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CORPORATE SOCIAL RESPONSIBILITY IN SPORT: THE ILLUSTRATIVE
CASE OF THE GERMAN MEN’S BUNDESLIGA
A Thesis Presented for the
Master of Science
Degree
The University of Tennessee, Knoxville
Denise Morawek
May 2024
ii
Copyright © 2024 by Denise Morawek
All rights reserved.
iii
ACKNOWLEDGEMENTS
Thank you to my advising committee for the continuous support and belief in my
proposal and ability.
iv
ABSTRACT
Corporate Social Responsibility (CSR) has become a pivotal aspect for companies
and governments, exceeding mere risk management to create opportunities and enhance
overall performance. While the concept of CSR in sports is relatively recent, its
significance is growing, especially in Germany’s sport industry. The Bundesliga, one of
the world’s top football leagues, showcases a unique CSR landscape shaped by societal,
economic, and political drivers. Societal motives reinforce regional identity, economic
strategies target customer retention, and political actions, including governmental
programs and football governing bodies’ initiatives, shape CSR endeavors. Germany’s
distinctive 50+1 rule, albeit with exceptions, highlights the fan-centric model. The recent
integration of mandatory sustainability guidelines in Bundesliga licensing regulations
further emphasizes the league’s commitment to CSR, making it a compelling subject for
in-depth analysis.
This research intends to comprehensively investigate the prevailing standards of CSR in
the 1. German Men’s Bundesliga, specifically shedding light on potential differences in
focus areas and standards among the 16 consistent clubs during the 2021-2022 season. The
data collection process involved examining publicly available CSR reports, and club
websites, and employing document analysis. Additional analysis focused on the complex
interplay between factors such as financial performance, sponsorship investments,
consumer social response, and CSR initiatives. The study then categorizes clubs and
defines CSR standards utilizing an adapted CSR pyramid and Stakeholder Management
Capability (SMC) scale based on Carroll (1979), Carroll and Buchholtz (2014), and Visser
(2006). Noteworthy findings include a dominant focus on environmental and sustainability
aspects among many clubs, indicating a shared commitment to addressing contemporary
challenges. Although such a commitment to sustainability is exemplary, the study
emphasizes the need for clubs to broaden their focus to include more diverse CSR
approaches.
The study acknowledges the unique challenges and opportunities faced by each club and
emphasizes the significant progress made by clubs in integrating CSR. Additionally, the
v
results indicate an existent awareness that positions the Bundesliga clubs on the path to
continuous improvement.
Ultimately, this research contributes to the evolving understanding of CSR in the context
of sports, specifically regarding the standards of CSR in specific football clubs.
vi
TABLE OF CONTENTS
CHAPTER ONE – INTRODUCTION ............................................................................... 1
Topic Relevance and Problem Statement ....................................................................... 1
CHAPTER TWO – LITERATURE REVIEW ................................................................... 3
Defining Corporate Social Responsibility ...................................................................... 3
CSR in Sport ................................................................................................................... 6
The Landscape of CSR in German Sport ........................................................................ 7
CSR in the First German Football League (1. Bundesliga) .......................................... 10
Societal Drivers ......................................................................................................... 11
Economical Drivers .................................................................................................. 12
Political Drivers ........................................................................................................ 13
Theoretical Background ................................................................................................ 15
Prominent Theories ................................................................................................... 16
Conceptualization of a sport-based CSR framework ................................................ 20
Classification of CSR focus areas ............................................................................. 21
Financial Performance .............................................................................................. 23
Consumer Social Response (CnSR).......................................................................... 23
Research Questions ....................................................................................................... 25
CHAPTER THREE – METHODOLOGY ....................................................................... 26
Sample Size ................................................................................................................... 26
Data Collection ............................................................................................................. 29
CHAPTER FOUR – RESULTS ....................................................................................... 31
Frameworks................................................................................................................... 31
Classification of CSR focus areas ................................................................................. 32
Financial Performance .................................................................................................. 46
Consumer Social Response (CnSR).............................................................................. 47
CHAPTER FIVE – DISCUSSION ................................................................................... 56
CHAPTER SIX – CONCLUSION AND RECOMMENDATION .................................. 65
Conclusion .................................................................................................................... 65
Recommendations ......................................................................................................... 66
Future Research ............................................................................................................ 66
Limitations .................................................................................................................... 67
REFERENCES ................................................................................................................. 69
APPENDICES .................................................................................................................. 86
VITA ............................................................................................................................... 113
vii
LIST OF TABLES
Table 3.1. The clubs of the 2021-2022 season of the 1. German Bundesliga .................. 27
Table 3.2. The respective foundations of the clubs .......................................................... 34
Table 4.1. An accumulative overview of initiatives divided by focus area and club ....... 34
Table 4.2. Overview and Ranking of the Financial Performance ..................................... 34
Table 4.3. Overview and Ranking of the Sponsors and Sponsorship Investments ........... 50
Table 4.4. Overview and Ranking of the Stadium Capacity ............................................. 52
Table 4.5. Overview and Ranking of the Popularity ........................................................ 55
Table 5.1. Definition and Comparison of CSR standards within the defined clubs ......... 34
viii
LIST OF FIGURES
Figure 2.1. Non-hierarchical stakeholder map of a German Football club ...................... 17
Figure 2.2. The Stakeholder Symbiosis ............................................................................ 17
Figure 2.3. Conceptualization of a sport-based CSR Framework .................................... 17
Figure 2.4. Stakeholder Management Capability Scale (SMC) ........................................ 22
1
CHAPTER ONE – INTRODUCTION
Topic Relevance and Problem Statement
Sunil Misser, the Head of Global Sustainability Practice for Pricewaterhouse
Coopers LLP, more commonly known as “PwC,” once said: “Corporate Social
Responsibility (CSR) is not just about managing, reducing and avoiding risk, it is about
creating opportunities, generating improved performance, making money and leaving the
risks far behind” (as quoted in Thacker, 2020). The concept has repeatedly been identified
as a perpetual concern for companies and governments when trying to adapt throughout
the past decades (Welford, 2004). Moreover, it has become apparent to companies
worldwide that stakeholders are not simply just shareholders anymore, but considerably
consist of a much larger group of constituents (Babiak, 2010). Dating back to as early as
1990, the concept of CSR has been proven to not only improve a firms economic and
financial performance but also its reputation and thus its brand equity (Godfrey, 2009; Kim
& Manoli, 2022). While the importance of CSR has significantly transformed the
management and organizational business side, the concept has just reached the sport
industry a few years ago (Walker & Kent, 2009; Walzel et al., 2018). Even though CSR
reporting is yet to become mandatory in most countries, various multinational corporations
(“MNCs”) in the sport sector, such as Nike, have already been incorporating information
about their CSR activities in either their annual reports or in a separate statement as well
as related information on their programs on their websites (Annual Reports and Websites;
Nike, 2022; Walker & Kent, 2009).
Utilizing CSR in the sport industry is crucial when cultivating an effective
connection between the organization/club, the team and its players, and the community
(Franco et al., 2021; Ladhari et al., 2022; Moore, 2019). Many organizations still face a
perpetual distrust in their practices and measures within the CSR context (Wan Yusoff &
Alhaji, 2012). Therefore, sport organizations and their respective CSR practices experience
a greater demand from the public regarding their transparency, accountability, and
comparability (Fifka & Jäger, 2020). Consequently, some organizations have been
implementing new policies regarding their CSR performance over the past few years. For
2
example, to improve their transparency, the Adidas Group has been publishing a CSR
report covering their environmental, societal, and cultural programs/ investments each year
since 2000 (Adidas Group, 2017).
Another significant example within the sport industry is Germany’s men’s soccer
league (hereafter “Bundesliga”). It is one of the most successful sport leagues in the world
and the second strongest league in world football after the English Premier League
(Furniss, 2023). Within the league there are various CSR activities that clubs participate
in, some examples include the promotion of public transport (i.e., a combination of stadium
entrance tickets with the free use of public transportation), the use of Environmental
Management Systems, the promotion of green electricity including photovoltaic, the
support of community members in need (e.g., by donations or drives), support of
international peace campaigns or the integration of children membership clubs. This study
is focused around defining and examining the CSR standards of the clubs within the 1.
German Bundesliga and each of the clubs’ CSR activities. Furthermore, it explores the
extent to which CSR has been implemented by each club by categorizing the present CSR
standards into the levels of a newly established sport-based CSR framework. The
framework was adapted from Carroll and Buchholtz (2014) and Visser (2006). The levels
include economic, legal and political, ethical, societal and regional, and philanthropic
responsibilities (Figure 2.3). Additionally, the Stakeholder Management Capability
(“SMC”) scale, established by Carroll and Buchholtz (2014), was used to typologize the
clubs’ level of stakeholder management into rational, process, and transactional
relationship building capabilities (Figure 2.4).
3
CHAPTER TWO – LITERATURE REVIEW
Defining Corporate Social Responsibility
The term “Corporate Social Responsibility” (CSR) has broadly existed for over
4,000 years (Visser, 2015). However, the concept used in modern days goes back to the
mid-late 1800s and the Industrial Revolution when one of the rising concerns was working
conditions and how those interrelated with the worker’s productivity (Carroll, 2009). Yet,
during this era, the concept of CSR was arguably more based on economic reasons, rather
than charitable ones. Once industrialists realized the power behind the philanthropic side
of business, CSR awareness increased, leading to immediate action of businesses regarding
their social and environmental activities (Stutz, 2015). Examples include the revision of
labor laws and the founding of schools to increase access to education (Munro, 2020).
Paternalism is recognized as one of the earliest forms of CSR during the century. The
theory of paternalism was also utilized during the “Pullman experience,” operated by
George M. Pullman; an industrial town developed in Chicago that served as a showcase of
enlightened management due to its use of appearance standards, living spaces, working
conditions, and more. The city also established certain social institutions and community
parks within its borders to uphold its social responsibility (Carroll et al., 2022). Even
though such experiments broadened social consciousness, many researchers refer to the
Great Depression as one of the main initiating factors for more social and corporate
accountability (Carroll, 2009). A more pluralistic society and the dispersion of ownership
are inevitably additional components to the change in perspectives (Hay & Gray, 1974).
Nevertheless, the modern concept of Corporate Social Responsibility was raised in the
1950s with R. Bowen’s book “Social Responsibilities of the Businessman”, which is
viewed as the landmark of the present-day term (Latapí Agudelo et al., 2019).
However, unlike its American and British counterparts, Germany’s integration of
CSR commenced later due to its historical evolution. CSR in Germany holds its roots in a
rich tradition of socially responsible entrepreneurship, tracing back to the industrialization
era (Hiß, 2009). Germany, a primarily agrarian nation until the late 19
th
hundreds, despite
initial efforts, only advanced once rapid industrialization propelled it to become the world’s
4
second industrial power by World War I (Habisch & Wegner, 2005). By this time, the state
was seen as the driving force behind modernization: it provided infrastructure, repressed
labor movements, introduced social security, and integrated an old-age pension system
(Habisch & Wegner, 2005) – ultimately, ensuring that the interrelatedness of the state and
social security benefited businesses (Berthoin et al., 2009). Nonetheless, early industrial
practices lacked additional protective measures (Hiß, 2009). Issues such as labor
exploitation and environmental degradation continued until pioneers such as Werner von
Siemens, Alfred Krupp, and Ernst Abbe recognized the adverse effects of the system (Hiß,
2009). Wanting to improve these conditions, they started to reduce workloads as well as
offer complimentary social security measures to their employees (Hiß, 2009). By the end
of the 19
th
century, Reichskanzler Otto von Bismarck had formalized such initial voluntary
practices into implicit legal regulations (Habisch & Wegner, 2005). His social legislation
marked a significant turning point in German history, not only laying the groundwork for
the modern welfare state but also setting the foundation for CSR in Germany (Hiß, 2009).
In the years post World War II, a distinctive institutional framework, known as
“Deutschland AG,” emerged (Hiß, 2009). It integrated economic growth with social
equality. By encompassing diverse regulations such as the Co-Determination Act, training
systems promoting skill enhancement, and trust-based inter-company relationships, the
framework fostered implicit commitment and installed a concept of social responsibility
among institutions (Berthoin et al., 2009). However, when the “Deutschland AG” eroded,
the binding effect of institutions implying corporate responsibility weakened. As a result,
the landscape of corporate constitutional law changed significantly (Hiß, 2009). Moreover,
the introduction of the Corporate Control and Transparency Act (“KonTraG”) in 1998
brought about a fundamental change in corporate governance in Germany (Hiß, 2009).
KonTraG marked the shift from the stakeholder view of the firm by prioritizing shareholder
interests over stakeholder concerns; thereby, altering the legal landscape and diminishing
the implicit responsibility of companies towards broader societal and economic interests
(Berthoin et al., 2009). KonTraG initiated the transition from a mandatory institutionalized
system of responsibility to the new era of explicit voluntary CSR commitments of
companies (Hiß, 2009). Companies responded by participating in international initiatives,
5
engaging in national or global alliances, or establishing internal CSR departments (Hiß,
2009). This transformative journey signifies a broader evolution in corporate culture and
practice (Berthoin et al., 2009). CSR in Germany showcases a progression from early
socially responsible entrepreneurship to the formalization of implicit responsibility,
followed by an institutionalized phase and finally, the current era of explicit voluntary CSR
(Berthoin et al., 2009; Habisch & Wegner, 2005; Hiß, 2009).
Furthermore, the environmental consciousness cultivated in Germany since the
1970s, evidenced by the proliferation of “green” movements and governmental
environmental programs, set the stage for the nation’s heightened awareness of
sustainability and therefore, explains the backdrop for the ecological evolution of CSR in
Germany (Habisch & Wegner, 2005). Over time, companies in Germany adjusted by
implementing foundations into their corporate structures. With philanthropy deeply
ingrained in the country’s ethos, foundations have, for example, supported human/ social
services, education and research programs, and sustainability-focused endeavors (Toepler,
1998). These entities not only provide financial backing, but also act as key drivers of
change, influencing policy-making and societal awareness, further solidifying Germany’s
position as a leading nation in philanthropic engagement and environmental stewardship
(Toepler, 1998). Today, Germany’s economy has seen a boost in philanthropic activities
with German foundations accounting for one-third of the total foundation spending in
Europe and Germans donating around €5.4 billion each year (Alberg-Seberich, 2013;
Corcoran, 2021).
However, CSR as a concept has yet to be defined concisely; especially in relation
to its social and environmental impact within the sport context (Biscaia, 2012). This is
based on the contention that CSR activities within a firm regularly exceed the rudimentary
approach of just trying to create further revenue streams/ increase operating profits (Chen
& Lin, 2020). The focus of these activities usually lies in establishing a good corporate
image/ performance in the eyes of the stakeholders. This includes ensuring their
informational needs regarding factors such as human and animal rights, public health,
social safety, child labor, pollution, and other environmental or social issues are met
(Levermore, 2010). CSR and its reporting are therefore evidently indispensable when
6
wanting to meet, understand, and gain the trust of each stakeholder group (Liu & Schwarz,
2019; Morrison et al., 2018).
CSR in Sport
Even though the concept of CSR developed years ago and has become significant
within business and philanthropic leadership, the idea has just recently reached the sport
industry (Walker & Kent, 2009). Nevertheless, the literature surrounding the context of
CSR in sport, particularly CSR in professional sport organizations, has substantially grown
over the past years, allowing immense insights into a great variety of issues (Walzel et al.,
2018). These include the strategic implementation of CSR (Breitbarth et al., 2011),
financial benefits derived from implementing CSR (Inoue et al., 2011) or different forms
of CSR engagement, such as environmental sustainability (Trendafilova & Babiak, 2013;
Trendafilova et al., 2013).
When it comes to CSR, it is often argued that sport organizations do not differ from
other corporations and therefore, CSR is applied in the same context. However, Walker
and Kent (2009) argue that in the “sport industry CSR differs from other contexts as this
industry possesses many attributes distinct from those found in other business segments”.
In their study, they mention how sport teams experience higher connectivity to their local
community because of the way fans are affected and interrelated with a team’s success.
Schleef (2013) even goes so far as saying how the increased importance of sport within
today’s society has gained “the ability to influence change within communities around the
world” and Coskun et al. (2020) describe the different stakeholder influences in
comparison to regular businesses. The Olympics or the World Cup are perfect examples of
the truth behind these arguments; the location of the competition and the surrounding CSR
activities are crucial components of fan support as well as the final revenue (Franco et al.,
2021). Many fans condone FIFA for allowing the World Cup to be executed in Qatar due
to the country’s immense Human Rights violations (e.g., against LGBTQ+, women, etc.)
as well as their current labor laws which have continuously been compared to “modern
slavery” (Bennett & Vietor, 2022). This led to a decline in fan engagement, revenue
creation, and fan loyalty.
7
The fact that CSR within sport plays a different role than in other industries is even
more visible when looking at the concept behind sport organizations. They are not solely
just a business but a part of the community (Coskun et al., 2020; Lau et al, 2004; Walker
& Kent, 2009). Sport organizations are implicitly intertwined with the society and
community they are established in, a characteristic that is limited for other businesses
(Schleef, 2013; Steward et al., 2003). Moreover, the indirect consumption by fans
associated with the local sport organization is often an integral part of a city’s hospitality
income (Smith & Westerbeek, 2007). Fans who identify with a certain team are most likely
to want to attend games; therefore, spending money on local restaurants, hotels, souvenirs,
etc. (Koo & Hardin, 2008).
Hence, CSR in the sport industry has been increasingly characterized as a means to
bring more awareness to a larger array of social stances such as symbolism, sociability,
stakeholder theory, and community identification (Hunt et al., 1999; Melnick, 1994; Sutton
et al., 1997). Due to the strong affective connections of sport fans, CSR programs have
substantially surged within sport teams (Walker & Kent, 2009). This is also reflected in
teams’/ athletes’ websites and social media accounts which now proudly announce and
share whenever they are participating in a philanthropic activity. A great example is the
DFL Foundation, an initiative of the DFL Deutsche Fußball Liga e.V. and DFL GmbH.
The foundation was established as an umbrella organization that is responsible for the
social activities of the 1. and 2. Bundesliga in Germany. The foundation is described as
being “focused on Germany as a whole, to complement and link the most regional
commitments of clubs and players – specifically involved where football can use its
connective power in the best interest of society” (DFL Deutsche Fußball Liga, 2023a).
The Landscape of CSR in German Sport
Overall, the landscape of CSR in sports in Germany reflects a growing awareness
of the impact sport entities can have on society beyond the field or arena. However,
professional sport in Germany continues to face challenges when it comes to sustainability
and CSR (Breitbarth et al., 2011; Walzel et al., 2018). Issues in the construction of sport
facilities, CO₂ emissions due to massive mobility, or plastic waste at major events come at
8
a cost to people and the environment (Bundesministerium für Arbeit und Soziales, 2023).
Pressure from civil society and politics is growing and as a result, both non-governmental
and governmental organizations are trying to make sport clubs and institutions more
accountable and transparent (Urdaneta et al., 2021).
Germany has implemented new strategies, regulations, and initiatives to combat
social and environmental issues within the context of CSR in sports (Andreae et al., 2021).
Consequently, the country’s CSR evolution, specifically in sports, has gained immense
momentum – for both, its political agenda and various other stakeholders in the sport
industry (Berthoin et al., 2007; Reiche, 2013). Sport organizations and clubs in Germany
increasingly focus on sustainability, for example, by implementing eco-friendly practices
in stadium operations, including reducing carbon emissions, waste management, and
renewable energy sources (Bundesministerium für Arbeit und Soziales, 2023). Notably,
the Federal Ministry for the Environment, Nature Conservation and Nuclear Safety (BMU)
funded a platform of the German Olympic Sports Confederation called the “Green
Champions 2.0 for sustainable sporting events” to provide organizations of various sizes
with specific recommendations on how to plan and organize events more sustainably
(Bundesministerium für Arbeit und Soziales, 2023). Additionally, sport organizations
engage in community-based initiatives (Trendafilova et al., 2017) such as supporting local
charities (Walzel, 2018), encouraging participation among underrepresented groups (Gieß-
Stüber et al., 2018), promoting mental health awareness and overall fitness (Raid, 2023),
and investing in youth development programs (Brettschneider, 2020). All of these
developments and the growing awareness in society are affecting decision-makers in sports
in Germany. Nowadays, companies often align their sponsorships and partnerships
strategically with their CSR goals – for example, by supporting a specific sport team or
event that lines up with their vision and mission (Breitbarth et al., 2011). Moreover,
individual athletes are progressively using their platforms to advocate for social issues,
environmental concerns, human rights, and more to bring about positive change (Filizöz &
Fişne, 2011).
This commitment to social and environmental transformation is showcased by a
variety of current German initiatives. “Our Football” is a fan initiative that represents a
9
commitment to the Paris Climate Agreement from top football clubs in Germany, from the
German Football League (DFL), the German Football Association (DFB), and from clubs
themselves. It calls for more sustainable match operations overall, including carbon
footprint assessments, emissions offsetting, setting environmental benchmarks, and supply
chain regulations for merchandise products (Bundesministerium für Arbeit und Soziales,
2023). Similarly, the WEED e.V. initiative sheds light on the supply chain and globalized
production of footballs. Under the motto of “All around the World”, the association
developed teaching material to raise awareness about ethically produced balls
(Bundesministerium für Arbeit und Soziales, 2023). Moreover, the UEFA and the DFB
ambitiously aim for the 2024 European Championship in Germany to be the “most
sustainable tournament to date” (DFL Deutsche Fußball Liga, 2023a).
