are an inte- gral part of the museum’s concept. In 2017, visitors from 113 countries flocked to the museum. Every year, there are about 200,000 of them, especially families. With the opening of the HALL OF FAME, a multi- media Bundesliga show and a 3D cinema production starring national team player
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
113 While a healthy lifestyle is part of everyday life for top athletes, it represents a great challenge for many children and young peo- ple in Germany. Only a few manage to do 60 minutes of exercise every day as recom- mended by the World Health Organization (WHO). With targeted programmes such as the ‘step kickt!’ project launched in 2018 and the motivating power of professional football, the DFL Foundation gets children and teenagers moving in the long term and provides them with knowledge about what constitutes a balanced diet. • TOURNAMENTS, CHAMPIONSHIPS, CAMPAIGN DAYS AS EXERCISE OPPORTUNITIES (SHF) • QUALIFICATION, KNOWLEDGE TRANSFER AND STRENGTHENING OF HANDICAP FOOTBALL (SHF) • OUTDOOR AND ADVENTURE SPORTS ACTIVITIES (EBF) • CREATING OPPORTUNITIES TO MEET UP USING VARIOUS FORMATS (SHF & EBF) • FORMING FRIENDSHIPS BETWEEN DIFFERENT SOCIAL GROUPS (SHF & EBF) • INTEGRATING PEOPLE WITH DISABILITIES INTO THE FOOTBALLING FAMILY (SHF) • DRIVING FORCE AND CATALYST IN THE FIELD OF INCLUSION (SHF), INTEGRATION AND WELCOME CULTURE (EBF) • CONVEYING VALUES OR DEMOCRATIC SKILLS THROUGH SOCIAL INTEGRATION OR EXPERI- ENTIAL EDUCATION MEASURES (EBF) • APPRECIATING VOLUNTARY WORK, FOSTER- ING “YOUNG” VOLUNTEERS, A WELCOMING CULTURE, AND INTEGRATION (EBF) G O A L S • Further develop activities in handicap football • Improve professional and sports prospects for former prison inmates, increasing victim empathy • Greater cooperation between schools, insti- tutions for the disabled and associations • Support voluntary involvement in the footballing family 6 . 1 4 D F L F O U N D AT I O N In 2008, the DFL e.V. and DFL GmbH set up the DFL Foundation with the aim of further strengthening the social responsibility of professional football. It complements and interlinks the mostly regional involvement of professional clubs and utilises the power of professional football to initiate and sus- tainably promote programmes across Ger- many. Since its start, the DFL Foundation has invested more than €21.5 million in var- ious projects. In the 2017-18 business year, 85 initiatives were supported. This commitment reaches young people in particular, with 80% of those supported being children and teenagers. Through low-threshold access to sports and educa- tion, the DFL Foundation helps them to develop their individual potential – regard- less of their origin, cultural background or personal limitations. This is made tangible, among other things, in the “The Stadium as a Place of Learning’ project: at 19 sites throughout Germany that are now supported by the DFL Foundation, the project exploits the fascination the football stadium exerts to encourage young people to get to grips with political education issues. A wealth of other projects such as ‘Football Meets Cul- ture’ or the Bundesliga travel guide ‘Barri- er-free access to the stadium’ also reinforce young people’s engagement in society. Besides individual sponsorship, the DFL Foundation is also concerned with social cohesion. In 2018, under the motto of ‘Cross- ing out prejudice’, professional football, for the third time, sent out a strong signal against discrimination of any kind with a league- wide action match day and an accompany- ing media campaign. At the heart of the ini- tiative were 36 integration projects from the professional club environment, which were presented to the public, and which, for one year, were given opportunities to engage in qualification and networking measures. To ensure that top-level athletes in Germany can play their sport free of monetary wor- ries and enjoy the public appreciation that reflects their achievements, the DFL and the DFL Foundation provide financial and non-material support to talented individuals from various sports. At the heart of the part- nership is the DFL Foundation’s funding of talented elite young athletes from Olympic and Paralympic sports as well as deaf sports. Around 550 sponsored athletes, 500 med- als won, 63 of which were at the Olympic Games and Paralympics…that’s the success- ful interim result of the 10-year sponsorship deal. 2 5 6 1_Re-entering society with football and rap. 2_Manuel Neuer welcomes the DFB’s Honorary President Egidius Braun. 3+5_Inclusive football at the Football Friends Cup. 4_Refugee project: Welcome to Football. 6_Crossing out prejudices. 6 . 1 3 D F B C U LT U R A L F O U N D AT I O N Vitality, creativity and diversity in football- ing culture: in 2017, the DFB Cultural Foun- dation celebrated its 10th anniversary with a symposium at Hamburg’s Millerntor Sta- dium. The foundation uses football as a low-threshold and attractive medium for cultural, artistic and scientific projects and educational initiatives – for the communi- cation of values, integration, international understanding and historical and cultural learning. The DFB Cultural Foundation stands for a diverse and open society and against discrimination in any shape or form. Operating exclusively with its own resources, the foundation is a reliable partner and “ena- bler” of many projects. Since it was set up in 2007, the DFB Cultural Foundation has invested €4.2 million (as of 30 June 2019). Between 2016 and 2019, it donated around €1 million to support more than 90 local and national projects. Partners and co-spon- sors of the foundation initiatives include the Goethe Institut and the Federal Government Commissioner for Culture and the Media.
