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\"A famous soccer star is coming to town, but can practice with a pro help the MVP kids score big at their next game?\"-- Provided by publisher.

While environmental, social, and governance adoption (ESG) is growing, the sports sector is encountering distinct hurdles due to its economic intricacies and stakeholder complexities. A gap exists between ESG assessment and implementation, particularly in the translation of high-level principles into concrete operational strategies. Many clubs engage in ESG reporting or evaluations, but lack the actionable frameworks or internal capacity needed for effective execution. The aim of this study is to develop a practical ESG implementation roadmap tailored to the unique characteristics of professional sports clubs. Using the Delphi method, a three-round expert consensus process was conducted with 20 specialists from academia, clubs, corporations, the public, and media. The first round determined potential ESG factors, while the second and third rounds analyzed their relevance, importance, and feasibility using quantitative validity measures including the content validity ratio, convergence, and consensus. ESG strategies were categorized into three dimensions: environmental sustainability, social responsibility, and governance integrity. While the main environmental goals that emerge are waste management techniques and sustainable stadium operations, the social component emphasizes youth growth, diversity, and community services. The governance structure prioritizes transparency, anti-corruption initiatives, and stakeholder engagement. The transition from evaluation to action establishes a stakeholder-centric framework aimed at politicians, club administrators, and sports regulatory organizations to enhance sustainability, trust, and resilience. Plain Language Summary Creating A Practical Guide To Make Professional Sports Clubs More Sustainable and Responsible Throughout the world, numerous companies are making an effort to be more environmentally and socially responsible by adopting ESG principles—short for Environmental, Social, and Governance. Professional sporting clubs are particularly challenged to put these concepts into practice, though. As they engage with numerous individuals—fans, players, sponsors, local stakeholders, and governing bodies—it is not always straightforward to make clear-cut, uniform decisions enhancing everyone's welfare. This exercise sought to develop a usable guide that sporting clubs could adopt in an effort to incorporate ESG into everyday operations. In doing so, the researchers assembled 20 stakeholders from among universities, sporting teams, businesses, governmental institutions, and media outlets. They used the Delphi method, with the process consisting of three rounds of consultation with experienced individuals, to gather and develop ideas regarding what ESG would resemble in practice among sporting environments. The conclusions provide direction to clubs to act on. They provide methods to decrease waste and make arenas more sustainable, demonstrate how clubs can embrace youth and community initiatives, and emphasize fair and transparent decision-making. They are not purely hypothetical—they are intended to be implemented by club administrators, sporting authorities, and policymakers interested in making tangible changes. Through action rather than just words, this study brings sports clubs one step closer to being more sustainable, just, and reliable. It demonstrates that with the proper counsel from seasoned professionals, even multifaceted sectors like sports can foster greater relationships with society and work toward creating an improved world.

\"Five friends are ready for their school's Olympics field day. But not everyone wants to play fair: someone is trying to ruin the events. Can the kids in the Most Valuable Player club solve the mystery, save the Olympics, and take home the gold?\"-- Provided by publisher.

Background It is a common belief that most sports clubs and organisations are primarily focused on elite sports while placing less emphasis on the promotion of health-enhancing physical activity (HEPA). However, there is a lack of evidence on this topic in the scientific literature. Therefore, the aim of this study was to determine the level and correlates of the commitment of sports organisations in Europe to HEPA promotion. Methods Representatives of 536 sports organisations from 36 European countries responded to our survey. A multiple regression analysis was conducted with the commitment of sports organisation to HEPA promotion (0 [“not at all”] – 10 [“most highly”]) as the outcome variable and organisation type (“national sport association” reference group [ref], “European sports federation”, “national umbrella sports organisation”, “national Olympic committee”, “national sport-for-all organisation”), headquarters in a European Union member state (“no” [ref], “yes”), region of Europe (“Western” [ref], “Central and Eastern”, “Northern”, “Southern”), commitment to elite sports (“low” [ref], “medium”, “high”), and awareness of Sports Club for Health (SCforH) guidelines (“no” [ref], “yes”) as explanatory variables. Results Approximately 75.2% (95% confidence interval [CI]: 71.5, 78.8) of sports organisations were highly committed to elite sports. Only 28.2% (95% CI: 24.4, 32.0) of sports organisations reported a high commitment to HEPA promotion. A higher commitment to HEPA promotion was associated with the national Olympic committees ( β  = 1.48 [95% CI: 0.41, 2.55], p  = 0.007), national sport-for-all organisations ( β  = 1.68 [95% CI: 0.74, 2.62], p  < 0.001), location in Central and Eastern Europe ( β  = 0.56 [95% CI: 0.01, 1.12], p  = 0.047), and awareness of SCforH guidelines ( β  = 0.86 [95% CI: 0.35, 1.37], p  < 0.001). Conclusion From our findings, it seems that most sports organisations are primarily focused on elite sports. Coordinated actions at the European Union and national levels are needed to improve the promotion of HEPA through sports organisations. In this endeavour, it may be useful to consider national Olympic committees, national sport-for-all organisations, and relevant sports organisations in Central and Eastern Europe as role models and to raise the awareness of SCforH guidelines.

