Corporate Social Responsibility Report 2015 - 2016 - EFDN
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Real Madrid
Corporate Social
Responsibility
Report
2015 - 2016
2015/2016
Corporate Social Responsibility Report
Real Madrid Football Club
1. REAL MADRID C. F.
1.1 Institutional Profile
1.2 Sustainability at Real Madrid
1.3 Real Madrid Corporate Governance and Transparency Policy
2. CORPORATE SOCIAL RESPONSIBILITY AT REAL MADRID
2.1 Stakeholders served by Real Madrid
2.2 Real Madrid’s commitment to its stakeholders
3. FULFILMENT OF COMMITMENTS IN 2015/2016
3.1 Members
3.2 Players
3.3 Employees
3.4 Sports and public administrations
3.5 Other clubs
3.6 Clients
3.7 Fans
3.8 Suppliers
3.9 Society
3.10 The Media
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1.1.3 Values
WILL TO WIN Real Madrid’s main objective TRAINING Real Madrid constantly devotes
is to strive, to the best of its abilities, to win a great deal of effort to the discovery and
all of the competitions it enters while showing instilling of new sporting values. This
its commitment, its belief in hard work and involves channelling the necessary attention
its loyalty to its supporters at all times. and resources into the youth teams of all
The 11 Real Madrid C. F. European Cups at the Santiago Bernabéu Board room. its sporting disciplines and nurturing not
SPORTSMANSHIP Real Madrid is a worthy only the sporting development of its youth
and fair opponent on the field of play, upon players, but also their social, ethical and
which it competes with goodwill and respect civic education.
towards all rival teams and their respective
1. Real Madrid C. F. supporters. Away from the field of play it is SOCIAL RESPONSIBILITY Real Madrid is
Real Madrid’s overriding desire to maintain aware of the high social repercussion of its
relations with other clubs based on fraternity activities and it is for this reason that it ded-
1.1 Institutional profile 1.1.1 Mission and solidarity and to collaborate with them icates all the resources within its power to
and with the Spanish and international sports complying with the very highest standards of
Real Madrid Football Club is a sporting enti- To be an open and multicultural club that is authorities on a permanently on-going basis. good corporate governance and the promo-
ty whose objective and purpose is primarily both appreciated and respected throughout tion of the best sporting values, to strength-
that of dedicating its activity and assets to the world both for its sporting successes and EXCELLENCE AND QUALITY Real Madrid ening its relations with its members, former
the promotion of football in all its different for the values it disseminates which, based aspires to have the best Spanish and foreign players, fan clubs and supporters, and to the
categories and age groups and, generally, on the search for excellence both on and players within its ranks, to imbue them development and implementation of solidari-
the practice of all the sports specified by its off the field of play, contribute towards ful- with the values to which the club aspires, ty projects in favour of the needy both within
governing bodies. Likewise, as a comple- filling the expectations of its members and and to repay the support of its fans with a Spain and beyond its borders.
mentary activity, it may promote the devel- followers. sporting project based on quality, discipline
opment of the physical, moral and intellectu- and sacrifice for the common cause. With ECONOMIC RESPONSIBILITY Real Madrid
al culture of its affiliates by facilitating social 1.1.2 Vision respect to the management of its activities, is aware that it manages tangible and intan-
relations and a spirit of unity amongst them. the club adheres to the principles of good gible assets of exceptional value and impor-
A leading football and basketball club which, governance and transparency and strives for tance, and it is for this reason that it pledges
Real Madrid Football Club, which was found- by way of its sporting triumphs, fulfils the excellence at all times. to administer them responsibly, transparent-
ed in March 1902 and whose first foundation hopes and expectations of all of its followers ly, efficiently and honestly in benefit of its
charter is dated 18 April of the same year, in Spain and abroad, sustains its significant TEAM PHILOSOPHY All those who form members.
has full legal capacity in accordance with historical legacy, manages its assets part of Real Madrid, be they sportspeople or
the legislation currently in effect and is reg- rigorously and transparently to the benefit other professionals, make a commitment to
istered with the Spanish Football Federation, of its members and acts in accordance with working as part of a team and to give the best
as well as with those federations required for social responsibility and good corporate they have to offer for the good of the whole
the different sports in which the club com- governance criteria. without putting their personal or professional
petes throughout any given season. aspirations first.
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1.1.4 Real Madrid Foundation The Foundation is audited on an annual ba- 1.2 Sustainability at Real Madrid 1.3 Real Madrid Corporate Governance
sis and presents the results of the audit to and Transparency Policy
The Real Madrid Foundation is the instru- its Board, to the Foundations Commission Founded in 1902, the Real Madrid Football
ment via which Real Madrid exercises its so- of the Ministry for Education and Sport and, Club is an institution with over one hundred 1.3.1 Corporate Structure
cial responsibility and implements its social furthermore, they are published in both the years of history. Its corporate purpose and
and educational activities. In order to enable Foundation’s Report and Magazine. the unerring will of its membership endow it Real Madrid Football Club is a non for profit
it to do so, every year Real Madrid makes a with a permanent and perpetual character. It private sports entity formed by its members
donation to the Foundation. is for this reason that sustainability with re- in order to promote and practice the sports
spect to all of its decision-taking processes established in its Articles of Association.
The Foundation’s primary purpose is to pro- 1.1.5 Real Madrid Graduate School is considered with a view to the long-term
mote, both in Spain and abroad, basic sport- future. This sustainability manifests itself in 1.3.2 Administration of the club
ing values and the practice of sport itself to Following a period of in-depth internal reflec- the strict compliance with the principles of
serve not only as an educational instrument tion regarding the way in which the world of good governance and transparency, in a re- The management and representation of the
capable of contributing towards the full de- sports was developing, the club decided to sponsible economic management process entity corresponds to the General Assem-
velopment of the personality of those who extend its experience and knowledge to the that enables the indefinite continuity of its bly, the President and the Board of Direc-
practice it, but also as a social integration higher education sector, and with this pur- activities, in minimising the environmental im- tors. These three bodies are democratically
tool in benefit of those who are in any way pose in mind, in 2005 Real Madrid Football pact thereof and in maximising the contribu- elected by the members, whose wishes are
marginalised and to promote and dissemi- Club reached an agreement with the Euro- tion made by the club to society in economic represented in the way that the club is ad-
nate all the cultural aspects linked with sport. pean University of Madrid to set up the Real terms and as regards employment, sports ministered. The principles of accountability
Madrid Graduate School. The School offers, development and community activities. and transparency are systematically applied
The Real Madrid Foundation is made possi- both here in Spain and overseas, higher edu- in all the areas of the club in accordance with
ble by the collaboration, in addition to Real cation courses designed to provide students the standards of good governance.
