Improving together. Sustainability Report for the 2018/2019 season
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s ion a nd driv e :
Pas g e t h e r .
Imp rov ing t o
or/2019 season
t for the 2018
ep
Sustainability R
"Real love is not a
tagline but a bond."
Carsten Cramer
DO RT MU ND
BORUSSIA GA A
H
GMB E& C O. K Environmental responsibility
AT A GLANC Energy used
Total energy
Athletic development 2018/2019 table consumption per stadium seat
BVB disclosure
in 2018 in 2018
256
Played W D L GF/GA Diff. Pts.
20.8 GWh
1. FC Bayern München 34 24 6 4 88:32 +56 78
2. Borussia Dortmund 34 23 7 4 81:44 +37 76 kWh
3. RB Leipzig 34 19 9 6 63:29 +34 66
4. Bayer 04 Leverkusen 34 18 4 12 69:52 +17 58
5. Borussia M‘Gladbach 34 16 7 11 55:42 +13 55 Total waste generated
GHG emissions per (excl. food waste) in 2018
6. VfL Wolfsburg 34 16 7 11 62:50 +12 55
7. Eintracht Frankfurt 34 15 9 10 60:48 +12 54
stadium seat
498 tonnes
8.
9.
Werder Bremen
TSG 1899 Hoffenheim
34
34
14
13
11
12
9
9
58:49
70:52
+9
+18
53
51
45.0 kg CO2 Food waste in 2018
172.0 m³
10. Fortuna Düsseldorf 34 13 5 16 49:65 -16 44
11. Herta BSC 34 11 10 13 49:57 -8 43
12. 1. FSV Mainz 05 34 12 7 15 46:57 -11 43
13. SC Freiburg 34 8 12 14 46:61 -15 36
14. FC Schalke 04 34 8 9 17 37:55 -18 33
15. FC Augsburg 34 8 8 18 51:71 -20 32
Social responsibility
16. VfB Stuttgart 34 7 7 20 32:70 -38 28
17. Hannover 96 34 5 6 23 31:71 -40 21
18. 1. FC Nürnberg 34 3 10 21 26:68 -42 19
Fan clubs Club
members
201-1
102-7
Performance of the Borussia Dortmund Group (IFRS) 862 > 151,000
Financial performance indicators (in EUR '000): 2018/2019 2017/2018* 102-7
Employees
849
Revenue 489,542 536,043
203-2
Operating result (EBITDA) 115,983 137,306
"leuchte auf"
Result from operating activities (EBIT) 23,501 38,974
as at 30 June 2019 foundation donations
Net profit/net loss for the year 17,391 31,705
in 2018/2019
Cash flows from operating activities 144,525 170,361
Spectator safety Approx.
Free cash flow 5,201 27,635
Number of shares (in thousands)
Earnings per share (in EUR)
92,000
0.19
92,000
0.34
720 stewards 471,000 €
* Change in prior-year items. See also notes to consolidated financial statements.
Restatements in accordance with IAS 8
4 2018/2019 Sustainability Report
Introductory remarks Introductory remarks
Borussia unites!
102-14 Always has, always will.
raising ticket prices by more than the rate of infla- and the cornerstone laying ceremony for the new
tion and is aware of the importance of the club's Shoah Heritage Campus at the Yad Vashem Holo-
actions for society at large. caust Remembrance Center.
Our work is thus more than a mere response to We are planning a BVB fan and youth centre in
multi-faceted societal issues. Together with its Dortmund so that we can consolidate our civic
fans, partners and staff, Borussia Dortmund has engagement activities and efforts to connect the
adopted an attitude and approach that leverages past, present and future all under one roof.
the club's appeal and popularity to effect lasting
Hans-Joachim Watzke Thomas Treß Carsten Cramer change in our society. Last but not least, we also have to and want to
tackle ecological issues. Be it the switch to reus-
More than six years ago, Borussia Dortmund able cups which we implemented together with
made the decision to consciously promote a outside experts, or matters concerning mobility,
Dear reader, culture of remembrance and to make the fight the use of resources and environmental protec-
against right-wing extremism and discrimination tion: We take pride in the fact that we began ad-
Borussia Dortmund unites – it always has, and it You can see how important tomorrow is for us a mainstay of its work. In light of the club's own dressing key sustainability issues even before the
always will. We put everything into delivering on from the ongoing success of our Youth Academy: past, which also included BVB officials supporting "Fridays for Future" movement took hold.
this promise, and have made dramatic progress in the U19 team again won the league, while the U17 Nazi authorities, and the current challenges aris-
many areas. This report documents the steps we lads were only narrowly defeated in the final. We ing from the potential for right-wing extremism in Our dialogue with our various stakeholder groups
have taken to improve our athletic development, are also investing approximately EUR 20 million to Dortmund, we feel obligated to do our part to fight was and is extremely helpful in this regard. We
our economic performance and our social and en- expand our training ground by 2021 and to con- every form of discrimination. We want to promote have set ourselves an initial three-year planning
vironmental responsibility. It presents an overall tinue to provide our lads with first-rate athletic and defend our democratic way of life. and implementation period in order to further
picture of our work in these fields and highlights and professional training conditions. drive forward Borussia Dortmund's sustainable
how these efforts are often interconnected. This culminated with our trip to Israel in early development as a whole.
Implementing these long-term measures re- 2019 and the special recognition we received for
Let's begin with football: we can confidently state quires a basis that is both financially sound and our wide-ranging efforts. A Borussia Dortmund We hope you enjoy reading this report and we look
that Borussia Dortmund has once again won the geared for the future. Where personnel is con- delegation was invited to attend the Holocaust forward to hearing your comments.
hearts of its fans. It was a delight to see how our cerned, Borussia Dortmund has already laid the Remembrance Day commemorations in Israel
team's performance in 2018/2019 improved com- groundwork for the future. A team of dynamic and
pared to the previous season. The team's men- highly competent employees and leaders is well
tality, creativity and ability to dictate play earned prepared to face the challenges that lie ahead.
them the acclaim of their fans on the last match We have formulated a sound growth strategy with
day to cap off an outstanding season in which they the aim of generating EUR 500 million in revenue
finished in second place. (excluding transfers) by 2025 in order to ensure
the club remains competitive. Sponsorships, in-
We will aim even higher in the coming season and ternationalisation and digitalisation are to be the
set our sights on winning the Bundesliga. On the driving forces.