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
102-10 Significant changes to the organisation and its supply chain 102-11 Precautionary Principle or approach p. 14 102-12 External initiatives pp. 24-25 pp. 112-113 102-13 Membership of associations Main aspects and limitations Reference 102-45 Entities included in the con- solidated financial statements Consolidated companies 102-46 Defining report content and topic Boundaries pp. 24-25 102-47 List of material topics 103-1 Explanation of the material topic and its Boundaries 102-48 Restatements of information pp. 24-25 pp. 24-25 102-49 Changes in reporting 115 Restructuring in the DFB as of January 2017: in particular, the consoli- dation from seven to four directorates and the DFB GmbH. The struc- ture of this report follows the result of the restructuring. FIFA (Fédération Internationale de Football Association) UEFA (Union of European Football Associations) DOSB (German Olympic Sports Confederation) In addition, memberships in numerous sport and social clubs and asso- ciations Comment Cf. 102-2 There are no significant changes that result in representations of infor- mation from old reports. The table of contents was restructured, the information rearranged. The general reporting boundaries have not changed; therefore, no adjustments are required. S t a k e h o l d e r i nvo lve m e n t Reference Comment 102-40-44 List of stakeholder groups and 102-42 Identifying and selecting stakeholders and 102-43 Approach to stakeholder engagement and 102- 44 Key topics and concerns raised pp. 24-25 (and in various subchapters, including pp. 76–77 pp. 78–80 pp. 80–82 pp. 84–87 pp. 90–93 pp. 96–97 pp. 98–99 R e p o r t p r o f i l e 102-50 Reporting period 102-51 Date of most recent report 102-52 Reporting cycle 102-53 Contact point for questions regarding the report p. 121 102-54 Claims of reporting in accord- ance with the GRI Standards p. 120 102-55 GRI content index 102-56 External assurance G ove r n a n ce 102-18 Governance structure p. 114-117 p. 118-119 Reference p. 11-14 The DFB is in dialogue with a large number of stakeholder groups. They are presented in the subchapter Materiality Analysis: Exercise, Community and the Common Good. In addition, the main forms of exchange and the main topics are dealt with in the various chapters of the report. 1 Oct. 2016 - 30 June 2019 3 Nov. 2016 Every three years This report has been prepared in accordance with the GRI Standards: Core Option. Comment Ethics and integrity Reference Comment 102-16 Values, principles, standards, and norms of behaviour pp. 18-19 pp. 28-29 (EURO 2024 application) 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
Aspect: Training and Further Education 404-2 Programmes for upgrading employee skills and transition assis- tance programmes p. 14 Aspect: Diversity and Equal Opportunities 405-1 Diversity of governance bodies and employees pp. 12-14 pp. 84-87 Aspect: Supplier Assessment for Labour Practices Human rights Management approach pp. 79-82 Aspect: Non-discrimination 406-1 Incidents of discrimination and corrective actions taken pp. 18-19 Society Management approach Reference pp. 11, 16-17, 22-25 Online „Foundations“ Aspect: Local Communities 413-1 Operations with local commu- nity engagement, impact assess- ments, and development pro- grammes Aspect: Anti-corruption 205-1 Operations assessed for risks related to corruption pp. 18-19 205-2 Communication and training about anti-corruption policies and procedures pp. 18-19 Aspect: Public Policy 415-1 Political contributions Aspect: Compliance (society) 102-17 Mechanisms for advice and concerns about ethics pp. 18-19 Aspect: Supplier Assessment for Impacts on Society 414-1 New suppliers that were screened using social criteria. 117 Additional structures have been created to provide information or report incidents via various formal or informal channels (whistleblower system, GETA Complaints Office, discussion with line manager or HR department head). No significant incidents were reported between October 2016 and June 2019. Comment The people of Frankfurt voted in favour of the construction of the new DFB and Academy in a referendum. After several stages of nego- tiations, the DFB's approach was finally confirmed by the courts. No party donations were made. 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. Pro d u c t re s p o n s i b i l it y Reference Comment Management approach Products sold as merchandising are subject to the legal regulations. 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.