In addition, the “Environment and Sport” advisory board convened by the BMU
advises the German federal government, monitors current research, and specifies concrete
goals for resource-conserving sport practices (Bundesministerium für Arbeit und Soziales,
2023). For example, the position paper “Sustainable Sport 2030” contains numerous
recommendations for action on how people and the environment can maintain a healthy
relationship in the long term when it comes to sport (Bundesministerium für Arbeit und
Soziales, 2023). These include the careful use of nature and the landscape, energy-efficient
and sustainably operated sport facilities, sustainable major sporting events and mobility
concepts as well as raising awareness of environmentally friendly and fairly-produced
sporting goods. Extending beyond football, the German Ski Association (DSV) provides
support with educational offers and environmental requirements (Deutscher Skiverband
(DSV), Snowboard Germany (SNBGER) & Stiftung Sicherheit im Skisport (SIS, 2024) –
highlighting a comprehensive approach toward sustainability. There is a recognition that
sports can be a powerful tool for positive social change, and organizations and athletes are
actively leveraging their influence to drive meaningful initiatives and support various
social causes. While prevailing CSR initiatives within specific sport industries,
organizations, and clubs have been identified, they have yet to be compared and contrasted,
thus, encouraging an analysis of ongoing practices within specific sport leagues such as the
1. German Men’s Bundesliga.
10
CSR in the First German Football League (1. Bundesliga)
Since CSR programs serve to positively affect the local community, sport
organizations have been incorporating them to influence sport consumers to potentially
transfer such positive emotions to the organization (Steward et al., 2003). Social
commitment has become a matter for sport organizations around the globe (Bradish &
Cornin, 2009; Breitbarth et al., 2011), with the German Bundesliga being only one
example. Over the past decade, German football and the Bundesliga have grown
immensely economically (Deutscher Fußball-Bund, 2020). The league doubled its revenue,
reaching a high of €4 billion in the 2018/19 season, right before Covid-19 hit (Zeppenfeld,
2023).
Although the Bundesliga is economically comparable to a medium-sized company,
the expectations differ greatly: today’s teams do not only have to succeed in their respective
sport, but also oblige other stakeholder requirements (Coskun et al., 2020). Fans, club
members, politicians, sponsors, investors, etc., increasingly expect the Bundesliga to
assume social and environmental responsibility encouraging clubs to invest in their own
foundations and CSR departments (Ludwig, 2022). Furthermore, the Bundesliga clubs are
spread out throughout the country. They are usually deeply rooted in their region,
potentially explaining differences in their commitment and CSR focus areas (Ludwig,
2022).
In the Bundesliga, CSR is driven by a variety of factors. Reiche (2013) explored
the interconnectedness of societal, economic, and political drivers behind CSR within the
Bundesliga. He explained how societal motives incentivize the clubs to participate in CSR
initiatives as they aim to bolster regional identity in the age of globalized football and
actively position themselves as societal role models, leveraging football’s immense reach
and influence (Breitbarth & Rieth, 2012; Underwood et al., 2001). From an economic
perspective, the CSR endeavors of the clubs are strategic, fostering an environment that
attracts sponsors and enhances customer loyalty, thus ensuring sustained financial viability.
Additionally, the globalization of football highlights the political drivers of clubs. Political
incentives and interventions, governmental action, and the oversight of football governing
11
bodies, such as the DFL and DFB in Germany, necessitate the integration of evolving
regulations and international standards of CSR.
Societal Drivers
In Germany, sport clubs are classified as “eingetragene Vereine” (e.V.), which
could be translated to registered associations or incorporated societies (Grenier, 2019). As
non-profit organizations, they are not driven by economic goals but rather aim to benefit
society and the common good. These associations are recognized as charitable entities in
Germany and therefore, receive support from the state in the form of tax exemptions and
trainer and volunteer allowances. Only those associations that are officially recognized by
their responsible tax office as such non-profit associations, within the meaning of tax
regulations, enjoy those tax benefits. The recognition of “Gemeinnützigkeit” (i.e., non-
profit status) is therefore of particular importance for every association in Germany
(Ministerium für Finanzen Baden-Württemberg, 2022). Here, the term “Gemeinnützigkeit”
is simply translated as non-profit, however that does not capture its full meaning. In
Germany, “gemeinnützige Vereine” must contribute the public and societal wellbeing by
law and tradition (Grenier, 2019). For the context of this study, it is thus important to note
that sport clubs in Germany have a particular cultural, historical, and legal context that
elevates stakeholder expectations. Thus, even when teams of the Bundesliga are organized
as limited or joint-stock company, they are a subsidiary of the “eingetragener Verein”. One
example is the relationship between the FC Bayern München AG and the FC Bayern
München e.V. (DFL Deutsche Fußball Liga, 2023b).
This unique setting of sport clubs in Germany aligns with Reiche’s (2013) findings
on societal drivers. Reiche higlighted that strengthening regional identity is a driving force
behind clubs’ CSR projects. He also discussed how commercialization and
internationalization of football in Germany have contributed to regional emphasis and how
that is evident in the transition of stadium naming rights from reflecting regional identity
to sponsorship by corporate entities. Other sources, such as Taylor (2006), identified the
growing number of foreign players in Bundesliga teams to be a leading cause of a perceived
detachment between fans and players. This shift seems to alter the traditional local fabric
12
of the sport. Nonetheless, many of the clubs have evolved within their regional
communities. As a result, fans often have generational affiliations with their local team
(Gehrmann, 1999). Based on this historical foundation, clubs are deeply rooted in their
regions. The clubs in the Bundesliga are recognized as more than just entities; they
represent a collective identity, shared history, and regional pride for their fans (Hamm,
1998). Recognizing the importance of such local support, the clubs within the Bundesliga
often specifically aim at implementing CSR projects that support their regional
communities (Breitbarth et al., 2011; Trendafilova et al., 2017; Walzel, 2018). Moreover,
Reiche (2013) described how clubs increasingly recognize their potential to impart values
and influence societal behavior among their supporters. One strategy used by clubs is to
integrate their team’s identity into educational curricula in their communities through
partnerships with schools, certain workshops/ programs specifically offered to schools, or
educationally-focused campaigns with local schools. Additionally, the clubs aim to
counterbalance adverse perceptions of football and alleviate any negative effects scandals
may have on their credibility by actively engaging in social initiatives (Park et al., 2014).
Economical Drivers
The next driver identified by Reiche (2013) revolves around customer retention
strategies, particularly focusing on children as a key demographic. Based on their historical
foundations and regional influence, clubs have realized the significant role that children in
their communities can play – not only for social support – but as potential lifelong investors
(Andreae et al., 2021). When utilizing early connections with young fans, clubs can convert
them into long-term customers (McDonald et al., 2015). By engaging children in football
early on, clubs benefit from the opportunity of scouting and recruiting future players at an
early age (Sweeney et al., 2021). Furthermore, clubs use specific CSR measures to improve
their attractiveness and generate positive publicity, either to increase the favorable
exposure of current sponsors or to gather the attention of prospective ones (Reiche, 2013).
Consequently, clubs within the Bundesliga often align their CSR initiatives with strategic
and business goals (Breitbarth et al., 2013; Reiche, 2013).
13
Political Drivers
The final driver behind CSR in the Bundesliga is governmental action. Germany
has vigorous federal policies regarding eco-friendly practices in place such as the feed-in
tariff, for example, to incentivize the adoption of renewable energy sources (Mendonca,
2009). Sport organizations often need legitimacy and goodwill from their governments to
receive certain financial benefits, for example, tax breaks (Lucidarme et al., 2017) as do
the clubs within the Bundesliga. By establishing positive relationships with local
politicians, clubs ensure political support for matters such as stadium financing,
infrastructure investments, and permits (Godfrey, 2009; Inoue et al., 2011). The influence
of political parties, particularly the Green Party in various Bundesliga cities (e.g.,
Freiburg), further underscores the importance of aligning CSR initiatives with
environmental expectations (Lucidarme et al., 2017). One of the most influential
governmental programs was the Green Goal program, an initiative launched in 2006 during
the FIFA World Cup in Germany (Kramer, 2006). The program, developed in collaboration
with governmental bodies and environmental organizations, aimed to project an eco-
friendly image of the country and left a legacy promoting sustainable practices in German
football.
Yet not just the German government influences CSR initiatives within the
Bundesliga politically. Football governing associations (FIFA, UEFA, DFB, and DFL)
also influence CSR within football in Germany. For instance, the DFL General Assembly
passed a resolution on a mandatory sustainability guideline in their licensing regulations
for all clubs in its 1. Bundesliga and 2. Bundesliga in May of 2022, making it the first major
professional soccer league to integrate such criteria (DFL Deutsche Fußball Liga, 2024b).
However, these associations do not usually impose binding obligations on the clubs, they
rather lead by example through numerous campaigns and projects. For example, UEFA
annually donates a €1 million charity check, emphasizing anti-discrimination efforts in
partnership with Football Against Racism in Europe (FARE) (Schwery et al., 2011). At the
national level, the DFL founded the Bundesliga Foundation, focusing on national-level
projects related to children, disabled individuals’ access to matches, integration, violence
prevention, and supporting athletes from less spotlighted sports (DFL Deutsche Fußball
14
Liga, 2024a). Moreover, the 50+1 rule, enforced by the German Football Association
(DFB) and the Deutsche Fußball Liga (DFL), stands as a distinctive and pivotal principle
within German football governance (Eilers, 2014). The principle ensures that clubs
maintain a majority stake (at least 51%) of their voting rights within their membership
structure (Deutscher Bundestag, 2022; DFL Deutsche Fußball Liga, 2023b).
While the DFB and DFL enforce the role, the German government also plays a
distinct role in its enforcement and scrutiny. The “Bundeskartellamt,” Germany's
independent competition regulator, has been actively involved in assessing the compliance
of the 50+1 rule with German competition law, especially in recent years
(Bundeskartellamt, 2024). In its preliminary assessment in 2021, the “Bundeskartellamt”
concluded that while the rule may restrict competition, it serves legitimate objectives,
particularly in maintaining the participatory and “member-led nature” of German football
clubs (Ford, 2021). The assessment came in response to recent attempts that challenged the
legality of the 50+1 rule. Critics argued that the rule breaches competition law because it
hinders investment opportunities in German football (Ford, 2021). Ultimately, the
“Bundeskartellamt” provided legal backing to the rule, especially acknowledging its role
in ensuring fairness and preserving the unique characteristics of German football clubs
(Bundeskartellamt, 2024). As such, the regulation sets Germany apart internationally.
Unlike many other football leagues globally, where ownership by external investors or
corporations is common, the 50+1 rule prioritizes fan involvement and community
influence, preserving the club’s control against corporate takeovers (Deutscher Bundestag,
2022). This approach underscores Germany’s distinct political landscape while
emphasizing a fan-centric model that explains the very common, deeply rooted regional
connection of the clubs with their communities (Breitbarth et al., 2011; Gehrmann, 1999;
Hamm, 1998).
RB Leipzig and TSG Hoffenheim are two exempt cases to the 50+1 rule in the
Bundesliga. Their exemptions are only allowed due to substantial external investment, RB
Leipzig with Red Bull’s sponsorship and TSG Hoffenheim through benefactor Dietmar
Hopp (Lammert, 2008; Lammert, 2014). Moreover, Bayer 04 Leverkusen and Vfl
Wolfsburg pose as additional distinctive cases due to a unique provision in the 50+1 rule,
15
allowing exemptions for investors with a longstanding interest exceeding 20 years in a club
(DFL Deutsche Fußball Liga, 2023b). The official Bundesliga website (2023) explains how
the club was established by employees of the German pharmaceutical company Bayer and
has, since its foundation in 1904, always maintained a connection with its corporate origin.
In parallel, Vfl Wolfsburg, established in 1945, is affiliated with the local Autoworks due
to the nature of the city’s creation being to accommodate Volkswagen workers. Both clubs
have been under the ownership of their respective companies since their inception,
predating their entry into the Bundesliga, therefore exempting them from the 50+1 rule
(DFL Deutsche Fußball Liga, 2023b).
While these exceptions have brought financial stability and success to these clubs,
they have brought mixed reactions among fans. Some appreciate the benefits these
investments bring, while others perceive these clubs as straying from the traditional
ownership model (Bauers et al., 2019; Inoue et al., 2011). Additionally, the
“Bundeskartellamt” raised concerns about current exemptions because they seemingly
undermine the rule's core principles of membership participation and fairness (Ford, 2021).
The resulting tensions sparked an ongoing debate within the football community regarding
the balance between financial stability and maintaining the essence of fan influence in club
matters (Bauers et al., 2019) – potentially affecting these clubs’ CSR strategies. As such,
the analysis of CSR activities, especially on the individual level of each club within the
Bundesliga, provides an interesting setting to study CSR further.
Theoretical Background
Understanding the theoretical foundations is pivotal in learning about the CSR
standards within the Bundesliga clubs. Porter and Kramer (2011) described how corporate
businesses must explore the principle of “shared value” to increase performance, improve
financially, and enhance brand reputation. As previously described, sport organizations
mirror such corporations in their financial operations, strategic planning, marketing
objectives, personnel management, operational efficiency, and stakeholder engagement –
so, to thrive clubs in the Bundesliga must navigate and implement similar theoretical
dimensions and approaches (Inoue et al., 2011). Especially, the dynamics among the
16
diverse stakeholder groups uncover a spectrum of opportunities and challenges vital for
sustainable growth (Walters & Tacon, 2010). In the context of the Bundesliga, all of the
clubs have to acknowledge societal interests and generate value through CSR initiatives,
not only for the clubs’ shareholders but also for the public (Figure 2.1; Porter & Kramer,
2011). This aligns with Carroll and Buchholtz’s (2014) concept of “stakeholder symbiosis”
depicted in Figure 2.2. To be successful, clubs must comprehensively examine the
challenges faced by each stakeholder group while recognizing the persistent
interdependence. For instance, while fans and local communities might not explicitly
articulate their needs, neglecting their concerns can profoundly impact the club's societal
standing and economic health (Walker & Kent, 2009). Both perspectives illustrate the
intrinsic link between a club’s sporting success and its stakeholder engagement,
underlining the significance of aligning club objectives with the interests of fans,
communities, and broader societal needs (Breitbarth et al., 2011). To ensure a
comprehensive examination of the CSR standards present within each club of the
Bundesliga, as well as the reasons behind potential differences, multiple theories, CSR
frameworks, financial components, and consumer responses – dimensions that possibly
influence stakeholder value – have to be considered.
Prominent Theories
To comprehend specific progress and define standards, key CSR theories must be explored.
CSR has shifted from philanthropy to stakeholder engagement, aligning increasingly with
Corporate Governance (CG) (Kumar, 2012). Both concepts are driven by ethical norms
and accountability, emphasizing how organizations interact with stakeholders, the
environment, and society—with both concepts focusing on transparency, sustainability,
and ethics (Jo & Harjoto, 2011). Corporate governance theories are therefore valuable in
understanding CSR responsibilities and activity levels. The five most prominent theories
are listed below.
17
Figure 2.1. Non-hierarchical stakeholder map of a German Football club
(Source: adapted from Breitbarth, 2012)
Figure 2.2. The Stakeholder Symbiosis
(Source: adapted from Carroll & Buchholtz, 2014)
Business'
success
Stakeholders'
success
FIFA
UEFA
Bundesliga
Government
European
Clubs
Public
International
Regularly Bodies
& Influence
Club
DFL
& DFB
Broadcasters
& Media
Employees
Own Business
Sponsors
Community
Players
& Agencies
Review
Bodies
Club
members
Fans
(Consumers)
Commercial
Partners
18
The Agency Theory
The agency theory explores the separation of ownership in firms and resulting
principal-agent problems while identifying the board of directors as a monitoring
mechanism to mitigate these issues (Mallin, 2016). Furthermore, the theory categorizes
managers as “agents” and owners as “principals”, suggesting that their self-interest drives
their decision-making. The theory focuses on contractual relationships within the firm,
investors’ knowledge, and the alignment of those with corporate governance activities
(Daily et al., 2003). Despite aiming to maximize shareholder value, the theory highlights
the risk of managers acting independently due to ownership separation. The efficacy of the
theory lies in diverse ownership structures within specific countries (Jensen & Meckling,
1976).
The Stakeholder Theory
The stakeholder theory centers around identifying and defining various
stakeholders within an institution, emphasizing the need to balance diverse needs for
organizational success (Wan Yusoff & Alhaji, 2012). In contrast to the agency theory, it
broadens the view beyond shareholders, recognizing governmental bodies, societies,
communities, employees, and the environment as critical components (Coleman et al.,
2008; McDonald & Puxty, 1979). This approach has gained prominence due to evolving
business models and heightened expectations for transparency and accountability in all
industries (Wan Yusoff & Alhaji, 2012). Based on the theory, Rodrigues et al. (2002)
categorized stakeholders into three types: (a) consubstantial, (b) contractual, and (c)
contextual stakeholders. He therefore highlighted individuals’ significance in creating
business credibility and brand reputation within social and environmental contexts
(Rodriguez et al., 2002).
The Resource Dependency Theory
The resource dependency theory asserts that a firm’s success hinges on its
connections with external resources, advocating for management to integrate with external
factors for future success (Hillman et al., 2000). The theory explores the role of directors
19
in incorporating uncertain environmental elements and emphasizing the interdependence
between organizations for necessary resources (Pfeffer, 1972). Ultimately, it suggests the
involvement of directors on multiple boards to bring essential elements like suppliers and
buyers into the corporation (Eccles & Williamson, 1987).
The Stewardship Theory
The stewardship theory presents managers as “good stewards” expecting them to
prioritize the corporation’s best interests (Donaldson & Davis, 1991). The theory is
grounded in social psychology analysis, it views the steward as a collectivist who balances
tensions among stakeholders to maximize shareholder value by maximizing a firm’s
performance (Smallman, 2004). The theory underscores a direct link between managerial
actions and firm success, advocating for a simplified, empowered organization where a
single person assumes responsibility for corporate vision and strategy (Davis et al., 1997).
Unlike the resource dependency theory, it doesn't advocate for a separation between the
roles of chairman and CEO (Clarke, 2004).
The Social Contract Theory
Unlike the other theories, the social contract theory categorizes society into
distinct social contracts between the society itself and its members (Allen, 1999).
Individuals voluntarily come together to form such a society and establish a governing
structured based on mutual agreement. Social responsibility is seen as an obligation of
organizations to society, presenting an integrated theory with macrosocial and microsocial
contracts guiding ethical decision-making (Donaldson & Davis, 1991).
While each theory gives a particular perspective on CSR, the stakeholder theory
served as the foundation for further analysis. The underlying model of the stakeholder
theory, in contrast to the other theories, is not a single approach focusing on a company’s
objectives, it contemplates a variety of influential factors such as a social, economic,
political, and ethical dimension (Coleman et al., 2008; McDonald & Puxty, 1979; Wan
Yusoff & Alhaji, 2012). Furthermore, the theory stood out as the optimal model,
specifically for the sport and soccer context due to the unique interplay between sport
20
organizations and society (Coskun et al., 2020; Walker and Kent, 2009) and the necessity
to therefore include multiple dimensions (Painter et al., 2021; Rodriguez et al., 2002). In
an industry where sport teams and organizations are deeply rooted in their regional
communities, the stakeholder theory proved most diverse in understanding all viewpoints
(Breitbarth et al., 2011; Gehrmann, 1999; Hamm, 1998). It acknowledges the intricate
relationships between entities and considers the broader impact of organizations, beyond
mere corporate goals. Thus, making it a more fitting model for understanding the levels of
CSR within each club within the Bundesliga.
Conceptualization of a sport-based CSR framework
Due to the unique nature of the sport setting, Carroll’s (1979) theoretical
frameworks and models assisted in removing inconsistencies and allowed for an analogy
to be drawn between each club. This enabled further comparison of the clubs. Carroll’s
three-dimensional pyramid from 1979 and the following adaptations (Carroll & Buchholtz,
2014), as well as Visser’s (2006) version, were used to establish a sport-based CSR
framework (Figure 2.3). The model allowed an examination and contrast of the differences
in CSR standards within the Bundesliga clubs and was adapted due to the unique drivers
of CSR within the Bundesliga (societal, economic, and political). By stating that the
“economic” and “legal” layers are required by society – and by the clubs to ensure financial
survival – the assumption is made that these layers are identical within each of the clubs.
However, based on the notion of regional differences and the varying historical foundations
of the clubs, a new layer of “societal and regional responsibilities,” seen as expected, was
added. This reflects the unique nature of sport organizations in comparison to regular
businesses, due to the intense emotional connections with fans, their interconnectedness
with the community, and diverse stakeholder dynamics (Coskun et al., 2020).
The framework ultimately establishes the responsibilities that the clubs have
towards each of their stakeholder groups. These lie within the levels of economic, legal
and political, ethical, societal and regional, and philanthropic obligations. To ensure a
multi-dimensional analysis, Carroll and Buchholtz’s (2014) Stakeholder Management
Capability (SMC) scale served as an evaluation framework (Figure 2.4). The information
21
on the scale aids in identifying how much each club recognizes and emphasizes the
relationship with its stakeholders. While clubs on the rational level are identified as simply
acknowledging the existence of stakeholders, clubs on the process level have started
incorporating stakeholder needs. The transactional level within the scale implies that a club
has reached a certain standard of authentic engagement resulting in a purposeful
relationship. The scale therefore enables an analysis of the level of CSR activities and
differing standards within each club in the Bundesliga.
Classification of CSR focus areas
When measuring the CSR activities, a distinction must be made that divides each
initiative into a theme/ focus area. This subdivide results in the identification of the CSR
area in which each club is most involved. The themes have been established on the
foundation of the internationalized ISO standards (ISO 26 000 themes, 2010; Appendix J)
and adjusted based on the identified societal, economic, and political drivers behind CSR
in the German Bundesliga.
