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SUSTAINABILITY REPORT 2013 CONI SUSTAINABILITY REPORT C M Y CM CONI.IT MY CY CMY K 2013 EDITED BY SUSTAINABILITY REPORT 2013 CONTENTS PRESIDENT’S LETTER 4 STRATEGIC OBJECTIVES AND STAKEHOLDER ENGAGEMENT 6 APPROACH TO SOCIAL RESPONSIBILITY 11 METHODOLOGY AND MATERIALITY ASSESSMENT 14 1 2 3 SPORTS IN ITALY 20 ABOUT CONI 32 CONI’S CONTRIBUTION TO SPORTS 52 The organisational CONI’s history 32 structure of sports 20 CONI’s activities 52 CONI today 38 Sports regulation CONI’s social role 63 The governance model 40 framework in Italy 23 The control and Key sports figures 24 risk management system 47 The CONI and Coni Servizi Code of Ethics and Conduct 48 4 5 6 ECONOMIC PERFORMANCE RELATIONSHIPS WITH CONI AND THE AND VALUE DISTRIBUTED STAKEHOLDERS 86 ENVIRONMENT 116 TO STAKEHOLDERS 80 Stakeholders and Environmental policy 116 The CONI system’s dialogue channels 86 CONI’s environmental impact 117 economic value 80 National and international Supporting the Italian institutions 88 sports system 83 Sports bodies 92 Our people 96 Suppliers 108 Our partners 112 ANNEXES 122 GRI Content Index 122 Report of the Independent Auditors 129 4 CONI 2013 SUSTAINABILITY REPORT PRESIDENT’S LETTER CONI is presenting its first Sustainability Report to confirm its commitment to consistently, effectively and transparently managing administration and implementing its strategic objectives. This Sustainability Report has been prepared with the contribution of all Coni Servizi’s areas and divisions and reports on the results of social, environmental, governance and financial activities. This document, which has been prepared in accordance with the current international guidelines of the Global Reporting Initiative (GRI) and complements the financial information published in the Annual Report, gives all stakeholders access to complete disclosure of CONI’s strategies, actions and Giovanni Malagò results in the pursuit of its mission. Indeed, its President of Italian National Olympic Committee mission is highly focused on generating shared value with significant social and cultural aims to, as established in the statute, govern, regulate and manage sports activities throughout the Country as a crucial element in shaping individuals physically and morally and as an integral part of the national culture. In particular, given the specific nature of our mission, I am even more convinced that effectiveness and transparency should be closely associated with the values and ethics of our sports culture. The Code of Ethics of the International Olympic Committee (IOC) – which CONI has adopted and promotes – defines and presents a framework of ethical principles based on the values and principles enshrined in the Olympic Charter. CONI’s governance is based on the 5 aforementioned principles and all employees and the Italian Ministry of Equal Opportunities people working on CONI’s behalf are required against gender-based violence and the “Sports to comply with such principles. in Prison” project agreed with the Ministry of Justice to improve conditions in prison and the Indeed, the governance system that CONI has treatment of detainees through sports activities adopted is aimed at ensuring that the values of and training. Again, through memorandum of transparency, responsibility and integrity are understanding, we plan to strengthen, jointly upheld, in part due to the special nature of its with the Ministry of Education, the sports activities. activities offered at schools to the benefit of The governance system enables CONI to give younger generations. all its main stakeholders ample opportunity for discussion and control, and is highly attuned to With this in mind, among other things, we have guaranteeing the fair representation of all Italian begun taking the necessary steps to reform the sports network players. sports justice system and update Law no. 91. Also considering the sector in which it CONI’s management is therefore aimed at operates, CONI practices a management promoting sports at all levels throughout the style that necessarily entails constant Country, contributing to the entire community’s interaction with all national and international social, physical and moral well-being and institutional stakeholders, as well as with achieving milestones and exceptional results in all sports organisations with which CONI competitive sports. is interdependent in the achievement of its objectives. If not for the invaluable, essential contribution of our people, none of this would have been In 2013, CONI carried out a series of important possible, nor will it continue to be. Accordingly, activities and achieved the significant results we are aware of the importance of developing described in this report through its relationships extremely competent and highly