SIGA GOOD GOVERNANCE UNIVERSAL STANDARDS

IMPLEMENTATION GUIDELINES

These Universal Standards are designed to advance the highest level of good governance in
Sporting Organisations, underpinned by the guiding concepts of democracy, transparency,
accountability and stakeholder representation. Where applicable, the Universal Standards
reference existing global best practices. A number of frameworks were consulted during the
benchmarking and development process, including but not limited to:

National sport governance frameworks:

 Australian Sports Commission: Mandatory Sport Governance Principles

 Sport Canada: Governance Principles
 Dutch Olympic Committee and Sports Confederation: Minimum Governance
Requirements
 Sport & Recreation Alliance (United Kingdom): Voluntary Code of Good Governance
 2004 UK Sport Good Governance: a guide for national governing bodies of sport
 2005 USOC preliminary NGB governance guidelines
 2016 UK Sport: A Charter for Sports Governance in the United Kingdom

Regional sport governance frameworks:

 Guidelines for Good Governance in Grassroots Sport (EU funded project, led by
International Sport and Culture Association in collaboration with Transparency
International)
 Better Boards, Stronger Sport (EU funded project, led by Sport & Recreation Alliance
(United Kingdom) in collaboration with national umbrella sport organisations in five
different countries)
 EU Expert Group on the Good Governance in Sport: Principles for the Good Governance
of Sport in the EU
 Council of Europe: Guidelines of Good Governance and Ethics in Sport
 2016 Council conclusions on enhancing integrity, transparency and good governance in
major sport events

International sport governance frameworks:

 International Olympic Committee: Basic Universal Principles of Good Governance of the

Olympic and Sports Movement
 PriceWaterhouseCoopers: An Independent Governance Review of the International
Cricket Council
 Transparency International: Safe Hands: Building Integrity and Transparency at FIFA
 2016 ASOIF governance principles and indicators for International Federations

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Other Good Governance Frameworks:

 OECD, UNODC and the World Bank: Anti-Corruption, Ethics and Compliance Handbook
for Business
 United Nationals Global Compact: Integrity Measures
 UNODC: An Anti-Corruption Ethics and Compliance Programme for Business
 Transparency International: Business Principles for Countering Bribery

In the application of these standards, it is acknowledged that sporting structures can embody
different legal forms (e.g. limited company, unincorporated association, charity, mutual societies,
public/State-run organisations, etc.) in different jurisdictions and should always act in accordance
with relevant local laws. The Universal Standards should be read alongside applicable laws as a
guide to implementing best practice in preserving good governance in sport. To the extent there
is any inconsistency between local laws and the Universal Standards, local laws shall prevail over
the provisions in these Universal Standards.

These standards are addressed specifically to sports governing bodies, competition organisers,
clubs and other key sports bodies, (together, “Sports Organisations”). However, some specific
requirements in the Universal Standards and Implementation Guidelines can target a particular
type of Sports Organisations (e.g. International, continental or national federations, leagues, clubs,
players unions, etc.).

Introduction and Guidance

The Universal Standards offer three different levels of phased implementation according to the
categories of “Bronze”, “Silver” and “Gold”. The Universal Standards are additive, designed to
build on each other. This means that the adoption of the Gold standard is always inclusive of the
Silver and Bronze levels; and the adoption of Silver is always inclusive of Bronze. Adhering
Sporting Organisations shall adopt the Universal Standards in their entirety.

Sporting Organisations may question at which level they should focus their implementation
efforts. This can be a challenging issue given the inherent differences in size, and function, as well
as human and financial capacity across a diverse range of entities. For these reasons SIGA has
chosen to equate the Bronze, Silver and Gold levels of standards implementation as equivalent to
having achieved an organisational standard of “Good”, “Better” and “Best”, respectively.