one hand, we are already reaping rewards from
the rebuild. On the other, we did not hesitate to With all we are doing to achieve economic suc-
take the next step in the current summer transfer cess, it is particularly important to avoid losing
window: after all, investing upwards of 100 million sight of our roots. We have to be keenly aware of Hans-Joachim Watzke Thomas Treß Carsten Cramer
in the squad was a considerable, yet economically when we've reached the limits of commerciali- Chairman of the Management Managing Director Managing Director
sound decision. sation. Borussia Dortmund is expressly against
6 2018/2019 Sustainability Report 2018/2019 Sustainability Report 7
Contents
INTRO 25 MATERIAL TOPICS
Management approaches based on the GRI* 84
BVB at a glance – facts and figures 4
Introductory remarks 6
Social responsibility – Fans, club members and society from 86
Contents 8
Identity and tradition 87
Fan community and fan behaviour 90
CELEBRATE MATCH DAY! Diversity and anti-discrimination 92
10 "leuchte auf" foundation 94
Everything leads up to this day
Media and social networks 96
Fans and the region 12 Social responsibility – Employees from 98
Stadium 14
Employees 16 Employment 99
Occupational health and safety 101
Service quality 18
Training and education 102
Peak performance 20
Diversity and equal opportunity 103
Promoting youth football 22
Social responsibility – Product responsibility from 104
STRUCTURED DEVELOPMENT Spectator safety 105
Stadium quality 107
Managing sustainability 24
Service quality 108
Sustainability context 26 Product safety and product quality 109
Organisational structure 28 Environmental responsibility from 112
Stakeholder dialogue 30
Energy and emissions 113
Materiality analysis 32
Mobility 116
Shaping the future – our sustainable development 35
Water and waste water 117
Borussia unites 38
Use of resources 118
Athletic development from 120
ACTING RESPONSIBLY. TOGETHER.
Promoting youth football 121
Focal points of our work 46 Peak performance 124
Always in tune: BVB, its fans and the region 48 Economic approach from 126
Always acting responsibly: Sustainability and the stadium 58 Our financial performance 127
Always giving it our all: Holistic HR development 64 Economic factor in the region 130
Always improving: Product quality and service 68 Responsible purchase 131
Always working hard to stay on top: Ensuring peak performance 72 Compliance and risks 132
Always promoting young talent: Dortmund lads 78 BVB brand 134
Sponsors 135
APPENDIX from 136
Non-financial Statement 137
Limited assurance report 138
GRI Standards Content Index 140
Key figures at a glance 144
About this report/Publication details 146
Our progress at a glance 147
8 2018/2019 Sustainability Report *GRI: Global Reporting Initiative 2018/2019 Sustainability Report 9
The complete football experience:
taking responsibility.
It's match day and Adi Preissler said it best: "What counts is on the pitch." But match
day is also the product of meticulous preparation, hard work and a real love of BVB.
That's the story we want to tell.
This Sustainability Report aims to help readers understand Borussia Dortmund as a
whole: its footballing development, its business relationships and its social and eco-
logical responsibility. The following six stories represent the six focal points of BVB's
sustainability work: our fans and the region, the stadium, our employees, service and
quality, the youth squads and, of course, football.
B R A T E
BVB stands for a sense of community. Be it the players, the team officials, the club
CELE
members, the fans in the stadium or watching at home, the support staff, or the stew-
ards. The six stories underscore just how special this community is!
H D A Y !
You can find an overview of the 25 material topics concerning sustainability at BVB on
MAgTleaC
page 33. You can find more detailed information on each of these topics starting on
page 84.
.
ds up to this day
Everythin
10 2018/2019 Sustainability Report
Fans and the region
YOU KIND OF
GRO W IN TO IT.
, BVB.
Dortmund, life ojekt" or
", "B al ls pi el vereint", "Fanpr
indet Boruss ia groups
From "Uns verb huge variety of
Un ity " – BVB offers a e-
"Borussentreff"
to "T he ng up th clos
is
ab le hi ve of activity. Breaki yo ne
A verit Ever
and initiatives. why would you?
ity is ou t of th e question. And Yo u grew up
knit commun r. "That's BV B:
s on e an ot he
tes and help or opens and yo
u see
knows, apprecia th e club. Then a do
u un de rs tand en t of Fan
with and think yo e Departm
Sc hl eiken, one of th
another world,"
says Be at rix r all, sh one
e's
. An d sh e sh ould know. Afte
d membe rs rs. She's all
Affairs' five boar re d w el l-c on nected voluntee
y three hund l, women's issu
es...
of approximatel , the Fan Counci
er ku s fa n club
in: Heinrich-Cz n-
season ticket ow
B su pp or te r and is a proud : yo u
She's always be
en a BV and help
s to pi ck up the BVB cause
e many w ay e Zehnth of
er. But there ar volunteer at th
th e ch ild ren's hospital, s shel-
can read storie
s at thaus" ho eles
m
as pa rties or at the "Gas en",
nursing home's
Ch ris tm rojekt Anko m m
gi fts at ci ty hall or to "P
ter, or donate Ch
ristm as russia un s! ite
he lp in g re fu ge es. After all, Bo
nisation
a non-profit orga s most
ld (to o) " was the title of BVB'
a woman's w or take
"Football – it's ese events is to
M ay 20 19 . Th e purpose of th ac e in
tion in takes pl
recent day of ac io n. "D iscrimination also
t discrim in at fro m
a stand agains volunteers
fo r th at m atter. That's why od
y stadium believe we're pr
etty go
stadiums, ever these events. I
like to at te nd re d? "I have
other clubs also be r of hours you'
ve voluntee
un t th e nu m
at this." Ever co
in gs to do !
better th
at the
in their element
Thurau an d Beatrix Schleiken south terrace.
el, Ulrike mation desk be
low the
Benedikt Strob Fan Affairs' infor
De pa rtm ent of
12 2018/2019 Sustainability Report
Stadium
WORLD- CL AS S
LIG HT IN G.
nergy, climate, resources.
E UNA PARK
tr ic ity w e us ed at SIGNAL ID
w much elec d we want to un
lock
"14.3 GWh is ho fo r improvement, an
Ther e' s ro om al fa ci lity
(SIP) last year. commerci
dr é N eu ha us , one of BVB's l LE D
says An directiona
that potential," ef fic ie nt , st ate-of-the-art,
new, high ly stadium and
managers. The vie w in g ex pe rie nce both in the
improve the isn't."
flood lights will of the past, BVB
m e. "Fad ed im ages are a thing
at ho e
ainability at th
ra is e aw ar en ess about sust it's
done to . But I thin k
Much is being ur e w ith every bratwurst
t need a le ct be began
stadium. "I don' ed . Fo r ex am ple, this season
properly so rt Zepter,
good if waste is g," says Merlin
ps fro m ca rd board packagin
tic cu
separating plas
blic ca tering at SIP.
head of pu Aside from
ou t w ith its reusable cups.
as BVB foun d so have to
No easy task, nsiderations al
s, sa fe ty and hygiene co have
environmental
as pe ct usable cu weps
t. By in tro du cing the new re
coun
be taken into ac
on w as te.
cut down ws at the
g a st ud y of the material flo
tly conductin es BVB
We are curren , what items do
ou gh t to the stadium can
stadium, i.e., w
ha t is br how, and hat w
m , w ha t is di sposed of and st ud y's
stadiu s of the
provide in the fu rt he r ac tion on the basi
e will ta ke ry confi d ne
be improved? W nk in g an d re -o rganising in a ve
means re-thi prove," say
findings. "That g ch an ge s so that we can im
nstantly makin
space. We're co
haus.
