Participants of the SPORT IMPULSES: PALESTRA 2024 sports conference

Participants of the SPORT IMPULSES: PALESTRA 2024 sports conference

Participants of the 3rd annual sports conference SPORTS IMPULSES: PALESTRA 2024

Ondřej Šebek

National Sports Agency

Funding and the status of sport in the Czech Republic

Alexandr Kliment, Veronika Opršalová

Alexandr Kliment - Czech Olympic Academy

Veronika Opršalová - Czech Olympic Foundation

CSR in sport and cultural heritage in sport

Martin Zahálka, Jakub Vrána

LiveBros

How to create a world-class viewing experience

Matěj Machytka, Ondřej Hnilica

Czech Olympic Committee

Social networks and digital media ČOV

Hana Bubnikova

Comet Brno

Tests wingate and VO2 - how to train in team sports

Miroslav Šperk, Tereza Eliášová

Czech Paralympic Committee

Funding parasport and training elite parasport athletes. Marketing and communication of parasport in the Czech Republic, Paralympic campaign 2024

Jan Toušek

CLASSIC GYM

Introducing the top category of the Classic Physique racing environment in the USA

Eva Vrabcová Nývltová

RUNCZECH Racing

Endurance training - working with a team

Sujit Chaudhuri

Associate Professor Sujit Chaudhuri, a recipient of the EU Marie Curie Professorial Framework Programme, has been teaching human resource strategy and management at home and abroad for 20 years. At Harvard Business School, he was involved in Michael Porter's program and later in the adaptation of HR Systems strategic tools to Dave Ulrich's methodology. He was born in Prague and speaks six European languages.

He has worked at more than 70 universities and colleges and has worked on projects in both public and private sector institutions. He founded the Office of Career and Talent Management at three universities and has a unique career portfolio concept that provides a structural understanding of competing career paths and personal branding. This model has provided opportunities for more than ten thousand students in the V4 countries.

He has worked for five major players in the multinational consulting industry on projects for several well-known large multinational subsidiaries in the V4 region. In addition, he worked as a senior program coordinator for CIPE (a joint venture between Amcham and USAID) in the Central and Eastern Europe Business Development Program.

As a former athlete, he has contributed significantly to the adaptation of management tools for sports organisations, participated in a 3-year career development programme for elite athletes from nine EU member states, and in a project supporting the development of their entrepreneurial skills with more than 600 participants. FIEPS is the officially recognized UN and IOC organization for sport management and physical education in 142 countries. Since 2024, Sujit Chaudhuri is the European President for the Middle East and primarily works on the implementation of the IOC's sustainability concept.

Member of the Board of Directors of the Sustainability Department of the Hungarian Economic Society, recognized expert of the Visegrad countries. Relevant topics are corporate strategy, management issues and HR management - in recent years, HR aspects of agile transformation, HR aspects of ESG-compliant corporate transformation, identifying, motivating and retaining key people in organizations, multi-generational and multicultural workforce, creating attractive organizational atmosphere and maintenance, effective and efficient HR solutions with the help of analytics, as Dr. Chaudhuri originally studied AI programming and also has an excellent mathematical background in science.

Sustainability and the mandatory European ESG standard in sport

Main objectives:

  1. Understand how important sustainability is for organisations across Europe.
  2. Identify the barriers and motives to sustainability.
  3. Understand how organisations can be supported to be more sustainable.
  4. Determine whether the organization measures sustainability and what policies or guidelines it follows
  5. The IOC's 2030 strategic objectives for the area of interest - how far has it succeeded?

Infrastructure and natural sites

  • The use of existing infrastructure is maximised and temporary and demountable sites are used where there is no need for a long term legacy or where this can be justified
  • If the infrastructure is built, it is viable and has minimal impact on the environment
  • The site has a net positive impact on local communities
  • Sites respect protected natural areas and urban green spaces are encouraged
  • Sites respect protected cultural areas
  • Sites conserve water resources and protect water quality

Sourcing and resource management

  • Sourcing products and services takes into account environmental and social impacts
  • Products and materials are treated as valuable resources and their life cycle is optimised

Mobility

  • Mobility solutions are environmentally and socially responsible
  • Cargo operations are environmentally and socially responsible - Sustainable tourism is promoted

WORKFORCE

  • Working conditions for staff and volunteers are safe and healthy and an active lifestyle is encouraged
  • The workforce is an example of diversity, inclusiveness and gender equality
  • Young professionals are offered opportunities for quality education and skills development
  • Working conditions across supply chains comply with applicable local, regional and national legislation and international agreements and protocols

KLIMA

  • Effective carbon reduction strategies are in place for operations and actions and are in line with the objectives of the Paris Agreement on climate change.
  • Adaptation to the effects of climate change is taken into account when planning sports facilities and events

SUSTAINABILITY ISSUES

Area 1

  1. Does your organisation have a public policy and/or sustainability strategy? If yes, please provide details, including the organisational scope (i.e. the scope that would apply to the goods and services supplied).
  2. Does your organisation have a senior manager and/or steering committee responsible for sustainability? If yes, please provide a description of the role and the name and grade of the person in the role.
  3. Has your organisation reviewed its environmental and social issues and impacts and set appropriate performance targets and objectives? If so, please provide details of key objectives and targets in this area and related achievements.

Area 2

  1. Do you communicate sustainability goals and objectives to employees and wider external stakeholders? If yes, please provide details.
  2. Does your organisation have formal certified systems in place to manage environmental and social issues (examples include: environment (e.g. ISO 14001); health and safety (e.g. OHSAS 18001); sustainable actions (e.g. ISO 20121)) or does it have specific or informal systems in place? If yes, please provide details.
  3. Does your organisation audit your management system? If yes, please provide details.

Area 3

  1. Does your organisation formally report externally on progress against your sustainability goals and targets? If yes, please indicate how and to whom, and provide examples (e.g. your most recent sustainability report).
  2. Is staff training provided in relation to sustainability? If yes, please provide details of the training.
  3. Has your organisation been successfully prosecuted for breaches of environmental or social legislation and/or received unfavourable media or stakeholder coverage in the last five years? If so, please indicate the measures your company has taken to remedy the situation and the measures taken to minimise the possibility of recurrence

Area 4

Please provide details of your approach to managing your supply chain, including the following:

  1. Does your organisation have an ethical sourcing policy or supplier code of conduct? If yes, please specify what it covers - e.g. human rights, labour standards, environmental management, animal welfare, etc.
  2. Does your organisation assess the effectiveness of your ethical sourcing policy or supplier code of conduct? If yes, please provide details.
  3. Has your organisation monitored its supply chain levels? If yes, please provide details on the level of visibility you have at different levels.
  4. Does your organization ensure that people affected by your supply chain activities have access to grievance and redress mechanisms? If yes, please provide details.

Eva Rebmann

EOC EU OFFICE

Why reducing sport organisations' carbon footprint - Understanding our starting point and getting ready for climate action

Nadia Cerna

Czech Olympic Committee

Calculating the carbon footprint for sports institutions - introduction of the carbon footprint calculation tool

Martin Kolar

Czech Tour

Calculating the carbon footprint of events - Lessons learned

 

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