The following themes served as classification:
(1) Regionally-focused Involvement
(2) Education and Health Promotion
(3) Diversity, Equity and Inclusion (DEI)
(4) Integration, Tolerance, and Racism (role model identification)
(5) Environment and Sustainability (stadium management, climate protection, etc.)
(6) Internal Child and Youth Development
(7) Fair Operating and Business Practices (corruption prevention, working conditions,
etc.)
(8) International Involvement (e.g., in FIFA initiatives)
22
Figure 2.2. Conceptualization of a sport-based CSR Framework
(Source: adapted from Carroll & Buchholtz, 2014 and Visser, 2006)
Definitions
Level of SMC
Transactional
Engagement in authentic, purposeful
relationships with stakeholders.
Process
Establishment and incorporation of
practices to track actions for stakeholder
satisfaction.
Rational
Acknowledgement of stakeholder
existence and their legitimate stakes in a
business.
Figure 2.4. Stakeholder Management Capability Scale (SMC)
(Source: adapted from Carroll & Buchholtz, 2014)
Philanthropic
Responsibilities
= be proactive
Societal and Regional
Responsibilities
= be engaged in the
community
Ethical Responsibilities
= be ethical, be transparent, be fair
Legal and Political Responsibilities
= obey the law
Economic Responsibilities
= be profitable, be accountable
Expected
Required
Required
Desired
3 – Transactional Level
2 – Process Level
1 – Rational Level
Expected
23
Financial Performance
In an international business context, studies have explored the relationship between
financial performance and CSR, especially among multinational corporations (Awaysheh
et al., 2020). Such research suggests that larger corporations, which often face greater
media scrutiny and emphasize brand reputation, tend to experience higher profits, and are
better equipped to invest in CSR initiatives (Park et al., 2014). Translating this insight to
the Bundesliga, exploring the financial background of each club becomes crucial in
understanding the current CSR standards within each club (Inoue et al., 2011). A club's
financial stability directly impacts its ability to invest in CSR initiatives, dictating the
resources available for sustainable practices and community engagement (Awaysheh et al.,
2020; Inoue et al., 2011).
The balance sheet total was utilized for assessing the financial standing of the clubs
within the Bundesliga. This metric offers a comprehensive view of the clubs' financial
resources, including cash and equity, investments, property, equipment, assets, and
liabilities – therefore depicting a club’s capacity for sustained investment in CSR activities,
to repay debts, and to distribute profits to shareholders (Wilson, 2011). This gives insights
into the club's resources, including cash, investments, property, and equipment, which can
depict its capacity for sustained investment in CSR activities (Wilson, 2011). It is the most
accessible option to capture the full financial strength and asset availability of each club
for CSR initiatives. Ultimately, the decision to use this metric stemmed from its
significance in depicting long-term financial strength and its accessibility through the
independently published financial information by the DFL for each club in the Bundesliga
for the respective fiscal year.
Consumer Social Response (CnSR)
Consumer Social Response (CnSR) within the German Bundesliga context refers
to how fans and stakeholders react to a club's involvement in social causes, environmental
care, welfare, and ethical management. Initiatives pursued by clubs are, therefore,
reflective of their fans' behaviors (Brown & Dacin, 1997). A fan’s buying habits regarding
tickets, merchandise, and other products are linked directly to their perspective on how
24
responsible a company is concerning the five dimensions (economic, legal and political,
ethical, societal and regional, and philanthropical (Ramasamy & Yeung, 2008). Marquina
Feldman and Vasquez-Parraga (2013) argued that companies invest greater resources into
CSR practices once they perceive a positive correlation between their CSR initiatives and
CnSR. Moreover, Contini et al. (2020) examined how CSR activities can increase an
organization’s sales while fostering consumer loyalty – consequently, improving their
brand reputation. This heightened awareness and positive consumer attitude fortifies the
club against negative perceptions and may even foster new partnerships and sponsorships
in the future (Bhattacharya & Sen, 2004). Due to the lack of availability of merchandise
sales figures of the clubs, the analysis had to utilize a different approach to achieve a
quantifiable, measurable report. Therefore, three indices were selected to evaluate the
reactions of various stakeholders for the 2021-2022 season: (a) sponsor investments, (b)
the average attendance in relation to stadium capacity, and (c) a ranking of the clubs’
national popularity. The information about sponsors and their investments was gathered
through a study by ISPO Messe München (ISPO Sports Business Netzwerk, 2023b). This
information was crucial to understand the financial backing and support each club received
from sponsors during the 2021-2022 season. Furthermore, the Information gathered from
Transfermarkt indicates the average percentage of stadium capacity that was reached by
each club throughout the season, reflecting fan engagement and attendance trends
(Transfermarkt, 2023). Lastly, the ranks of the national popularity report by SLC
Management (2022) were utilized to further the analysis and gain an additional, more
extensive perspective. Their study evaluates the clubs yearly through a variety of criteria
to determine the popularity of Bundesliga clubs. It encompasses objective measures like
fan clubs, social media presence, and memberships, as well as subjective factors such as
the atmosphere in their stadium, general vs. league popularity, customer satisfaction, and
family friendliness (SLC Management, 2022). Consequently, being more comprehensive
and therefore, valuable when wanting to compare the individual levels of CSR standards
within the clubs.
25
Research Questions
Even though the concept of Corporate Social Responsibility has a long history and
has become increasingly significant within business and philanthropic leadership, the idea
has only reached the sport industry in the last decade (Reuter & Thalmeier, 2023). CSR
within sports plays a different role than in other industries (Painter et al., 2021). Sport
organizations are not solely just businesses but are intertwined within society and the
community they are established in – ultimately leading to a new setting in which CSR must
be analyzed (Coskun et al., 2020). Football in Europe has started to embrace the concept,
leading to a substantial surge in CSR programs within sport teams and establishing a new
perspective and foundation for CSR in the football industry (Reiche, 2013). Germany, one
of the leading football markets with one of the most successful sports leagues in the world,
is also working to impact society. Therefore, this study addresses the following research
questions:
1) What are the CSR standards of the clubs of the 1. Bundesliga in the 2021–2022
season?
2) What are the differences in CSR focus areas and standards of those clubs?
26
CHAPTER THREE – METHODOLOGY
Sample Size
The study includes 16 teams/ clubs of the 1. German Men Bundesliga (Table 3.1)
and their respective foundations, if one had been established (Table 3.2). These represent
the best nationwide clubs in Germany in the 2021 to 2022 season and are distributed across
the country. Excluding the two relegated clubs (Arminia Bielefeld, Spvgg Greuther Fürth)
from the season was based on the assumption that these clubs might face imminent
challenges, potentially leading to reduced investment or prioritization of CSR initiatives.
Furthermore, the decision to exclude these clubs was reinforced by practical
considerations regarding the availability of CSR reports. Not all clubs had annually
published CSR reports accessible for the 2021–2022 season, so reports relating to the
2022–2023 had to be included for some clubs. This maintains consistency and ensures the
analysis' integrity by focusing on clubs with a continued presence within the league over
both seasons, providing a more accurate portrayal of CSR efforts within the context of the
1. Bundesliga. These 16 clubs are listed in Table 3.1 (Olympia-Verlag, 2023).
For analytical purposes whichever independently published annual CSR report was
available was used, however as mentioned, this varied between the 2021–2022 and 2022–
2023 season. Detailed information from these reports or the respective websites can be
found in Appendices B through I. The first German football league was purposefully
chosen to ensure that the sample size varied in location, club size, ownership, and
organizational structure so that the analysis was as broad as possible. The decision to solely
include the men’s first league was based on the greater availability of data and media
coverage due to the league’s enormous popularity and success. The teams’ importance is
reflected by their immense national fanbases as well as international prominence. The
information on the club’s establishment of foundations was used to gain insights into the
corporate structures of the clubs and consequently, how each club organized, supervised,
and emphasized CSR importance (Reiche, 2013).
27
Table 3.1. The clubs of the 2021-2022 season of the 1. German Bundesliga
Clubs of the 2021 -2022 Men’s Bundesliga season
FC Augsburg
Hertha BSC
1. FC Union Berlin
RB Leipzig
Vfl Bochum
Bayer 04 Leverkusen
Borussia Dortmund
1. FSV Mainz 05
Eintracht Frankfurt
Borussia Mönchengladbach
SC Freiburg
FC Bayern München
TSG Hoffenheim
VfB Stuttgart
1. FC Köln
Vfl Wolfsburg
FC Augsburg
Hertha BSC
(Source; Olympia-Verlag, 2023)
28
Table 3.2. The respective foundations of the clubs
Bundesliga Club
Foundation
FC Augsburg
N/A
Hertha BSC
Hertha BSC Stiftung
1. FC Union Berlin
1. FC Union Berlin e. V. „UNION VEREINT."
Vfl Bochum
Vfl Bochum 1848 „HIER, WO DAS HERZ NOCH
ZÄHLT“
Borussia Dortmund
BVB-Stiftung
Eintracht Frankfurt
n.A.
SC Freiburg
Achim-Stocker-Stiftung
TSG Hoffenheim
TSG ResearchLab
1. FC Köln
Stiftung 1. FC Köln
Vfl Wolfsburg
Krzysztof Nowak-Stiftung
RB Leipzig
n.A.
Bayer 04 Leverkusen
Bayer 04-Sportförderung GmbH
(subsidiary enterprise)
Borussia Mönchengladbach
Borussia Stiftung
FC Bayern München
FC Bayern Hilfe e.V.
VfB Stuttgart
VfB-Stiftung Brustring der Herzen
1. FSV Mainz 05
N/A
(Source; DFL Deutsche Fußball Liga, 2010; Reiche, 2013)
29
Due to the variety of CSR-implementing infrastructures within the clubs of the
Bundesliga (e.g., foundations, subsidiaries), each respective approach had to be identified
and included to ensure a multidimensional, comprehensive examination of CSR-related
activities of each club – even those executed by external/ subordinate branches that act
within the scope of the official brand of each club.
Data Collection
Data were collected from 16 clubs in the German Bundesliga and their respective
foundations or departments (Table 3.1; Table 3.2). Either their publicly available CSR
reports or specifically published websites of each club were compiled (Appendices B
through I), utilizing document analysis and content analysis as a foundation for the division
of existing CSR areas in each report. Document analysis, primarily applied in qualitative
case studies, relies on non-technical literature like reports and internal correspondence for
empirical data. It plays a crucial role in uncovering insights and understanding complex
research problems (Bowen, 2009). The document analysis helped in gaining exclusive data
insights into each club's specific CSR activities. Based on the content analysis, the existing
CSR areas were summed up under the previously mentioned categorizations (regional-
focused involvement, education, and health promotion, DEI, integration, tolerance, anti-
discrimination, and racism, environment and sustainability, internal child and youth
development, fair operating and business practices, international involvement) for
simplification reasons and ensured ease of comparison.
The analyses were conducted by: 1. examining which content to use, 2. scanning
the content, 3. detailed examination of the content, and ultimately 4. interpreting the
findings (Bowen, 2009). The data collection was conducted between September 1, 2023,
and December 31, 2023. The timeframe was chosen to ensure an exhaustive search. While
document analysis stands as a valuable standalone method, it also complements other
research techniques (Bowen, 2009). This is why additional secondary data about CSR was
gathered such as external reports, financial reports, and information from governing
football associations. This includes a league-wide document from the DFL Deutsche
Fußball Liga GmbH. The document reports and summarizes the sustainability measures of
30
all clubs in the Bundesliga, and it is based on the individual, publicly accessible web pages
of each club as well as their own internal investigations (Göbl et al., 2013). The information
from the web pages includes breaking news, information about the team’s management
and updates, analysis of game results, and sharing planned activities concerning
community engagement. Moreover, the DFL portal “BundesligaWIRKT” served as the
main collection point for CSR reports with a total of 9 clubs making their reports available
for download on the (DFL Deutsche Fußball Liga, 2024c). Additionally, a report conducted
by Deloitte in 2019 about the sustainability within the Bundesliga was utilized. Deloitte’s
report entails the economic value creation, the social responsibility “of today and
tomorrow,” and the future perspective of sustainability in the Bundesliga (Ludwig &
Fundel, 2019). This iterative approach combines elements from content analysis and
thematic analysis. Such triangulation of data is employed to enhance the credibility of the
individual reports by cross-verifying findings from various sources and hence, establishing
a well-rounded overview and perspective (Bowen, 2009). Since some CSR reports are
published individually by the clubs, this step is essential when wanting to recognize
potential biases inherent in the information.
31
CHAPTER FOUR – RESULTS
Frameworks
The results are based on the findings of Deloitte’s sustainability report of the
Bundesliga and indicate that about 67 percent of the clubs manage their sustainability
measures by independent CSR departments (Ludwig & Fundel, 2019). Of this percentage,
40 percent also work with their foundation, which supports the implementation of
sustainability. Interestingly, none of the clubs in the report by Deloitte’s Sports Business
and Sustainability Group (2019) organized their sustainability activities exclusively
through either their own CSR department or a foundation (Ludwig & Fundel, 2019). At the
time that the report was conducted, a fifth of the clubs had not yet established structures
that specifically serve to address the topic (Ludwig & Fundel, 2019) – possibly, explaining
the lack of CSR-related publications by some of the clubs.
While the management structures and individual CSR publications done by the
clubs serve multiple stakeholders beyond just society or shareholders, the independently
published reports often serve to enhance their brand image (Ludwig, 2022; Lucidarme et
al., 2017). Additionally, the clubs utilize them to adhere to society’s expectations of
accountability and transparency (Wan Yusoff & Alhaji, 2012). Nevertheless, some clubs
implement CSR activities without full public disclosure. Although such reports are now
mandatory for the DFL licensing process, only nine of the 16 considered clubs have a
corresponding report available for download on the portal “BundesligaWIRKT” from the
DFL (as of 04.01.24). These clubs were Borussia Dortmund, Borussia Mönchengladbach,
FC Augsburg, Hertha BSC, RB Leipzig, Vfl Bochum, Vfl Wolfsburg, SC Freiburg and 1.
FSV Mainz 05 (DFL Deutsche Fußball Liga, 2024c). However, the only available report
for Mainz 05 in the portal was from 2020 while newer reports were available on their
website. Similarly, Bayer 04 Leverkusen also only made its report available for download
on their website. In addition to being the collection point for such reports, the DFL portal
also showcases other ongoing social and community engagement activities (DFL Deutsche
Fußball Liga, 2024).
32
Classification of CSR focus areas
The projects, initiatives, programs, and other similar activities within each club’s
report are categorized across the eight classifications. Each of the focus areas is
overlapping to some extent. For analytical clarity, projects are allocated based on their
primary focus, ensuring each project falls into the category that best represents its core. For
instance, a weight loss project solely targeting regional participants would be categorized
under regional involvement instead of education and health promotion. Emphasizing
inclusivity, each project appears only once, ensuring a comprehensive yet streamlined
representation across the previously defined classifications: (1) Regionally-focused
Involvement, (2) Education and Health Promotion, (3) Diversity, Equity and Inclusion
(DEI), (4) Historical Responsibility, Tolerance, and Racism (role model identification), (5)
Environment and Sustainability (stadium management, climate protection, CO2
emissions), (6) Internal Child and Youth Development, (7), Fair Operating and Business
Practices (corruption prevention, human rights, working conditions), (8) International
Involvement (e.g., in FIFA initiatives).
Across the 16 clubs, a comprehensive analysis, depicted in Table 4.1, reveals 722
total initiatives/ programs across the league as well as varying levels of involvement in
different CSR focus areas. The Environment and Sustainability focus area emerges
prominently, showcasing the highest involvement with 195 projects across all clubs – with
11 out of the 16 clubs illustrating it as their biggest focus area. This heightened
engagement, ranging from stadium management to climate protection and CO2 emissions
reduction, likely aligns with a global surge in environmental consciousness – especially
under the international understanding of CSR. While the regionally focused involvement
showcases the second-highest involvement with 115 projects, it is notably only the highest-
ranked area for four out of the 16 clubs. Concurrently, Regional Involvement, Education
and Health Promotion (95 projects), and Diversity, Equity, and Inclusion (94 projects)
showcase a collective emphasis on local engagement, education, and social inclusivity
across the clubs. However, other areas (e.g., International Involvement) still require greater
engagement/ attention. Overall, the distribution of engagement in Historical
33
Responsibility, Tolerance, and Racism (59 projects), Internal Child and Youth
Development (80 projects), Fair Operating and Business Practices (67 projects), and
International Involvement (38 projects) suggests a possible differential prioritization of
these particular CSR areas.
When examining individual club contributions, Bayer 04 Leverkusen stands out
with 99 projects, demonstrating a holistic commitment across various CSR areas.
Regardless, their published CSR report was remarkably detailed, resulting in a more
comprehensive analysis of the overall activities of the club. In contrast, clubs like VfB
Stuttgart report fewer projects (21 projects), potentially indicating a more focused or
limited CSR approach. However, they may just have a less established reporting structure
for CSR. So, although overall involvement may differ among clubs, the depth of published
reports significantly impacts the comprehensiveness of individual data for each club.
However, to examine the current CSR standard of each club and draw a corresponding
comparison, an in-detailed review of each of the eight classifications is essential. The
following analysis gives a divided overview as well as a summary of each focus area. A
comprehensive bullet point list of all activities, initiatives, programs, and more is available
for each club in Appendices B through I.
(1) Regionally-focused Involvement (Appendix B)
Across the 16 clubs, a variety of regionally-focused initiatives underscores their
diverse community engagement. While many of the initiatives indicate similarities across
the league, there are also variations in the focus within the regionally-focused projects.
For instance, 10 clubs actively engage in projects supporting flood victims or aiding
those in need, demonstrating a prevalent theme of community assistance during crises.
Additionally, 10 clubs are involved in educational programs with schools, emphasizing the
significance of youth development and education in their regional contributions.
Furthermore, nine clubs partake in health-focused initiatives, promoting well-being
through events like city clean-ups, vaccination campaigns, and health education drives.
34
Table 4.1. An accumulative overview of initiatives divided by focus area and club
Bundesliga Club
Area
(1)
Area
(2)
Area
(3)
Area
(4)
Area
(5)
Area
(6)
Area
(7)
Area
(8)
Total
Bayer 04 Leverkusen
20
21
16
3
12
10
10
7
99
Borussia
Mönchengladbach
6
3
10
3
27
6
12
1
68
FC Bayern München
4
3
11
8
18
6
4
6
60
Hertha BSC
15
8
12
7
9
2
3
1
57
Borussia Dortmund
8
6
2
8
11
4
6
8
53
SC Freiburg
10
10
6
1
17
3
1
-
48
RB Leipzig
6
8
5
1
15
6
7
-
48
Vfl Bochum
3
5
9
1
11
4
10
2
45
1. FSV Mainz 05
4
5
3
2
14
14
2
-
44
Eintracht Frankfurt
1
6
1
6
15
8
-
1
38
FC Augsburg
15
6
1
4
5
2
-
3
36
1. FC Union Berlin
8
4
7
6
7
2
1
1
36
Vfl Wolfsburg
3
4
7
2
14
2
2
2
36
TSG Hoffenheim
3
1
2
4
10
4
4
3
31
1. FC Köln
6
3
1
1
5
4
2
1
23
VfB Stuttgart
3
2
1
2
5
3
3
2
21
Total
115
95
94
59
195
80
67
38
722
(Source; Annual Reports and Websites)
35
Overall, these findings illustrate the multifaceted approach of football clubs in
addressing regional needs, encompassing social, educational, and health-related initiatives
to positively impact their local communities.
Taking a closer look, Bayer 04 Leverkusen’s participation in 20 projects includes
fan engagement, renovation of kindergartens, and partnerships with health institutions. FC
Augsburg and Hertha BSC are the clubs with the second most active engagement with 15
distinct initiatives each. FC Augsburg's multifaceted engagement spans city cycling events,
diversity programs, vaccination campaigns, flood relief, and initiatives promoting safe
routes to schools. Similarly, Hertha BSC demonstrates an extensive commitment,
encompassing charitable support, aid for the homeless, and special events benefiting
underprivileged families during Christmas. Expanding further, SC Freiburg emerges with
10 projects. They encourage local climate protection projects, locally sourced food, and
green energy usage within the region – indicating a greater emphasis on such projects that
support the local environment, increase sustainability within the region, and increase the
city’s awareness. 1. FC Union Berlin and Borussia Dortmund follow closely with eight
distinct initiatives each. Union Berlin's focus lies in educational partnerships with schools
and support for refugee orphans, while Dortmund concentrates on personal development
courses, educational support in schools, and training programs for local companies'
trainees.
Looking at some of the lesser engaged clubs, FC Köln engages in six projects
including community support through exercise and education programs, aid for the
homeless, and food distribution initiatives. Similarly ranked, RB Leipzig engages in
sustainable projects with regional partners, donations for seriously ill children, and support
for homeless institutions. Borussia Mönchengladbach, also with six initiatives, focuses on
supporting fans with health issues, integrative educational programs, and partnerships with
youth welfare organizations.1. FSV Mainz 05 invests efforts in four projects, specifically
climate education programs and collaborations with schools and environmental
organizations. Surprisingly, one of the leading clubs in Germany, the FC Bayern München,
also only listed four distinct regional projects. All of them highlight substantial aid
endeavors, including flood victim aid, donations to amateur football clubs, refugee
36
assistance, and campaigns against violence. Contrastingly, Vfl Bochum's efforts
concentrate on sustainable commitment, partaking in three specific initiatives focused on
financial sponsorship of regional programs and supporting local schools. Other clubs with
only three initiatives include VfB Stuttgart, TSG Hoffenheim, and Vfl Wolfsburg. VfB
Stuttgart directs support towards children's cancer clinics and hospitals while TSG
Hoffenheim emphasizes educational climate awareness support and campaigns fostering
regional cooperation with municipalities. Vfl Wolfsburg's initiatives span events
promoting environmental awareness, a Culture Café, and hosting a Kids' Trainer Congress.
