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An Open Door to Sport AN OPEN DOOR TO SPORT SUSTAINABILITY REPORT 2016 Sharing values, objectives and passions is our most ambitious goal. SUSTAINABILITY REPORT 2016 CONI AND SPORTS 4 INSTITUTIONS INTRODUCTION 6 | President’s letter 86 | Overview of the sporting system 8 | A sustainable strategic model 88 | Relationship between CONI and Sports institutions 10 | Materiality assessment: 90 | Sports institutions (NFs, ASDs, SPOs, MAs) Analysis of relevant themes 95 | Sports Clubs and Associations 12 | 2016 highlights 14 | Rio 2016 XXXI Olympic Games GOVERNANCE CONI AND CONI AND THE SOCIAL OUR 1 AND TRANSPARENT 2 TOP LEVEL SPORT 3 ROLE OF SPORT 5 STAKEHOLDERS REPORTING 20 | The role of CONI in the Italian sports system 40 | Olympic Training 58 | The strategic social 98 | Stakeholders and channels of dialogue 24 | The role of Coni Servizi 45 | Anti-Doping responsibility plan: overview 100 | Our people 26 | The relationship between CONI and Coni Servizi: 47 | The sports justice 60 | Sport, youth and school 112 | National and international institutions a good governance system 48 | The Sports Medicine 67 | Sport and social development 116 | Suppliers 30 | The economic sustainability of CONI System and Science Institute 69 | Sport, health and the community 118 | Sponsors 49 | The School of Sports 76 | Promotion of sport 122 | Protecting the environment for future generations 51 | Consultancy for sports facilities throughout Italy 54 | Support to top level athletes ATTACHMENTS 126 | Methodological note and materiality process 130 | GRI Content Index 137 | Independent Auditors’ Report CONI AND SPORTS 4 INSTITUTIONS INTRODUCTION 6 | President’s letter 86 | Overview of the sporting system 8 | A sustainable strategic model 88 | Relationship between CONI and Sports institutions 10 | Materiality assessment: 90 | Sports institutions (NFs, ASDs, SPOs, MAs) Analysis of relevant themes 95 | Sports Clubs and Associations 12 | 2016 highlights 14 | Rio 2016 XXXI Olympic Games GOVERNANCE CONI AND CONI AND THE SOCIAL OUR 1 AND TRANSPARENT 2 TOP LEVEL SPORT 3 ROLE OF SPORT 5 STAKEHOLDERS REPORTING 20 | The role of CONI in the Italian sports system 40 | Olympic Training 58 | The strategic social 98 | Stakeholders and channels of dialogue 24 | The role of Coni Servizi 45 | Anti-Doping responsibility plan: overview 100 | Our people 26 | The relationship between CONI and Coni Servizi: 47 | The sports justice 60 | Sport, youth and school 112 | National and international institutions a good governance system 48 | The Sports Medicine 67 | Sport and social development 116 | Suppliers 30 | The economic sustainability of CONI System and Science Institute 69 | Sport, health and the community 118 | Sponsors 49 | The School of Sports 76 | Promotion of sport 122 | Protecting the environment for future generations 51 | Consultancy for sports facilities throughout Italy 54 | Support to top level athletes ATTACHMENTS 126 | Methodological note and materiality process 130 | GRI Content Index 137 | Independent Auditors’ Report 6 CONI 2016 SUSTAINABILITY REPORT PRESIDENT’S LETTER Over the past few years, CONI has undergone synergetic relationship with National Sports major changes and renewals that have Federations with a view to improving results strengthened the key role it plays within Italy’s while ensuring a smooth and far-reaching path sports system. leading to sports success. The sustainability strategy adopted during the past few years is based on four drivers We are likewise committed to developing that define the identity, modus operandi and sport for all and enhancing the social role that action priorities of CONI and Coni Servizi: sport plays in terms of physical and moral a governance and reporting system designed training of each individual, so that sport may to ensure thorough transparency; an open be increasingly viewed as an open space and meaningful dialogue with all stakeholders; where each individual can feel welcome, increasingly greater support to sports empowered and guided in their institutions; continuous focus on top level development, education and health path sport; responsible awareness of the social and may thus express their own potential. role played by sport. This strategy is being implemented year All the activities carried out by CONI result after year by undertaking actions aimed at from a close-meshed network of trust supporting sports organisations at all levels, relationships that have been established with protecting and providing support to the the stakeholders over time, such relationships athletes with even greater commitment, resting on transparency, democracy and promoting engagement in sport for the new fairness, with a daily commitment to improving generations and empowering talent. the information, dialogue, consultation and engagement process primarily with sports 2016 was an important year. organisations, to whom CONI extends a It was the year of the Rio de Janeiro number of services aimed at ensuring the Olympic Games, which turned out to be development