Madrid C. F. of the different Public Admin- with specialist sports management training
istration Bodies and thanks to the generous of the highest quality, not only with respect Good corporate governance manifests itself
support which, in the form of patronage and to sporting facilities and equipment, but also in the administration of the club by way of
sponsorships, it receives from the relevant to the training and practice of the sport or
Spanish and foreign companies and, above the conversion thereof into a spectator event,
all, thanks to the individual contributions of and including every aspect related with com- The Santiago Bernabéu stadium.
thousands of Real Madrid supporters who munication, health and leisure, and all with
choose this way to express and strengthen official university qualifications. This makes
their association with the club. Real Madrid the first club of its kind any-
where in the world to be involved in the cre-
The Foundation implements its activities’ ation of a graduate school for transmitting
programmes within five major areas, namely the legacy of knowledge accumulated over
the promotion of sport as a whole, the devel- its 114 years of history to future generations
opment of values through sports education, of sports managers.
social projects, international cooperation
and institutional activities, in addition to the
documentation centre.
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cross-cutting policies and procedures that budget, and risk minimisation actions. Deci- Mandatory and auditable procedures exist with monitor and control the corporate govern-
ensure the control of key decisions such as sions regarding the recruitment or promotion the same objective as regards the approval of ance of Real Madrid in a democratic manner.
appointments, remunerations, purchases of staff and appointments, staff redundancies invoices received, the settlement of expens-
and investments. and remunerations are taken by the Executive es and attentions to protocol so as to prevent 1.3.5 General Assembly
Committee, which is made up of the club’s abuses from occurring in sensitive areas.
As far as all critical processes are concerned, senior executives and of members of the The General Assembly is the most senior of
the procedures to be followed have been de- Board of Directors. Likewise, the Executive This exhaustive operational control is not the club’s governance bodies and its duties
fined in such a way that their implementation Committee receives periodic reports from the limited to expenditure. The progressing include the approval and ratification or the
is fully verifiable, traceable and auditable. The Procurement Committee and the Economic of the collection of invoices issued is also censure of the President and of the Board of
application of good corporate governance Committee, draws up the action plans and im- systemised in order to keep arrears and Directors.
principles ensures that key decisions are en- plements the operating decisions in order to non-payments under strict control in all of
dorsed and are firstly subjected to the scru- meet the objectives established by the Board the club’s revenue areas, with this being ini- The General Assembly consists of all the mem-
tiny of the director of the corresponding area, of Directors and supervises and heads up the tially supervised by administration and, ulti- bers who are eligible to vote in accordance
secondly to the validation of the operational administration and management of the club mately, by the Economic Committee. with the system of democratic representation
management structure that acts across the in the broadest sense of the word by taking established in the club’s bylaws.
entire organisation (Human Resources, Legal the ordinary decisions that do not require the 1.3.3 The Real Madrid transparency policy
Services, Procurement, Expenditure Control, approval of the Board of Directors. Finally, the The General Assembly examines and, where
etc.), and thirdly to the approval of committees correct implementation of all the processes is Real Madrid fully assumes its obligations of appropriate, approves the Management Re-
formed by senior club executives and mem- supervised by the Department of Control and accountability, publication of relevant data port, Balance Sheet and Profit and Loss Ac-
bers of the Board of Directors. A Procurement Internal Auditing. All these steps ensure that and disclosure of its corporate activities. It count of each financial year, as well as the
Committee and an Economic Committee have the correct decisions are taken, that these has therefore implemented an Integrated pol- following year’s budget.
been established and meet periodically to concur with the strategy and do not exceed icy of transparency in recent years that culmi-
decisions regarding the purchases of goods the approved budget. nated in the website: http://www.realmadrid. The General Assembly is the utmost institu-
and services, investments, remaining within com/sobre-el-realmadrid/el-club/transpar- tional instrument through which the principle
encia which publishes all institutional, fi- of accountability that guarantees good gov-
nancial, organisational and contractual data ernance with respect to how Real Madrid is
The Santiago Bernabéu stadium during a League game. according to national and international stand- managed is systematically applied.
ards, such as Transparency Act 19/2013,
public information and good governance, as Other exclusive powers of the General As-
well as the International Transparency INFUT sembly include the amendment of articles
indicators. The transparency policy forms of association, taking the most important
part of the broader obligations of corporate economic decisions, passing a motion of no
responsibility and good governance, is sup- confidence in the president or in the Board
plemented by the Code of Ethics and control of Directors, and the calling of a referendum
programs that guarantee the prevention of among the members in order to decide upon
non-compliance and culminates in the quality matters of extreme importance. All the fore-
and stakeholder participation systems. going endows the General Assembly with an
extremely wide range of powers, all of which
1.3.4 Members’ Rights go towards guaranteeing the sound corporate
governance of the club.
All members have the right to enjoy the club’s
activities in accordance with the rules estab-
lished for doing so, and to choose not only
the bodies that represent and govern the
club, but also the most senior bodies which
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1.3.6 Election of the President and The Board of Directors remains in office for a
Board of Directors period of four years as of its announcement,
and its members can put themselves forward
The Board of Directors is the body directly re- for re-election, either as a single unit or sep-
sponsible for the administration, governance, arately as parts of other candidacies.
management and representation of the club.
The Board of Directors oversees the actions The Board of Directors is endowed with the
of the club’s executive managers and in turn widest range of powers with which to govern,
reports its findings to the General Assembly, administrate and represent the entity as the
thereby ensuring the principles of good cor- maximum body for expressing the will of its
porate governance are applied to the man- members, with the only limit upon these be-
agement of Real Madrid at all times. ing those matters that can only be decided
upon by the General Assembly. Real Madrid celebrates the 11th Champions League title in Cibeles.