Zepter and Neu
t and
: precise, brigh
LED technology
State-of-the-art -friendly lighti ng.
environmentally .
dispose of the old flood lights
s properly
Right: Specialist
14 2018/2019 Sustainability Report
Employees
PICKING TH E
RIGHT TO NE.
an, trainee, part of the team.
F job?" That's
t is n' t it gr ea t if you love your
to be a fan, bu es it. Successful
ly navi-
"You don't have tr ainee at BVB, se
te r, a ntre
at least how Re
né Ri ch assessmen ce t
io n pr oc ess, interview,
gating the onlin
e ap plic at ing a high yer!
-fl
al l fe at , so take pride in be
iew is no sm sales agent
and final interv hi s ap pr en tic eship as a retail
ly completed signer. BVB valu
es such
René successful co me a media de
to be bs.
and is now also
tr aini ng offers exci g jo
tin
n to m od ern workplaces t
commitment an
d in ad di tio rmany's bi es gg
ho ca n cl ai m to be one of Ge an
that, but w tailer,
Everyone says producer and re
sy st em ca te r and top chef, a an d a travel
promoters, a ia star, a place of
learning
d so cial m ed
online shop an l in one? Exactly
!
prov id er , hu mble yet bold, al
service players come
rv ice ce nt re , you see a lot of
FanWelt se 's the word!
"Working at the ta lly ca su al an d discreet. Mum
d friends, to e strict
in. With family an job. But there ar
y ot he r co ol st ories about my
an
I could tell so m
rules on that ."
success! It's
he ar t – tr ai ning is the key to
centre at ance
BVB is a training giving ideas a ch
gr ou nd ed an d structuring and ow th like
g managing gr
all about stayin w ha t counts when
n. Th at 's ai ning in
in a flat organi
satio oviding tr
th e fo un da tio n for this by pr , I'm
shapin g signer
BVB is. We are ts: "As media de
ld s. Ta ki ng re sponsibility coun Th e tone has to
11 career fie rig ht sh ad e of BVB yellow.
selecting the so applies to us
. Looks
responsible for in , adding, "That al
fla sh es a gr
be right." René
good!"
ents
th other departm
hter worked wi
designer in training, René Ric swall fan sh op in Dortmund.
As a media w König
to design the ne
16 2018/2019 Sustainability Report
Service quality
W E'RE ALL
EARS!
illing, always available.
Ready, w compassion
in g ex pe rie nc ed and showing
informed, be ys Nico Miscion
e. "The
"Always staying bo rn for this job," sa
u ha ve to be
our fans. W he n the
are essential. Yo ho w w e talk directly to
customer service
hotli ne is s easy conver-
ho m e. " Th ese aren't alway
ey're calli ng ns call about
fans call us, th in ce w or ds in Dortmund. Fa
– you don't m loss.
sations to have m after a home
rr ec t kit si ze s, or to let off stea .
inco grinni ng
season tickets, ng," says Nico,
win . "T he re 's always somethi
Or after a
ost cases can
y to fin d so lu tions and in m
our fans, tr complicat-
"We're here for 00 0 tim es a ye ar." If it's more
ly. About 150, stomer. "We al
most
help them direct d ge t back to the cu
ly an a
ed, we follow up
inte rn al er service p is
re
w ith in 48 ho ur s." The custom ar e
answer n. "People sh
always have an w e' re ju st there to liste
d somet im es we'll liste "n.
fan advocate. An if th ey fe el th e need to talk,
details, and lp, letting the cu
stomer
a lot of personal lo gy steps in to he
er n te ch no lls .
This is where m
od backlog of ca
th e m on ito r when there's a
ow on
service reps kn dreaming of a
di re ct io ns . De aling with lads
ely ask fo r me con-
Away fans routin e tact. "After so
er re qu ire s co nsiderably mor fo rw ard to
re also look
professional ca re ch arge." But you
e to el
servations you
need tim e they can' trav
t
k ab ou t BVB TV becaus
senior citizens
calling to as ten pass on - in
Th e cu st om er service reps of
any more. have to take
to the stadium tte r. If th er e' s an issue, you
want to get be p improvements
or
formation. "We s fo r the fan shop, ap
Prod uc t id ea th e feed -
a closer look." sted in
ch da ys . "W e were very intere no -
on mat ed due to
sticking points ke ts th at ha d been terminat
500 season tic ratulated . us
back about the e up se t, bu t many fans cong
t holders w er
shows. The ticke is even better!"
ou t is gr ea t – a packed house
Sold
can to give
everything they
B's customer service reps do iable information.
BV fans fast and rel
18 2018/2019 Sustainability ReportPeak performance
PA R T O F
ALWAYS
LU TIO N !
THE SO
entality, identity, rebuild.
M e club recog-
Bo ru ss ia Do rtmund after th
returned to e right mentalit
y. "The
Sebastian Kehl ua d was lacking th
th e sq es,
nised in early 20
18 th at g new expe ncrie
go od fo r me. After gainin ,
time away from
BVB w as added pres re su
d m ak in g de cisions without
ings, an
learning new th ."
re turn to Borussia
I was ready to ned
were nearly crow
tu rn ed ou t, be cause the team ed ia te ly.
, as it stian imm
A stroke of luck th e cr edit," says Seba
don't de se rv e he still kn sow
champions. "I an d th ro ug h. Nevertheless,
er throug h d. "Mentality
He's a team play is e to he lp fine-tune the squa
nd his expert d thus I was able
to use
where he can le er was identity. An
le m . N ei th t an d the
was never my pr
ob agemen
fo rc e th e goals of the man
my own experie
nce to re in ound and and st
lp s if yo u kn ow your way ar
e squad. It he go hand-in-
coach within th nfi de nc e an d humility should
lues. Self-co
for important va g players."
