Sport is a multi-billion dollar industry that touches virtually every corner of the world. It fills stadiums, drives media rights deals, and shapes the identities of cities and nations. Yet its environmental footprint is equally significant.
The numbers are hard to dismiss. According to a PwC report, a typical NFL game produces 35 tons of waste. Air travel represents one of the largest and most stubborn sources of emissions in the sport calendar. Add to that the energy demands of lighting and broadcasting major events, the water consumption of venues, and the mountains of single-use packaging that come with mass spectator gatherings. The picture becomes clear: sport, as it has traditionally operated, is not sustainable. And climate change has made that impossible to ignore.
Yet this challenge also presents a unique opportunity: sport has greater cultural influence and emotional reach than almost any other industry. That makes it uniquely positioned not only to reduce its own environmental impact but also to inspire more sustainable behaviours among billions of fans worldwide.
That shift starts with understanding what sustainability in sport management actually means and what it asks of the organisations that run it.
This article breaks it down: what sustainability in sport management is, why acting now matters, what best practices look like, how leading organisations are already doing it, and how to build a strategy that works in the real world.
What is sustainability in sport management?
Sustainability in sport management refers to the ability of sports organisations to operate in a way that minimises negative impacts on the environment, society, and economy, while maximising positive outcomes for stakeholders and society as a whole. This includes promoting environmentally friendly practices, social responsibility, and economic viability.
— ScienceDirect, How Sport Management Can Address Sustainability
Genuine sustainability requires a systemic approach: looking at the whole picture, not just the visible parts. For example, a sports organisation that installs LED lighting in its stadium but continues to fly its entire delegation business class for every away game is not operating sustainably.
Why sport organisations must act on sustainability now
Sport organisations face growing pressure from regulators, sponsors, athletes, fans, and host communities. This pressure is driven by two complementary forces: environmental urgency and changing business expectations.
The environmental case
The environmental threat is real and measurable. A 2024 study commissioned by the IOC found that of 93 cities with the infrastructure to host the Olympic Winter Games, only 52 will remain climatically reliable by the 2050s (Steiger & Scott, Current Issues in Tourism, 2024).
The impact isn’t limited to the Olympics either: in the 2022/2023 Ski World Cup, the first seven of eight scheduled races were cancelled due to warm weather (Greenpeace, The climate crisis and the future of Winter Olympics).
These examples illustrate a broader reality. Climate change is no longer a future risk for sport. It is already disrupting competitions, increasing operational costs, and threatening the long-term viability of many disciplines.
The business case
ESG and corporate social responsibility are becoming central to sponsorship strategy. According to a 2026 report by Bird & Bird, sponsorship packages increasingly include sustainability requirements, net-zero commitments, transparent reporting, and clauses around governance and impact data.
The message is clear: organisations that cannot demonstrate credible sustainability performance will find it harder to attract and retain major sponsors. Sport organisations that act now are not just doing the right thing. They are positioning themselves ahead of a shift that is already underway.
Best practices for sport sustainability
Research from ScienceDirect identifies five key areas where sport managers can take meaningful action.
Implementing sustainable practices
Operational improvements are often the most visible expression of sustainability. Although individual actions may appear modest, together they can substantially reduce an organisation’s environmental footprint while generating long-term financial savings. Such actions include:
- Recycling programmes and waste reduction
- Energy-efficient practices across venues and operations
- Water conservation
- Encouraging fans to use public transport, carpool, or cycle
- Engaging with and giving back to local communities
Educating stakeholders
Operational changes go further when they are accompanied by genuine awareness-raising. Sport organisations have a unique ability to reach and influence their audiences through:
- Educating fans, athletes, and employees about sustainability issues
- Orienting internal culture toward sustainable development
- Offering educational resources and training programmes
Using that reach to educate is both a responsibility and an opportunity.
Developing policies
Long-term progress requires more than isolated initiatives. Clear policies embed sustainability into organisational decision-making and create consistency across departments:
- Policies to reduce waste and maximise recycling
- Sustainable procurement policies (supply of organic, fair trade, or locally sourced merchandise)
- Water conservation standards across venues and operations
Monitoring and reporting
Measuring performance is essential for continuous improvement. Robust monitoring enables organisations to:
- Identify inefficiencies
- Assess progress against objectives
- Provide the transparent reporting increasingly expected by stakeholders
Widely recognised reporting frameworks provide structured approaches for measuring and communicating sustainability performance. They include ISO 20121, the Greenhouse Gas Protocol, the GRI Standards, and the UN Sustainable Development Goals.
Research and innovation
New technologies, materials, and approaches are constantly emerging. Organisations that invest in research and innovation and stay informed about best practices are better equipped to address future environmental and social challenges. To explore this topic further, read our article on how innovation in sport drives inclusion and sustainability.
Sustainable budgeting practices for sport facilities
Implementing sustainable practices also requires aligning financial decisions with long-term environmental and social objectives.
Rather than prioritising the lowest upfront cost, sport organisations should adopt life-cycle costing (LCC). According to ISO 15686-5, LCC evaluates the total cost of an asset throughout its entire life cycle, from acquisition and operation to maintenance, energy consumption and disposal, rather than focusing solely on the initial purchase price.
Applying this approach enables sport facilities to make investment decisions that maximise long-term value while reducing operational costs and environmental impacts.