Lastly, Eintracht Frankfurt indicated only one regional project (the “Frankfurt Cleanup”).
However, despite the differences in the number of initiatives that the clubs participate in,
or the sub-focus of those regional initiatives, a consistent thread emerged. All of the clubs
showcased a collective dedication to community welfare, environmental stewardship, and
youth development. Therefore, while having diverse approaches, the football clubs seem
to realize their responsibilities within the community as they persistently engage in
initiatives aimed at positively impacting their region.
(2) Education and Health Promotion (Appendix C)
The educational and health promotional initiatives undertaken by the clubs indicate
several core themes. Primarily, there's a strong emphasis on the education of the
community through various programs like soccer schools, camps, and tournaments (eight
out of the 16). These initiatives not only foster a passion for football but also promote
physical activity and well-being among children and youths. The clubs also seem to
prioritize educational partnerships with schools, with at least 10 out of the 16 clubs having
some form of collaboration or partnership, enabling access to sport facilities, and
encouraging healthy lifestyles among students. Moreover, eight clubs implement specific
movement campaigns and health promotions. This showcases how the clubs’ have realized
their responsibility in the holistic development of their fans – beyond the realm of football.
Bayer 04 Leverkusen leads with a vast array of 21 initiatives, covering talent promotion,
school visits, volunteer opportunities, and various educational programs, aimed at fostering
health promotion and youth development/ education within their region. For example, the
37
club's “Bayer 04 goes to school” project aims to educate children on fair play, violence
prevention, and nutrition, while also providing multimedia classroom setups at the arena
for extracurricular learning. Their focus on health could potentially be a strategic alignment
with its parent company Bayer, the company focuses on pharmaceutics, biomedical
products, and biotechnology business.
SC Freiburg is the next to stand out with a broad spectrum of 10 initiatives,
including wilderness excursions, children's coach training, language and motor skill
development, and soccer camps. Close behind is Hertha BSC with eight initiatives. The
club engages in projects like “Sport im Kiez,” learning centers, and workshops at schools,
supporting children's cancer, and creating learning opportunities through partnerships. RB
Leipzig, with 8 initiatives as well, showcases a diverse range of initiatives, partnering with
organizations like JOBLINGE for youth employment, supporting health institutions, blood
donation campaigns, and engaging fans in training programs.
Clubs with six projects each include FC Augsburg, Borussia Dortmund, and
Eintracht Frankfurt. FC Augsburg's efforts include forest exploration for KidsClub, themed
tours on water topics, and initiatives promoting physical activity such as “step kicks!” and
a hybrid organ donation run. Similarly, Eintracht Frankfurt actively engages through
dribbling competitions, football tournaments, and hiking days, emphasizing youth
engagement through soccer-related activities. Borussia Dortmund uses a broader approach,
emphasizing school partnerships, exercise programs, and educational formats at their
museum BORUSSEUM. Two other clubs are also tied at five projects each. 1. FSV Mainz
05 focuses on activities within 30 partner schools, workshops on environmental
responsibility, waste separation, and calculating carbon footprints while the Vfl Bochum
focuses its efforts on promoting physical activity and well-being in the workplace and the
broader community. For example, through their “Blue and White Movement Room” or the
collaboration with the Bochum University of Applied Sciences for the establishment of
holistic health initiatives.
Closely after with four respective initiatives are the 1. FC Union Berlin, which
focuses on vacation camps, initiatives against cancer, and coach training modules, and the
Vfl Wolfsburg, which highlights dual-study options, “Skills for Life” programs, and
38
forming partnerships with schools for educational initiatives. On the lower end, with only
three showcased programs are the FC Köln, the FC Bayern München, and Borussia
Mönchengladbach. However, Borussia Mönchengladbach stands out for its unique
workshops on addiction prevention. The FC Köln is engaged in training days,
collaborations with Ping Pong Parkinson, and promoting physical education at schools and
the FC Bayern München invests in education and upbringing through partnerships with
schools and projects promoting sustainable stadium operations. The two clubs with the
lowest amount, the VfB Stuttgart has two initiatives “VfBfairplay” and “VfBfairplay
fonds” that concentrate on prevention (e.g., against drugs and violence), and the one project
from the TSG Hoffenheim focuses on employee training for sustainability. Overall, each
club is adopting various underlying strategies to promote a healthier lifestyle among their
fans and foster better educational support.
(3) Diversity, Equity, and Inclusion (Appendix D)
Across the diversity, equity, and inclusion initiatives undertaken by the football
clubs’ accessibility remains a central focus. Notably, 12 out of the 16 clubs prioritize
accessibility, ensuring provisions such as wheelchair access, designated spaces for visually
impaired fans, and facilities catering to individuals with severe disabilities within stadiums.
Additionally, 11 clubs actively engage in inclusive events, organizing tournaments tailored
for diverse backgrounds and establishing partnerships with advocacy groups, highlighting
their dedication to broader social inclusion. These initiatives place a strong emphasis on
education and awareness, with four clubs striving to enlighten both staff and fans about
diversity and anti-discrimination policies. Structural enhancements, including the
implementation of gender-neutral facilities and infrastructure modifications, further attest
to their awareness of the necessity to create welcoming environments.
The clubs with the most initiatives are led by Bayer 04 Leverkusen with an
extensive 16 initiatives encompassing inclusion for various disabilities. They offer multiple
support systems and facilities such as Braille-marked seats, special areas for the blind and
deaf, catering with picture menus, and extensive training sessions for various disabilities.
They also support community programs like the “Power für Pänz” campaign for
39
disadvantaged children's swimming courses and inclusion in their professional coverage.
Hertha BSC follows closely with 12 initiatives. The club conducts inclusive tournaments,
adopts working definitions for inclusion, provides free entry for healthcare sector
personnel, collaborates with diverse associations, and organizes events for homeless
individuals. The FC Bayern München demonstrates an extensive commitment to
inclusivity with 11 projects. The club offers dedicated parking, transport, and specialized
facilities for individuals with disabilities. Additionally, the club supports events like the
Special Olympics. Next is Borussia Mönchengladbach, which engages in 10 initiatives,
offering support for the blind, fair ticket allocation, and barrier-free online systems. They
also focus on promoting cooperation between men's and women's football, emphasizing
diversity in their advertising. The last club in the upper ranks is Vfl Bochum with nine
initiatives. The club showcases a robust commitment to inclusivity through initiatives like
socially accessible ticket pricing, diverse stadium catering, and heightened awareness
programs.
Looking at the clubs with a moderate number of initiatives, the Vfl Wolfsburg
(seven initiatives) and the 1. FC Union Berlin (seven initiatives) stand out. The Vfl
Wolfsburg set up a Diversity Steering Committee and a Diversity Match Day, and
additionally, cooperates with inclusion counseling units and inclusion-related
organizations like “KickIn!.” The 1. FC Union Berlin provides essential facilities like audio
commentary and spaces for fans with disabilities. Both are closely followed by RB Leipzig
(six initiatives), which emphasizes vegetarian/vegan options, inclusive camps, and services
for disabled fans on match days, and the SC Freiburg, which has five initiatives like barrier-
free fan radio and inclusion in all club areas.
The clubs with fewer initiatives at just two or three each are the 1. FSV Mainz 05
(three initiatives), TSG Hoffenheim (two initiatives), and Borussia Dortmund (two
initiatives). Mainz hosts social inclusion tournaments and charity matches, Hoffenheim
emphasizes accessible tickets and living inclusion at tournaments, and Dortmund conducts
special soccer inclusion days. The 1. FC Köln, VfB Stuttgart, Eintracht Frankfurt, and FC
Augsburg have only one initiative each. Like Dortmund, Köln conducts a special soccer
inclusion day, Stuttgart focuses on barrier-free access to their stadium, FC Augsburg
40
primarily provides blankets for wheelchair users and Eintracht Frankfurt initiated the
“United Colors of Frankfurt” day to celebrate the city's cultural diversity.
(4) Historical Responsibility, Tolerance, and Racism (Appendix E)
The historical responsibility, tolerance, and racism initiatives among the football
clubs accentuated their commitment to fostering remembrance and combating
discrimination. While the initiatives varied, they collectively showcase the clubs’
dedication to addressing historical injustices and promoting tolerance – specifically,
regarding the historical context of Germany during World War II. Therefore, a primary
emphasis for each club was placed on remembering victims of National Socialism and
commemorating significant events, with six out of the 16 clubs engaging in activities
related to Holocaust remembrance and memorial trips. Additionally, nine clubs are actively
involved in other anti-racism campaigns and workshops aimed at combating discrimination
and raising awareness. Collaborative efforts with schools and educational programs are
evident in the initiatives of four clubs, while five clubs participate in partnerships fostering
a more inclusive environment.
Borussia Dortmund and FC Bayern München lead with eight initiatives each.
Dortmund encompasses various activities such as workshops at their learning center,
memorial trips to former concentration camps, charity matches, and campaigns against
“forgetting”. Bayern Munich demonstrates its strong commitment through initiatives such
as "Red against racism”, support for the “Queerpass Bayern,” and educational programs
like “Arena of Change” focusing on remembrance and combating racism. Following
closely is Hertha BSC with seven initiatives. Hertha BSC’s efforts span from street soccer
for tolerance to silent commemorations. Clubs with 6 initiatives include Eintracht Frankfurt
and 1. FC Union Berlin. Frankfurt supports campaigns like “No Room for Racism,” and
“Soccer for Peace, and advocates for diversity through slogan placement on match jerseys,
like the “#blacklivesmatter” movement, while Union Berlin focuses on alliances for
democracy, anti-racism campaigns, and adapting stadium rules to counteract racism and
right-wing extremism.
41
Up next are TSG Hoffenheim and FC Augsburg with four initiatives each.
Hoffenheim supports the “Day of Remembrance in German Football” and organizes anti-
discrimination programs in partnership with initiatives like “Zusammen1” and Augsburg
participates in the international weeks against racism, the national Remembrance Day, and
trips to the Holocaust memorial in Auschwitz. Borussia Mönchengladbach showcases three
initiatives, highlighting historical matches for international understanding, educational
workshops, and exhibitions in their interactive club museum (“FohlenWelt”). Bayer 04
Leverkusen focuses on three projects for refugees, for example through their “Welcome to
Football” project that provides training for refugees.
The two initiatives by Mainz 05 include virtual events to remember Holocaust victims
and publishing dismissals based on racist grounds. Similarly, the VfB Stuttgart (two) bans
people from the stadium following antisemitic or racist incidents as well as participating in
Remembrance Day. Despite Vfl Wolfsburg also having two initiatives, their focus varies
from the other two clubs. Wolfsburg implements internal groups like a “Service Quality
Working Group.” Lastly, SC Freiburg, 1. FC Köln, Vfl Bochum, and RB Leipzig indicate
only one initiative. Freiburg utilizes the measure “Friends instead of strangers” to combat
discrimination, Bochum supports the “School without racism – School with courage”
network, Leipzig uses the power of street soccer and Köln partakes in the nationwide
Remembrance Day for victims of the Holocaust.
(5) Environment and Sustainability (Appendix F)
All clubs illustrated a collective dedication to green practices and ecological
responsibility. It was particularly evident that the clubs viewed this as one of the most
important categories with a total of 195 initiatives across all 16 clubs. Notably, 13 out of
the 16 clubs prioritize sustainable stadium entry solutions, offering combined tickets
integrating public transportation. Furthermore, green energy adoption is evident across
various clubs, with 13 emphasizing the use of renewable energy sources such as
hydropower, wind, and solar, while 11 clubs focus on LED lighting installations and
energy-efficient technologies to reduce their carbon footprint. Waste reduction measures,
including reusable cup systems, are prominent among 13 clubs, complemented by waste
42
clean-up campaigns and tracking systems for supply chain sustainability. Tree planting
initiatives are seen in two clubs, unveiling an area for potential growth in afforestation and
environmental conservation initiatives. Overall, the football clubs' concerted efforts in
embracing sustainable practices underscore their commitment to mitigating environmental
impact fostering a greener future, and showcasing a prioritization of environmental
initiatives, possibly indicating a greater awareness of its importance.
Borussia Mönchengladbach leads the category with 27 measures, including LED
lighting, groundwater irrigation for pitches, CO
2
offsetting initiatives, eco-conscious
workshops, local sourcing partnerships, waste reduction tactics, and various biodiversity
efforts like flower meadows and photovoltaic systems. The FC Bayern München with 18
measures, for example, the EMAS certification, utilizing grass paper for fan store bags,
bicycle parking spaces, and electric vehicle charging stations, eliminating single-use
plastic, achieving a recycling rate of over 90%, and converting residual waste into energy.
Close behind is the SC Freiburg with 17 initiatives. The club emphasizes solar panels,
photovoltaic systems, waste separation, biodiversity promotion, and digitalized building
management.
Eintracht Frankfurt and RB Leipzig each present 15 initiatives. Frankfurt
showcases ESG tools, BREEAM certification, and sustainability events, while Leipzig also
showcases energy management, digitalization, and support for climate-friendly mobility.
Vfl Wolfsburg's and 1. FSV Mainz 05 implements 14 measures. Wolfsburg uses a
combined ticket, produces jerseys from recycled materials, and promotes biodiversity-
focused projects such as nesting boxes, biodiversity roofs, and more. The club’s focus on
environmental initiatives may be attributed to its special connection with Volkswagen. In
comparison, Mainz highlights GOTS and FAIRTRADE-certified products, solar systems,
and CO
2
reduction efforts. Bayer 04 Leverkusen, with its 12 initiatives, also focuses on
energy management, LED lighting, e-mobility, waste reduction, and sustainable
merchandise, emphasizing both environmental and operational sustainability.
Conversely, other clubs like TSG Hoffenheim (10 initiatives), Vfl Bochum (11
initiatives), Borussia Dortmund (10 initiatives), Hertha BSC (nine initiatives), and 1. FC
Union Berlin (seven initiatives) contribute to ecological conservation as well. While
43
maintaining a slightly narrower scope of initiatives compared to others the initiatives are
very similar and also include LED lighting, sustainability certifications, sustainable
merchandising, waste optimization, sustainable mobility, and partnerships fostering
climate protection. Lastly, the three clubs with only five measures each are FC Augsburg,
1. FC Köln, and VfB Stuttgart. Augsburg is another club offering a combined ticket and
takes part in reforestation efforts. They are the only club with green electricity sourced
solely from hydropower (100%). In comparison, Stuttgart highlights photovoltaic systems
and sustainable merchandise, while Köln emphasizes sustainability game days, ZNU
certification, and integrating sustainability criteria into licensing regulations.
(6) Internal Child and Youth Development (Appendix G)
They analyzed the strategic investment initiatives undertaken by Bundesliga clubs
to foster future football talents, along with the programs that these clubs provide for child
support within their facilities. 15 out of the 16 clubs offer tailored support programs and
educational initiatives aimed at honing the skills of young players within their academies.
These efforts align with the clubs' ambitions to develop their talent pool, ensuring a pipeline
of skilled players for their senior teams while emphasizing inclusivity within their
programs. Educational enrichment is a key focus, evident in eight clubs, for example,
through online learning resources or counseling services. The clubs investing in such
tailored programs have all emphasized their desire to equip young athletes not only with
sporting prowess but also with academic and personal development opportunities.
Consequently, they implement specialized talent development and performance
optimization programs. Moreover, child protection initiatives and child-friendly facilities
in eight clubs signify a broader commitment to creating safe and nurturing environments.
Additionally, innovative approaches, like bio-banding for 1. FC Köln, highlight a
focus on personalized training strategies based on individual attributes. In total, clubs
mentioned their efforts to maximize the potential of each young player within their
academy setups, for example by mentioning boarding school facilities (five out of the 16
clubs). Overall, 1. FC Mainz took the lead with 14 initiatives or specialized programs. The
club has implemented a comprehensive support system with specialized coaches, academic
44
collaborations, and a structured campus. Bayer 04 Leverkusen follows with 10 initiatives,
demonstrating a specialized approach with a comprehensive children's department, fan
clubs, and opportunities for training outside of football. Eintracht Frankfurt (eight) and
Borussia Dortmund (four initiatives) have diverse programs focusing on academies,
learning centers, and specialized training to support young talents at various levels.
Even though RB Leipzig has mentioned six initiatives, these include an academy,
performance diagnostics, junior grounds, and a boarding school. Similarly, Borussia
Mönchengladbach (six initiatives) emphasizes a holistic approach with nutritional advice,
counseling, and tailored support for players across different age groups. On the other hand,
FC Bayern München, also with six initiatives, showcases a more comprehensive approach
– having an academy as well as a Kids Club and child protection officers. The Vfl Bochum
focuses on 4 initiatives, including child protection concepts, a child-friendly stadium, and
advisory boards while the VfB Stuttgart exhibits a balanced approach including three
initiatives such as coaching licensing programs, a dedicated training center, and individual
potential analysis for young players.
Other clubs such as the SC Freiburg (three initiatives), 1. FC Köln (four), TSG
Hoffenheim (four initiatives), Vfl Wolfsburg (two initiatives), and 1. FC Union Berlin (two
initiatives) showcase foundational projects like football schools, vacation camps, internal
training, opportunities for personal development (e.g., through a voluntary social year), and
child protection services. Furthermore, Hertha BSC (two initiatives) focuses on a newborn
project and offers daycare, whereas the FC Augsburg (two initiatives) offers swimming
courses and other training options for Kidsclub members.
(7) Fair Operating and Business Practices (Appendix H)
The analysis regarding fair operating and business practices among the 16
Bundesliga clubs revealed a moderate commitment to ethical conduct and employee
welfare. Five clubs prioritize ethical supply chains, ensuring compliance with international
regulations (like the Business Social Compliance Initiative (BSCI)) and favoring regional
suppliers. Nine clubs emphasize employee welfare through fair wages, comprehensive
benefits, and opportunities for professional growth. Additionally, five clubs integrate
45
sustainability into their operations, engaging in dialogues, compliance systems, and
proactive risk mitigation. All approaches indicate a recognized responsibility by the clubs
to foster fair, ethical, and inclusive workplaces, nurture ongoing education, align with
compliance standards, and emphasize employee welfare.
Borussia Mönchengladbach leads with an extensive array of 12 initiatives,
encompassing compulsory training courses on socio-ethical aspects, whistle-blower tools,
and digital training for workplace safety. Following closely, Bayer 04 Leverkusen
implements 10 projects, offering language courses, sport activities, and tax-free childcare
subsidies, and Vfl Bochum, also with 10 initiatives relating to workforce development,
sustainability dialogues, and compliance frameworks. RB Leipzig actively engages in
seven projects, emphasizing clear guidelines, anti-corruption measures, and professional
growth opportunities. Meanwhile, Borussia Dortmund implements six projects centered on
compliance with international supply chain standards, championing regional suppliers, and
employee life cycle programs. FC Bayern München concentrates on four key projects,
ensuring regular compliance checks and intervention guidelines within the club while
Hertha BSC advocates for human rights through specific campaigns and statements
through three impactful initiatives.
TSG Hoffenheim (four initiatives), 1. FC Köln (two initiatives), and Vfl Wolfsburg
(two initiatives) demonstrate moderate involvement. The clubs integrate areas such as
health management, legal compliance, and employee well-being. VfB Stuttgart and 1. FSV
Mainz 05 exhibit limited approaches, with three and two projects, respectively, such as
mobile working and supporting human rights through ticket provisions and free match
admissions. With a similarly limited approach 1. FC Union Berlin only mentions one
initiative relating to fair wages for farmers and textile workers and SC Freiburg offers
regionally sourced food and drink options. FC Augsburg and Eintracht Frankfurt did not
have specific projects mentioned within this category.
(8) International Involvement (Appendix I)
Across the category of international involvement of the clubs, the most diverse
landscape of initiatives emerged. However, this area was seemingly the least developed by
46
all the clubs with only 36 initiatives across the 1. League in total. Notably, solidarity with
Ukraine emerged as the most common thread – six clubs offer aid or support campaigns
advocating for peace amidst the conflict. Moreover, 10 clubs engage in global partnerships
or collaborations, promoting initiatives encompassing United Nations campaigns and other
international sporting events.
Bayer 04 Leverkusen leads with seven significant initiatives, including
participation in international matches, special youth camps, and collaborations supporting
developing countries and crisis-ridden regions. Borussia Dortmund follows closely with
six initiatives focusing on global partnerships, education, and connecting with various
countries through virtual events. Similarly, with also six projects, FC Bayern München
features brand rights utilization, equality programs, and international charity efforts for
refugees. FC Augsburg and TSG Hoffenheim indicate three initiatives each. While
Augsburg is involved in initiatives like donating jerseys to Senegal, Hoffenheim is
involved in an efficient stoves project in Rwanda and reforestation in Uganda and Kenya.
Following with two initiatives each are Vfl Bochum, Vfl Wolfsburg, and VfB
Stuttgart. Bochum engages in support for United Nations campaigns and collaborations
aiding Ukraine through the Bochum-Donetsk Association. Wolfsburg focuses on
international initiatives like the “StrongHER” initiative and Stuttgart focuses on
cooperation with a Chinese first division club. The clubs with limited approaches and only
one project each are Hertha BSC, Borussia Mönchengladbach, 1. FC Union Berlin, and 1.