, especial ly in the case of youn
hand ed
on. "We focuss
r th e ro ck y 2017/2018 seas
BVB wanted a re
build af te went much t- be
ve ry first m atch day things
d from th e cause if
on experience an io us , m aybe too cautious. Be
ut
ed. We were ca u don't want to
finish
ter than expect d ca n win the title, yo
of 9 po in ts an
you have a lead
th e en d."
second in alised that
r 'G la db ac h. But we soon re
ppointed af te hael and
"I was very disa nning. Aki, Mic
st ye ar w as just the begi d the
we were right:
th e fir ith the coac anh
! W e' re de vis ing solutions w
illiant e!"
Matthias are br arn, including m
ev er yo ne ha s something to le
team. And
of the rebuild:
in the first year
ppy with the progress made tzk e, Sebastian Kehl.
Not at all unha ael Zorc, Hans-Joachim
Wa
, Mich
Lucien Favre
20 2018/2019 Sustainability ReportPromoting youth football
DUAL PATHS TO
SUCCESS.
alent, school, pro sports.
T ol in Dort-
ll- Ge sa m ts ch ule (GSG) scho
hwister-Scho as successful on
the
Venue: the Gesc gs te rs wouldn't be
tale nt ed yo un Th at hits
mund: "BVB's hools."
st an ce of th e three partner sc an d
e assi admaste rs
pitch without th rt io ns ar e made by the he
nfident as se developi ng
home. Such co to teaching and
pr of es sion als when it comes
their teachers:
personalities.
tands
director, unders
h Ac ad em y's educational an
Matthias Röben,
th e Yo ut ress of scho to
ol
es all to o w el l. "Adding the st re nt s
the practical ch
alleng pitch. Pa
ha ve a ne ga tive impact on the od
dule can age, and BVB
is a go
already full sche e complete pack
lo ok ing fo r th ore talented
nowadays are e or two m
sp ec t. Th at 's why we get on
re
partner in this
rs th an other clubs."
youngste ters
talented youngs
tim e is a priority. "Our
Making up lost
classr oo m very time n-co
m pe titive sp orts – both are
school and co " says Klaus
have two jobs: e a go od ba lance for each lad,
to find a strik
suming. We try
headmaster.
Zielonka, GSG's al
experience norm
as th ey ar e, the kids should ute, be -
Röben: "As un
ique te school ro
el y do n' t w an t to go the priva nc es .
purpos experie
school life. We e la ds fro m having everyday
ld prevent th part of th e
cause that wou ects, both are
en t an d working on proj ething
Becoming inde
pe nd n to create som
nc ep t. Fi nd in g the motivatio l pu pils."
" co nefits al
"Dortmund lads te r w hi le doing so, be
ilding ch ar ac itment.
special and bu personal comm
is re qu ire s a high degree of
Achieving th
ll clubs.
schools for footba
ming GSG as one of the elite s Zielonka (GSG),
y na au
Above: Ceremon -Gymnasium), Kl
r Dr Markus Tendahl (Goethe rad-Klepp ing-Berufskolleg).
ste (Kon
Right: Headma Pascal Schäfer
22 2018/2019 Sustainability ReportVor dem Spiel
co ntext
Sustainability
n is a ti o n a l s tr ucture
Org a
logue
Stakeholder dia
lysis
Materiality ana
ture
Shaping the fu
Structu re d
lo pm e
deve inability nt
Managing susta
24 2018/2019 Sustainability ReportSustainability context Sustainability context
The media and football fans alike are increasingly and confidence placed in the club by the fans and
voicing their criticism of the market mechanisms BVB's own authentic, transparent actions.
involved in transfer sums and player wages and
the associated spiral of commercialisation. If the Football's significance
fans were to start turning their backs on the sport,
means taking responsibility
this could lead to financial losses in the overall
market, for example either as a result of declining The public interest and enthusiasm for the sport
merchandising revenue or TV subscriptions. as well as its economic strength mean that clubs
have a responsibility to their communities that
We also value compliance with Financial Fair Play goes beyond mere footballing and economic suc-
rules as a means of ensuring relatively equal op- cess. Sport is more than just a business – sport
portunities on the transfer market. It is difficult moves people. Borussia Dortmund takes this re-
enough to compensate for the competitive advan- sponsibility very seriously at various levels. We
tages that English clubs enjoy in securing enor- actively advocate social issues such as diversity,
mous amounts television money. The results of equal opportunity, integration and anti-discrim-
this spring's European club competitions clearly ination and take a stand against right-wing ex-
Football: passion and
show the relationship between financial perfor- tremism and violence in all its forms, while also
mance and sporting success, with four English promoting various educational and informational
teams competing in the finals of the Champions opportunities.
economic factor League and the Europa League.
As climate issues are moving into the foreground
and resources become increasingly scare and
102-15
Football captivates people all over the world and the extensive and contin-
Stadium and the digital world environmental pollution worsens, it's imperative
uous news coverage the sport receives across all channels is a testament to Borussia Dortmund is striving to strike a respon- that we also take stock of and analyse the environ-
sible balance between the interests of spectators mental consequences. The sport of football can-
this appeal. In Germany, professional football is a major economic factor. Last
and users of new media and digital platforms. A not live up to this responsibility unless each club is
season, clubs in the first and second Bundesliga divisions again generated
distinction must be made between home-grown aware of and understands these challenges.
record revenue of EUR 4.42 billion and employed more than 55,000 people. measures and superordinate arrangements. Take
the generally unpopular Monday-evening Bundes-
Sustainability context
Westphalian roots and liga matches, for example. Going forward, the
league will no longer hold matches on Mondays, We have come to realise that dissecting the busi-
internationalisation
While being a listed German partnership limited a move BVB supports. ness of football at the athletic and economic levels
BVB is well aware of the challenges posed by by shares (Kommanditgesellschaft auf Aktien) is not enough to meet the demands of our stake-
rapid developments in professional football. on the one hand ensures the continuity of the The introduction of the video assistant referee holders or our own aspirations. We are aware that
Thanks to its success on the pitch in previous Company's business activities, it is also viewed also led to some discontent among spectators this overall responsibility is a key factor and driver
years and by steadily qualifying for international critically by some of our own fans, meaning that in the stadium because calls that were reviewed of success and growth. We live up to this respon-
club competitions, Borussia Dortmund has be- decisions surrounding the internationalisation led to considerable in-game delays and the fans sibility towards the people who ensure the club's
come one of the world's largest football clubs with and commercialisation of club football call for – unlike their peers watching at home – often did continued existence through their various con-
over 151,000 members and millions of fans. This considerable tact. not readily understand what was being reviewed. tributions, our fans, sponsors, members, share-
also means that fans, competitors and various or- The criticism voiced by fans was unmistakable. holders as well as our city and the surrounding
ganisations expect the club to be more than a pas- BVB actively addresses various topics, especially By contrast, new methods of communicating with region.
sive participant and instead to adopt a formative those that have recently attracted interest and at- and offers providing added value for an increas-
and clearly-defined role. tention. For instance, we are in favour of preserv- ingly heterogeneous fan base are the responsibil-
ing the general principle of competition, including ity of the clubs themselves.