motivated and synergies with the IOC, the Italian individuals who, with their skills, can make Para-Olympic Committee, major national our organisation increasingly competitive and institutions, local bodies and all international productive. sports organisations – including national sports federations, associated sports disciplines, sports In conclusion, I believe that CONI’s solidity promotion bodies, meritorious associations, and dynamism, its tradition and pride in our military and state corps sports clubs and glorious 100 years, along with our activities, sports operators – in addition to volunteer as described in this Sustainability Report, organisations. will spur us on towards the challenges and milestones that lie ahead. To this end, I would like to highlight a few particularly important initiatives, like the Memorandum of Understanding signed with 6 CONI 2013 SUSTAINABILITY REPORT STRATEGIC OBJECTIVES AND STAKEHOLDER ENGAGEMENT The following table indicates the strategic intends to pursue in the medium and long-term objectives and consequent actions that CONI for its various stakeholders. 1. DEVELOPMENT AND EFFICIENCY OBJECTIVES ACTIONS BENEFICIARIES Encourage efficiency and • Shared four-year strategic and financial All sports institutions development planning. Generate social benefits, • Implement specific projects with the All sports institutions encourage the recovery of involvement of sports promotion bodies; disadvantaged areas, achieve • Properly and constantly promote the sports automatic sports funding, movement with government institutions. increase financial returns on investments in sports Encourage and reward the • Establish a specific fund in the CONI Financial National sports federations, initiatives of national sports Statement; associated sports disciplines, sports federations and associated sports • Seek sponsorships and private investments. promotion bodies and meritorious disciplines associations Attract private investments for • Adopt new specific policies. All sports institutions the development of new projects Find new financial resources and • Establish a highly specialised structure within All sports institutions improve the inclusion of Italian CONI specifically for participation in European sports in the greater European tenders. context Implement synergies • Introduce tools to coordinate state projects National sports federations and and encourage coordination concerning high levels of specialisation, youth associated sports disciplines sections and sports promotion. Encourage the financing of sports • Implement CONI’s role in the Credit Institution All sports institutions movement initiatives, synergies of Sports. and coordination Improve the complementary • Reorganise Coni Servizi; All sports institutions nature of CONI and Coni Servizi, • Clearly segregate roles and the respective transform Coni Servizi into a management functions; modern structure that tangibly • Coni Servizi’s provision of free and well-priced serves sports institutions, reduce services to sports institutions that request costs and strengthen Coni them. Servizi’s role locally Reduce costs and make the most • Reach agreements, through public tenders, All sports institutions of CONI and Coni Servizi’s ability to supply goods and services to sports to generate economies of scale institutions that request them Seek new financial resources • Support CONI in the search for additional National sports federations, to finance the Italian sports sponsorships for national sports federations associated sports disciplines and movement far beyond the and sports bodies; sports promotion bodies Olympic years • Support CONI in marketing, branding, licensing and merchandising. Seek new financial resources • Create and share a true CONI brand. CONI, national sports to finance the Italian sports federations, associated sports movement disciplines, sports promotion bodies, meritorious associations and sports clubs 7 Increase participation in the • Create a specific structure to promote the All sports institutions sports movement, augment the spread of sports through the media and ability to attract investments new media (online TV, web sites and social networks). Promote the construction • Forge partnerships with national sports National sports federations, of suitable facilities and the federations, associated sports disciplines and associated sports disciplines, sports updating of existing ones sports promotion bodies and implement the promotion bodies, meritorious use of project financing; associations • Promote a reform of the law on sports facilities (i.e. the Sports stadium law). Encourage local bodies to assign • Adopt an ad hoc CONI plan with national National sports federations, sports facilities, encourage sports
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