119 In the course of our audit, which we con- ducted in July and September 2019, we per- formed the following audit procedures and other activities, among others: • Gaining of an understanding of the struc- ture of the sustainability organisation and of stakeholder involvement, • Conducting on-site visits as part of our investigation of the processes for collect- ing, analysing and aggregating selected data of the DFB, • Questioning of the legal representatives and relevant employees involved in pre- paring the Sustainability Report about the preparation process, the existing measures and precautions (system) for drawing up the Sustainability Report and the informa- tion provided in the Sustainability Report at the Frankfurt am Main site, • Identification of the risks of material mis- statements in the Sustainability Report, • Analytical appraisal of the information in the Sustainability Report. A U D I T F I N D I N G S On the basis of the audit procedures per- formed and the audit evidence obtained, we are not aware of any facts that would lead us to believe that the information listed in the ‘Our mandate’ section of this statement in the Sustainability Report of the DFB for the period from 1 October 2016 by 30 June 2019, had not been made in accordance with the relevant GRI criteria as regards essential matters. Our audit statement does not refer to reports, interviews, videos and references to websites and other reports of the associ- ation. I N T E N D E D P U R P O S E O F T H E R E P O R T This report is issued on the basis of the con- tract concluded with the DFB. The audit was carried out for the purposes of the DFB and the report is only intended to inform the DFB about the findings of the audit. L I A B I L I T Y Our report is not intended to be used as a basis for (asset) decisions by third parties. Our responsibility is solely to the DFB and is also limited in accordance with the con- tract agreement concluded with the DFB on 11 June 2019 (based on the offer of April 2019) as well as the ‘General Terms and Con- ditions of Contract for Auditors and Auditing Companies’ of 1 January 2017 of the Insti- tut der Wirtschaftsprüfer in Deutschland e.V. However, we assume no responsibility towards third parties. Frankfurt am Main, 26 September 2019 Deloitte GmbH Auditing Company (Katrin Rohmann) Auditor (Viola Möller) Senior Manager
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.
121 7. 4 I M P R I N T P U B L I S H E R German Football Association Otto-Fleck-Schneise 6 60528 Frankfurt am Main Germany www.dfb.de www.fussball.de C O N TA C T P E R S O N Stefanie Schulte Head of Social Responsibility and Fans Otto-Fleck-Schneise 6 60528 Frankfurt am Main Telefon: +49 (0) 69/67 88-0 E-Mail: email@example.com L E G A L LY A C C O U N TA B L E F O R C O N T E N T Eugen Gehlenborg, Ralf Köttker P R O J E C T M A N A G E M E N T Karin Steinrücke D E S I G N A N D E D I T I N G Wagner GbR – Büro für CSR, Marketing und Kommunikation Wieferigs Hof 24, 49439 Steinfeld, www.wagner-csr.de and Sustainability Report Working Group: Daniel Bleher, Thomas Hackbarth, Dr Lothar Rieth, Olliver Tietz, Professor Gunter A. Pilz, Clara Pointke A D V I S O R S Sustainability Report Steering Group: Björn Fecker, Sonja Fuss, Claudia Wagner-Nieberding Social Responsibility Commission E D I T O R I A L S U P P O R T Marlen Benen, Maren Feldkamp, Valentina Fürg, Peter Haidingen/ mspw, Nicola Herzig, Daniel Hertzler, Britta Klose, Claudia Krobitzsch, Lucas Marx, Alexander Merz, Silke Pump, Anna Priester, Sebastian Schmidt, Gerald von Gorrissen, Dr. Ben Weinberg, Tobias Wrzesinski as well as the support of numerous people at the DFB, sub- regional associations and partners V I S U A L D E S I G N / L AY O U T/ P R O D U C T I O N Ruschke und Partner GmbH www.ruschkeundpartner.de R E P O R T A U D I T I N G Deloitte GmbH P I C T U R E C R E D I T S German Football Museum, DFB, dpa, Getty Images, GIZ, Imago, Martin Elsen E D I T O R I A L D E A D L I N E 13. September 2019