The President and the Board of Directors
are democratically voted in as a result of 1.3.7 Control Systems As a whole, the control systems implement- delegating of powers under the principles
the corresponding elections for which those ed by Real Madrid ensure that the way in of good corporate governance, control pro-
members who are in compliance with that As mentioned above, Real Madrid is a trans- which it is run is permanently adapted to the cedures and surveillance bodies which, to-
established in the articles of association put parent institution that is committed to the principles of good governance and transpar- gether with its Code of Ethics and reporting
themselves forward as candidates. principles of good corporate governance ency to which the club unreservedly adheres. mechanisms provide the club with the neces-
and, above all, with the principle of account- The control, the degree of consultation with sary means to suitably prevent and sanction
Elections to choose a new President and ability being systematically applied at all lev- respect to decision taking and the policy its responsibility in the fight against all types
Board of Directors are called under the fol- els of club management. The control activity of accountability are rigorously applied to of irregularities, both of a generic nature
lowing circumstances: is the result of the workings of the club com- prevent the taking of arbitrary decisions and such as fraud and embezzlement, as well
ing under constant scrutiny by its internal ensure that nobody can take decisions that as specific types in the area of sport, such
A. Due to the term of office of the former Pres- executive bodies, by all of its members, by compromise the good name and administra- as illegal betting, rigging of games, doping,
ident and Board of Directors having expired. the authorities, and even by public opinion tion of the Club. competition fraud, racism, xenophobia, har-
via the communication media. The internal assment and violence in sport. Real Madrid
B. Upon the decision of the President or of executive body is the Department of Control Real Madrid implemented an Organisation maintains a firm position in the fight against
the Board of Directors. and Internal Auditing which, reporting direct- and Management Model to Prevent Criminal all such burdens that threaten sport.
ly to the President of the club, defines and Activities on 1 April 2014, which is shown on
C. When so agreed by the General Assem- audits the control procedures and systems the club’s intranet and is therefore known by The Organisation and Management Model
bly due to the resignation or disqualification necessary for ensuring a maximum degree of all the club’s employees. defines how the Club reaches and makes its
of the Board of Directors, or whenever the institutional rigor. The membership exercis- decisions through its collegiate bodies to en-
number of Board members falls below a total es control via the Delegate Members’ Meet- In a single document that complies with the sure analysis, debate and consideration as
of five due to resignations, abandonments, ing and the Board of Directors. The sports standards of good governance, the Real part of a team before the decisions are made.
deaths or physical disabilities. authorities (national and international feder- Madrid C.F. Organisation and Management Management processes are meticulously
ations, national leagues and the (Spanish) Model contains the regulations set forth in defined, with explanations on the necessary
D. Due to a vote of no confidence approved National Sports Council) also permanently its Corporate Bylaws, Code of Ethics, Proce- steps and authorisation by the managers in-
in accordance with that stipulated in the ar- supervise the club’s activities, which are also dures Manual and Corporate Responsibility volved. These processes are also present in
ticles of association - bodies, and with the under the constant scrutiny of the different Report. the computerised workflows that include fi-
control procedures implemented by the Gen- communication media, further proof of the nal authorisation and approval for each type
eral Assembly to ensure the good govern- club’s transparency with respect to the man- The Organisation and Management Model of task, meaning that decisions are validated
ance practices of the Club. agement of all its activities. includes a system of decision-making and at different authorised levels of management
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2. Real Madrid Corporate
Social Responsibility
2.1 Real Madrid Stakeholders 2.1.5 Other clubs
2.1.1 Members Real Madrid’s sporting activity inevitably en-
tails participation in local, national and inter-
The Members of Real Madrid Football national competitions. The other clubs we
Club are individuals who, upon meeting compete with are another of our priority in-
the regulations approved by the General terest groups with whom we aim to establish
Assembly, join the entity and are bestowed and fulfil firm commitments.
with the rights and obligations contained in
the statutes. The members are the owners 2.1.6 Clients
of the club and, as such, its most important
stakeholders. Our activity requires economic income that
originates from our clients. Our clients are
Aerial view of the Santiago Bernabéu stadium. 2.1.2 Players and referees both companies and individuals. These com-
panies include television channels, sponsors,
Real Madrid’s corporate purpose is to pro- licensees, and lessors that rent out boxes
and that the processes are fully traceable data security project and establish clear mote sport. Therefore, all the players and and facilities for all kinds of events. The
and documented for the purposes of registry, policies on how to handle data and the nec- referees are a group of great importance to club’s individual clients are those that pur-
control and auditing. Similarly, the signing of essary security controls, as an efficient pre- the club. chase a ticket for any of the sporting events
documents follows strict procedures of vali- ventive measure to facilitate the reduction of that we organise, a ticket to visit our facilities
dation and registration to ensure permanent risks for the Club. 2.1.3 Employees and exhibitions or buy the products with our
compliance with the club’s authorisation brand.
policy and the traceability of all transactions. The project will increase the efficiency of the In order to carry out its various activities, Real
prevention/detection of possible computer Madrid not only depends on its athletes, but 2.1.7 Fans
also the other employees that offer the entity
An essential part of the Real Madrid Or- crime, as well as incorporate new mecha-
their professional services.
ganisation and Management Model is the nisms of compliance with the data security The fans are those that support our teams in
identification of the club’s risk of criminal policy. the various competitions in which we partic-
liability which, in addition to the analysis of 2.1.4 Sporting and public administrations ipate. Real Madrid is a club that is open to
the likelihood of occurrence and impact of Another significant step forward in relation to everyone. Among fans, fans club members
each such risk and the relevant prevention control systems has been the culmination of Our sporting activity entails a continuous and those that maintain a direct relationship
and action plans, constitute the Real Madrid the transparency policy, which has aimed at relationship with sporting administrations: with the club through the Madridistas loyalty
Criminal Activities Risk Matrix. Said analysis going further than the legal requirements es- national and international federations, the programme are groups of particular interest
also gives rise to the club’s Criminal Activi- tablished by the Transparency Act 19/2013, professional leagues in which we partici- to Real Madrid.