FC Köln. Hertha BSC champions participation in the “Discover Football” festival,
Borussia Mönchengladbach hosts charity matches, and both Union Berlin and Köln
indicate their solidarity with Ukraine. SC Freiburg, RB Leipzig, and 1. FSV Mainz 05 have
not reported specific projects.
Financial Performance
The results of the financial performance, depicted in Table 4.2, indicate a
relationship between the clubs’ economic wealth and their resource contribution to CSR
activities (Inoue et al., 2011). While this relationship does not perfectly align with the
ranking of CSR activities by each club, three out of the five most financially wealthy clubs
47
are within the top five in that ranking: Bayer 04 Leverkusen, Borussia Dortmund, and FC
Bayern Munich. Additionally, the 1. FC Köln, ranking as the 14
th
place financially, only
engages in 23 CSR-related projects. Yet, the number of CSR projects a club undertakes
does not always directly align with its financial strength. Other, less financially inclined
clubs as Vfl Bochum (rank 16) or SC Freiburg (rank 12), still showcase a rather high
involvement in CSR activities, with Bochum having 45 projects and Freiburg 48.
Moreover, clubs like Augsburg might strategically focus on less but more impactful CSR
projects despite relatively lower financial resources, meaning, the number alone does not
reflect the depth or impact of these projects.
This leads to the conclusion that the extent of correspondence between the ordering
of the two variables is not necessarily direct in the cases of clubs within the mid-to-low
section of the financial performance ranking, but positive for the upper ranks. However,
the results may also just imply that the more financially stable clubs put more effort into
marketing and publicizing their CSR activities. Additionally, differences in governance
structures of the clubs may influence the correspondence between the rankings. For
example, TSG Hoffenheim, one of the only clubs with an exception to the 50+1 rule, may
rank highly financially purely due to continuing investments from its benefactor. As such,
it can be concluded that their patron insists on using these financial advancements for other,
non-CSR-related activities, such as player transfers and more. Ultimately, even though
higher financial performance might allow for more extensive CSR projects, it does not
always indicate a proportional increase in these initiatives within the clubs.
Consumer Social Response (CnSR)
The findings regarding (a) Sponsorship Investments, (b) Average Attendance
relating to Stadium Capacity, and (c) Ranking of the Clubs’ National Popularity explore a
potential correlation between the influence of various stakeholders, the clubs' CSR
projects, and their financial performance.
(A) Sponsorship Investments
The relationship between sponsorship investments and CSR initiatives within
48
Bundesliga clubs is complex. Sponsorship investments often provide financial backing,
enabling clubs to fund CSR projects, but the direct relationship between the two isn't
always straightforward. Table 4.3 presents the official club sponsor and their respective
investments into the clubs in the 2021-2022 season (ISPO Sports Business Netzwerk,
2023b). It is important to note that sponsorship investments are unique and, therefore do
not always directly impact the club's financial resources, especially not those they can
allocate for CSR initiatives. Often, sponsors focus on particular aspects like stadium
naming rights, jersey branding, or other marketing ventures rather than directly funding
CSR initiatives. These sponsorship deals are primarily geared towards enhancing the club's
commercial revenue streams, visibility, and brand presence, rather than enabling funds for
community-focused or environmental CSR initiatives. While sponsorship deals contribute
to a club's overall financial health, allocating these resources for CSR endeavors depends
more on the investors’ requests, the clubs’ independent budgeting, and potential strategic
priorities.
Therefore, despite substantial sponsorship investments, clubs like Vfl Wolfsburg,
which receives the highest sponsorship investment (€70 mio), may not necessarily allocate
these funds directly to their CSR initiatives, which is why they may only have 36
individually-listed CSR projects. However, some clubs might prioritize CSR initiatives
regardless of their sponsorship investments, demonstrating a strong commitment to social
responsibility such as SC Freiburg, a club that indicates a lower sponsorship amount (€3
Mio), yet ranks highly with 48 individual projects.
Ultimately, the individual disparities underscore the multifaceted nature of the
drivers behind sponsorship investments. Since sponsors aim to influence their commercial
revenue streams, they don’t always target the increase of the clubs’ overall popularity or
the clubs’ individual fans' satisfaction (Schönberner et al., 2020). Factors such as tradition,
historical achievements, regional roots, and passion, as well as fan satisfaction and
community engagement – all either objective or subjective aspects considered in the
popularity ranking by SLC Management – alongside financial stability, play a more pivotal
role in the development of high CSR standards (SLC Management, 2022).
49
Table 4.2. Overview and Ranking of the Financial Performance
Bundesliga Club
Financial Performance – Balance
Sheet Total
(All figures in € thousand)
Financial
Performance
rank
FC Bayern München
707.831
1
Borussia Dortmund
517.967
2
RB Leipzig
385.330
3
Bayer 04 Leverkusen
381.634
4
TSG Hoffenheim
330.316
5
Vfl Wolfsburg
222.267
6
Borussia
Mönchengladbach
200.985
7
Hertha BSC
196.317
8
Eintracht Frankfurt
153.002
9
FC Augsburg
150.460
10
VfB Stuttgart
143.555
11
SC Freiburg
108.401
12
1. FSV Mainz 05
104.798
13
1. FC Köln
91.722
14
1. FC Union Berlin
48.835
15
Vfl Bochum
24.003
16
(Source; DFL Deutsche Fußball Liga, 2024d)
50
Table 4.3. Overview and Ranking of the Sponsor and Sponsorship Investments
Bundesliga Club
Sponsor
CnSR Performance –
Sponsorship
Investments
(All figures in € million)
CnSR rank
Vfl Wolfsburg
Volkswagen
70
1
FC Bayern München
Telekom
45
2
Borussia Dortmund
1&1 and Evonik
35
3
RB Leipzig
Red Bull
35
4
VfB Stuttgart
Mercedes-Benz-Bank
10
5
Borussia
Mönchengladbach
Flatex
9
6
Hertha BSC
Autohero
8
7
1. FC Köln
Rewe
7.5
8
Eintracht Frankfurt
Indeed
7
9
Bayer 04 Leverkusen
Barmenia
6
10
TSG Hoffenheim
SAP
5.5
11
FC Augsburg
WWK
4.2
12
1. FSV Mainz 05
Könnerling
4
13
SC Freiburg
Schwarzwaldmilch
3
14
1. FC Union Berlin
Aroundtown
2.5
15
Vfl Bochum
Vonovia
2.5
16
(Source; ISPO Sports Business Netzwerk, 2023b)
51
(B) Average Attendance in Relation to Stadium Capacity
Recent data proves that COVID-based restrictions potentially influenced the
average reached stadium capacity (displayed in Table 4.4.) with the fluctuation and
comparison of seasons included in Appendix J. As the restrictions varied from region to
region and monthly, they could have played a significant role in the average attendance.
Moreover, the data from the popularity ranking in Table 4.5 incorporates stadium
attendance as one of its objective criteria. As a result, and to ensure consistency within the
examination, these data were excluded from the overall analysis.
(C) Ranking of the Clubs’ National Popularity
The concept of "popularity" is commonly simplified as mere likability or an
emotional appeal (Babad, 2001). However, within the Bundesliga, the popularity of clubs
extends beyond emotional connections and encompasses diverse criteria with significant
financial implications (Awaysheh et al., 2020; Rodriguez et al., 2002; Walker and Kent,
2009). As such, the ranking results by SLC Management are based on a pre-test of 6,650
soccer fans throughout Germany. These fans were asked in a representative survey how
popularity is composed of the fan and customer perspective and which criteria are relevant
for assessing the popularity of a club (SLC Management, 2022). Criteria included objective
categories such as fan clubs, stadium attendance, and social media as well as subjective
categories such as general/ league popularity, brand appeal, own image / external image,
and the stadium atmosphere (SLC Management, 2022).
As such, the ranking results by SLC Management are based on a pre-test of 6,650 soccer
fans throughout Germany. These fans were asked in a representative survey how popularity
is composed of the fan and customer perspective and which criteria are relevant for
assessing the popularity of a club (SLC Management, 2022). Criteria included objective
categories such as fan clubs, stadium attendance, and social media as well as subjective
categories such as general/ league popularity, brand appeal, own image / external image,
and the stadium atmosphere (SLC Management, 2022). The longstanding champions
within the league, Borussia Dortmund and FC Bayern, are leading the ranking as the top
two. Their financial performance directly correlates with their popularity ranking.
52
Table 4.4. Overview and Ranking of the Stadium Capacity
Bundesliga Club
CnSR Performance –
Stadium Capacity
(All figures in %)
CnSR rank
1. FC Köln
63.9
1
Vfl Bochum
63.8
2
1. FC Union Berlin
63.4
3
RB Leipzig
61.5
4
Bayer 04 Leverkusen
60.1
5
FC Augsburg
60.0
6
1. FSV Mainz 05
54.0
7
FC Bayern München
53.5
8
SC Freiburg
53.4
9
Borussia Dortmund
51.4
10
Borussia
Mönchengladbach
49.1
11
VfB Stuttgart
47.8
12
Eintracht Frankfurt
46.6
13
Vfl Wolfsburg
41.6
14
TSG Hoffenheim
39.6
15
Hertha BSC
31.5
16
(Source; Transfermarkt, 2023)
53
This indicates that they potentially invest more resources in satisfying their fans/
customer needs – more so when recognizing their ranking within the overall CSR projects
that they invest in, Borussia Dortmund with 53 projects and FC Bayern with 60 projects.
However, both clubs additionally enjoy top popularity due to historical successes.
Moreover, both clubs are located within comparably bigger national cities—potentially
influencing more inhabitants within their respective regions and creating a more extensive
fan base.
Nevertheless, the popularity ranking among the Bundesliga clubs doesn't always
relate directly to their financial standing or their sponsorship investments. Eintracht
Frankfurt's position in the popularity rankings, significantly higher than its financial
standing, might stem from memorable seasons, a passionate fanbase, and non-published
community engagements that resonate deeply with supporters. Interestingly, clubs that
center their CSR initiatives on regionally focused involvement span diverse across the
popularity spectrum. Certain lower-ranked clubs like FC Augsburg (rank 16) and Hertha
BSC (rank 15) seemingly concentrate on this facet to enhance their rapport and satisfaction
with supporters. Their strategic focus on regional community involvement aims at
elevating fan contentment. On the contrary, higher-ranked clubs such as 1. FC Köln (rank
five) and 1. FC Union Berlin (rank seven) potentially attributes their popularity to the
deliberate emphasis on regional engagement.
Finally, RB Leipzig's (rank eight) and TSG Hoffenheim's (rank 13) popularity
might be affected by their deviation from the 50+1 rule and concealed financial backers.
Despite their relatively higher financial standings and considerable sponsorships,
controversies surrounding ownership structures might continue to affect their standing
among traditional football supporters. The same goes for Vfl Wolfsburg (rank 14) and
Bayer Leverkusen (rank 11), even if their ownership structures have swayed from the
accepted norm from their inception. Bayer Leverkusen and RB Leipzig showcase a
significantly higher number in CSR initiatives with 99 and 48 individual projects
respectively, whereas Vfl Wolfsburg and TSG Hoffenheim only list 36 and 32 individual
initiatives respectively. This indicates a relationship between their deviating ranks in
popularity and their overall engagement in CSR activities. However, in the case of Leipzig
54
vs. Hoffenheim, the earlier establishment of RB Leipzig may have given the club more
time to navigate controversies and regain fan acceptance. Therefore, their progression over
time may have allowed the club a greater recuperation period to take place from initial
public scrutiny in comparison to Hoffenheim.
55
Table 4.5. Overview and Popularity Ranking
Bundesliga Club
CnSR Performance –
Popularity Ranking
(Measured in points out of 300)
CnSR rank
Borussia Dortmund
279
1
FC Bayern München
265
2
Eintracht Frankfurt
247
3
Borussia
Mönchengladbach
234
4
1. FC Köln
231
5
SC Freiburg
226
6
1. FC Union Berlin
204
7
RB Leipzig
194
8
Vfl Bochum
174
9
VfB Stuttgart
172
10
Bayer 04 Leverkusen
169
11
1. FSV Mainz 05
134
12
TSG Hoffenheim
114
13
Vfl Wolfsburg
114
14
Hertha BSC
109
15
FC Augsburg
79
16
(Source; SLC Management, 2022)
56
CHAPTER FIVE – DISCUSSION
After examining the available data on the clubs’ CSR engagement, it became
apparent that the clubs continue to disproportionately emphasize environmental and
sustainability aspects in their initiatives, with 11 out of the 16 clubs having it as their focus
area. This illustrates the clubs’ lack of awareness of the diversity of CSR dimensions –
specifically, acknowledging that environmental commitment is just one of many facets.
The imperative is for clubs to broaden their focus on other aspects of CSR, for example,
regional involvement or education and health promotion, to improve their CSR standards
and overall stakeholder engagement (Breitbarth et al., 2011; Coskun et al., 2020;
Trendafilova et al., 2017; Walzel, 2018). However, environment and sustainability being
the most common focus area can also be viewed positively: all clubs seem to recognize
their role in reaching environmental sustainability in the near future (Trendafilova et al.,
2013; Trendafilova & Babiak, 2013). Most notably, each club mentioned their
consciousness about more sustainable energy sourcing or sustainable waste management.
This drives the idea that the environment is seen as one of the most important stakeholders
for the clubs and that they accept their part in educating fans (e.g., through recycled paper
bags), integrating sustainable practices within their stadia (e.g., waste separation systems),
and building sustainably responsible structures (e.g., implementing photovoltaic systems)
(Lucidarme et al., 2017) – an important step to improving the overall CSR standards of the
league.
While the depth of published reports influenced the comprehensiveness of data,
emphasizing the importance of transparent reporting structures for comprehensive analysis
in the future, some of the differences in the number of initiatives and the variations in focus
areas clearly resulted from the varying financial backgrounds, for example, FC Bayern
Munich vs. 1. FC Köln. Additionally, other variations can be explained through the
geographical location and regional roots of the clubs (Hamm, 1998; Reiche, 2013), for
example, Hertha BSC’s focus area being regionally-focused involvement. However, not
all results can be explained through a direct correlation of factors. For example, the national
popularity ranking for a club can be derived from various factors beyond the club’s
financial performance or its sheer number of CSR projects (Reiche, 2013). Reputation,
57
historical success, community engagement, fan engagement strategies, and global outreach
efforts all influence a club's popularity (SLC Management, 2022). Media and fan discourse
often distinguish between “Traditionsvereine” (translated as “traditional clubs”) like
Schalke 04, “Werbsvereine” like Bayer 04 and Wolfsburg which were established because
of local corporations, and “Retortenklubs” like Hoffenheim and RB Leipzig which are seen
as “artificial clubs” or those seen without history that have only been exempt from the 50+1
rule due to substantial external investment (DFL Deutsche Fußball Liga, 2023b; Lammert,
2008; Lammert, 2014).
Moreover, within the German context, the geographical location and the club’s
regional roots specifically impact their national and local popularity (Hamm, 1998; Reiche,
2013). For instance, FC Bayern's consistent (global) success and strong international
following also contribute to a higher popularity (Reiche, 2013). Simultaneously, the club's
high financial wealth may indicate a successful balance between on-field success and a
dedicated commitment to CSR initiatives (Inoue et al., 2011). Alternatively, their
popularity ranking could be influenced by geographical advantages, given the club's
location in one of Germany's largest metropolitan areas (Smith, 2018). Such benefits likely
result in a larger population growing up in proximity to the club and, hence, a more
widespread fanbase of the club (Smith, 2018). While the analysis doesn't definitively
distinguish between dimensions, it implies a blended influence of all factors.
In contrast, 1. FC Köln’s popularity ranking, despite a comparatively lower
financial standing (Table 4.2), can also be attributed to factors such as a devoted and loyal
fan base or successful community engagement initiatives that resonate positively with both
supporters and the general public (Table 4.4) and the number of initiatives (Table 4.1). The
results underscore the complexity of the interplay between financial performance, CSR
initiatives, and national popularity, involving multiple factors that aren't always in direct
alignment. Consequently, each aspect contributes uniquely to the club's overall standing
and public perception. Moreover, other dimensions, such as the relationship between
sponsorship investments (Table 4.3) and CSR initiatives (Table 4.1), were found to be
increasingly complex. While sponsorship deals enhance the clubs’ commercial revenue
streams, their impact on CSR initiatives is dependent on the investors' requests as well as
58
the clubs' strategic priorities (Breitbarth et al., 2011; Hamil et al., 2010). As a result, the
financial support from sponsors was revealed to not always directly translate into increased
CSR activities.
Among the published initiatives, another remarkable finding emerged. In addition
to the usual topics such as support for those in need, health promotion, sustainability
efforts, inclusion, and support for disadvantaged children and adults, seven out of the 16
clubs dedicated special attention to assisting Ukraine and its refugees (Appendix I).
Noteworthy was the exemplary nature of these initiatives, extending beyond one-off
fundraisers to provide sustained support for refugees and actively contributing to their
integration into German society through diverse efforts. Each club, in doing so, also openly
embraced its cultural identity and underscored the importance of remembrance (Appendix
E). This collective commitment reflects the clubs' profound awareness of their societal role
and their dedication to combating racism within their communities. Examples from
Appendix E include collaborations between clubs and the “School without Racism – school
with Courage” network, as well as participation in the “Street Soccer for Tolerance”
campaign. Furthermore, various clubs highlighted their involvement in the “Remembrance
Day in German Football,” emphasizing the importance of honoring those persecuted and
murdered by the National Socialists during the Third Reich due to disabilities.
Significantly, some of these initiatives even extended beyond football, involving
partnerships with handball, basketball, or ice hockey teams from the same city or region,
illustrating a broader impact across German sports.
Overall, the CSR landscape within Bundesliga clubs can be deemed intricate and
influenced by a variety of dimensions, including organizational structures, financial
performance, sponsorship investments, and popularity rankings. The complex approach to
CSR management, variations in focus areas, the impact of governance structures, financial
performance, and consumer perceptions underscore the need for a tailored and transparent
approach to sustainable initiatives within each of the clubs. Understanding these
complexities is essential for fostering meaningful CSR practices that align with varying
stakeholder expectations (Breitbarth, 2012). However, while the focus areas and amounts
of CSR initiatives differed, each club demonstrated overall knowledge and awareness.
59
With the lowest club indicating little over 20 initiatives, it becomes clear that all clubs are
increasingly embracing the role they play in establishing higher CSR standards for
themselves and their communities. Even though each one of the clubs may not have the
same number of initiatives per area, they all have programs/ projects within each of the
eight categories – except only Eintracht Frankfurt and FC Augsburg, the only two clubs
that did not disclose any information regarding the area of fair operating and business
practices (Appendix H). These results display a great engagement of the clubs, not solely
in their respective focus area, but within many levels of CSR, indicating a foundational
understanding of the concept. Consequently, and by drawing upon the theoretical
frameworks discussed in the methodology section (Carroll, 1979; Carroll & Buchholtz,
2014; Porter & Kramer, 2011; Visser, 2006), the findings allowed a definition of CSR
standards adopted by the 16 clubs in the 1. Bundesliga during the 2021-2022 season. The
summary presented in Table 5.1 encapsulates each club's focus area and its positioning
within the adapted CSR pyramid (Figure 2.3) and the SMC scale (Figure 2.4).
Remarkably, only one club attained the philosophical responsibility level within the
adapted CSR pyramid. Bayer 04 Leverkusen achieved this distinction due to its extensive
array of initiatives (99 in total) and the publication of a remarkably detailed report covering
all eight CSR focus areas. The club may be more conscious of CSR because of its
connection to the Bayer company. Since its formation happened for the workers of the
corporation, it could be argued that it serves as an example of a CSR initiative itself.
However, despite demonstrating financial stability, the club is yet to witness a substantial
increase in popularity among fans – one reason potentially being its historically engraved
deviation from the 50+1 rule. Their lower placement on the SMC scale resulted from
perceived shortcomings in effective relationship-building with stakeholders compared to
other clubs. Nevertheless, Bayer 04 Leverkusen's highly responsible CSR approach must
be acknowledged, leading them to achieve the highest placement within the CSR pyramid.
Reaching the societal and regional responsibility level within the CSR pyramid for
Bundesliga clubs signifies an admirable commitment to CSR engagement, positioning
these clubs higher than just the ethical responsibility (Table 5.1). This level is also the
average reached standard for the assessed clubs within the 1. Men’s Bundesliga for the
60
2021–2022 season, with eight clubs achieving this status on the CSR pyramid. To attain
this level, these clubs illustrated aspects that go beyond mere transparency and fairness, as
required at the ethical responsibility level (Figure 2.3). Instead, they demonstrated a
substantial number of overall initiatives, meaning, clubs that have listed more than 45 total
CSR initiatives. Additionally, these clubs secured a more favorable popularity rank (Table
4.5) and maintained general financial stability (Table 4.2).
This level emphasizes the clubs' active involvement and awareness of CSR
integration into their daily business practices, contributing positively to nearly all
stakeholder groups (Breitbarth, 2012). Certain clubs, such as 1. FC Köln and 1. FC Union
Berlin, were granted exceptions to the general criteria based on their emphasis on regional
engagement and a distinctive local focus, despite having a lower overall number of
initiatives and a low financial ranking. Additionally, exemptions were made for clubs like
Hertha BSC and FC Augsburg, recognizing their prioritization of regional involvement
over a high popularity rank.
Moving to the ethical responsibility level, clubs with less than 10 projects within
focus areas 1–4 were deemed ineligible to score higher, recognizing their regional and
social engagement but acknowledging its limitations. Furthermore, clubs focusing on the
environmental and sustainability area were considered deficient in meeting societal and
regional expectations, even though they are taking a step towards higher CSR standards.