Sporting Organisations are free to self-select into the process at the level they determine
appropriate. For example, a smaller organisation may wish to move directly to adoption at the
level of Silver (which is inclusive of Bronze). Larger organisations with compliance structures in
place might be able to achieve the level of Gold at the outset (which includes Silver and Bronze
by definition). This flexible and self-directed approach is not meant to delay the process of
implementation, but rather, to recognise the diversity of environments in which an organisation
may be undertaking this important work.

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It is envisaged that signatory organisations shall commit to the Universal Standards initially on a
“comply or explain” basis. Self-assessment will be the starting point with a view to incorporating
a level of independent scrutiny and regulation at a later date (independent assessment and rating
system).

Specific programs to assist with capacity building, information sharing and implementation
challenges are planned as part of the SIGA offering, with a particular focus on helping Sporting
Organisations that may need additional support.

Those Sporting Organisations that are well established along the path to achieving the level of
Gold can play an important role in both encouraging and aiding those that are at an earlier stage
in their good governance journey.

Above all, SIGA is a community and all Members of SIGA, including Governments, International
Organisations, Commercial Partners, experts and others eligible to join SIGA should be working
together in a “peer-to-peer” environment in support of the adoption and implementation of the
Universal Standards. Not only is this critical for the success of SIGA, but it also reinforces that, by
joining SIGA, Sporting Organisations are creating a space of mutual credibility and integrity, where
the reputation and impact of SIGA is shared and is to be protected by all Members.

Peer-to-peer support is also an important foundational element for creating an effective

monitoring and implementation approach. In addition to effective rating and independent
monitoring systems, capacity building within and for SIGA begins with Members helping each
other to attain the highest possible level of implementation of the SIGA Universal Standards.

Part I: The Organisation

The following standards address democratic organisational structures, processes, and stakeholder
representation.

1. The organisation shall structure its decision-making bodies and internal organs with
democratically elected leadership, ensuring that there is a clear separation of powers
between its regulatory/supervisory, executive and disciplinary functions.

BRONZE SILVER GOLD

- Ensure fair and free - Make sure that members - Ensure independence of
elections, for instance by are encouraged to and clear separation of
creating a) a fair allocation of participate in the annual power between
votes among members, b) meeting/general assembly, organisational bodies with
equal opportunities for for instance by a) regulatory/ supervisory,
members to voice opinion encouraging them to stand executive, and disciplinary
and stand for election and c) for election to the Board; responsibilities, for instance
an independent election and b) making sure that they by not allowing the persons

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 committee to ensure that cannot grant authority to who make the rules to also
election rules are followed anyone else to vote on their be members of bodies which
behalf a) monitor adherence to the
- Make public all open rules, b) consider cases of
positions for elections and - Publish eligibility rules for potential breaches of the
appointments including the candidates for election rules, c) consider appeals on
process for candidates and sanctions for proven cases of
full details of the roles, job - Allow candidates for breaches to the rules, and by
descriptions, application elections a possibility to also not allowing members
deadlines and assessment present in an open forum of these bodies to be a
their vision/programmes member of any of the other
- Conduct independent due while ensuring equal bodies
diligence / integrity checks treatment for all candidates
on all candidates for office, - Publish all decisions of
whether applying to join the disciplinary bodies and
Board, Committees, related sanctions
disciplinary functions or to
perform an executive
function in the organisation

- Ensure that judicial

processes are free from
political influence

- Establish a right of appeal

to an impartial body (e.g.
Court of Arbitration for
Sport), including a globally
accepted standard of dispute
resolution

- Make certain that

members approve a
constitution in the context
of an annual
meeting/general assembly
with bylaws that establish
clear checks and balances
and the division of rights and
responsibilities between the
annual meeting/general
assembly and the board and
other relevant organisational
bodies

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 2. The organisation shall develop appropriate consultation processes and incorporate
meaningful stakeholder representation in its decision-making structures, including,
representation of leagues/competition organisers, clubs, athletes and other key
stakeholders.