ties Risk Map in which each risk is measured by publishing all the data and indicators re- pate and the National Sports Council. Our
by its probability of occurring (high, medium, quired by INFUT, the index established by economic activity also entails a continuous 2.1.8 Suppliers
low) and its impact (slight, moderate, high). International Transparency Spain. This en- relationship with Public Administrations,
The Control and Internal Auditing Department ables and activates an on-going corporate both state (Inland Revenue, Social Security), Suppliers are also a group of strategic inter-
systematically monitors the established ac- control based on the permanent and updat- regional (Region of Madrid) and municipal est in our value chain, as essential partners
tion plans to minimise the probability of oc- ed publication of the club’s relevant infor- (Madrid City Council). in order to offer goods and services that
currence and impact of each risk identified. mation, increasing its own level of demands comply with set parameters and assist in
and promoting the excellence of its control achieving the club’s overall objectives.
Last season, Real Madrid began a project systems.
with the Deloitte firm to implement a new
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Procurement management and service 2.2 Real Madrid’s commitments to its 2.2.3 Employees with authorities on community projects and
contracting are regulated by internal rules, stakeholders especially with respect to order and security
control systems and procedures in order Real Madrid aspires to be an excellent place at the sporting events we organise.
to achieve the best possible supply option, 2.2.1 Members to work, offering its workers permanent paid
optimising the investment made. employment at market conditions, adherence 2.2.5 Other clubs
Real Madrid promises its members that it will to the strictest principles of equality and
2.1.9 Society maintain and foster the club’s values, fulfil the promotion of diversity, opportunities to As a sports competitor, Real Madrid upholds
the strictest standards of good corporate reconcile their professional and personal lives, fair play, competitive spirit and respect in all
We also feel a great responsibility that we governance and transparency, encourage training opportunities and emphasis on work its performances, and participates in com-
look to articulate in the form of commitments members’ participation through the means health and safety. mon initiatives and projects for good causes.
made with society at large. Real Madrid is established in the statutes and, above all,
the institution it is because of the community strive constantly for sporting achievements. 2.2.4 Sporting and Public Administrations 2.2.6 Clients
it belongs to, which offers it considerable The club commits to maintaining healthy
support. In response, Real Madrid commits finances with on-going supervision in a Real Madrid promises sporting administra- Real Madrid promises its clients that it will
itself to helping the needy and assisting transparent process of auditory systems tions that it will adhere strictly to the prin- maintain and promote high standards in
community projects in which its values and and controls under the general principle of ciples of fair play, institutional cooperation, quality and innovation, promote customer
sporting experience may be useful. continuous and systematic accountability. respect for authority and participation in all satisfaction and maintain professional pro-
sports organisation authorities. With regards cesses of claims management and the as-
Real Madrid is also committed to training 2.2.2 Athletes to public administrations, Real Madrid’s sessment on on-going improvement of its
new generations of sports managers that will commitment is to fulfil its fiscal, social, good services.
contribute to improving their communities’ Real Madrid promises athletes and referees corporate governance and transparency and
health, recreation and economies. that it will embrace the sporting values of environmental obligations, working closely
fair play, respect and competition. The club
Our present and future vocation leads us to maintains the on-going commitment with its
work with youngsters and commit ourselves players of all levels to develop the academy,
to their future. We are therefore careful foster athletes’ physical well-being,
that our impact on the environment does adhere strictly to their contracts, maintain Real Madrid shield at the Santiago Bernabéu stadium Presidential box.
not compromise its enjoyment by future competitiveness in order to aspire to the
generations. highest sporting achievements, offer the
athletes good facilities, excellent coaching
2.1.10 The media professionals and visibility through media
presence. These commitments extend to
The club is aware of the interest it attracts those who have left professional competitive
from society and public opinion and, sport at the club and belong to its Veterans
therefore, of the essential role fulfilled by Association.
the media. It is committed to them as a
relevant stakeholder that carries out social
communications.
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2.2.7 Fans 2.2.8 Suppliers Furthermore, purchasing from local suppliers 2.2.10 The Media
is encouraged as far as is possible, fostering
Real Madrid promises all sports fans that Real Madrid is firmly committed to devel- the creation of wealth in the surroundings. Real Madrid responsible undertakes a rela-
it will adhere to the principles of fair play, oping responsible procurement policies that tionship of collaboration based on the pro-
always endeavour to promote sporting val- include suppliers in compliance with appli- 2.2.9 Society fessionalism and reporting transparency with
ues, reporting transparency, respect and cable standards of human rights, ethics and the social Media, notwithstanding its com-
maximum safety at the events it organises. environmental care. Real Madrid effects its social commitment pliance with data and information protection
Real Madrid maintains a closer relationship through the activity undertaken by the Real regulations and the recognition of the impor-
with those fans signed up to the Madridis- The policy overseeing supplier selection Madrid Foundation, especially in the creation tant work carried out by media organisations.
ta programme, offering them first-hand in- and the assigning of orders and contracts and management of integration academies
formation, advantages in purchasing the is based on the principles of professional and sporting academies, as well as its
club’s products and services as well as var- ethics, advertising and competition and is support of charity initiatives, dedicated in
ious promotions with recreation companies carried out in a transparent, fair and respon- particular to children, active and veteran
Real Madrid has agreements with. The club sible manner under the supervision of the athletes, and disadvantaged groups.
also commits to maintaining a close relation- Procurement Committee. Collaborative re-
ship with the Real Madrid fans clubs set up lationships are established with suppliers, The Real Madrid Graduate School is another
around the world, in their shared objective avoiding payment conditions that put their vehicle of social action through its work
of defending the Real Madrid colours and solvency at risk. Communication channels training future sports managers.
supporting the entity. are set up that favour transparent commer-
cial relations and the understanding of mutu- Real Madrid is also committed to
al needs. The purpose of this policy to com- environmental issues in order to achieve
ply with the club’s objectives, in accordance resources by recycling materials and waste,
with established rules and procedures. using energy efficiently and saving water, as
well as applying ecological and sustainable
principles to the care of lawns and garden
areas.