Borussia Dortmund draws its strength from an at international competitions, and reject the for-
identity and fan base firmly rooted in Westphalia. mation a European Super League comprising only While some tradition-minded fans have little ap-
Realising our sporting ambitions of achieving a selection of top clubs in a "closed shop" style preciation for the opportunities presented for
peak performance and giving our fans an unpar- competition format. In our opinion, this would un- digital communication and marketing, younger
alleled football experience requires planning and dermine the domestic leagues and competitions. and more international fan groups very much wel-
leveraging the economic foundation for the nec- Borussia Dortmund stands by the Bundesliga as come these possibilities. Finding an appropriate
essary team, staff and infrastructure investments, the primary domestic competition. mix and displaying the right amount of tact is a
and gearing this foundation for the future. challenge that is closely connected with the trust
26 2018/2019 Sustainability Report 2018/2019 Sustainability Report 27Organisational structure Organisational structure
Borussia Dortmund
Part of the
Non-financial Ballspielverein
Statement Borussia 09 e.V. Dortmund Borussia Dortmund
Geschäftsführungs-GmbH
GmbH & Co. KGaA Executive Board
elects
Council of Economic
appoints
Affairs
elects
(General Partner)
appoints and monitors
Members' Meeting Advisory Board Managing Director
102-2
102-5
The object of Borussia Dortmund GmbH & Co. KGaA and its Group
102-6 companies is to operate a professional football club and to lever-
age the economic benefits of the associated potential streams Borussia Dortmund Chart of structures and responsibilities: This chart shows the
of revenue, in particular from marketing SIGNAL IDUNA PARK. GmbH & Co. KGaA structures and responsibilities as between BV Borussia 09
e.V. Dortmund, Borussia Dortmund GmbH & Co. KGaA and
Supervisory Board Borussia Dortmund Geschäftsführungs-GmbH.
For a detailed overview, see from page 37 of the 2018/2019
elects
Annual Report.
Borussia Dortmund GmbH & Co. KGaA
Annual General Meeting http://aktie.bvb.de/eng/Publications/Annual-Reports
100 % 100 % 100 % 100 % 100 % 33.33 %
BVB Stadion- BVB Merchandising BVB Event & Catering besttravel dortmund BVB Asia Pacific Orthomed GmbH
management GmbH GmbH GmbH GmbH Pte. Ltd. sources”. His contract runs until 31 December the work of the management of the Company to 205-1
Consolidated tax group 2022. Thomas Treß is responsible for the “Finance be in compliance with the law and in proper order,
66.67 % & Facilities” and “Organisation” areas and is un- it deems the internal control system, risk man-
der contract with Borussia Dortmund until 30 agement system and internal audit system to be
Orthomed
Management June 2022. Carsten Cramer is responsible for the effective, and attests to the Company’s corporate
“Sales & Marketing” and “Digitisation” areas and organisation and economic viability. The Super-
his contract also runs until 30 June 2022. visory Board convened four meetings during the
102-45 Borussia Dortmund GmbH & Co. KGaA (hereinaf- The Company, whose registered office is in Dort- reporting period. The Supervisory Board received
ter "Borussia Dortmund" or "BVB") was spun off mund, focusses primarily on its operations at its The sole shareholder of Borussia Dortmund written reports in the intervals between its meet-
from Ballspielverein Borussia 09 e.V. Dortmund, headquarters, SIGNAL IDUNA PARK, the FanWelt Geschäftsführungs-GmbH is Ballspielverein ings. Moreover, the chairman of the Supervisory
which was formed on 19 December 1909. By virtue service centre, BORUSSEUM, training grounds Borussia 09 e.V. Dortmund, which is represent- Board was in contact with the management on a
of the resolutions of the Members' Meeting dated and the BVB Evonik Football Academy. It also ed by the Executive Board. The Executive Board regular basis.
28 November 1999 and 26 February 2000, all com- operates six fan shops throughout the region. in turn comprises three members: Dr Reinhard
mercial operations of the professional football As part of our internationalisation strategy, we Rauball (President), his deputy Gerd Pieper and
Evonik Industries AG: 14.78 %
club were spun off into a separate entity, which opened a representative office in Singapore in Dr Reinhold Lunow (Treasurer). The Supervisory
made history in October 2000 as the first football 2014 and another office in Shanghai in 2017. Board, which is elected by the Annual General Bernd Geske: 9.33 % 102-5
club to go public in Germany. Today, Borussia Meeting, advises and monitors Borussia Dort- BVB e.V.: 5.53 %
Dortmund is listed in the Prime Standard seg- Organisation of management and mund. However, the rights and duties of the Su-
102-18
SIGNAL IDUNA: 5.43 % Chart of shareholder
ment of the Frankfurt Stock Exchange operated pervisory Board are limited. Specifically, it has no
control PUMA SE: 5.00 %
structure [published at
by Deutsche Börse AG. authority with respect to matters involving person- http://aktie.bvb.de/eng/
BVB-Share/Sharehold-
The legal structure of Borussia Dortmund was de- nel, i.e., no authority to appoint and dismiss man- Free float: 59.93 % er-Structure, accessed
102-4 In addition to its primary business, Borussia Dort- signed to ensure that close (legal) ties remained aging directors of Borussia Dortmund Geschäfts- on 17/06/2019]
102-7
mund also operates in football-related areas. The between the club and the Company. führungs-GmbH. Nor is the Supervisory Board
Company currently holds equity investments in authorised to adopt internal rules of procedure The Fan Council serves as a forum for dialogue
BVB Stadionmanagement GmbH (100%), BVB Borussia Dortmund Geschäftsführungs-GmbH, or a list of transactions requiring its consent on and a communicative link with fans and defines
Merchandising GmbH (100%), BVB Event & Cater- the general partner of Borussia Dortmund GmbH behalf of the general partner. Rather, such rights itself as the representative body for all BVB fans
ing GmbH (100%), besttravel dortmund GmbH & Co. KGaA, is responsible for management and and duties are vested in the governing bodies of who identify with Borussia Dortmund’s values.