Two exceptions were made for 1. FC Union Berlin and 1. FC Köln. When acknowledging
their lower overall project count, their standout efforts in focus area (1) in comparison to
other areas are remarkable. Both clubs demonstrate a recognition of the importance of local
engagement, distinguishing them from other clubs with potentially more initiatives. Clubs
adhering only to legal and political responsibilities without a genuine commitment to the
CSR philosophy could not reach higher than the legal and political responsibility level,
signifying solely a compliance-driven approach for clubs such as TSG Hoffenheim and
VfB Stuttgart.
Examining the SMC scale (Figure 2.4), clubs at the transactional level established
authentic and purposeful relationships with stakeholders, particularly those with
regionally-focused involvement as their primary focus area. The top three clubs in the
61
Table 5.1. Definition and Comparison of CSR standards within the defined clubs
Bundesliga club
Focus Area
CSR framework level
SMC level
FC Augsburg
Regionally-focused
Involvement
Societal and Regional
Responsibility
Transactional
Hertha BSC
Regionally-focused
Involvement
Societal and Regional
Responsibility
Transactional
1. FC Union Berlin
Regionally-focused
Involvement
Societal and Regional
Responsibility
Transactional
Vfl Bochum
Environment and
Sustainability
Ethical
Responsibility
Process
Borussia Dortmund
Environment and
Sustainability
Ethical
Responsibility
Transactional
Eintracht Frankfurt
Environment and
Sustainability
Ethical
Responsibility
Transactional
SC Freiburg
Environment and
Sustainability
Societal and Regional
Responsibility
Process
TSG Hoffenheim
Environment and
Sustainability
Legal and Political
Responsibility
Rational
1. FC Köln
Regionally-focused
Involvement
Societal and Regional
Responsibility
Transactional
Vfl Wolfsburg
Environment and
Sustainability
Ethical
Responsibility
Process
RB Leipzig
Environment and
Sustainability
Societal and Regional
Responsibility
Process
Bayer 04
Leverkusen
Education and Health
Promotion
Philanthropic Responsibility
Process
Borussia
Mönchengladbach
Environment and
Sustainability
Societal and Regional
Responsibility
Process
FC Bayern
München
Environment and
Sustainability
Societal and Regional
Responsibility
Transactional
VfB Stuttgart
Environment and
Sustainability
Legal and Political
Responsibility
Rational
1. FSV Mainz 05
Environment and
Sustainability
Ethical
Responsibility
Process
(Source; adapted from Carroll & Buchholtz, 2014 and Visser, 2006)
62
popularity ranking indicated stakeholder satisfaction, showcasing the contentment of their
stakeholders with their CSR approaches. Conversely, clubs at the process level
implemented practices to track actions for stakeholder satisfaction, surpassing foundational
levels yet seemingly fail to fulfill all stakeholder needs or establish instrumental
connections across all stakeholder categories. Finally, while clubs at the rational level, such
as TSG Hoffenheim and VfB Stuttgart, have acknowledged the existence of stakeholders
and their legitimate stakes in the organization and marking the initial phase of
implementing CSR initiatives to meet stakeholder satisfaction, they continue to be deficient
in implementing higher CSR standards – especially in comparison to other clubs. This
reinforces the idea that their current approaches are only compliance-driven.
The literature suggests that factors like tradition, local integration, and regional
roots play pivotal roles in developing high CSR standards, often independent of financial
metrics (Gehrmann, 1999; Hamm, 1998; Ludwig, 2022; Reiche, 2013; Walker and Kent,
2009). Specifically, Hertha BSC exhibits a high CSR standard despite lacking significant
financial resources. Additionally, previous research emphasizes that German football clubs
are intricately connected to their local communities, reflecting and contributing to regional
identities (Gehrmann, 1999; Hamm, 1998; Ludwig, 2022). Since the area of regionally-
focused involvement evolved as the second highest focus of the clubs – behind the area of
environment and sustainability – the results resonate with the literature's assertion that the
Bundesliga clubs' commitment to community engagement is a distinctive feature grounded
in strong regional ties. Consequently, the findings reinforce the understanding that regional
involvement is not just seen as one of many CSR areas by the football clubs in Germany,
but rather as a core responsibility (Gehrmann, 1999; Hamm, 1998). Moreover, the study's
exploration of clubs deviating from the 50+1 rule sheds light on the potential impact of
ownership structures (Bauers et al., 2019; Deutscher Bundestag, 2022; DFL Deutsche
Fußball Liga, 2023b; Eilers, 2014; Inoue et al., 2011). The existing literature acknowledges
that such deviations may lead to controversies and influence fan acceptance (Bauers et al.,
2019) and that clubs, depending on their ownership structure, may be using financial
advancements for non-CSR-related activities such as player transfers instead of
relationship-building efforts with their fans (Breitbarth et al., 2011; Lammert, 2008;
63
Lammert, 2014). These suggestions in the literature give potential explanations for the
observed discrepancies in popularity and engagement levels among clubs like RB Leipzig
or TSG Hoffenheim.
Additionally, the findings of the study emphasize Reiche’s (2013) notion that CSR
in the German Bundesliga is driven by societal, economic, and political factors. The
existing literature often emphasizes the importance of sports organizations adopting a
comprehensive CSR approach (Carroll & Buchholtz, 2014; Schleef, 2013; Steward et al.,
2003). The multifaceted variety of initiatives undertaken by the Bundesliga clubs, ranging
from regionally-focused engagement, historical responsibility, fair operating and business
practices, and more to education and health promotion, correspond with this advocated
approach. The substantial number of initiatives aligns with the assumption from existing
literature that the awareness and commitment to CSR in Germany, especially in sports, has
been on the rise (Bundesministerium für Arbeit und Soziales, 2023; Ludwig, 2022). The
specific examples of clubs engaging in projects supporting flood victims, educational
programs with schools, health-focused initiatives, and initiatives addressing historical
responsibility and racism resonate with literature highlighting the societal role of sports
organizations in addressing community needs and fostering inclusivity (Breitbarth et al.,
2011; Gieß-Stüber et al., 2018; Trendafilova et al., 2017; Walzel, 2018). Additionally,
identifying the emphasis on environmental and sustainability-focused initiatives aligns
with the increased scholarly interest in the ecological responsibilities of sport organizations
(Trendafilova & Babiak, 2013; Trendafilova et al., 2013). The Bundesliga clubs' collective
dedication to green practices, sustainable stadium entry solutions, and waste reduction
measures aligns with the emphasized role of sport organizations in environmental
stewardship. Therefore, the findings contribute empirical evidence to the theoretical
discussion on the sport industry's capacity to influence environmental change and the need
for sport organizations to implement sustainable practices to mitigate their environmental
impact.
Nevertheless, the results also challenge certain aspects of the existing literature on
CSR in sports, particularly the assumed relationship between financial performance,
sponsorship investments, and CSR engagement. While the literature suggests a direct
64
positive relationship between a club's financial strength and its commitment to CSR
activities (Inoue et al., 2011), this study identifies instances where this assumption is
inaccurate. For instance, the engagement of less financially inclined clubs, like Vfl Bochum
and SC Freiburg, in a significant number of CSR projects challenges the simplistic belief
that only financially prosperous clubs can afford to be highly involved in CSR.
However, the research ultimately showcases the already existing awareness of the
importance of CSR for all clubs. As one of the most important findings, this awareness
illustrates the immense evolution and growth that CSR has reached within sports,
specifically soccer in Germany. The newly mandatory CSR reporting for licensing
purposes by the DFL marks its ultimate integration into the league. As such, this act was
an integral step in reaching the next level of CSR within the soccer industry in Germany.
The implementation of CSR in its complexity is a process and the Bundesliga clubs are
well on the way to continuous development.
65
CHAPTER SIX – CONCLUSION AND RECOMMENDATIONS
Conclusion
The study explores the evolving landscape of CSR within the 1. Men’s German
Bundesliga, a league and sport where the concept of CSR has only gained prominence in
the last decade. While CSR has proven instrumental in enhancing economic performance
and corporate image in various sectors, its impact on the sport industry, particularly
football, has only recently been scrutinized. The Bundesliga, as one of the most successful
sports leagues globally, reflects this growing awareness, with clubs actively engaging in
CSR initiatives to contribute positively to society. This research explored the prevailing
CSR standards of the 16 consistent clubs in the 2021–2022 season, shedding light on
differences in focus areas and standards. The findings illustrate a complex CSR landscape
influenced by factors such as financial performance, popularity standings, governance
structures, historical influences, and geographical considerations. Notably, environmental
and sustainability aspects emerged as predominant focus areas for many clubs, signaling a
shared commitment to addressing environmental challenges. Nevertheless, the study
emphasizes the need for a more comprehensive approach, urging clubs to diversify their
CSR initiatives across various focus areas.
Based on the theoretical frameworks by Carroll (1979), Carroll and Buchholtz
(2014), and Visser (2006), the study classified clubs and their different CSR standards. On
average, the clubs reached the second to highest defined layer of societal and regional
responsibility on the adapted CSR pyramid, signifying a remarkable engagement in CSR
beyond mere compliance to political, legal, or social expectations. Additionally, an
examination of the SMC scale based on Carroll and Buchholtz (2014) unveiled varying
degrees of stakeholder engagement among clubs, with some establishing authentic
relationships while others only indicate a foundational approach. Ultimately, the study
underscores the significant progress clubs have made in integrating CSR and concludes
that clubs demonstrate an evolving awareness of CSR's importance, paving the way for
continuous improvement in soccer’s CSR landscape.
66
Recommendations
The dynamic landscape of the Bundesliga and the critical examination of each of
its clubs revealed some key aspects for improvement. While many of the clubs proudly
announce their initiatives, many of the most impactful ones seem to originate from fans
and club members, particularly organized supporters from the clubs’ respective curves.
Clubs often play a supportive role but fail to mention this in their publications; therefore,
they must ensure proper acknowledgment and separation of the true initiators in media
publications. Additionally, clubs must focus less on marketing their CSR campaigns and
more on fostering information exchange on their supported projects, meaning the clubs
must report concrete results arising from such endeavors instead of just mentioning their
participation.
Furthermore, the DFL portal “BundesligaWIRKT,” the main collection point for
CSR reports of the clubs reports that are now deemed mandatory for the DFL licensing
process, continues to lack representation, with only eight out of the 16 clubs complying
(DFL Deutsche Fußball Liga, 2024c). To ensure comprehensive coverage, transparency,
accountability, and compliance with DFL licensing requirements, it is a clear directive for
all clubs to actively contribute to the portal in the future. Acknowledging the diverse
content and form of individual reports, another objective for the DFL is to specify a
definitive procedure for certain CSR aspects, for example, the determination of the CO2
footprint. The goal is to enable a meaningful comparison between clubs through a
standardized calculation, promoting consistency and credibility. The overwhelming
number of CSR certifications, labels, and awards is challenging for the average fan to
comprehend. The DFL has to establish standards and norms, ensuring transparency and
comprehensibility in criteria for ratings and awards.
Future Research
Future research in the realm of CSR within the German Bundesliga could dive
deeper into several areas to enrich our understanding of the evolving dynamics. Firstly, an
in-depth analysis of the impact of ongoing global events, such as the COVID-19 pandemic,
on CSR initiatives could provide insights into how clubs adapt and innovate in response to
67
unforeseen challenges. Understanding how these external factors influence the execution
and scope of CSR projects would contribute to a more comprehensive analysis of the clubs’
CSR standards. Moreover, a longitudinal study tracking the progression of CSR practices
over multiple seasons could unveil trends, patterns, and the sustained impact of the
published initiatives additionally ensuring their validity. This approach would help
determine the long-term effectiveness of certain projects and provide valuable information
for clubs and stakeholders seeking to optimize their CSR strategies.
Lastly, as CSR reporting becomes increasingly integral, future research might
assess the effectiveness of mandatory reporting requirements, evaluating how clubs
comply with national and international standards and whether these reports genuinely
reflect the depth and impact of their CSR engagements. This would allow an examination
of the transparency and accuracy of reporting practices and could contribute to refining
reporting frameworks and enhancing accountability within the Bundesliga in the future.
Limitations
Throughout the analysis, several limitations have surfaced. First, the ongoing
influence of COVID-19 during the 2021–2022 season likely influenced certain numbers,
resulting in the exclusion of the stadium attendance ranking, and certain CSR projects that
have therefore not been listed by the clubs during that year. These disparities might have
influenced the execution of CSR projects, potentially leading to underrepresentation or the
absence of certain initiatives. Additionally, restrictions fluctuated across regions; each club
experienced unique impacts based on locational variations in COVID-19 regulations. For
instance, while Bavaria remained in complete lockdown, other regions in Germany, such
as Berlin had lifted restrictions, which created diverse challenges making it difficult to
uniformly assess and compare their CSR initiatives. This limitation implies a potential
deficiency in the accuracy and comprehensiveness of the depicted clubs' CSR activities
during that specific season.
Furthermore, the study didn't differentiate between initiatives of clubs' foundations,
the clubs themselves, or their subsidiaries. Separating initiatives from the club's foundation,
the club itself, or its subsidiaries could provide a clearer understanding of where and how
68
CSR efforts are allocated, potentially offering insights into the diverse approaches each
entity takes toward social responsibility. While all corporate structures were considered,
the analysis could have more fully captured the scope of CSR initiatives and their impact
across various arms or entities associated with the clubs when differentiating between
them.
Another factor was transparency; clubs that did not always openly disclose some of
their initiatives, therefore, they might seem less engaged than they actually are. Challenges
arose in accessing comprehensive and downloadable reports, potentially resulting in
incomplete information. The data collection process, involving sifting through club
statements and websites for some clubs, might have led to oversights in capturing smaller
initiatives compared to major projects specifically, as clubs tend to highlight major
projects/involvements. Nevertheless, attempts were made to divide such larger projects
into individual components. For example, including individually listed components such
as LED lighting, e-car parking spaces, and more instead of only listing it as a “climate-
neutral stadium.” Moreover, while the current analysis focuses on the 2021–2022 season,
the inclusion of mandatory sustainability reporting in the DFL’s licensing criteria in the
subsequent season indicates a potential increase in accessibility and accuracy of data in the
future. Ultimately, the study relies on information from public or direct sources without
specific verification, implying potential discrepancies between reported and executed
projects.
69
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APPENDICES
Appendix A – ISO 26 000
(Source; ISO, 2020)
ISO 26 000 Themes
Fields of action
Organizational
leadership
1. Strong influencing behavior
2. Emotional resilience; Self-control
3. Practicality
4. Extroversion
5. Ability to solve problems
6. Cultural competency and awareness
Human rights
1. Due diligence; Redressing grievances
2. Human rights support in critical situations
3. Avoidance of complicity
4. Avoidance of discrimination and protection of vulnerable groups
5. Civil and political rights
6. Economic, social, and cultural rights
7. Fundamental principles and rights at work
Labour practices
1. Employment and employment relationships
2. Working conditions and social protection
3. Social dialogue
4. Health and safety at work
5. Human development and training at work
Environment
1. Avoidance of environmental pollution
2. Sustainable use of resources
3. Climate change mitigation and adaptation
4. Environmental protection, biodiversity, and restoration of natural habitats
Fair operating and
business practices
1. Fighting corruption
2. Responsible political participation
3. Fair competition
4. Promoting social responsibility in the value chain
5. Respecting property rights
Consumer concerns
1. Fair advertising, distribution, and contractual practices
2. Protection of consumer health and safety
3. Sustainable consumption
4. Customer service, complaint management and arbitration procedures
5. Protection and confidentiality of customer data
6. Securing basic supply
7. Consumer education and awareness-raising
Community involvement
and development
1. Community involvement
2. Education and culture
3. Creating jobs and professional qualification
4. Developing technologies and enabling access to them
5. Creating prosperity
6. (Public) Health
7. Investing for the common good
87
Appendix B – Regionally-focused Involvement of the clubs
(Source; Annual Reports and Websites)
Bundesliga Club
Initiatives, Projects, Programs
FC Augsburg
• Team participation in the “Stadtradeln” (city cycling) event
• Support for the only women's fan club "Bella Augusta"
• Colorful activities on “Diversity Day”
• Vaccination campaigns at the WWK ARENA
• Help for flood victims
• U13 at the Augsburg animal shelter
• Raising community awareness of safe routes to school in
cooperation with the police
• U17 meets Catholic children's home Hochzoll
• Professional players surprise fans after fire
• Gym bag campaign - digital surprise for first graders
• Clean is in! U15 and U14 collect garbage
• Support for AWO Center for AIDS Work Swabia (ZAS)
• Variety of donations (e.g. “Packing bags for a welcoming
center”)
• Gift campaign for children (“FCA Christmas wishes”)
• Kits for amateur sport
Hertha BSC
• “Herthans help” day of action
• Supporting of charitable and social institutions
• Employees work at the Berliner Tafel twice a week
• Supporting Caritas food trucks in their weekly distribution
of food to homeless people in the city
• Christmas party at the pediatric oncology ward of Helios
Klinikum Berlin-Buch
• “Hostel4Homeless”
• "For Pauline" jerseys (proceeds were donated to the DKMS
bone marrow donor center)
• “After the flood: help for flood victims”
• Special christmas dinner for five families in need
• Wilhelm Wernicke Prize (as an incentive for individuals
and organizations in the Berlin-Brandenburg region to get
involved in the social environment)
• “Volle Pulle Hertha” project (provides homeless people
with reusable aluminum bottles)
• Class representative of the year competition
• Four partner schools: Brillat-Savarin-Schule, Dathe-
Oberschule, Katharina-Heinroth-Grundschule and
Pettenkofer-Grundschule
• Long-standing partner of the SOS Children's Village in
Berlin
• Action Hertha pubs
• Moneypool under the motto #GemeinsamHertha
#FürBerlin (for social projects and initiatives in the city)
1. FC Union Berlin
• “Kick & Work” - a training and internship fair in
cooperation with the Treptow-Köpenick regional training
association
88
• “Union macht Schule” project - sporting promotion of
young talent in Berlin schools
• Learning center - supplementary offers for school and
training (training center)
• Soccer in PE lessons module for elementary school in
Berlin
• Educational partnership with the Berlin Football
Association
• Sports programme for refugee orphans from Ukraine (once
a week)
• Köpenick refugee shelter residents invited to a joint dinner
under the motto “Anstoß zur Begegnung” (impetus to
encounter)
• Accommodation creation for those in need in a club-owned
property during the winter
Vfl Bochum
• Advancement of the concept for regional, sustainable
commitment (“HERE, WHERE THE HEART STILL
COUNTS”)
• Financial sponsoring of regional programs
• Sponsorship of seven schools in the region
Borussia Dortmund
• Initiativkreis Ruhr e. V. n “Bewusst wie e. V.”
• Extensive range of courses for sporting and personal
development in the region
• BVB Primary School Cup 2022
• Support for teachers in sports lessons
• Implementation of sports clubs in the open all-day program
• Club days in the city area
• Training program for trainees from Dortmund companies
• Education fair at their own training center
Eintracht Frankfurt
• “Frankfurt Cleanup” Event
SC Freiburg
• “Our Waldsee climate district” project (climate protection
at local level)
• Increasing the building renovation rate in the district
• Supporting more efficient energy use in households
• Installing more photovoltaic systems in the region
• Increasing the supply and sale of regional and organically
grown food
• Converting car parking spaces into bicycle parking spaces
• Construction of a wilderness experience trail in the
Oberried district of St. Wilhelm
• Donations of kits and other items to help those in need
• Kick Mobil - A cargo bike equipped with innovative play
and sports materials, mobile and available on football
pitches in various districts of Freiburg
• Cooperation with daycare center “KiTa Vielfalt” of the
Junikäfer Trägerverbund in Freiburg-Zähringen
• Support for the “Klima Arena” - educational arena (housing
& energy, lifestyle & consumption, mobility, climate
change & energy transition)
• Expansion of cooperation in the immediate vicinity of the
club to schools in the region
89
• “Show your colors” campaign - in cooperation with almost
80 municipalities from the region to support the club
1. FC Köln
• Exercise and education programs within the region
• Helping the homeless and needy in the region
• FC food distribution initiative
• Christmas visit to St. Joseph's Home
• Christmas dinner for the homeless
• Cooperation with twelve elementary school, several
kindergartens and secondary schools
Vfl Wolfsburg
• “Race to Zero” event
• Culture Café
• Hosting of a Kids’ Trainer Congress
RB Leipzig
• Choice of regional partners and service providers
• Passing on the old stadium seats to local clubs and
recycling the old seats (in cooperation with the University
of Leipzig)
• Joint "SEATainability" project with the Leipzig University
of Applied Sciences (HTWK Leipzig)
• Support for the Leipzig Tafel children's Christmas party
with tickets for a test match, a visit from Bulli and the
distribution of Christmas calendars
• Collecting donations for "Paulis Momente hilft e.V." and
its "Mut-Perlen" and "Freu-Zeit" projects to support
seriously ill children and young people from the Leipzig
region
• Support for Diakonie and Caritas as well as TiMMitoHelp
e.V and Hilfebus (Leipzig addiction center) institutions for
homeless people
Bayer 04 Leverkusen
• Dedicated areas for Quality Assurance within the stadium
• “Fankiste” - permanent fixture in the fan block at home
matches
• Fan pub “Schwadbud” in the heart of the arena (sports bar,
restaurant and fan shop)
• Availability of the fan pub for anniversary, birthday,
weddings, and other celebrations
• English double-decker bus “Schwadbus” as a dedicated
meeting point for home matches, matches in the region, and
as a means of transport for regular tours of the Sports City
of Leverkusen
• Special council “North Curve Council” for die-hard fans
(supports club management)
• Veteran team establishment with regular’s table (known as
the unofficial German Champion for the Senior Teams)
• Multiple membership options for fans of all ages under the
motto “Bayer 04 - Your Other Family”
• Cooperations with the City of Leverkusen and the Caritas
• Partnership with BV Bergisch Neukirchen to use their
training facilities
• Youth Training Centre Kurtekotten
• Special camp for young people with diabetes: the Diabetes
Football Camp
90
• Cooperations with the pronova BKK, the Klinikum
Leverkusen, and the Ypsomed GmbH
• “We (04) Help Day” - re-modelling of the practice circuit,
hanging new traffic signs, painting old traffic lights, cutting
the lawn
• Renovation of two Kindergartens in Leverkusen
• Support of the socially disadvantaged neighbourhood
Mörsenbroich
• Fan support hub for all fan clubs
• Open functions for fans to attend and discuss technical
matters, questions, etc.