\"A Game of Privilege is a book about social inequalities and privilege in today's Mexico. Based on ethnographic research conducted in upscale golf clubs and in-depth interviews with upper-middle and upper-class golfers, as well as working-class employees, this book reverses the analysis of inequalities by focusing on privilege. Using rich qualitative data, the book examines how social hierarchies are relations produced through a multitude of everyday practices. A Game of Privilege not only analyses class but also explores how racial and gender dynamics reaffirm social hierarchies. This novel approach is combined with a space-sensitive perspective, showing how spatial dynamics underpin the reproduction of privilege\"-- Provided by publisher.

The application of the settings-based approach to sports clubs requires a context-specific framework to develop and operationalize health promotion interventions. Incorporating top-down and bottom-up perspectives into interventions increases their efficiency, success and sustainability. In 2020, the health promoting sports club (HPSC) model and intervention framework were created, including strategies and intervention components. A subsequent concept mapping study generated 35 statements from sports club stakeholders highlighting their needs when developing health promotion initiatives. This commentary integrates the concept mapping results into the HPSC model and intervention framework. The process added new sports club levels, updated existing and developed new intervention components, then classified them into the framework. The revised HPSC model has seven levels while the revised intervention framework includes 13 strategies and 69 intervention components. This revised HPSC framework provides sports club stakeholders, public health experts and researchers a means to develop and implement targeted health promotion interventions.

The article has three purposes: to present the key determinants of a sustainable business strategy for non-profit sport clubs in (post)transitional Europe; to discuss the strategic alternatives emerging in this context; and to disclose how a range of stakeholders influences the clubs’ decisions on major sustainable issues. First, the author describes the production process and the specific social context, highlighting three key strategic dilemmas affecting sport clubs’ economic sustainability. The second part describes the five typical strategic orientations, revealing that the stronger engagement of private sponsors in a club’s strategy generally implies larger annual budgets. However, it also forces club managements to accept riskier strategies and focus more on sport results than on the local community. The article proposes a new classification of sport clubs’ strategies, provides empirical insight into the development process of sport clubs from post-transitional European countries, and explains why they retained their status as non-profit organizations.

\"Salma dreams of becoming a champion swimmer like her hero, Olympian Yusra Mardini. So when she signs up for her school's swim club, it feels like her dreams could come true . . . until mean comments from older girls at the pool and women at her mosque spark body image and self-esteem issues. But with the help of her close friends and family--the team that always has her back--Salma is ready to claim her place in the pool.\"-- Provided by publisher.

Longer durations for near-work activities, such as studying, worsen eyesight. In contrast, outdoor exercise is effective in reducing the risk of developing myopia. Despite these findings, however, the interaction between studying and exercise in eyesight has not been quantitatively evaluated. Moreover, since there is a culture of attending lessons in Japan, it is important to investigate the relationship between elementary school activities, such as cram schools or sports clubs, and vision. Therefore, in this study, we examined whether attending cram schools and/or sports clubs is associated with the use of glasses among elementary school students. We conducted a survey among 7419 elementary school students in Tokyo, Japan using a food education questionnaire. A logistic regression analysis was used to evaluate the relationship between wearing glasses, an objective variable, and attending sports clubs and cram schools. Sex and school year were considered confounding factors. The results of this study showed that students who attended only sports clubs were more likely to be categorized into the “not wearing glasses” group (p = 0.03, OR = 1.45), whereas those who attended only cram schools were more likely to be categorized into the “wearing glasses” group (p = 0.008, OR = 0.67). In addition, students who attended both cram schools and sports clubs were more likely to be categorized into the “not wearing glasses” group than those who only attended cram schools (p = 0.28, OR = 0.85). Our findings indicate that attending not only cram schools but also sports clubs may prevent deterioration of eyesight. Parents and health care providers need to take these findings into account in order to prevent visual impairment in children.