BRONZE SILVER GOLD

- Assess expectations and - Nurture fans and athletes - Include the key
concerns of key stakeholder and offer them a platform stakeholder groups in
groups at least once a year, to create communities on decision-making structures
for instance expectations social media such as
and concerns of members, Facebook, Twitter and - Cooperate and coordinate
leagues, clubs, athletes and YouTube activities with other
supporters (through relevant sport organisations
engagement of their - Establish and maintain a and relevant sport related
representative bodies), dialogue with key organisations
sponsors, government stakeholder groups, for
entities and others who are instance by organising - Support and motivate
subject to engagement or regular stakeholder member organisations to
take an interest in the workshops and inviting key also establish good
organisation stakeholders to annual governance standards
meetings/general assemblies
- Offer key stakeholder
groups a voice in decision- - Utilise the experience, - Form strategic alliances
making processes expertise and networks of with key stakeholder groups
key stakeholder groups in to further fuel the successful
support of devising and implementation of the
implementing the organisation’s strategy
organisation’s strategy, for
instance marketing and
logistical management
experience of sponsors

3. The organisation shall develop, implement and make publicly available a vision, mission
and strategy to which the organisation is accountable.

BRONZE SILVER GOLD

- Publish vision, mission and - Make publicly available - Publish a register of key
strategy of the organisation key performance indicators performance indicators
to which the organisation is displaying and sanctioning
- Establish a long term vision accountable non-compliance
and mission
- Review the strategy (in - Conduct an independent
consultation with audit of the organisation’s

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 stakeholders) at least once strategy every second year,
every second year, including including assessment of
reassess internal strengths success in meeting
and weaknesses and organisational targets
external opportunities and
threats - The mission should include
(a) development and
promotion of sport through
non-profit organisations, (b)
promotion of the values of
sport, (c) organisation of
competitions, (d) ensuring a
fair sporting content at all
times, (e) protection of the
members and athletes, (f)
solidarity and due
consideration for social,
economic and
environmental sustainability.

4. The organisation shall embrace transparency and accountability and make publicly
available its statutes, policies, processes, rules and regulations, and its list of member
organisations.

BRONZE SILVER GOLD

- Publicly account for the - Publish an account of - Apply the principle that all
governance model of the how the board of the information should be made
organisation and its governance organisation runs its publicly available, unless
standards, for instance by affairs and the nature of personal privacy rights or
making constitutions, statutes, its integrity in measures in other appropriate concerns
meeting agendas of General place, for instance publish: justify not disclosing it, as
Assembly, Board and Committee opposed to the other way
meetings, policies, processes, a) profiles of board around
rules and regulations available on members and their
the organisation’s website contact information; - Make clear and
b) board charter and transparent the procedure
- Make publicly available a list of relevant policies to modify or amend the
members of the organisation covering areas such as regulations
and the total number of people conflicts of interest,
participating in sport once a year gifts and hospitality and - Publish organisational
travel; charts for staff, elected
c) register of declared officials and committee
conflicts of interest; structures, and other

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 d) register of gifts and relevant decision-making
hospitality given and groups
received;
e) minutes of board - Stream the meeting of the
meetings or register of General Assembly online
board decisions
f) strategy and status on
implementation;
g) job descriptions for
board roles;
h) board performance
evaluations;
i) remuneration of board
and executive staff
j) individual actual
attendance of board
meetings
k) policies on allowing
employment of board
members as
consultants

5. The organisation shall identify, address and disclose any potential or declared conflicts of
interest among persons in leadership positions - including board directors, senior
management, as well as members of disciplinary and appeal bodies and members of ethics
and audit committees - by means of ex-ante policies and on-going monitoring.