• Online dialogue formats
• Bayer 04 Newsletter
Borussia Mönchengladbach
• Inviting a fan suffering from leukemia to the stadium
• Participation in the integrative educational program
"Football meets culture" in cooperation with the Catholic
elementary school in Holt
• Cooperation with youth welfare organization De Kull
• Support for De Kull'S open all-day program (OGS) at six
Mönchengladbach schools
• Promotion of football pitches by the Borussia Foundation
in the region
• Bildungspark MG – educational park (workshops, learning,
and more) - part of the Germany-wide network Lernort
Stadion e.V
FC Bayern München
• One million euro flood victim aid
• Donations to Bavarian amateur football clubs
• FC Bayern refugee aid in cooperation with the City of
Munich
• Munich Courage - Initiative against Violence in
cooperation with the Bavarian State Ministry of the
Interior, the Dominik Brunner Foundation, the Evangelical
Lutheran Church in Bavaria, the Archbishop's Ordinariate
of Munich, the City of Munich and the Munich Police
Headquarters
VfB Stuttgart
• Support of the construction of the Tannheim children's
cancer aftercare clinic
• VfB House (Young Rehabilitation)
• Support for the children's cancer ward at Stuttgart's Olga
Hospital
1. FSV Mainz 05
• 05ER Climate Defender School in cooperation with IGS
Retzenheim
• New environmental education project in cooperation with
the city of Mainz and myclimate (Young Climathon)
• Active involvement in the ÖKOPROFIT club in Mainz
• Project to preserve the honey bee and qualify people from a
wide range of backgrounds for sustainable beekeeping
tasks
• Cooperation with the Ökoinstitut e.V. Darmstadt and
ENTEGA
91
Appendix C - Education and Health Promotion
(Source; Annual Reports and Websites)
Bundesliga Club
Initiatives, Projects, Programs
FC Augsburg
• KidsClub discovers the FCA forest
• Day of the Forest and World Water Day
• Guided tour on the topic of water for the ClassicClub
• Bundesliga on the move - with FC Augsburg
• step kicks!
• Hybrid organ donation run
Hertha BSC
• Cooperation project "Sport im Kiez" (sports and exercise
program)
• Learning Center @ Hertha BSC
• Advice and networking services
• step kicks! - in cooperation with the Friedrich Ludwig Jahn
elementary school
• Employees at six schools and six daycare centers to support
teachers in sports lessons, sports clubs and sports activities
outside the classroom
• Workshops at schools
• Christmas tree sale to raise funds for children with cancer
• Long-standing partnership with Kolibri e.V. - Help for
children with cancer Germany
1. FC Union Berlin
• Vacation camps
• “Organic Bread Box Berlin-Brandenburg" initiative
• Action days "Unioners against cancer - Unioners for life!"
• Coach training module for soccer clubs
Vfl Bochum
• Promote physical activity in the workplace and expand
health offerings
• Establish a holistic company health management system
(also for players) by the end of 2023
• Cooperation with Bochum University of Applied Sciences
• “Blue and white movement room"
• Interactive step competition "step kicks!"
Borussia Dortmund
• Hiking days and exercise programs at the training center
• Three public school partnerships (“Schule.Neu.Denken.")
• Nutrition and exercise days for schools
• Hybrid soccer course format (“Beat the Pro”)
• Club museum BORUSSEUM
• “Footballers in focus" - Cooperation with the Arolsen
Archives
Eintracht Frankfurt
• Dribbling competitions
• Football tournaments
• Walk-on kids
• Hiking days
• Soccer school
• Soccer camps
SC Freiburg
• Wilderness excursions (e.g., about the "primeval forest of
tomorrow)
92
• “Together for the region, together for children's soccer!” -
Children's coach training (KiTZ) in cooperation with the
South Baden Football Association (SBFV)
• Dual training opportunities within the club
• "kick & read" campaign to improve the reading skills of
boys aged 8 to 14
• Füchsle days - increasing enthusiasm for soccer
• Educational offer for everyday language education and
health promotion for children from the age of three
• Language ball school (for improving motor and language
skills as well as personality development - including social-
emotional skills)
• Fußball-AG (FUNIÑO-AG) for primary school children –
promoting movement
• Weekly Füchsle ball school options for kids (for easier
integration of sport in everyday life)
• Three-day soccer camps for children ("Füchsle-Camps")
TSG Hoffenheim
• Employee training and workshops (e.g., on sustainability
issues and waste separation)
1. FC Köln
• Training days and soccer tournaments at the sports park
• Cooperation with Ping Pong Parkinson
• Physical education at schools for various sports
Vfl Wolfsburg
• Dual-study course and training options in partnership with
Volkswagen Group Services
• ‘Skills for Life’ programme
• Development of partnerships with schools
• Interactive step competition "step kicks!"
RB Leipzig
• Cooperation with the non-profit organization "JOBLINGE"
to help young people with difficult starting conditions into
the working life.
• "Fußball-AG" - a new sports project to promote the general
health of children at Leipzig's educational institutions.
• Joint project with Fanprojekt Leipzig "Lernkurve Leipzig" -
offers young people the opportunity to experience exciting
learning content in the Red Bull Arena, in line with the
motto "out of school and into the stadium"
• Support for the German bone marrow donor center
• Partner of the blood bank at Leipzig University Hospital
and the DRK's North-East Blood Donor Service
• Promotion of the topic of blood donation/ supply shortages
• The Football Fans in Training project was launched in
cooperation with German Cancer Aid and the Institute for
Therapy and Health Research to aid obese fans
• Indoor soccer tournament for vocational school centers
(BSZ) in Leipzig's "Soccerworld" in cooperation with the
State Office for Schools and Education of the Free State of
Saxony
Bayer 04 Leverkusen
• Bayer 04 Football Academy for talent promotion and as a
holiday camp
• Professional training sessions by trained young coaches
93
• Planned visits for children into the press centre, changing
rooms, matches, and more
• “Bayer 04 goes to school” - project to teach children about
fair play, violence prevention, nutrition, and more
• Multi-media classroom setup for extracurricular learning
• Lions Club
• Teens 04-Club
• Bayer 04-Club (from 18+)
• Silberlöwen - Silver Lions club (55+ years)
• Launch of project “Football Fans in Training” in
cooperation with the German Cancer Aid; aimed at
overweight males (covering topics such as sports, nutrition)
• Charity Golf Tournament
• Volunteering Academy - training day for licensed and
unlicensed coaches interested in club involvement and
volunteer work with/ training of children
• Workshops for amateur coaches
• Annual awards for volunteer work by Bayer 04
Sportförderung GmbH
• Bayarena volunteer experiences and opportunities to get
involved
• Family days once a season
• Bayarena tours offered for young fans with customized
looks behind the scenes
• Child mascot opportunities for children and adolescents
• “Factory Lion Interlude Match” - short game before a
Bundesliga match for selected junior players from
Leverkusen and the area
• “Das Dorf Bewegt sich - The Moving Village” - Initiative
to increase motivation for sport
• Integration of local amateur clubs into regular training and
match fixtures
Borussia Mönchengladbach
• Workshops on addiction prevention
• Charity golf tournaments
• Weight loss project "Football fans in training" (professional
guidance for weight loss)
FC Bayern München
• Promotion of education and upbringing with partnerschools
• Promotion of youth and elderly care
• "Kickoff - The mission" student competition (five student
teams work on solutions to make the operation of football
stadia more sustainable)
VfB Stuttgart
• Prevention project "With fun and games against drugs and
violence"
• „VfBfairplay“ and VfBfairplay fonds
1. FSV Mainz 05
• 30 partner schools
• 05ER classroom for education
• Activities of the "Fair play with the environment" module
• Workshops on waste separation, waste avoidance and
upcycling
• Workshops at partner schools to calculate their CO2e
footprint and identify potential for improvement
94
Appendix D – Diversity, Equity and Inclusion
(Source; Annual Reports and Websites)
Bundesliga Club
Initiatives, Projects, Programs
FC Augsburg
• Blankets for wheelchair users
Hertha BSC
• "Raus aus dem Abseits" - Football Friends Cup 2021, an
annual inclusive tournament together with the DFB
Foundation Sepp Herberger and the DFL Foundation
• Enabling a stadium experience for people with disabilities
• Promoting inclusion throughout the club (blind and sign
language reports)
• "Shift change"! - Day of action that gives people with and
without disabilities the opportunity to swap their respective
jobs
• Blind football team
• Cooperation with the Lesbian and Gay Association in
Germany (LSVD), the anti-violence project MANEO and
the lesbian-gay fan club Hertha-Junxx
• #helpers4free - free entry for people from the healthcare
sector and youth and refugee aid organizations
• Cooperation with the non-profit association CHAMPIONS
ohne GRENZEN e.V.
• Cooperation with SC Siemensstadt Berlin e.V.
• Tiny houses for homeless people
• Inclusive online readings with Aktion Mensch
1. FC Union Berlin
1. Audio commentary for blind and visually-impaired fans
2. wheelchair parking spaces
3. lottery for allocation of day tickets for severely disabled
persons
4. One disabled toilet
5. Supporter of the "Türöffner e.V." job network
6. Project partner in the nationwide "Welcome to Football"
programme
Vfl Bochum
• Socially acceptable ticket pricing and access option
• Status quo for diversity issues
• Strengthen tolerance for diversity
• "Fair play" in recruiting/ diversity dimension in recruiting
• Raise awareness of diversity issues among employees,
players and stewards
• Optimization of stadium accessibility
• Introduction of anti-discrimination contact point
• Diverse stadium catering
• Cooperation with Special Olypmics NRW
Borussia Dortmund
• BVB advent calendar 2021
• “Easy language” competition
Eintracht Frankfurt
1. Initiator of the celebratory day of the city of Frankfurt and
its cultural diversity under the name: "United Colors of
Frankfurt”
SC Freiburg
• Part of the "Sport and Inclusion Freiburg" network
95
• Inclusion of people with disabilities in all areas, activities
and events of the club
• wheelchair spaces
• Seats for visually impaired fans
• Barrier-free fan radio "Sport-Club live"
• Match captain armband in rainbow design
TSG Hoffenheim
• Accessible tickets
• Living inclusion at the Unified Cup (Unified is an inclusive
concept in which people with and without intellectual
disabilities play soccer together)
1. FC Köln
• Soccer inclusion days
Vfl Wolfsburg
• Diversity Steering Committee
• Diversity Match Day against discrimination
• Special ‘Diversity’ jersey
• Development of the Wolfsburg School for Diversity project
• Cooperation with inclusion counselling unit KickIn!
• Installation of gender-neutral toilets
• Setting up a ‘Stadium Contact Point’ for the first home
match day
RB Leipzig
• Vegetarian and vegan food options for athletes and
employees
• "Our ball is colorful" - motto (everyone welcome
regardless of faith, origin, skin color or sexual identity)
• Fans with disabilities are offered various services to enable
barrier-free participation on match day (audio description,
reportage for the blind)
• Fan day for people with disabilities
• Inclusive football camps
Bayer 04 Leverkusen
• Project "simply FOOTBALL" to integrate young people
with mental disabilities into club life - launched with the
German Football Association
• Partnerships with special needs schools (e.g., Hugo-
Kükelhaus School)
• Special needs schools with training sessions every Friday at
the Youth Training Centre (23 base camps)
• Special services for people with disabilities on matchdays
• Initiative to invite young people with and without visual
impairments to a blind stadium experience
• Training session of blind football under professional
guidance
• Catering counters equipped with picture menus
• Fan club “Deaf Bayer 04 Leverkusen”
• Special area for the blind and the deaf
• Separate access points with special hand rail
• Specially trained reporter team (seminars for coverage of
the blind)
• Seats marked with Braille
• Special seating for wheelchair users
• Appointments of representatives for the disabled
• Support of the 24 hour “Swimathon”
96
• “Power für Pänz - Full Power for the Kids” campaign
providing access to swimming courses for disadvanted
children
Borussia Mönchengladbach
• Three volunteer reporters for the blind for commentary on
all home matches (live and available on television)
• Seats for the deaf
• Fair ticket allocation for fans with disabilities
• Barrier-free online ticketing system
• Wheelchair seats
• Deaf Fohlen Borussia" - association of fans with no or very
limited hearing ability
• Promoting cooperation between men's and women's
football
• Internal inclusion team with five employees
• Diversity also an important topic in the presentation of
merchandising
• Away from the classic ideal (inclusion of female and male
plus size models in advertising)
FC Bayern München
• Disabled parking spaces
• Transport service for people with disabilities to grandstand
seats with special vehicles
• Disabled care facility and disabled toilets
• First-class disabled seating
• Headphones for the blind and reporters for the blind on site
• Smartphones for fans with hearing impairments (display all
verbal information (including stadium announcers, safety
instructions and advertising) as subtitles)
• Toilet for the severely disabled with hoist
• Offer of handicapped tours for individual and group
visitors on non-match days
• FC Bayern Museum - Germany's largest club museum
• Barrier-free stadium
• Support for the Special Olympics "We play without
offside"
VfB Stuttgart
• Barrier-free access to the Mercedes-Benz Arena
1. FSV Mainz 05
• Social Inclusion Tournament for children with and without
disabilities
• Part of the nationwide FootballFriends Cups in Germany
• Charity match that benefits the Lebenshilfe
Kreisvereinigung Ahrweiler e.V. (for people with
disabilities)
97
Appendix E – Historical Responsibility, Tolerance and Racism
(Source; Annual Reports and Websites)
Bundesliga Club
Initiatives, Projects, Programs
FC Augsburg
• Participation in international weeks against racism
• Never again - "Remembrance Day in German Football" and
the people who were persecuted and murdered by the
National Socialists during the Third Reich due to their
physical, mental or psychological disabilities.
• First point of contact for victims of sexualized violence
• U15s take part in Holocaust memorial tournament and visit
Auschwitz
Hertha BSC
• Cooperation partner of the "School without racism"
network
• "Street soccer for tolerance"
• Silent commemoration of the homosexual victims of
National Socialism
• Day of remembrance for the victims of National Socialism
• Fanclub United Colors of Hertha
• “Team Lotte” - Protection group working game days
• Adoption of the working definition of the IHRA
(International Holocaust Remembrance Alliance)
1. FC Union Berlin
1. Partner in the Treptow Köpenick Alliance for Democracy
and Tolerance
2. Part of the "Berlin Welcome Alliance"
3. Stadium rules adaptation to take action against racism and
right-wing extremist behaviour
4. Awareness campaign against homophobic discrimination in
football under the motto "Red Card for Homophobia"
(together with the Berlin Football Association (BFV)
and the Lesbian and Gay Association of Berlin-
Brandenburg)
5. Annual Respect Game
6. Intercultural weeks
Vfl Bochum
• "School without Racism - School with Courage”
Borussia Dortmund
• Workshops at the BVB Learning Center
• Lecture by Heinrich Czerkus (‘groundsman in the
resistance')
• 'Scherbenspur' campaign to commemorate the anniversary
of the 1938 Jewish pogroms
• Realization of a memorial trip 'in the footsteps of the moor
soldiers' to the former Esterwegen concentration camp
• Day against “forgetting" and "#WeRemember"
• Trip to Israel
• Symposium "Anti-Semitism and professional soccer"
• Dortmund e. V. motto „Kick Racism Out“
Eintracht Frankfurt
• Support for the “No Room for Racism” campaign
• ‘Soccer for Peace’ project
• Campaign ambassador for United Nation’s International
Weeks Agains Racism initiative
• “Show your stance” campaign
98
• #PlatzfürVielfalt (‘Room for Diversity’) slogan on match
jerseys as part of an initiative to combat racism and
discrimination
• #blacklivesmatter lettering on jerseys in support of the
movement
SC Freiburg
• "Friends instead of strangers" - measures that combat
discrimination and aim to create an open-minded, tolerant
and colorful society
TSG Hoffenheim
• Support for the "Day of Remembrance in German
Football" in memory of the victims of National Socialism
• Supporting the "Never Again" memorial initiative (to bring
the message of the survivors of the former Dachau
concentration camp to life)
• Organization of prevention on the topic of anti-
discrimination at the performance center in partnership
with the Zusammen1 initiative
• Support of social media boycott against racism and hate
1. FC Köln
• Day of remembrance for the victims of National Socialism
Vfl Wolfsburg
• ‘Service Quality Working Group’
• ‘VfL CONNECT’ app
RB Leipzig
• Project Common Ground - uses the power of street soccer
and creates equal access for personal development and
social coexistence in diversity with the KICKFAIR
educational concept
Bayer 04 Leverkusen
• “Welcome to Football” Project to provide training to
refugees from a range of nations (syrian, iraqi, afghan, and
more)
• Stadium tours and match tickets for refugees
• Inclusion of refugee children in the Academy programme
for free
Borussia Mönchengladbach
• Highlighting the friendly match in Tel Aviv against Israel
in February 1970 to set an example for international
understanding and against anti-Semitism
• Special exhibition in the interactive club museum
(FohlenWelt) to illustrate the club's social responsibility
• Workshops on anti-discrimination, gender roles, social
media and hate speech
FC Bayern München
• “Red against racism” initiative
• Raising awareness of issues through panel discussions,
workshops with external experts, joint campaigns by all
departments and regular consultations
• Initiative “Move against racism: Show your attitude!”
• Jersey with the inscription "Red against racism"
• Support for the "Queerpass Bayern" on Christopher Street
Day
• "Red against racism" tattoos distributed at Superbloom
Festival
• Children's educational program "Arena of Change"
• FC study on reappraising the history of the club as a
contribution to the culture of remembrance
99
VfB Stuttgart
1. Distribution of stadium bans following anti-Semitic and
racist incidents
2. Participation in the nationwide remembrance day for
victims of the Holocaust
1. FSV Mainz 05
1. Virtual events to commemorate the victims of the
Holocaust
2. Publication of a letter of dismissal on racist grounds as a
sign of opposition to racism
100
Appendix F – Environment and Sustainability
(Source; Annual Reports and Websites)
Bundesliga Club
Initiatives, Projects, Programs
FC Augsburg
• Combined ticket (stadium entry + public transportation ticket)
• Green electricity from 100 % hydropower
• Establishment of a team’s forest
• Tree planting campaign
• Officially a eco-profit company
Hertha BSC
• Combined ticket (stadium entry + public transportation ticket)
• Use of e-cars
• Energy-efficient conversion of the office
• Calculation of the ecological footprint of the entire club
• Conversion of the lighting completely to LED lights
• Sustainability certification in accordance with DEKRA's sustainClub
standard
• Products made from sustainable materials
• Supply chain tracking
• Waste clean-up campaign by the U17 youth team and partner
Mitternachts Sport e.V.
