1. Good Governance in Sport: An International Perspective on Why, What and How International Fair Play Congress Baku, Azerbaijan, 7-11 October 2015

2. A brief introduction to Michael Pedersen Internationally recognized expert and leader in good governance, transparency, ethics and integrity Former Head of World Economic Forum Partnering Against Corruption Initiative Founder of M INC. > change the game, Change Agent, Integrity Coach and Street Volunteer MSc degrees in international relations, corporate responsibility and global leadership An athlete with passion for sport

3. Michael Pedersen’s contributions to the sport community THOUGHT LEADERSHIP Speaking about sport governance at confe- rences Facilitating sport governance training and workshops Writing about evolving good governance practices in sport CHANGE MANAGEMENT PROJECTS Facilitating sport, country and issue specific projects in support of further raising sport governance standards to a best in practice, leadership level VOLUNTEER WORK Supporting high- potential projects that evolve around sport, children, values and positive societal change

4. WHY? – Sport organizations’ business case for good governance 2. It builds GROWTH by facilitating increased participation and increased revenues 1. It builds TRUST by enabling strong relationships with key stakeholders of sport 3. It builds PERFORMANCE by attracting and retaining people fit for the task, motivated and supported to perform to their full ability

5. Appreciation: Sport leaders and athletes reflect society with all its beauty and flaws Please help me illustrate, how sport leaders and athletes reflect society

6. HOW? - Sport governance as comprised of four horizontal and three vertical dimensions PREVENTIVE GOVERNANCE Standards for adequate rules and procedures of a sport organization DETECTIVE GOVERNANCE Standards for monitoring the adherence to the rules and procedures of a sport organization SANCTION GOVERNANCE Standards for deciding on and executing the sanc- tioning of proven breaches of a sport organization’s rules and procedures ‘SPORT IN SOCIETY’ GOVERNANCE Integrity standards for pro- jects or separate entities that a sport organi- zation is in charge of EVENT GOVERNANCE Standards for sport event integrity in the context of the events that a sport organization is in charge of ATHLETIC GOVERNANCE Standards for a leveled playing field for athletes in the sport(s) that a sport organization oversees INTERNAL GOVERNANCE Standards for the political and operational integrity of a sport organization

7. Netball New Zealand: A Winning Model for Professionalizing the Boardroom?

8. Badminton World Federation: A Winning Model for Democratizing Sport? Key aspects of the democratic model of Badminton World Federation: ‣ Member associations are allocated a minimum of one and a maximum of five votes, based on criteria that favor the ones contributing the most to the further development of badminton. Allocation of votes is made for a four-year period at a time, based on a four-year retrospective assessment period. ‣ The size of a member association’s membership fee is determined according to a scale of units that is a function of the number of votes allocated to the association. ‣ Travel expenses are covered for all member associations to send one representative to attend the general assembly. ‣ Vote by proxy is not allowed. Only member associations directly represented at the general assembly are in a position to cast votes. ‣ Most matters at the general assembly are decided by a simple majority of the votes. It takes the minimum presence of 1/3 of the members in good standing to form a valid general assembly quorum. Voting may take place by a show of hands or by voice. ‣ 21 of the 26 board members are elected at the general assembly, including the president. The remaining five board members are elected at general assemblies of their respective regional federations.

9. United States Anti-Doping Agency: A Winning Model for Independence and Prevention in the Fight Against Doping in Sport? Key governance measures that are transparently accounted for: ‣ United States Anti-Doping Agency (USADA) has a Board of Directors, comprised of ten non-executive directors. All directors are eligible to serve two consecutive terms of four years (a total of eight years). The Board of Directors is independent, inasmuch as it is self-perpetuating. It is required to have the following composition: Two directors, who have been elite athletes, but are no longer competing Two directors, who have previously been engaged in a national sport governing body, but have no current ties to such a body One director, who has been a professional coach, but is currently not in such a capacity Five other board members with relevant experience, skills and expertise ‣ A director is not eligible to serve in the Board of Directors, if (s)he or any of hers/his immediate family members are an: Employee of or serve in any governance or policy making capacity of a national sport governing body, United States Olympic Committee or any other sport organization, for which United States Anti-Doping Agency conducts doping controls Active athlete or a coach of an active athlete participating at the elite level of competition in an organization, for which USADA conducts doping controls ‣ Directors are not allowed to accept gifts, cash, travel, hotel accommodation, entertainment or favors. Only economy class travel is permitted.

10. www.minc.ch changethegame@minc.ch