BRONZE SILVER GOLD

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- Establish a comprehensive - Formulate rules for - Devise rules for the extent
conflicts of interest policy to handling institutional to which board
prevent and handle cases of conflicts of interest president/chair, board
personal and professional among board members members and executive
conflicts of interest for board in the process of making staff are allowed to assume
members and staff, including: decisions about board roles in other sport
distribution of funding to organisations, including
a) emphasising that board member organisations, requirements for people to
members and staff are always including granting of potentially relinquish other
to consider what is best for the loans to and between board positions upon
organisation in any decision; member organisations assuming their role in the
b) defining what comprises organisation
conflicts of interest, personal - Create rules on the
as well as institutional ones; extent to which board - Establish rules for
c) deciding how far the definition members are allowed to appointing board member
applies in terms of close family carry out paid consultancy to represent the
work for the organisation
members and friends of board organisation in boards of
members and staff; during their time in office, other organisations,
d) maintaining a register of including how conflicts of including:
proactively declared conflicts interests are to be handled a) which interests to pursue
of interest by board members in the decision making in decision making processes
and staff, when they join the process that establishes in the case of conflict of
organisation, when their the terms of reference interest for a board member
interests change along the way in a specific board meeting;
and when their interests apply and b) the extent to which
to a particular agenda item of the president of the
a board meeting, organisation is also allowed
implementation of a board to assume the presidency of
decision and/or carrying out other sport organisations
an operational task;
e) sanctioning of cases of failure
to declare a conflict of
interest; and
f) possible annulation or
reconsideration of conflicted
decision.
- Devise a gift and hospitality
policy, outlining monetary levels
of acceptable gifts and hospitality
to be given and received in an
organisational capacity along
with requirements about internal
reporting on giving and receiving
such items

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- Put in place a travel policy for
board members and staff,
clarifying:

a) criteria for selecting people to

travel on behalf of the
organisation;
b) rules for approval of travel
costs;
c) acceptable levels for
expenditures such as class of
flight travel, accommodation,
daily rates and costs related
to accompanying spouse; as
well as
d) how the travel policy for
board members and staff
might be different from the
one applying to athletes and
why

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 6. The organisation shall prohibit any form of bribery or corruption within its organisation
and in its dealings with third parties; and shall establish comprehensive anti-bribery and
corruption compliance policies that reflect recognised global standards and comply with
applicable legislation.

BRONZE SILVER GOLD

- Commit to implementing - Publish on the - Publicly declare
a programme to counter organisation’s website its compliance with the United
bribery, representing anti- anti-bribery and corruption Nations Convention against
bribery efforts, including compliance policy Corruption (UNCAC)
values, code of conduct, referencing relevant
detailed policies and recognised global standards. - Develop an anti-corruption
procedures, risk programme that articulates
management, internal and - Consult with employees, values, policies and
external communication, trade unions or other procedures to be used to
training and guidance, employee representative prevent bribery from
internal controls, oversight, bodies and other relevant occurring in all activities
monitoring and stakeholders on the under its effective control,
assurance. development of the reflecting the organisation’s
organisation’s anti- business circumstances and
- Declare compliance with corruption policy. corporate culture, taking
relevant Anti-Bribery laws, into account such factors as
for example the UK Anti- - Demonstrate size, nature of the business,
Bribery Act and the US strong, explicit and visible potential risks and locations
Foreign Corrupt Practices support and commitment of operation
Act, through establishment from senior management to
of published anti-corruption the company's internal - Involve employees in the
compliance policies. controls, ethics and implementation of the anti-
compliance programmes or corruption programme,
measures for preventing and ensuring also that human
detecting bribery and resources practices including
corruption recruitment, promotion,
training, performance
evaluation, remuneration
and recognition reflect the
organisation’s commitment
to the programme

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 7. The organisation shall provide formal, officially audited and publicly disclosed
financial reports reflecting international best practice for public companies (with
due respect to any specific requirement as per domestic laws – notably related to
the organisation’s legal status) and disclosing administrative expenses in the sport
– notably remuneration and related expenses for key officials and management
personnel.

