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OUR VISION of SUSTAINABILITY in the FOOTBALL INDUSTRY Sustainability Report 2015/2016 OUR VISION of SUSTAINABILITY in the FOOTBALL INDUSTRY

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OUR VISION of SUSTAINABILITY in the FOOTBALL INDUSTRY Sustainability Report 2015/2016 OUR VISION of SUSTAINABILITY in the FOOTBALL INDUSTRY OUR VISION OF SUSTAINABILITY IN THE FOOTBALL INDUSTRY Sustainability Report 2015/2016 OUR VISION OF SUSTAINABILITY IN THE FOOTBALL INDUSTRY Sustainability Report 2015/2016 Juventus Football Club - Sustainability Report 2015/2016 Summary SUSTAINABILITY REPORT 2015/2016 SUMMARY Growth and education of young athletes MATCH DAY 1 THE INDUSTRY OF FOOTBALL 2 111 JUVENTUS 25 71 Youth Teams OUR VISION OF 112 Juventus College SUSTAINABILITY 117 First Team Governance, compliance and corporate ethics From the Soccer Schools to Juventus Academy Italia: IN THE FOOTBALL 31 75 focusing on the quality of education Respect for the rules Supervisory Committees 120 INDUSTRY 34 77 First Team health Risk Management Sponsors: a key asset for Juventus 36 79 123 Importance of education and training Anti-corruption 42 79 New supplier management policy OUR PATH TOWARDS AN ENDORSED SUSTAINABILITY 131 APPROACH Fan Relationship Management Football as a tool for training and education Supplier qualification system 5 45 81 133 Juventus: redesigning fan relationship management J|Museum: education, innovation and tradition Enterprise Resource Planning (ERP) 46 83 134 Methodological Note Investing in communication with our fans: customer care Juventus and UNESCO: working together for the values Product categories 6 and social media of sport 135 52 87 Fan experience at the Stadium Research project “Colour? What Colour?” Media relations THE CLUB AND KEY FIGURES FOR 2015/2016 137 8 54 90 GiocaConMe Approach and processes 138 APPROACH TO SUSTAINABILITY Welcome to the Juventus Stadium 90 11 61 Projects in Mali and the Central African Republic Juventus for sustainable local development Security 91 141 A new model for the development of the sustainability 63 Investments in infrastructure strategy The steward: a key figure Juventus and football institutions 142 14 68 93 J|Museum: tradition & innovation Dialogue with stakeholders Sport Governance 144 16 94 J|Medical: a ground-breaking healthcare model Materiality matrix The role of Juventus 147 19 97 J Village: dialogue, redevelopment and environmental care 148 Brand, Licensing and Retail Environmental impacts 99 150 Life Cycle Assessment (LCA) of a Serie A Match at the Strategic human resources management Juventus Stadium 103 154 2015/2016 season: highlights Community Engagement 104 157 Corporate organisation 106 Economic performance Training 159 108 Occupational Health and Safety FUTURE GOALS 108 165 GRI CONTENT INDEX 173 OPINION PWC 179 2 3 Juventus Football Club - Sustainability Report 2015/2016 Presentation LETTER TO STAKEHOLDERS FROM CHAIRMAN ANDREA AGNELLI (G4-1) OUR PATH TOWARDS AN ENDORSED SUSTAINABILITY APPROACH Football today is more than just a game: by all standards at the Juventus Stadium. The event offered a remarkable it is also an industry that can influence people and their opportunity to learn how other 37 clubs are deciding to contexts for the better or worse. Football institutions, clubs, handle these issues, thereby broadening the Club’s horizons and their very players must therefore assume their share of and reaffirming our approach when engaging with key responsibility, to be able to understand and satisfy the needs players in our industry. of today’s society. This pursuit demonstrates the long-term vision of our For this reason, year after year Juventus has invested commitment: sustainability for Juventus is not a project more and more time and resources in pursuing a path of that is born and fades away in the span of a season, but economic, social and environmental sustainability. a process that develops and grows stronger over time, in harmony with the Club’s business. Sustainability factors, Today we are a big company that is financially sustainable in fact, especially if measurable and comparable, become and that wants to continue to be competitive internationally, increasingly important elements that we need to consider in in an industry that is among the few to be expanding. We our choices as a football club. understand that our ability to interpret sustainability can prove to be a strategic lever for Juventus’ competitiveness on In light of the above, we therefore wish to reaffirm our the pitch and in business, because we thrive on relationships commitment to sustainability with a view to achieving that go beyond the “corporate dimension” and involve continuous improvement. business partners, institutions and millions of fans around the world. In order for us to efficiently manage these Fino alla fine… relationships, we have developed a model of sustainability and governance that puts us in a position to promote a Andrea Agnelli culture of internal awareness through sustainable practices. Juventus Football Club S.p.A. Chairman With this well-defined structure and background, we have chosen to open up to the world outside, illustrating our model and dealing with key institutions such as FIFA, UEFA and UNESCO and other international clubs, and working with ECA to organise the event “The Future of CSR in European Club Football: Towards a new model?