of well-being and opportunities successful. Italy ranked 9th in the Olympic for the sports system. medal table making it onto the podium 28 Broadly speaking, sports institutions represent times, bearing out the pride and passion a point of reference, bodies for whom of all the people who worked hard to reach and with whom CONI creates shared value, such outstanding results. with a view to integrating its own strategic Rio 2016 was preceded by an intense decisions while being aware that the growth Olympic training period characterised by of the entire sports system draws on a significant co-operation schemes with many common and shared vision. Sports Federations, without leaving anything to chance, but adopting a far-sighted 2016 was also a year characterised by approach rather. key decisions, as partnerships with our It is through the very development of a institutional stakeholders continued, common project that CONI supports top level shaping, year over year, projects intended sport by improving its excellence centres, to be deployed throughout the country. implementing sports grounds and facilities, Suffice is to mention the launch of a major providing across-the-board support to project called “Sport and Suburbs” – with Italian athletes in national and international funds allocated by the Prime Minister’s competitions, thanks to an increasingly Office - designed to improve sports grounds 7 PRESIDENT’S LETTER Giovanni Malagò President of the Italian National Olympic Committee and facilities, increase national competitive We need to do something more and different sports activity and build a sports culture in as compared to what has been done so far, disadvantaged areas and suburban areas, continuing to develop synergies that will bring the purpose of such a project being to in additional resources. The results achieved, remove social and economic imbalance as shown in this Sustainability Report, are only and ensure urban security. a starting point as we resolutely move forward In addition, as the Rome 2024 project relying on courage and ideas. People make was interrupted, CONI had to rethink the difference, especially the women and and redesign its own commitments and men who make up our own world and build strategies from both an organisational paths and success everyday with passion, development as well as sports facilities professional commitment and pride. This is perspective. We therefore decided to why the ability to listen and the willingness to undertake new initiatives, one of them being engage in dialogue are and will be key drivers th to have Milan host the 134 IOC Session, to ensure a transparent, conscientious an event where the 2026 Winter Games will and responsible decision-making process. be awarded and which will attract all the major players of the world’s sports system. Finally, I wish to thank all those who believed in my project to boost Italy’s sports system growth as they once more placed their trust in me for the next Olympic four-year term. 8 CONI 2016 SUSTAINABILITY REPORT A SUSTAINABLE CONI AND SPORTS INSTITUTIONS STRATEGIC MODEL CONI’s objective is to provide well-being and opportunities to the entire sports system, supporting the sports institutions at all levels, while promoting engagement in sport for the new GOVERNANCE AND TRANSPARENT REPORTING generations and empowering talent. Broadly speaking, sports institutions represent a The governance model adopted is based on lending an point of reference, bodies for whom and with whom ear to, establishing a dialogue with and engaging the many CONI creates shared value. Chapter “CONI and stakeholders from the sports system as well as other areas, sports institutions” highlights the relationships starting from the initial sharing of goals, growth strategies between CONI and top level and grassroots sports and the common project. To reach common growth and RTING institutions that make up Italy’s sports movement. EPO development goals for Italy’s sports system, significant T R EN efforts are made in order to establish a constant R A and continuous dialogue with national and international P Y S EG institutions and build meaningful synergies with accredited N T A A OUR STAKEHOLDERS R R private partners. Chapter “Governance and transparent T T S reporting” outlines the tools of the good governance model D The activities carried out by CONI result from N R adopted by CONI System. A C U O endeavours based on a close-meshed network of E O N C trust relationships that have been established with HOW I N A O A N the stakeholders over time. CONI builds with each U N D O R R of them relationships based on transparency, S E S U P V T democracy, commitment and fairness. R O A O R G K The commitment aimed at improving the information, W T CONI AND THE SOCIAL ROLE OF SPORT E S consultation, dialogue and engagement process with WHO H O O I N R a view to ensuring integration with its own strategic L S CONI has always been committed to carrying on L D T decisions is a key enabler of CONI’s sustainability.
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