The European champions are acclaimed by their fans near the Plaza de Cibeles.
The club gives an account of its compliance,
amongst other means, via its Transparency
Portal which, in addition to a great deal
of other information, reports on its ethical
commitments and values and how they are
managed.
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3. Fulfilment of commitments in 2015/2016 Corporate Social Responsibility Report
3.1 Members 3.1.1. Institutional acts with Members
The membership of Real Madrid is made Ordinary and Extraordinary General
up of a total 91,671 members, of which Assembly of Delegate Members:
66,560 are adults, 19,764 junior members
and 5,347 are persons aged more than 65 or The Ordinary and Extraordinary General
with more than 50 years of membership. Of Assemblies were held on 19 September 2015
these members 73,143 are men and 18,528 and included approval of the following:
women.
The Budget, Annual Report, Balance Sheet
The number of football season ticket holders and Profit and Loss Accounts of Real
amounts to 62,388, all of them members, Madrid Football Club, as well as the Annual
and there are 7,714 season ticket holders Consolidated Accounts with companies in
for basketball, of which 3,894 are members, which the club has a holding, all the above
2,287 holders of the Madrid Supporters Card corresponding to Financial Year 2015/2016. Francisco Gento, accompanied by Florentino Pérez, during the ceremony of assignment of his historic sports heritage to the club.
or Carnet Madridista and 1,533 are members
of the general public. Consolidated budget of Revenue a nd Elections of Delegate Members The Executive Committee, comprising the
Expenses and the Activities Report for the President, Members of the Board of Direc-
The delegate members are those that make Year 2015/2016. On 22 February 2016, elections were called tors and executives of the club, draws up
up the General Assembly, which is the for Delegate Members at the General the action plans and executes operational
supreme governing body of the club. This Taxable base of membership fees for the Assemblies for the period 1 July 2016 to 30 decisions with a view to achieving the objec-
currently comprises 2,103 members, among 2016/2017 season. June 2020. tives mapped out by the Board. During the
them the Board of Directors, honorary 2015-2016 season, the Executive Committee
members and the first hundred members of Ratification, as the case may be, of the Given that for the majority of the groups held 14 meetings. The Executive Committee
the club. appointment made by the Board of a member of thousands, there were more than 29 is assisted by an Economic Committee and
of the Electoral Board (chosen from the candidates, for which there were 21, on 24 a Procurement Committee, both made up
The Membership Disciplinary Commission is substitutes ratified at the General Assembly April 2016, a vote universal and direct took of members of the Board and executives of
elected by the General Assembly of Members, of Member Delegates held on 30 September place to elect the delegates required for such the club. The Economic Committee held five
in response to proposals by the Board and 2012 until 28 March 2017, for the purpose of thousands. meetings to monitor economic progress dur-
is in charge of studying and qualifying covering the vacancy produced. ing the year, introduce corrective measures
any acts committed by club members or The total number of members thus elected and perform a quarterly review of partial clo-
attitudes adopted by them that are reported Awarding of Insignias was 1,993. sures of accounts and updating of the year
and referred to it for consideration. The on year forecasts regarding compliance with
commission meets twice a week to study On 19 December 2014, an event was held to 3.1.2. Activities relating to corporate the club’s annual budget. The Procurement
and decide on matters inherent to its award insignia to all those celebrating 25, 50 governance and transparency Committee held five meetings to supervise
functions. During the 2015-2016 season, and 60 years as club members. A total 835 and, where appropriate, approve the acqui-
664 disciplinary proceedings were initiated insignias were awarded, of which 128 were Real Madrid is firmly committed to the sition of the goods and services required for
and a total of 299 cases ratified. In addition, of the gold and diamond, 289 gold and 418 highest and most demanding standards the performance of the activities described
there were 797 disciplinary proceedings for silver. of good corporate governance and in the club’s annual budget.
organised re-sale of tickets that are pending transparency. The Board of Directors
a decision. The president of the club, Florentino Pérez, is the body directly responsible for the All the different stages of the budgeting cycle
presided the event along with representatives administration, governance, management fulfil the strictest standards of good corpo-
of the Board of Directors, accompanied by and representation of the club. The Board rate governance. The annual budget is drawn
the club’s living legends. of Directors held eight meetings during the up with the participation of all the club’s di-
2015-2016 season. visions, with strategic guidance from the
20 Real Madrid Real Madrid 21Annual Report 2015 - 2016 Annual Report 2015 - 2016
Corporate Social Responsibility Report Corporate Social Responsibility Report
en, the study of new information systems to Real Madrid reached top position, with a
facilitate the management of different pro- maximum score of 100 from 100 points in
cesses, as well as special reports relating the audit performed in July 2015 by the en-
to internal organisation, the code of ethics, tity International Transparency Spain of the
inventories of sports apparel, corporate re- 42 clubs in the First and Second Divisions,
sponsibility, etc. which is based on 60 indicators assessing
the publication of the club’s most relevant
This season the LOPD Data Protection Con- data on organisation, corporate manage-
stitutional Act Compliance Office set up in ment, relations with members and fans, fi-
2012/2013, continued its on-going monitor- nances and contracts.
ing, follow up, maintaining and upgrading of
LOPD compliance. In addition, the Deloitte 3.1.3. Member services and information
firm carried out the mandatory bi-annual au-
dit of the security measures applicable to the Member Services Office
General view of the Real Madrid General Assembly Meeting. files containing personal data, with satisfac-
tory results. The Office provides an integrated customised
Board, which subsequently approves the Furthermore, the auditing function is attention service and has attended to
final budget and submits it to the Delegate strengthened within Real Madrid by the De- With regard to the Organisation and Manage- more than 14,000 visits and more than
Members Meeting for final approval at the partment of Control and Internal Auditing, ment Model to Prevent Crime (MPD) imple- 13,000 telephone calls; more than 14,000
beginning of each season. which reports directly to the president and mented in the 2013/14 season, the Depart- requests for information and miscellaneous
the Board and is independent from the other ment of Control and Internal Auditing again arrangements have been performed and
The budgeting cycle was once again adhered club divisions. As a result of the efforts of the audited all the club’s departments to verify resolved by e-mail. Likewise, more than
to strictly during the 2015-2016 season. The division, a Procedures Manual was estab- the efficiency of the MPD, with satisfacto- 4,000 telephone calls were made to delegate
degree of compliance with the budget has lished with currently 54 internal procedures ry results. In addition, at the request of the members and others in relation to different
been highly satisfactory, as is underlined that determine the operations of the club in Department of Control and Internal Audit- events, such as the presentation of insignia,
by the excellent economic results achieved, relation to its most important internal pro- ing, the club approved the outsourcing of the signings, etc.