(100%), BVB Asia Pacific Pte. Ltd. (100%) and Or- representation of the latter. Borussia Dortmund Borussia Dortmund Geschäftsführungs-GmbH, One of the Fan Council’s primary objectives is to
thomed Medizinisches Leistungs- und Rehabilita- Geschäftsführungs-GmbH is for its part repre- namely its Advisory Board and the Executive Com- ensure that BVB remains a fan-based organisa-
tionszentrum GmbH (33.33%). The activities of the sented by Managing Directors Hans-Joachim mittee created by the Advisory Board. The reports tion and therefore to establish and maintain com-
102-48 former Sports & Bytes GmbH were integrated into Watzke, Thomas Treß and Carsten Cramer. As of the management and the Supervisory Board’s munication between all partners on the basis of
the Company. Borussia Dortmund's group struc- chairman of the management, Hans-Joachim enquiries and deliberations form the basis of the mutual respect. In addition to this objective, the
ture is presented in the chart above. Watzke is responsible for setting the Compa- Supervisory Board’s supervisory activities. For the Fan Council can also be used to mediate conflicts
ny’s strategic course, as well as for the areas of reporting period, the Supervisory Board considers between fans and fan groups
“Sports”, “Communications” and “Human Re-
28 2018/2019 Sustainability Report 2018/2019 Sustainability Report 29Stakeholder dialogue Stakeholder dialogue
fire brigade) as well as specific organizations of
102-43 Structured dialogue
the City of Dortmund and its region, in the context
We use a range of different formats to promote of match day planning. Borussia Dortmund works
ongoing dialogue with all of these groups: we closely with the DFB and the DFL and currently
conduct stakeholder surveys, organise dialogue chairs the German Association of Stadium Oper-
events on specific topics and exchange ideas in ators (VdS).
discussion and information forums or as part of
our work with various associations. Press confer-
ences are held at regular intervals. We also main-
tain ongoing dialogue with the City of Dortmund
and other local and regional authorities.
We also communicate with our members, our
nn Sustainability Working Group, 22 May 2019 fans, visitors to SIGNAL IDUNA PARK and our
business partners on a regular basis. We want to
know which topics they consider to be relevant to nn Fan Council, 12 June 2019
102-42
Our stakeholder dialogue BVB now and in the future, how they rate our per-
formance regarding the individual topics and what The next step in the process of intensifying our
they expect of us. stakeholder involvement will be to include our
BVB touches on the interests of many different people. This is why maintaining vendors and local residents. We will address the
With the Fan Delegates' Meeting (Fandelegierten- results of this dialogue process and the measures
dialogue with our stakeholders is a matter very close to our hearts. Our aim is
versammlung), which is held twice a year, and the we intend to take in response to them in our Sus-
to strike a balance between different interests to the greatest degree possible
Fan Council, which meets on a regular basis, we tainability Report.
and to further build trust on a permanent basis. When we communicate with have set up bodies that communicate continually
our various stakeholders, we provide transparent information on our decisions with our various fan groups.
and actions and their ramifications so that we may receive feedback to help us
improve further. We maintain regular, close contact with emergen-
cy services (German Red Cross, the police, the
Our stakeholders
Borussia Dortmund's actions and activities have also sponsors, vendors, authorities, associations,
a profound effect on various partners, stakehold- the media, our neighbours, the City of Dortmund
ers and interested parties whose relationships are and the surrounding region, that make demands
often intertwined. Conversely, depending on the and have expectations of BVB or that are influ-
extent of their relationship with the club, these enced by the club. As a listed company, Borussia
stakeholder groups can also influence decisions Dortmund is also attentive to the objectives, needs
at Borussia Dortmund. These groups include not and interests of its shareholders.
only our fans, club members and employees, but
102-40
Fans Club members
In order to perform a
materiality analysis from
the perspective of BVB's
Employees Neighbours
primary stakeholder
groups, we entered into
Sponsors Stakeholders Vendors
structured dialogue with
the following groups in
the reporting period: Media Associations
City of Dortmund Shareholders nn Fan Delegates' Meeting
30 2018/2019 Sustainability Report 2018/2019 Sustainability Report 31Materiality analysis Materiality analysis
102-15 Our material topics Materiality matrix 102-44
Borussia Dortmund is confronted with a host of topics that have a significant The 25 topics identified as being material are shown in the graphic below.
economic, ecological and/or social impact and that significantly influence the
assessments and decisions of our stakeholders and are thus considered mate-
rial. Borussia Dortmund has recorded these topics methodically and assessed 5,0
their significance with regard to their impacts and their influence on stakeholder
assessments and decisions.
Impact on stakeholder decisions and assessments
101 Basis of reporting their impact and to take these topics into account 22
102-46 4,5
We take the principles of completeness, materi- in our business activities. We initially identified an 3 2
ality and stakeholder involvement and the current assortment of topics in early 2017 that we then
4 1
internationally recognised standards for sustain- grouped into larger areas and evaluated in co-
ability reporting set out by the "Global Reporting operation with Ruhr University Bochum. We then 11
Initiative" (GRI) as a basis for determining what derived the material areas and topics, which were
10 25 18 8
our Sustainability Report will cover. This report then reviewed and defined more precisely in 2018
4,0 5
was prepared in accordance with the "2016 GRI with the assistance of external experts on the ba- 15 17 21 16 19 23
Standards (Core option)" and covers the reporting sis of workshops, interviews and surveys held in 9 14
period for the 2018/2019 season. Unless indicat- the course of a structured stakeholder dialogue 12 7
ed otherwise, all figures pertain to the 2018/2019 process. 20
season. 6
As part of the annual review at the beginning of 103-3
3,5
13
Although the GRI Standards were prepared for 2019, these topics were reviewed with regard to 24
all organisations regardless of the sector they completeness and their impact assessment and
operate in or their location, professional football adjusted in line with the latest insights. This year's
covers a very special field and differs in many review was conducted by the internal Sustainabil-
respects from traditional enterprises. In order ity Working Group, which includes representatives
to take this into account, the "Athletic develop- from all relevant corporate areas, and by means
ment" material area was added to expand on the of a workshop with the Fan Council. The following 102-49 2,5 3,5 4,0 4,5 5,0
GRI system and the "Fans, members and society" adjustments were made to the terms and classi-
Significance of the economic, ecological and social impacts
topic was included to expand on social issues. All fication system used in the previous year's report
of the information in this report essentially per- on the 2017/2018 season on the basis of the com-
tains to Borussia Dortmund GmbH & Co. KGaA, ments and suggestions we received:
with the exception of the information on the club’s 102-47 25 material topics in 6 areas
members, which are organised under BV. Borus- nn The description of the materiality matrix's
The six high-
sia 09 e.V. Dortmund. The "leuchte auf" non-profit x-axis was changed to "Significance of eco- Athletic development Environmental responsibility
lighted topics form
1 Peak performance 14 Energy and emissions
foundation is also an independent entity. nomic, ecological and social impacts" in line part of the Non-
2 Promoting youth football 15 Water and waste water financial Statement.
with the current translation of GRI 101 "Foun- See the following
Fans, club members and society 16 Mobility pages.