“ 4 5 Juventus Football Club - Sustainability Report 2015/2016 Methodological Note METHODOLOGICAL NOTE (G4-13; G4-17; G4-18; G4-28; G4-31; G4-32; G4-33) he 2016 Sustainability Report includes key Where appropriate, please refer also to the following information about the Club’s sustainability strategy, documents available on Juventus’ website (see Investor T actions and goals and their economic, environmental Relations section): and social impact. The document was prepared in accordance with the fourth generation (G4) of sustainability reporting guidelines Annual Financial Report at June 30, 2016 established by the Global Reporting Initiative (GRI), in accordance with the “Core” option. The report includes Code of Ethics an explanatory chart in the closing pages with the corresponding table of contents. The “Event Organizer Sector Disclosures 2014” was also used as reference when Annual Corporate Governance Report 2015/2016 drafting the report. This document includes an introduction that explains Remuneration Report 2015/2016 Juventus’ approach to sustainability along with the updated materiality matrix and its basic topical subjects. It then branches into two main sections covering two macro-areas Organisational, management and control model pursuant to Legislative Decree no. 231-2001 that Juventus sees as essential and complementary: the “Matchday”, i.e. the event and the actual game of football, and the “football industry”, which deals with all aspects tied Procedure for transactions with related parties. to the activities of a football club and that contribute to the pursuit of our core business. So as to allow a comparison with the trend in previous years, The Club’s sustainability reporting process is renewed every the report presents data for the three past football seasons. year and the data presented in this report refer to the year Please note that the environmental data for Headquarters and that closed on June 30, 2016 and to the 2015/2016 Italian the Juventus Stadium, unlike previous years, no longer refer football season. The report has the same scope as the to the calendar year but to the sport season. As a result, the annual financial report closed on June 30, 2016 and as the data regarding the Juventus Training Center in Vinovo will be sustainability report 2015. presented starting from the next report (season 2016/2017). This document does not include information regarding the Juventus’ Sustainability Report has undergone limited audit by Club’s standard business described in previous financial PricewaterhouseCoopers Advisory S.p.A.* and sustainability reports but merely refers to them when necessary. During the 2015/2016 season, Juventus also changed its technical sponsor from Nike to adidas. This led to significant changes, with Juventus taking over direct management of its merchandising and sales outlets. In addition, the activities of the former Juventus Soccer Schools are now incorporated in the “J|Academy”, also directly managed by Juventus. Finally, J|Medical officially inaugurated in the 2015/2016 season. Quantitative data for this activity are not included in the report, as the company is not 100% owned by the Club. For questions or comments about this report, please contact Virginia Antonini, Sustainability and External Relations Manager: [email protected]. *Juventus Football Club S.p.A., following a tender, has entrusted the assurance of its Sustainability Report to PricewaterhouseCoopers Advisory S.p.A. (PwC). The corporate divisions of Juventus in charge have been involved in the assurance process by conducting individual interviews. 6 7 Juventus Football Club - Sustainability Report 2015/2016 The Club and key figures THE CLUB AND KEY FIGURES FOR 2015/2016 (G4-4) 4,1 MILLION euros income of the year he Club organises matches and participates in national The Juventus Stadium owned by the Club was inaugurated on and international football competitions. Its main September 8, 2011. Moreover, since 2012, the modern sports Tsources of revenues include sports event management, centre inaugurated in 2006 has been home to the Juventus the economic exploitation of the Juventus brand and the College, a high school dedicated exclusively to children and image of the Juventus First Team. This is chiefly achieved by youngsters of the youth sector which is the only example in licensing broadcasting rights and media coverage and through Italy of an officially recognised private school to be entirely 300 MILLION 13,000 sponsorships, assignment of advertising space, licensing in owned by a football team. fans worldwide children involved in other lines of business and merchandising. the J|Academy More than 119 34 21 MILLION 30 MILLION 96% years of history Italian league titles euros invested in sustainability in followers on digital channels of employees involved (scudetto) the three-year period 2013-2016 in training activities 1,550 785 20,2 MILLION 100% people involved in staff euros operating result of employees involved in organising a match corporate welfare projects JUVENTUS: OUR MISSION The main and driving goal of Juventus is to give its supporters the greatest sporting satisfactions.
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