BRONZE SILVER GOLD

- Provide formal and - Publish the external - Apply the principle that all
officially audited and auditing statement annually information should be made
publicly disclosed financial publicly available, unless
reports reflecting - Make publicly available an personal privacy rights or
international best practice annual report, accounting other appropriate concerns
and disclosing administration for main activities and justify not disclosing it, as
expenses in the sport results, strategy opposed to the other way
implementation and the around
- Provide a public account of financial situation of the
the financial situation of the organisation - Publicly account for the
organisation, including total individual
detailed information about compensation of board
budgets, revenues, members and executive
expenditures (including staff, including bonuses and
salary bands/ranges) and travel allowances.
financial assets and liabilities

8. The organisation shall establish and implement clearly defined and transparent policies on
procurement, award of broadcasting, sponsorship and other commercial contracts,
development and solidarity funds and other resource redistribution and rights to host
major sporting events.

BRONZE SILVER GOLD

- Put into place adequate - Make publicly available an - Carry out an independent
procurement rules to pre- account of the nature of all assessment of personal and
empt and handle conflicts of sponsorship, media institutional conflicts of
interest, for instance by broadcasting and other interest in the organisation
outlining a process for commercial deals, including associated with the
always purchasing goods and information on the involved procurement process,
services of a certain value rights, how long existing including all board members
based on objective criteria contractual agreements run and executive staff, as well
for a documented evaluation and the procurement as staff handling
of at least three competitive process that was undertaken procurement, finances,
suppliers’ price, quality and to award them. granting of sport event
ability to deliver on time. hosting rights and

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 - Provide a public account of negotiating sponsorship and
- Observe open and rights and responsibilities of media broadcasting deals, at
transparent tenders for hosts of sport events, least on an annual basis, and
major commercial and including the division of potentially also as part of an
procurement contracts, rights and responsibilities independent integrity due
including, but not limited to, between the host and diligence process for
those in relation to media, organisation in making considering potential
sponsorship, broadcasting contractual agreements with candidates for board and
and construction of sporting sponsors and media executive staff positions
infrastructure. broadcasters, as well as the
sharing of the revenues - Make publicly available
- Establish a mechanism for generated by these details of all commercial
decisions to be challenged agreements agreements associated with
through internal appeal rights attached to major
mechanisms on the basis of - Devise a publicly available sporting events
clear rules register of funds
redistribution, including - Engage independent
- Establish fair and objective details on the final auditors to assess whether
criteria for selecting hosts of destination of funds, the key performance indicators
sports events and an purpose for which they have attached to the
independent, evidence been allocated and key redistribution of
based evaluation and performance indicators organisation funds have
decision making process and attached to the terms of the been met, and enforce
structure redistribution appropriate sanctions
against the beneficiary of
- Establish a clear and those funds for fraud or lack
audited process regarding of compliance with
accountability of funds associated transparency
redistributed by obligations
organisations to its
members or other - Ensure equal opportunities
constituent organisations, for attending sport events,
including development for instance through fair
funds, solidarity funds and ticket pricing and
others distribution and measures to
prevent reselling of tickets
on the black market

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 9. The organisation shall ensure that a majority of members of disciplinary and appeal bodies
and members of ethics, audit and refereeing committees are independent and impartial,
and that they are appointed by the supreme body of the organisation, normally the
Congress or General Assembly.

BRONZE SILVER GOLD

- Set up an Ethics - Set up a nominations - Set up an independent
Committee and an Audit & committee responsible for committee to ensure that all
Compliance Committee setting up and appointing appointments to
members of independent Committees are fair and free
- Have the Congress or committees from undue influence.
General Assembly appoint
the members of the ethics
and audit & compliance
committees, as well as the
members of the refereeing
committee

10. The organisation shall adopt appropriate “whistle-blower” policies to encourage and
protect those who come forward in respect of any breach of applicable laws, rules and
regulations, as well as any breach of the SIGA Universal Standards.