the objective being to maintain the financial cesses. Compliance with these procedures function of On-going Supervision and Evalu-
balance and solvency of the club in the long is ensured by the supervision of the Depart- ation the MPD to comply with the principles The Members Service Office houses the
term, in order to address all the obligations ment of Control and Internal Auditing, which of objectivity and independence. Delegate Members’ Office, which deals
deriving from the development and achieve- every season draws up an audit plan con- with requests by representative members:
ment of its sporting objectives, in all cases in templating the work to be performed during With respect to compliance with the Trans- information, ticket requests, attendance
strict adherence to the applicable standards. the season. parency Act, during the season the club to institutional events, Basketball and Real
All the above is confirmed by the annual ac- continued with the initiative implemented Madrid Castilla tickets, documentation for
counts of the club, which show significant Specifically, during the 2015-2016 season, last season to permanently update its trans- the General Assembly, office matters, etc.
growth in turnover and clear improvements the auditing of several club divisions was parency website to enable accountability in
in efficiency, profitability and solvency. completed (Football Management. Procure- the most sensitive areas of public scrutiny, On-line Member Services Offices
ment and General Services and the VIP Area) as determined by the Transparency Act and
The annual accounts of the club for the 2015- and as a result of the Audits and the club’s international standards. The website pro- The on-line Member Services Office ena-
2016 season were audited externally by the activities, three procedures of the Proce- vides extensive and detailed economic and bles members to make enquiries and per-
firm Ernst & Young and its report, without dures Manual were updated. In addition to financial information, as well as data on con- form transactions without having to visit
reservations, is attached to the Economic the audits mentioned above, the Department tracts, remuneration, ethical commitments the club and at any time, with total security
Report of the club for the year. Once ap- of Control and Internal Auditing carried out and values and management and services, and confidentiality.
proved by the Board, the annual accounts of other tasks, such as the developing and im- going much further than the legal provisions
the club are subjected to scrutiny and final plementing of new procedures, control of and requirements.
approval by the General Assembly Meeting. defaulting debts and measures to be tak-
22 Real Madrid Real Madrid 23Annual Report 2015 - 2016 Annual Report 2015 - 2016
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During the 2015/16 season, the on-line office quency of which depends on the information overall season results, the Portuguese player nament in which it reached the semi-final.
recorded more than 380,000 visits by mem- needs of the club and its members. This sea- scored 51 goals in 48 games, exceeding 50 In the national championship, it was third in
bers who were able to comfortably resolve son, more than 5,750,000 e-mails were sent goals in one season for the sixth year in a Group V of the Division of Honour. The Un-
their arrangements with the office. with information of great use and interest to row and reaching 350 goals in 349 games for der-18 B and C teams won their respective
the members, making communications more Real Madrid. The team was runner-up in the national competitions. Under 18 C also won
Real Madrid City agile and efficient. League, after a sensational end of season the Under-17 Mini-Club World Title.
performance, in which it almost won the title.
All Real Madrid members and fans can vis- SMS In the Copa del Rey, it reached the last 16. The Under-16 A and B, as well as Under-14 A
it the Real Madrid City facilities, upon re- teams were also champions of their respec-
quest. In the 2015-2016 season, it was host Also last year, the club intensified the send- Real Madrid Castilla won Group I in the tive leagues.
to more than 3,000 people. ing of SMS to mobile telephones with the Second Division B, after achieving the best
latest club news relating to ticket sale dates, results of the 80 teams in the entire division. The Under-10 A, Under-10 B and Under-8
Ticket incident office assignment of seats and other relevant in- In the playoff, it was unable to complete the teams were champions in their respective
formation. In total, more than 441,000 SMS season, losing to UCAM Murcia and Lleida in groups in Football 7. The Under-8 team also
This service is provided on match days, were sent to our members throughout the the two games for promotion to the second won the Final Phase of the Madrid Under-8
mainly to assist members who have forgot- season. division. Championship for the fourth consecutive
ten or lost their season card or had it stolen. year.
Once the member has been duly identified, Halamadrid Magazine The Under-18 A team won the Copa del
the ticket assigned to the season ticket is Rey in its category, in its fourth final of the During the season, 65 players joined the club,
issued. During the 2015/2016 season, the The Halamadrid magazine is sent to mem- competition. In the UEFA Youth League, the of which 15 were Under-8.
office dealt with 5,200 incidents. bers and contains all the news on the club. team qualified for its second Final Four of the
three editions played, with an excellent tour-
Member Hot Line: 902 21 2002
This line is exclusively for members and its 3.2 Players
use requires identification by means of a
membership number and PIN. 36,190 calls Football Cristiano Ronaldo kisses the Champions League trophy on the San Siro pitch.
were handled.
The 2015-2016 season will go down in the
e-newsletter exclusively for members history of the club. Real Madrid won its elev-
enth European Cup and continued the leg-
Weekly electronic magazine for Real Madrid end of the most successful club in Europe.
members, offering the latest news on the An amazing performance in the competition,
club, exclusive videos, ticket sales dates in which it only had 6 goals scored against
and the results of the weekend’s football and in 13 games and scored 28, saw the team in
basketball matches, etc. More than 73,000 the final in Milan in a repeat of the clash two
members currently receive the electronic years before in Lisbon. Led by Zidane, the
newsletter by e-mail, making a total volume team again beat Atlético de Madrid, this year
of approximately 2,350,000 e-mails sent. on penalties, to place another Champions
League Cup in the club’s trophy room.