1. FC Union Berlin
• Sustainably produced fan merchandise
• Use of 60% renewable energies
• LED lighting to reduce CO2 emissions
• Use of energy-saving machines and technologies
• Environmentally friendly waste management
• Reusable cup system
• Official stream sponsorship for a section of the Wuhle
Vfl Bochum
• Combined ticket (stadium entry + public transportation ticket)
• Creation of an environmental strategy (more detailed database with
savings potential)
• Carrying out an annual CO2 balance sheet and irregularly
conducting a life cycle assessment
• Expansion of own PV system
• Creation of a concept for sensor-controlled building management
technology
• Conversion to smart lighting
• Reduction of water consumption
• Increasing the recycling rate
• Optimization of waste separation
• Internal mobility
• Life cycle assessment according to the Organisation Environmental
Footprint (OEF)
Borussia Dortmund
• Combined ticket (stadium entry + public transportation ticket)
• Emphasis on the "QS test mark", the "IFS-Wholesale" certificate and
the MSC "Certified Sustainable Fisheries" seal
• Garment-to-Garment-Recycling
• Reusable cup system
• Upcycling collection
• Reduced energy consumption; electricity and heat usage from
renewable sources
101
• Compensation for unavoidable emissions (e.g. flights)
• Expansion of LED lighting
• Photovoltaic system
• Cooperation with DEW21 (offering officially licensed products for
green electricity and green natural gas called"BVB VOLL-STROM"
and "BVB VOLLGAS")
• Bee conservation and education program
Eintracht Frankfurt
• ESG tool and rating system
• Sustainable merchandise in the fanshops
• “Arena of IoT” - digital center (Operation of own “Internet of
Things” structure)
• Establishing a framework for sustainable positioning
• Naturally-sourced power from 100 percent wind and hydro energy
• Achieved certification for BREEAM – an evaluation system for the
ecological and socio-cultural aspects of the sustainability of
buildings
• Installation of a heat exchanger with a frequency converter,
• Permanent lighting switched over to LED lamps
• Reduction and phasing out of single-use plastics
• Waste Management System (separate waste food and non-recycled
foodstuffs; recycling)
• Water efficiency (water volume limiters and water stop buttons)
• Time-controlled taps and electrical mixing taps on wash basins
(controlled by photoelectric sensors)
• Plant-based and low-carbon food products
• Inclusion in Sport Positive’s ranking (5th place)
• Combined ticket (stadium entry + public transportation ticket)
SC Freiburg
• Solar panels on the stadium roof
• Complete heating requirements covered by sustainable district
heating
• Photovoltaic systems
• Tree planting campaign with cooperation partner Badenova
• Digitalized building management system
• A combined heat and power plant
• A deep well and waterless urinals for sustainable operation
• Wood chip systems and optimized thermal insulation
• Geothermal heat exchangers for ventilation
• Thermal solar collectors for hot water preparation
• Conversion to LED lighting or the purchase of energy-efficient
refrigerators
• Optimization of the floodlighting
• Waste separation, including the rental of a paper press
• Purchase of green electricity
• Multi-year cooperation with the WWF environmental foundation
• Support for the UNESCO Black Forest Biosphere Reserve
• Combined ticket (stadium entry + public transportation ticket)
TSG Hoffenheim
• Reusable cup system
• Grass paper
• First certified zero waste arena
• Separation of recyclables
• Separation stations with information material in the spectator areas
102
• Pellet heating to supply heat to the arena
• Solar and photovoltaic systems
• "Sports for Future" - Founding partner of the registered association
(actively promotes climate protection, supports sustainability
developments in sport and initiates an overarching climate protection
project)
• Future strategy "TSG is movement" - expansion of commitment to
southern Africa in cooperation with the Federal Ministry for
Economic Cooperation and Development
• Combined ticket (stadium entry + public transportation ticket)
1. FC Köln
• Combined ticket (stadium entry + public transportation ticket)
• Sustainability game days
• Integration of mandatory sustainability criteria into the DFL's
licensing regulations
• Official ZNU standard certification (sustainable management
certification)
• Annual review of sustainability management by TÜV Rheinland
Vfl Wolfsburg
• Combined ticket (stadium entry + public transportation ticket)
• 2022/2023 jersey made up of at least 75% recycled material
• Clothing certified according to GOTS, Fairtrade or GRS, or
the official ‘Green Button’ quality mark
• Bike leasing programme for employees
• Electrification of vehicle pool
• Expansion of LED lighting
• Installation of a PV system
• Reusable cups and waste separation measures
• Partnership with Guppyfriend start-up to reduce microplastics
• Filter solution for hybrid turf pitches
• ‘Fair play – naturally!’ study on the impact of biodiversity
• Installation of nesting boxes for starlings to protect a breeding
colony
• Installation of a biodiversity roof
• Sowing of pollinator patches on brownfield land
RB Leipzig
• Combined ticket (stadium entry + public transportation ticket)
• Determination of our CO2 footprint with the aim of a gradual
reduction
• Implementation of energy management in accordance with ISO
50001
• Avoidance and reduction of plastic (especially disposable)
• Conversion of the RBL vehicle fleet to hybrid and electric vehicles
• Expansion of e-charging infrastructure
• Support for climate-friendly mobility for fans and employees, e.g.
job tickets, free offer for the use of local public transport with RBL
tickets, "JobRad" for employees
• Mobile ticketing
• Switch to digital information formats for fans
• Switch to LED floodlights
• Deposit cup system
• Bicycle garage for fans and VIP guests on match day
• Public catering: all packaging made from recycled material
• Water-saving WC systems
103
• Organic sweets and organic soft drinks in the stadium
Bayer 04 Leverkusen
• Combined ticket (stadium entry + public transportation ticket)
• Introduction of Energy Management System (EMS) in accordance
with the DIN 50001: 2011
• Annual energy saving goals (10%)
• LED lighting
• Two e-mobiles for carpools provided by TecArena+ GmbH
(subsidiary)
• In approx. 70% of ventilation systems compound heat recovery
systems, cross-flow or rotary heat exchangers implemented
• Energy for heating, ventilation and heating water system provided
by waste-to-energy plant of AVEA
• Company suggested scheme for energy and the environment
• Code of Conduct for most environmentally-friendly and cost-
effective behavior
• Promotion of bicycle use
• Incentives for carpooling as well as electro and hybrid vehicles
• Report on sustainability in accordance with the international
reporting standard GRI (global report initiative)
Borussia Mönchengladbach
• Introduction of a dedicated e-mail address
"[email protected]" where employees and fans can
contribute ideas
• Weekly report on a sustainability topic
• Inclusion of a longer section on sustainability in the club's own
FohlenEcho magazine
• Rasising awareness for the entire workforce on the topic of saving
energy
• Workshops on sustainability
• Conversion to LED lighting
• Own deep wells
• Irrigation of the seven natural and three artificial turf pitches as well
as all green areas in BORUSSIA PARK with groundwater
• Bicycle racks for fans
• e-charging points for e-cars
• "Go Green" - Co2 compensation project
• Automated flushing of urinals in the stadium via a time program
adapted to visitor behaviour
• Formation of the "Klimafohlen" working group to measure CO2
footprint
• Share of renewable energies at 54%
• Choice of local service partners
• All drinks delivered by "trinkkontor", a regional drinks wholesaler
• Food sourced from regional sponsoring partners of the association
• Meat substitute products offered in collaboration with Remagen
• Reusable cup system
• Flower meadows and roof plantings as contributions to biodiversity
• Installation of photovoltaic systems
• Establishment of "purely meatless" sales stands in the public area
• Combined ticket (stadium entry + public transportation ticket)
• Resource-saving operation (two combined heat and power units,
three condensing boilers and four gas-air heat pumps)
104
• Green electricity
• Installation of liquid gas tanks
• Tracking systems for supply chain management in the areas of
merchandising and catering & events
FC Bayern München
• Community system for voluntary environmental management and
environmental auditing EMAS (Eco-Management and Audit
Scheme)
• EMAS certification
• Allianz Arena member of the Climate Alliance, a broad social
network for more climate protection in Bavaria
• Arena turf is processed into fan store bags made from grass paper
• Bicycle parking spaces
• All-round LED exterior lighting for dynamic lighting scenes
• Fully digital system consisting of digital light (LED) networked with
intelligent control software
• Hybrid lawn
• Renewable energies and energy efficiency
• Sustainable mobility
• Elimination of single-use plastic
• Environmentally conscious waste management
• Water efficiency
• Vegetarian and low-carb delicacies
• Recycling rate over 90%
• Residual waste used to generate energy in waste-to-energy plant
• A nearby industrial estate is fed by means of cup flushing
• Electric vehicle charging stations
VfB Stuttgart
• Combined ticket (stadium entry + public transportation ticket
• Photovoltaic system on the roof of the youth training center
• Biodegradable VfB bags in the VfB fan shop
• First parts of a sustainably produced fan collection
• Participation in the development of sustainability standards together
with the independent expert organization DEKRA (sustain-Club)
1. FSV Mainz 05
• GOTS and FAITRADE certified products in the fan store High
environmentally friendly standards and minimum social, ecological
and economic criteria expected for merchandise manufacturers
• "Sports for Future" - environmental initiative to tackle the challenges
of the climate crisis together
• Upcycling
• Photovoltaic system
• Efficient technology for installation of heating& ventilation systems
• Solar roof system
• Energy management system (EMS)
• Awarded the energy certificate in accordance with DIN EN ISO
50001 by TÜV Rheinland
• Planting of trees, shrubs and flower meadows
• LED lighting
• Corner glass façades
• Bicycle parking spaces
• Reduction of CO2 emissions
• Fan express by train to away games
105
Appendix G – Internal Child and Youth Development
(Source; Annual Reports and Websites)
Bundesliga Club
Initiatives, Projects, Programs
FC Augsburg
• Training for children and young people at KJF Augsburg
• Swimming course for 12 KidsClub members
Hertha BSC
• Newborn project
• Daycare center project
1. FC Union Berlin
• Foundation “UNION VEREIN. Shoulder to shoulder”
• Vacation camps
Vfl Bochum
• Child protection concept (“Kinderschutz anne Castroper“)
• Child-friendly stadium
• Children club (Bobbi Club)
• Introduce "Future" advisory board to involve children,
young people and young adults
Borussia Dortmund
• BVB Evonik soccer academy
• Youth training center
• “Generational Marketing”
• BVB KidsClub (U14)
Eintracht Frankfurt
1. JOBLINGE initiative for career prospects
2. Online lessons for young players from abroad
3. Cooperation with the service provider Easy-Tutor, an
online tutoring tool
4. Junior performance center
5. Boarding school for young players
6. Learning assistance for the basics of the German language
in collaboration with Harald Becker (German teacher
with the professionals)
7. Teachers and physiotherapists
SC Freiburg
• Freiburg Football School
• Opportunity to do a voluntary social year (FSJ) in the
department social commitment for youth players
• Opportunities for young players through the sports
management vocational college (one-year internships in the
community involvement department)
TSG Hoffenheim
1. Internal training for personal development
2. Academy certified performance center
3. Children's prospects team (KPT) - talented F- and E-youth
players from the region take part in high-quality
training sessions
4. Six elite soccer schools in Sinsheim (partner "Anpfiff ins
Leben")
1. FC Köln
1. Training of twelve junior teams
2. Sports boarding school
3. Bio-banding as an innovative training approach (grouping
athletes based on characteristics related to growth and
maturation rather than chronological age)
4. Individual junior training
Vfl Wolfsburg
• Integrated child protection
• Support staff and mental performance coaches for players
106
RB Leipzig
1. Own academy for young talents (including recreation,
learning and training rooms, strength training areas,
wellness area with sauna and whirlpool, a dining room)
2. Physiological and medical staff
3. Opportunity for performance diagnostics
4. Supervisor apartments
5. Junior grounds (including natural grass pitches, artificial
turf pitches with grass heating, a shortened training
pitch, a motor skills park, a sprint hill and a speed
soccer court with natural and artificial turf)
6. Boarding school for junior players
Bayer 04 Leverkusen
• Special children’s department
• Free tickets for infants of up to three years of age
• Lions Club Kindergarten
• Daycare schools free of charge: Ballschool “Kleine Talente
ganz gross - young talent centre stage”
• Fanclub “Lions Kids” (participants receive season tickets
and are cared for by staff during a match)
• Fulltime fitness coaches in the training center
• Fulltime teachers in the training center along with the
teachers in the school cooperations
• Scouts, psychologists, phsyiotherapists, doctors, and other
professionals at the facilities
• Host families available
• Training of young people to provide separate prospects
outside of a football career
Borussia Mönchengladbach
• Players at the youth training center receive a wide range of
nutritional advice
• Obtaining the status of elite soccer school in the Junior
Performance Center
• Ecological Experience Days in the age groups U12 to U15
• Individual and group counseling for the youth teams from
U15 to U23
• Supporting the players by organizing and providing food
and drinks on training and match days
• Parent coaching (in the U9 to U14 age groups)
FC Bayern München
• Campaign weekend about diversity and solidarity on the
FCB campus (+ boarding school) with workshops, round
tables and sport
• FC Bayern Kids Club
• Two child protection officers (also responsible for
prevention and intervention)
• Regular, varied, age-appropriate events for younger club
members
• Support staff and mental performance coaches for players
VfB Stuttgart
1. Coaching licenses for junior players
2. Own youth training center
3. Individual potential analysis
1. FSV Mainz 05
1. Social pedagogues and sports psychologists
2. Cooperation with two elite soccer schools (IGS-
Bretzenheim & Elly-Heuss-Schule Wiesbaden)
107
3. Cooperation with the Gustav-Stresemann Business School
in Mainz
4. Cooperation with the Catholic vocational school in Mainz
5. Partner of the "Joblingen" cooperation
6. Individual support for young players and their introduction
to the demands of the professional game
7. Campus with artificial pitches, training pitches, a
goalkeeper training area, an athletics tent and a youth
house for A and B juniors
8. Tutoring and homework supervision
9. Video analysis with certified video analysts
10. Specialized trainers
11. Medical department
12. Cooperation with the University Medical Center Mainz and
the daily presence of physiotherapists permitted
13. Kolpinghaus boarding school
14. Developed training plan
108
Appendix H - Fair Operating and Business Practices
(Source; Annual Reports and Websites)
Bundesliga Club
Initiatives, Projects, Programs
FC Augsburg
n.A.
Hertha BSC
1. Hashtag "#FreeDeniz" on LED billboard to demand the
release of journalist Deniz Yücel, who is imprisoned in
Turkey
2. Twitter statement: "For us, every day is a day of human
rights. For freedom. For equality. For freedom of
expression and freedom of the press."
3. Published statement and criticism of World Cup in Qatar
1. FC Union Berlin
• Fair wages for farmers and textile workers
Vfl Bochum
• No Gender-Pay Gap
• Strengthen and develop employees
• Review and expand training offerings
• Family-friendly employer
• Annual review
• Dialog with stakeholders on sustainability issues
• Improve data quality, identify and assess sustainability
risks, prepare for CSRD, develop Reporting 2.0
• Compliance management system
• Implementation of sustainability criteria
• Inspection of production sites
Borussia Dortmund
• Federal Association of German Foundations ("leuchte auf"
foundation)
• Compliance with international supply chain regulations
• Preference with regional suppliers
• All manufacturers BSCI-certified (Business Social
Compliance Initiative)
• Cooperation with fairafric (fairtrade chocolate)
• Focus on Employee Life Cycle
Eintracht Frankfurt
n.A.
SC Freiburg
• Regionally-sourced food and drink offers
TSG Hoffenheim
• Sponsored accident insurance
• Free sports activities
• Support with health management
• Service bike leasing
1. FC Köln
• Compliance with legal requirements and international
standards of conduct
• Special jerseys and campaigns for human rights
Vfl Wolfsburg
• ‘OKR’ agile target management
• Yoga and Employee Kick – health programs
RB Leipzig
• Code of Conduct
• Binding Compliance Guidelines
• Anti-corruption guidelines
• Creating attractive and modern working environment
• Need-based opportunities for professional and personal
development
• Flat hierarchies (creative freedom, personal responsibility)
109
• Benefits in areas of nutrition, fitness & employee mobility
Bayer 04 Leverkusen
• Working time honor system for staff
• Actively cultivated Work-Life Balance (appropriate
compensation for weekend work and the use of
ombudspersons)
• Open office design/ open door culture
• Established guidelines/ availability of training courses
• Access to medical departments, sport facilities, and staff
catering
• Regular analysis of market renumeration and necessary
adjustments
• Openly communicated bonus system (voluntary benefits,
pension schemes, private hedging schemes)
• Free language courses
• Free sport courses offered
• Tax-free childcare subsidy
Borussia Mönchengladbach
• Compulsory training courses for players (topics such as
anti-discrimination, match-fixing and betting manipulation)
• E-learning course on anti-doping in cooperation with the
German National Anti-Doping Agency (NADA)
• Courses for employees
• "Social Experience Day" - event to sensitize
• Compliance index for the procurement of raw materials,
goods or services
• Code of conduct for business partners
• Compliance Index for environmental protection,
sustainability and fair treatment of employees
• Acting in accordance to the principles of the "Business
Social Compliance Initiative" (BSCI), the International
Labor Organization (ILO) and the ten principles of the
United Nations Global Compact
• "Whistleblower tool" to report grievances anonymously
• Portal for digital training for all employees in cooperation
with the company "mybreev" (e.g. for safety in the
workplace)
• Regular company sports program ("Fit at work")
• Participation in the Santander company run "Run & Fun"
FC Bayern München
• Mandatory, regular submission of an extended police
clearance certificate and signing of a declaration of
commitment of the code of conduct for all persons working
in the club
• Intervention guidelines (with external centers)
• Regular networking meetings and seminars for employees
• Information events for employees on various topics
VfB Stuttgart
1. Mobile working
2. Company sports programs
3. Part of the state network for human rights and democracy
development
1. FSV Mainz 05
1. Provision of free tickets under the motto "Mensch, Du hast
Recht" to support human rights
2. Free admission to all home matches
110
Appendix I – International Involvement
(Source; Annual Reports and Websites)
Bundesliga Club
Initiatives, Projects, Programs
FC Augsburg
• U15 donates jerseys to Senegal
• International Weeks
• Ukraine support - a sign for peace
Hertha BSC
• Participation in the "Discover Football" festival (alternative
perspective on women's rights and soccer worldwide)
1. FC Union Berlin
• Ukraine support
Vfl Bochum
• Support for United Nation campaigns
• Cooperation with the Bochum-Donetsk Association to
support Ukraine
Borussia Dortmund
• United Nations Global Compact (UNGC)
• European Club Association (ECA)
• German school abroad
• Foreign groups at the German training center
• BVB vs. Ghana match
• "09 days around the world" (virtual events connecting the
USA, Brazil, Poland, India, Japan, Korea, Vietnam,
Singapore and China with BVB)
• #StandWithUkraine: Charity match against Dynamo
KievBorussia
• Medical supplies and donations in kind for Ukraine
Eintracht Frankfurt
• Ambassador and support for United Nation campaigns
SC Freiburg
n.A.
TSG Hoffenheim
• Project for efficient stoves in Rwanda
• Reforestation project in the Kikonda Forest in Uganda
• Project for efficient stoves near the Kakamega rainforest in
Kenya
1. FC Köln
• Ukraine aid (monetary, material, for example by financing
ambulances)
Vfl Wolfsburg
• international StrongHER initiative
• Organisation of training camps in China and the USA; pilot
projects in Japan and South Korea
RB Leipzig
n.A.
Bayer 04 Leverkusen
• International match between Germany and South Africa
• Participation in the sport weeks for disabled of the Sport
Foundation in Liechtenstein
• Special Youth Camps in Basel (Switzerland) for young
people with mental/ physical dsabilities
• Official member of the Football Club Social Alliance
(FCSA) - supporting developing countries and crisis-ridden
regions (e.g. in the Jordanian desert)
• Training young people in countries such as Sudan,
Palestina, India, Columbia, and more to become football
coaches
• Project partnerships with World Vision and other local
partners in developing countries to offer workshops on
child rights and psychological support
111
• Official member in the “European Football for
Development Network (EFDN)
Borussia Mönchengladbach
• Hosting Ukrainian national team for a charity match at
BORUSSIA-PARK
FC Bayern München
• Use of exclusive brand rights, meet & greets and fan trips
to the Allianz Arena with cooperation partner Industrial
Bank of China (CIB)
• Equality Program in Doha
• Two-year housing project to provide refugees with
disabilities from Ukraine with care and a permanent place
to live
• Financing of a hospital in Senegal
• International Weeks against Racism participation
• International campaign "The Passion Behind Football" -
initiative for exclusive insights behind the scenes (to
increase transparency)
VfB Stuttgart
1. Cooperation agreement with the Chinese first division club
Guangzhou R&F
2. Support for international athletics meetings
1. FSV Mainz 05
n.A.
112
Appendix J – Comparison of stadium capacities in 2018/19, 2021/22 and 2022/23
(Source; Transfermarkt, 2023)
CnSR Performance – Stadium Capacity
(All figures in %)
Bundesliga Club
2018-2019 season
2021 – 2022 Season
2022 – 2023 Season
1. FC Köln
-
63.9
99.5
Vfl Bochum
-
63.8
97.4
1. FC Union Berlin
-
63.4
99.4
RB Leipzig
81.5
61.5
97.0
Bayer 04 Leverkusen
92.7
60.1
94.7
FC Augsburg
93.3
60.0
91.4
1. FSV Mainz 05
78.9
54.0
87.3
FC Bayern München
100
53.5
100
SC Freiburg
68.9
53.4
98.3
Borussia Dortmund
99.4
51.4
99.8
Borussia
Mönchengladbach
91.9
49.1
97.0
VfB Stuttgart
90.2
47.8
76.8
Eintracht Frankfurt
88.1
46.6
88.5
Vfl Wolfsburg
84.9
41.6
87.8
TSG Hoffenheim
94.4
39.6
81.7
Hertha BSC
66.1
31.5
71.9
113
VITA
Born in Munich, Germany in 1997, Denise Morawek spent most of her life in
Kirchseeon, Germany. Before graduating from the Gymnasium Kirchseeon in 2016, she
lived and studied abroad for a year at William Henry Harrison High School in Ohio, USA.
She continued her academic career through a Double Degree Business program at the OTH
Regensburg, Germany, and the University of the Sunshine Coast, Australia. The program
allowed her to also pursue an internship in Barcelona, Spain in her third year of studies.
Denise was an integral part of the European Business Society in Germany, first as an event
team member and ultimately as the president and first chairwoman. Additionally, she was
an active member of the Business School Student Association in Australia and served as a
senior member in the student consulting agency inTOUCH Consult e.V.
She successfully earned a Bachelor of Arts in European Business with a minor in
Project Management and a Bachelor of Business. When receiving the prestigious Fulbright
Award, she decided to continue her education in graduate school at The University of
Tennessee, Knoxville. During her time, she served as a Graduate Assistant with the Vol
Study Center, was initiated into the Phi Kappa Phi – Honor Society, and pursued a Master
of Science degree in Recreation & Sport Management. Throughout her time in Tennessee,
Denise developed an awareness of the importance of Corporate Social Responsibility
(CSR) in the sport industry and recognized the significant impact and unique role that sport
organizations play in society – especially in the football industry in Germany. Observing a
deficiency in research, she felt compelled to investigate the CSR standards of the 1.
Bundesliga. Some of her preliminary findings were presented at the 2023 European
Association for Sport Management Conference in Belfast, UK.
Upon completion of her master’s degree, Denise aspires to further her knowledge
in the areas of mental health and youth development of athletes by pursuing a Ph.D.
Afterward, Denise aims to utilize her acquired knowledge and expertise in real-world
applications within the sport industry. Her goal is to make a meaningful societal impact by
either contributing to increased sustainability as a CSR consultant, exploring opportunities
in sporting events, or working within the developmental aspects of youth sports.
Ultimately, Denise plans on returning to academia.