BRONZE SILVER GOLD

- Offer an easily accessible -Designate a senior officer in - Publicly account for the
channel for anyone to the organisation or an magnitude and nature of
confidently and independent person to be concerns raised in
anonymously seek guidance responsible for receiving confidence (channel for
or raise concern about and managing complaints; whistle-blowing) and how
potential breaches of the and establish an internal the concerns have been
organisation’s rules (whistle- function to ensure any addressed
blowing) remedial action is taken.
- Publish reporting and
- Ensure effective sanctioning procedures
protection and anonymity associated with breaches of
of those who come forward the SIGA Universal
to report on breaches of Standards.
rules or integrity matters.

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 11. The organisation shall advance the positive role of sport in society with a particular
emphasis on the positive impact at the local level.

BRONZE SILVER GOLD

- Put in place policies and - Develop, support and scale - Motivate athletes, coaches
activities to address societal activities that utilise the and referees to become
issues at play in sport, for unique power of sport in societal role models of fair
instance issues such as generating positive societal play and sportsmanship, in
violence, discrimination, change, for instance and off the field of play, for
trafficking and abuse of activities that engage instance by offering
children and young people in underprivileged children in platforms for recognising
and through sport, and educational sport with a their integrity leadership,
negative environmental view to helping them acquire such as establishing
impact. life skills and/or address prestigious fair play prizes
societal issues, such as and awards
crime, drugs, violence,
integration, gender equality, - Help build the socio-
etc. economic case for increased
government support to
sport and help share it with
relevant policy makers at all
levels of government, for
instance by documenting the
positive contribution of sport
in areas such as health,
inclusion, gender equality,
tourism/economic growth
and development of life skills

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 12. The organisation shall motivate ethical behaviour for directors, athletes, staff and
volunteers through implementation of a Code of Conduct.

BRONZE SILVER GOLD

- Put in place a Code of - Hire staff based on merit, - Assess and reward staff
Conduct for directors, for instance based on: along the lines of a mix of
athletes, technical and excellent performance and
administrative staff and a) clear, objective criteria behaviour, for instance as a
volunteers – a means of regarding skills, basis for making decisions on
measuring and rewarding experience, expertise, bonuses and promotions
outstanding ethical network and qualities of
behaviour of employees and character; - Adopt a zero-tolerance
volunteers, for instance b) detailed job descriptions; approach to unethical
providing sportsmanship c) comprehensive behaviour by staff and
awards or other means of advertising; and volunteers
recognition for volunteers d) appropriate
compensation - Exchange good
management practices with
other sport organisations on
- Carry out integrity training a regular basis, as regards
and education initiatives for effective means of
directors, athletes, staff and supporting staff and
volunteers volunteers perform well with
integrity

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 13. The organisation shall ensure that its members promote a fair and level playing field for
athletes, encourage youth development and protection policies and facilitate social
dialogue and sound industrial relations in line with international labour standards.

BRONZE SILVER GOLD

- Encourage the - Establish and maintain a - Encourage social partners”
establishment of social structured dialogue enter into a collective
dialogue platforms in between social partners, for bargaining agreement -
professional sport, as a instance by organising Define mutually acceptable
means to promote sound regular meetings, creating dispute resolution
working relations and permanent structures where mechanisms to resolve
contractual stability employers’ associations and conflicts relating to
between the social partners employees’ associations can player/athlete employment
at national and voice their concerns and contracts, for example
international level, i.e. resolve their issues through ensuring that the dispute
structure that represent the dialogue and social resolution body is comprised
interests of employers (such engagement. of at least one player and
as leagues or unions of employer representative, as
clubs) and athletes (such as - Establish minimum well as an independent chair
the unions) contractual requirements
applicable to - Devise a blueprint
- Establish a level playing employer/employee agreement between
field for athletes and agreements in employers’ organisations
appropriate development player/athlete contracts and athlete unions on
and protection policies for minimum requirement for
young athletes - Make sure fair and fit for athletes’ contracts.
purpose dispute resolution
mechanisms are in place for - Establish education
industrial disputes in each programmes, assistance and
sport at national and career facilities (pension
international levels and in funds, dual career, etc.) for
compliance with principles athletes, funded by the
of independence, organisation
impartiality and respect of
the parties’ procedural rights - Offer social partners voting
power in the decision-
making bodies of the
governing body in charge of
their respective sport