Member Notifications
Cristiano Ronaldo was again fundamental in
As a supplement to the e-newsletter, the winning the title, by scoring 16 goals and be-
Members Department also sends notifi- ing the top scorer in the Champions League
cations to the members by e-mail, the fre- for the fifth time and the fourth in a row. In the
24 Real Madrid Real Madrid 25Annual Report 2015 - 2016 Annual Report 2015 - 2016
Corporate Social Responsibility Report Corporate Social Responsibility Report
Under its policy of cooperation with other There were also cine-anthropometric controls Players from Real Madrid’s Basketball
clubs, Real Madrid has promoted the in higher divisions, such as Real Madrid Youth Academy
development of the sport, with the number Castilla and the Under-18 A team. With this Real Madrid began the 2015-2016 season by
of cooperation agreements signed now information and daily monitoring of eating In the 2015-16 season, there were 92 players playing 4 friendly pre-season games.
reaching 39. habits and certain individual ergogenic aids, trained by the Real Madrid Academy playing
the club attempts to provide its players with in the First and Second Division of the As Euroleague Champion, the team played
In it third year, the Academy residence optimum conditions for performance. League, 44 in the First Division, belonging to for the Intercontinental Cup against the
increased from 73 to 86 players that stay in 16 clubs: Real Madrid CF (9), Rayo Vallecano Brazilian team Bauru, which it defeated on
the facilities every day, 68 in football and 18 With the aim of promoting fair play and the (5), Sporting de Gijón and Granada (4), points, after two games in Sao Paulo, to win
in basketball. fight against all types of fraud, Real Madrid Atlético de Madrid, Deportivo and Valencia the title.
gave the LFP course on integrity to its (3), Eibar, Español, Getafe and Málaga (2),
Under the agreement between Real Madrid Academy and related staff, also providing Barcelona, Betis, Las Palmas, Real Sociedad The Endesa Super Cup was first competition
and Sanitas, during the 2015-16 season, course content on its corporate intranet for and Villareal (1). of the season. It was played in Málaga and
besides the attention provided to our injured all personnel. Posters and brochures were Real Madrid was eliminated in the semi-
players (first-aid, diagnosis, treatment, etc.), also printed to support football without In the Second Division, 48 players from finals after losing to Unicaja.
a specific plan was developed for injury violence and fair play. Real Madrid’s Youth Academy played for 20
prevention and dietary and nutritional control clubs: Ponferradina (6), Girona and Zaragoza The second title of the season came with
at the Real Madrid Academy. (5) Alavés y Alcorcón (4), Huesca (3), Almería, the Copa del Rey played in la Coruña. Real
Córdoba, Llagostera, Mallorca, Nástic Madrid’s first opponent was Montakit
de Tarragona and Numancia (2), Albacete, Fuenlabrada, in the semi-finals Laboral
Elche, Leganés, Mirandés, Osasuna, Oviedo, Kutxa Baskonia and Herbalife Gran Canaria
Tenerife and Valladolid (1). in the final. Gustavo Ayón was named MVP
of this year’s Copa del Rey.
In addition, outside Spain, there were 57
players trained at the club playing for foreign In the Endesa League, Real Madrid ended
league teams. the regular season in second position, with
Real Madrid U-8. Madrid champions. 29 wins and five losses.
Our outstanding contribution to national
teams continues: Under-21 (1), Under-19 In the quarter-finals of the playoffs for the
(7), Under-17 (6) and Under-16 (9). We also title, Real Madrid beat UCAM Murcia CB 2-1
contributed players from our Academy to and in the semi-final Valencia Basket 3-1.
other national teams like Austria, Norway, In the final, Real Madrid came up against
France, China, Holland, Morocco, Argentina Barcelona Lassa for the fifth consecutive
and Mexico, etc. time, which it defeated 1-3. With this victory,
the team claimed its 33rd League title. Sergio
Llull was also named MVP of the final.
26 Real Madrid Real Madrid 27Annual Report 2015 - 2016 Annual Report 2015 - 2016
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In the Euroleague, Real Madrid finished following senior players remained on loan to
fourth in Group A in the first phase, with five other clubs: Fernando Campazzo to UCAM
wins and five losses. In the Top 16, our team Murcia C.B.; Álex Suárez to Dominion Bilbao
was fourth in Group F, with seven wins and Basket; Emanuel Cate to Baloncesto Sevilla
seven losses. and Jonathan Barreiro to Club Ourense
Baloncesto.
Fenerbahce, winner of Group E, was our first
rival in the playoffs of the competition, won In the Academy, rights were acquired for 20
by Real Madrid 3-0. players, distributed as follows: 12 players
in Under-14 B team, 2 in Under-14 A, 2 in
After a season in which Real Madrid played Under-16 B, 3 in Under 16 A and 1 in the
the finals of the Copa del Rey and the Endesa Junior team.
League, several members of the first team
received individual awards: The second basketball team playing in the King Philip VI received Real Madrid at the Zarzuela and took part in Sergio Llull’s traditional selfi.
EBA League finished sixth in Group B of the
- Gustavo Ayón was chosen MVP of the Copa regular league.
del Rey.
The Junior team were Champions of the
- Sergio Rodríguez was included in the L’Hospitalet Junior Tournament, played the XXVI Under-14 Ciutat de L’Hospitalet Players from the Real Madrid
Endesa League all-star team. the final of the Spanish Championship, was Tournament. Boris Tisma was named MVP Youth Academy
runner-up in the Community of Madrid of the Mini-cup, Pablo Rodrigo MVP of the
- Sergio Llull was named MVP in the final of and played in the Euroleague International Madrid Final Four and Usman Garuba again Special mention must go the participation
the Endesa League. Junior Tournament, in which it finished third. MVP of the Spanish Championship, best in the Basketball First Team, in both training
Felipe Dos Anjos was named MVP of the rebounder and also the MVP of the overall and matches, of Dino Radoncic, Daniel de la
International Players L’Hospitalet Tournament and also included Spanish Championship. Rúa and Samba Ndiave (Junior - EBA).
in the competition’s all-star team.