5 sport organisations leading the way in sustainability
Leading organisations across professional sport, event management, and venue operations are already proving that sustainability can become a competitive advantage when embedded into long-term strategy.
VfL Wolfsburg
VfL Wolfsburg became the first football club in Europe’s top leagues to support the United Nations’ Race to Zero, committing in 2020 to reduce greenhouse gas emissions by 55% by 2030. In 2021, they were named sustainability champions of the German Bundesliga by the British organisation Sport Positive, a recognition that combines environmental performance with social involvement.
Waste Management Phoenix Open
One of the most popular events on the PGA Tour calendar, the Waste Management Phoenix Open tournament has been recognised as the largest zero-waste sporting event in the world. In partnership with tournament vendors and the PGA Tour, title sponsor Waste Management leads efforts to divert 100% of waste from landfill through recycling, composting, donation, and energy conversion. Since 2013, more than 10 million pounds of material have been redirected to their next best use.
Extreme E / Extreme H
Perhaps the most radical example of sustainability built into a sport’s DNA. Extreme E was the first racing series conceived as a direct response to the climate crisis. Electric off-road cars racing in remote corners of the planet most affected by environmental damage, from Arctic glaciers to the Amazon, with each race designed to raise awareness and fund local restoration projects. The series has since evolved into Extreme H, the world’s first hydrogen-powered motorsport.
State Farm Arena
State Farm Arena in Atlanta became the world’s first sports and live entertainment venue to receive TRUE Platinum certification: the highest standard for zero waste. Since May 2021, the Arena has consistently diverted a minimum of 90% of waste from landfill, through sustainable sourcing policies, volunteer engagement programmes, and comprehensive reduction and diversion planning.
Climate Pledge Arena
Home to the NHL’s Seattle Kraken, Climate Pledge Arena runs entirely on renewable energy and uses no fossil fuels. All its mechanical systems and cooking infrastructure are electric. The venue is LEED certified, holds TRUE Platinum certification (90%+ waste diverted from landfill), runs on 100% on- and off-site renewable energy including 1,300 solar panels, and offers free public transport to all events.
How to build a sustainability strategy for your sport organisation
These organisations demonstrate that sustainability is no longer a theoretical ambition but a practical reality. While every sport organisation operates in a different context, the principles behind these initiatives can be adapted to organisations of all sizes.
Rather than asking “what is the best sustainability solution for sports organizations?”, sport managers should ask “which actions will have the greatest impact for our organisation based on our activities, stakeholders, and resources?”. There is no one-size-fits-all solution. Every organisation faces different sustainability challenges, but all benefit from the same principle: a structured, measurable, and long-term sustainability strategy.
Assessing the current sustainability of a sport organization
Before deciding on implementing more widely known and popular sustainability initiatives or exploring innovative experimental methods, sports organizations should conduct a comprehensive sustainability audit of their current operations. This involves:
- Evaluating sustainability practices and gathering data on current environmental footprint, including parameters like CO2 footprint, energy and water consumption, and waste management
- Gathering financial data on the current cost of energy and resources consumption, including both regular day-to-day operations and the organisation of any special initiatives and events
- Assessing social responsibility impact, including community engagement efforts, gender equality and diversity topics
Designing a sustainability plan
Once organisations understand their current performance, they can develop a sustainability plan aligned with their strategic priorities and organisational values. This involves:
- Setting clear objectives, i.e. establishing specific, actionable, measurable, and time-bound goals that reflect the organization’s commitment to sustainability
- Identifying key areas for improvement, which will inform the future dynamics of concrete initiatives. Prioritizing sustainability initiatives based on their potential impact and feasibility, should also consider factors such as resource availability and regulatory requirements
- Developing actionable strategies: outlining concrete steps to achieve each sustainability goal, including timelines, responsible parties, and performance metrics
- Addressing sustainability challenges can require collaboration among stakeholders across the sport industry. By partnering with local communities, governments, NGOs, and other organizations, sports organizations can leverage collective expertise and resources to implement impactful sustainability initiatives
Managing the rollout of the sustainability plan
Once a sustainability plan is in place, effective management is crucial to ensure successful implementation. This involves:
- Building a cross-functional team: assembling a diverse team with representatives from different departments to ensure buy-in and collaboration throughout the implementation process
- Communicating effectively: developing a communication plan to inform stakeholders about the organization’s sustainability initiatives, progress, and achievements
- Monitoring and adjusting: establishing monitoring mechanisms to track the implementation of sustainability strategies and evaluate their effectiveness, being prepared to adapt the plan based on feedback and changing circumstances
Making sport and sustainability compatible is an ongoing commitment that requires sport managers and decision-makers to keep learning, keep questioning, and keep raising the bar.AISTS
Managing Sport Sustainability Programme
Conclusion
Sustainability is no longer an optional consideration for sport organisations. It has become a strategic management priority that influences governance, sponsorship, event delivery, stakeholder expectations, and long-term organisational resilience. Organisations that embed sustainability into their operations today will be better prepared to meet tomorrow’s challenges.
Developing that capability requires both recognised management frameworks and practical expertise. Through education, applied research, and advisory services, AISTS helps sport professionals transform sustainability ambitions into concrete action.
Ready to take the next step? Contact us to build your expertise or to support your organisation directly.