Materiality dation" (2016). 3 Fan community and fan behaviour 17 Use of resources
Which topics are particularly important to our 4 Diversity and anti-discrimination Employees
long-term success based on our corporate social nn The "Diversity and anti-discrimination" topic 103-3 5 Identity and tradition 18 Employment
responsibility? What are the social, ecological and is now its own topic, having previously been in- 6 "leuchte auf" foundation 19 Occupational health and safety
economic impacts of our activities and what do cluded in the "Fan community and fan behav- 7 Media and social networks 20 Training and education
Economic approach 21 Diversity and equal opportunity
our stakeholders expect of BVB in this regard? In iour" topic. This is due to the significance of the
8 Our financial performance Product responsibility
order to answer these questions, we began exam- work (including a donation of EUR 1 million to
9 Economic factor in the region 22 Spectator safety
ining the relevant topics methodically in 2017. The Yad Vashem) and the creation of an independ- 23 Stadium quality
10 Responsible purchase
analysis aims to assign weightings to sustainabil- ent department "Diversity and anti-discrimi- 11 Compliance and risk management 24 Product safety and product quality
ity topics, with the involvement of our stakehold- nation, fan and youth centre". Reporting on the 12 BVB brand 25 Service quality
ers, based on their importance to BVB in terms of two topics separately also reflects BVB's more 13 Sponsors
32 2018/2019 Sustainability Report 2018/2019 Sustainability Report 33Materiality analysis Shaping the future
nuanced approach to managing the topics.
The significance of the impacts of both topics
In total, 25 topics were identified as being materi-
al due to the significance of their economic, eco-
103-3 Shaping the future:
was again assessed as high. nomic, ecological and social impacts on BVB and
their influence on stakeholder assessments and
decisions. The following factors were taken into
our sustainable development
nn We also expanded the scope of the area "Fans 102-46
and club members" to "Fans, club members account when defining the material topics:
and society". Strong base and organisational drive contributes to society, we feel that we have a
nn Business model, strategy and material risks: "We're a strong brand," stated chairman of the particular responsibility to promote these issues,
103-3 nn The "Our financial performance" topic was The central values, guidelines, strategies, ob- management Hans-Joachim Watzke at the 2019 now more than ever. We therefore not only want
rated higher in terms of the significance of its jectives and requirements of BVB, company Annual Press Conference. He again confirmed to have but also must have this social discourse.
impacts. This increase reflects the fact that management systems, value chain and mate- Borussia Dortmund GmbH & Co. KGaA's ambi-
BVB devised a growth strategy during the re- rial risks were taken into account. tious objective of increasing the club's revenue The organisational realignment is the result
porting period. to EUR 500 million by 2025 (not including income of Borussia Dortmund GmbH & Co. KGaA's
nn Key sector-specific aspects: The main topics from transfers). BVB wants to use this sporting continual and systematic efforts to identify our
103-3 nn Due to its increasing importance for profes- and future requirements in the sector were and financial success to assume its responsi- 25 material topics on sustainability, which we
sional football and the feedback from the Fan identified by conducting interviews with BVB bility, which is tied closely to Dortmund and the defined as part of an extensive internal and
Council (including with respect to the current managers and specialists. surrounding Ruhr region, especially with regard external dialogue process, as described above.
discussions surrounding Financial Fair Play), to the club's sustainable development. This third annual report presents those changes.
the "Compliance and risk management" top- nn Interests and expectations of relevant stake- 102-16
ic was rated higher both in terms of the sig- holders: The interests and expectations of the 102-10 In the summer of 2019, we formed a separate Process
nificance of its impacts and its influence on stakeholders that have invested in BVB were Corporate Responsibility department which Borussia Dortmund stands for intensity, authen-
stakeholder assessments and decisions. identified by surveying members of the Su- handles all social, corporate and ecological ticity, community and ambition and everything
pervisory Board and sponsors. The economic, issues relating to sustainability. This depart- we do has a powerful impact. That is why we have
103-3 nn The "Promoting youth football" topic was rat- social and/or ecological interests and ex- ment will oversee BVB’s “leuchte auf” founda- made a promise to ourselves and to each and
ed higher in terms of the significance of its pectations of BVB's other stakeholders were tion, as well as the construction project for the every one of our fans that we will give nothing
impacts. This is due to the ongoing implemen- identified by including fans, authorities, the fan and youth centre and the topic of diversity less than 100% in our passioned and determined
tation of the concepts developed in connec- association and club representatives in the and anti-discrimination. Professional sports can pursuit of our goals. We want to help others help
tion with the planned investment in the Youth stakeholder dialogue process. be polarising, and we will discuss these issues. themselves and dedicate all of our quality to the
Academy and the efforts to strengthen the U17 Because we understand how and what BVB service of the team.
to U23 youth squads. nn Impact of activities: The economic, ecologi-
cal and/or social impacts as well as the con-
MATERIAL AREAS MATERIAL TOPICS THE 6 FOCAL POINTS
103-3 nn The "Energy and emissions" topic was rated sequences for BVB relating to the economic, OF OUR WORK
higher in terms of the significance of its im- ecological and/or social impacts, e.g. risks to 1 Peak performance
Athletic development 2 Promoting youth football
pacts because of the decision made during the the business model or reputational risks, were Always in tune:
3 Fan community and fan behaviour BVB, its fans and
reporting period to introduce an energy man- assessed on the basis a three-year estimate.
4 Diversity and anti-discrimination the region
agement system in accordance with DIN ISO Fans, club members 5 Identity and tradition
50001. nn Politicaland regulatory influencing factors and society
6 "leuchte auf" foundation Always acting responsibly:
The applicable laws, guidelines, international 7 Media and social networks Sustainability
or voluntary agreements and requirements of 8 Our financial performance and the stadium
the DFB/DFL that are of strategic significance 9 Economic factor in the region
to BVB and its stakeholders were taken into 10 Responsible purchase
Economic approach Always giving it our all:
account. 11 Compliance and risks Sustainable HR
12 BVB brand development
13 Sponsors
14 Energy and emissions
Always improving:
Environmental 15 Water and waste water Product quality and
responsibility 16 Mobility service
17 Use of resources
18 Employment
Always working hard
19 Occupational health
to stay on top:
Employees and safety
Ensuring peak performance
20 Training and education
21 Diversity and equal opportunity
22 Spectator safety Always promoting
23 young talent:
Stadium quality
Product responsibility Dortmund lads
24 Product safety/product quality
34 2018/2019 Sustainability Report 35
25 Service qualityShaping the future Shaping the future
This means that every single person at BVB has includes representatives from different de- 102-15 Strengths, weaknesses, opportunities and
Borussia Dortmund is a member of the 102-13
to take responsibility, also, and particularly so, in partments and has already made valuable threats
following associations:
terms of our sustainable development. We have substantive contributions to our further We first discussed the strengths, weaknesses,
defined six specific focal points of our work in development. This continuous exchange opportunities and threats in working groups, nn DFL Deutsche Fußball Liga GmbH (DFL)
this regard to help us shape our future success- between the new department and the cor- taking the current risk inventory into account.