Five first team basketball players were The Under-16 B and Under-14 B teams In addition, 20 players from the Real Madrid
included in the Spanish team (Sergio Llull, The Under-16 A team was champion of the reached their objectives established at the Academy were chosen to play for their
Sergio Rodríguez, Rudy Fernández and Community of Madrid and finished fifth in beginning of the season. national teams:
Willy Hernangómez, one in the Lithuanian the Spanish Championship. The team also
team (Jonas Maciulis), one in the team won the VIII Villa de la Orotava Basketball Under-16 B finished top of the A2, completing Montenegro senior team (1): Dino Radoncic;
from Senegal (Maurice Ndour), two in the Tournament, the 2016 Under-16 Szent the season 17th, the best possible result Spain U-18 (1): Ignacio Ballespín; Serbia
Argentinean team (Andrés Nocioni and the István Basketball Cup in Hungary, the XIII in this category. In addition, the team won U-18 (1): Mihailo Iovicic; Spain U-17 (2):
player on loan to UCAM Murcia Facundo National Under-16 Basketball Tournament the V Leukemia and Lymphoma Foundation Acoydan McCarthy and Francisco Salvador;
Campazzo) and one in the Brazilian team in Genova, the IV Adif Mezquita Tournament, Basketball Tournament and the Gúdar- Spain U-16 (3): Usman Garuba, Carlos
(Augusto Lima). the Novipiú Europe Cup 2016 in Torino and Jayalambre Regional Tournament. Unanue and Diego de Blas; Serbia U16 (2):
the 2016 Zrenjanin Basketball Cup played in Mario Nakic and Lazar Zivanovic; Great
This season, Real Madrid acquired the rights Serbia. Usman Garuba was named MVP in The Under-14 B team also finished in top Britain U16 (1): Kareem Queeley; Spain U15
to five players for the first team (Jeffrey Taylor, the Madrid Final Four. position in the A2 division, finishing the (3): Jorge Mejías, Jorge Viejo and Rubén
Trey Thompkins, Maurice Ndour, K. C. Rivers season in the same way as the Under-16 López de la Torre; Croatia U14 (1): Boris
and Lima). Hernangómez returned to Real The Under-14 A team was champion of the B team in seventeenth position. The team Tisma; Spain U13 (3): Eshete Calvo, Carlos
Madrid after being on loan for two seasons to Community of Madrid, the Endesa Mini-Cup also won the II Pre-Under-14 Castelldefels Santiago and Diego Maganto and Spain U12
Baloncesto Sevilla and Luka Doncic became played in La Coruña and won the Spanish Tournament and the 2016 Ciutat de (2) Ab Sediq Garuba and Juan Núñez.
a full-time member of the first team. The Club Championship. The team also won Viladecans Tournament.
28 Real Madrid Real Madrid 29Annual Report 2015 - 2016 Annual Report 2015 - 2016
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The non-athlete staff members include work- Model of Organization and Management, a
ers of nine different nationalities, which gives guide for employees, as well as implement-
an idea of the internationalization of the ing control mechanisms to prevent irregular
club’s activities. During the season, three activity, such as the whistleblowing system
female and seven male employees took and corporate portal.
maternity/paternity leave. One employee
took leave of absence to care for an under- Real Madrid has also continued to invest
age child and 16 employees reduced their in the on-going training of its staff. This in-
working hours as legal guardians of under- vestment has surpassed €200,000, divided
age children or dependent family members. into 135 training programs. As a whole, this
There were also two retirements and one represents more than 12,000 on-going ed-
worker took voluntary leave. ucation hours in the season. The two major
strategic areas in which internal training is
In the month of December 2015, elections based are the globalisation and digitalisa-
Real Madrid U-14 won the Spanish Championship, the Min-cup and the Madrid Championship. for permanent intermittent worker represent- tion of the club’s business and operations.
atives took place, due to the fact that the Special mention must also go to the training
term of the previous company works council programs on integrity, good practice and the
had expired. The elections were carried out prevention of fraud in sports competition,
normally and according to the regulations given in partnership with the Professional
The club continued another season with its 3.3 Employees governing trade union elections. Football League to spread the code conduct
policy of commitment towards young talent developed for sporting bodies to all levels of
from the Community of Madrid, as training, During the 2015/16 season, Real Madrid had In the 2015/16 season, action has continued the club.
adaptation and assimilation of the Real an average staff of 695 contributors to the in the area of good corporate governance
Madrid values is easier. social security system, of which 322 were and transparency, aimed at employees. As Other important training initiatives focused
athletes. Of the club’s employees, 0.33% a result of new legislation introducing the on the handling of claims, dispute resolution
In the 2015-2016 season, the Real Madrid have temporary contracts and 99.67% in- criminal liability of legal entities for the ir- and customer service, as well as occupa-
Academy initiated a collaboration agreement definite-term contracts. regularities committed by their employees tional hazard prevention and the advanced
with C.B. Las Rozas, the results of which in performing their professional duties, the courses on resuscitation. The Academy
have been highly satisfactory to date. It should be highlighted that the club com- club has designed and put in place preven- players that live at Real Madrid City received
plies strictly with the Public Administration tive action defined by experts, such as best training on the Real Madrid values from the
During the 2015-2016 season, the club criteria on Social Security Contribution by practice to prevent criminal liability in any best communicators of the first team that
awarded 17 scholarships to players from players receiving remuneration and all foot- possible situation. An analysis was there- also formed part of the Academy. Acade-
other communities and countries. All of ball players over the age of 16 that play in fore carried out on the potential risks to my players at the residence also took part in
them were provided boarding at Real Madrid Real Madrid teams are registered with the the club in this regard, action plans being qualification tests and professional guidance
City and education at SEK, one of the most Social Security. assigned to teams in order to maintain the and, in addition to their academic education,
prestigious education centres in Spain. highest standards of prevention. Similarly, English classes focused on football and
37% of the club’s CBA employees are female. following recommendations by experts in training in Psychology and Communications
The agreement between the club and Sanitas Of these, 45 hold positions of responsibility. the prevention of such risks, the club has in sports competition were also provided.
developed satisfactorily. designed and implemented the Real Madrid
30 Real Madrid Real Madrid 31You can also read