fully and in a structured manner. The graphic on porate functions is very important to us. After identifying all strengths, weaknesses, op- nn Deutscher Fußball-Bund e.V. (DFB)
the previous page illustrates the complex rela- portunities and threats we then determined what nn Union of European Football Associations
tionships between the topics that are material to 3 The specific and practice-based implemen- needed to be undertaken and proposed specific (UEFA)
us and the focal points of our work: everything is tation of measures in the aforementioned actions in coordination with the relevant depart-
interrelated! focal points of our work. ments and the management. The process is
nn Fédération Internationale de Football
Association (FIFA)
In the "Acting responsibly. Together." sec- underway and we will publish our results in the
tion of this report we present the measures next report. nn Westdeutscher Fußballverband e.V. (WDFV)
3 years – 4 action levels we took with the six defined focal points
nn Fußball- und Leichtathletik-Verband
of our work in the 2018/2019 season. The In the following two sections, we report on the
Westfalen e. V. (FLVW)
1 Strategy SWOT analysis described further below, specific measures that we are taking ("Acting re-
nn European Club Association (ECA)
which we carried out in the summer of sponsibly. Together. – The six focal points of our
2019, will result in further plans for sensi- work" starting on page 46) and on our general
2 Dialogue ble measures. The next step will be to dis- approach to addressing the individual material
nn Vereinigung deutscher Stadionbetreiber
(VdS)
cuss these measures in the Working Group, topics ("25 material topics – Management ap-
3 Focal points of work after which we will present the measures in proaches based on the GRI" starting on page 84).
Borussia Dortmund supports and promotes 102-12
the next report.
the following charters and initiatives:
4 Communication 102-12 Charters and associations
4 Transparently and authentically communi- In September 2019, Hans-Joachim Watzke was nn Association of German Foundations
cating our development to our employees, elected to the Executive Board of the European ("leuchte auf" foundation)
Three-year plan fans and external stakeholders. Club Association (ECA), where he will represent
nn Business Social Compliance Initiative (BSCI)
In spring 2019, we opted for a three-year struc- This not only includes our annual Sustain- the interests of the Bundesliga at the European
tured planning process with specific milestones. ability Report but increasingly also a lively level. Dr Christian Hockenjos has been elected to nn Initiativkreis Ruhr e.V.
This relates to four action levels that we will pur- exchange of ideas on current topics both serve as Chairman of the Executive Board of the
sue as part of an integrated approach: within the Company and online. German Association of Stadium Operators (VdS).
The VdS is an association of all operators of major
1 The strategic further development of our Evaluation 103-3 event venues which are licensed for international
102-16
corporate objectives in connection with our As part of our annual reporting process, we eval- sporting events, in particular football matches,
sustainable development. uate the management approaches we apply to concerts and similar large-scale events.
This includes fleshing out the management the material topics, which are described in the
approaches to our 25 material topics with fourth part of the report, at regular intervals and
quantitative and quantitative targets. We then adapt/update them accordingly. The more
will efficiently plan our actions on the basis we address the individual topics and collect in-
of specific and valid measurable indicators. formation on the key performance indicators,
We will continue to maintain the important the more a system of continuous feedback, also
link to risk management while staying fo- with our stakeholders, emerges. This allows us
cused on those aspects affecting the Com- to transparently communicate how we are per-
pany as a whole. forming in terms of the objectives we have set,
including information on the progress we have
2 Ongoing dialogue with our internal and ex- made and on any areas in which there might still
ternal stakeholders be room for improvement.
We will continue and build on the stake-
holder dialogue process we began. We This has allowed us to lay the foundation for seiz-
hope to receive valuable insights from our ing the opportunities that arise in the course of
partners in the supply chain and our long- our efforts to address the material topics and for
standing sponsors, who have already begun identifying any corresponding risks early on – a
to address the issue of sustainability. The key step in the process.
Company's Sustainability Working Group
36 2018/2019 Sustainability Report 2018/2019 Sustainability Report 37Borussia unites!
"We will continue helping to ensure that the lessons of
the past are never forgotten."
A delegation from BVB travelled to Israel in early Extremist right-wing fan groups are also active
2019, marking one of the highlights in our efforts in and around BVB and the stadium. As the BVB
to combat anti-Semitism. For us, the invitation to family, we face the constant challenge of confront-
Yad Vashem in Jerusalem is a very special act of ing discrimination and threats to committed fans
recognition that both humbles and at the same and steadfastly defending the values of Borussia
time makes us proud. Dortmund.
"Borussia unites generations, men and women, Together with its fans, partners and staff, Borussia
all the nations", so goes one of the club's anthems. Dortmund has adopted an attitude and approach
This reflects the values that Borussia Dortmund that leverages the club's appeal and popularity to
stands for: openness and tolerance. The BVB effect lasting change in our society. Against this
family is a place for everyone, no matter who background, we see our efforts at fostering a cul-
they are. ture of remembrance and combating anti-Semi-
tism as a solid foundation to confront all forms of
That was not always the case. During the era of discrimination. Remembering the atrocities of the
national socialism, officials from BVB also sup- Holocaust can never be short-lived. It is not some-
ported the Nazi authorities. What followed – and thing we can bring to a close. Rather, we see it as
the process of exclusion in the City of Dortmund our task to leverage the positive energy of BVB so
and in German society as a whole – was just the that together with our fans, employees, partners
prelude: synagogues were destroyed, political and sponsors we can learn the lessons of the past
opponents persecuted and residents stood by as and work together to shape the world today and
thousands of Jews were rounded up and trans- in the future.
ported to the camps and ghettos of Nazi-occupied
Europe. Millions were murdered and few returned. The sense of friendship and recognition that we
It is both a warning and an obligation for us. brought back from Israel spurs us on to continue
striving for this goal.
There are also incidents of right-wing extremism
taking place today in the City of Dortmund and Borussia unites! Together we remember. Together
the surrounding area. These range from threats against anti-Semitism.
and acts of vandalism to violence and murder.
s ia u n it e s !
Borus ember. Together against anti-Semitism.
Together we rem
Hans-Joachim Watzke
(Chairman of the Management)
38 2018/2019 Sustainability Report 2018/2019 Sustainability Report 39You can also read