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 14. The organisation, recognising the importance of financial good governance and sports
betting integrity, shall adhere to the SIGA Universal Standards on Financial Integrity and
Sports Betting Integrity.

BRONZE SILVER GOLD

- Demonstrate strong, - Publish evidence on the - Publicly showcase
explicit and visible support organisation’s website of examples of promoting the
and commitment to the strong, explicit and visible importance of financial and
SIGA Core Principles and support and commitment to betting integrity in sport
Universal standards on the SIGA standards on
Financial Integrity and Financial Integrity and
Sports Betting Integrity Sports Betting Integrity

15. The organisation shall follow all applicable local and national laws and regulations,
including anti-corruption laws and relevant clauses in contracts with sponsors and others;
and shall comply with international human rights standards.

BRONZE SILVER GOLD

- Ensure compliance with - Offer an easily assessable - Publish details of any
relevant laws and channel for anyone to seek litigation or other existing
regulations of the country guidance or raise concern legal matters currently being
where the organisation is about potential breaches of dealt with by the
based the organisation’s rules organisation that are not
(whistle-blowing) subject to legal professional
- Ensure compliance with privilege
international human rights - Make public all decisions
standards of disciplinary bodies and
related sanctions, as well as
- Certify that board pending cases where and as
members, staff, volunteers, applicable
athletes, and other relevant
stakeholders are aware of
the nature of the
organisation’s policies and
processes

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 16. The organisation shall establish an effective organisational risk management programme
to ensure protection of data privacy and the security of its IT and operating systems.

BRONZE SILVER GOLD

- Certify that board - Assess material risks at - Conduct a certified annual
members, staff and other least once a year, for review of data security and
relevant stakeholders are instance in terms of IT systems vulnerability to
aware of the organisation’s perceived likelihood than an ensure that all systems are
policies and processes, issue is going to occur and its safe and impenetrable
which they are to observe, perceived impact on aspects
for instance by carrying out such as trust, growth and
documented training, performance
making these policies and
processes easily available - Put in place an adequate
and informing everybody, data security mechanism to
should be the policies and ensure the security and
processes be subject to integrity of all internal
substantial changes systems, including use of a
document retention system

Part II: Board Governance and Oversight

Ensuring that Board and other oversight functions of the organisation are running properly is
critical to achieving good governance. To this end, the following standards shall apply:

17. The organisation shall ensure the quality, professionalism, and independence of its board
members by:

a) practicing careful recruitment and conducting independent checks of all

candidates to ensure proper fit and proper standing, in particular good repute
and probity and relevant qualifications and professional experience;
b) limiting number of terms and length of tenure of office;
c) carrying out board training and skills development as well as regular evaluation
of their performance with independent input.

BRONZE SILVER GOLD

- Carry out regular, - Evaluate performance of - Establish a set of
independent evaluation of the board and individual incompatibilities and
the performance of board board members at least impediments applicable to
members and decisions on once a year in a way that board members and senior
appointment of new board includes external input executives, devising rules for
members the extent they are allowed

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 - Integrate independent to assume roles in other
- Limit number of terms and board members into the sport organisations
length of tenure of office board based on merit, for
instance by establishing a - Formalise
nominations board training/induction
committees, with at least programmes for board
one external, independent members, to be carried out
member and with a mandate by independent experts and
to nominate the most ensure best practice
qualified candidates for
election or appointment,
while taking into account the
extent to which they would
add diversity and
complement experience and
expertise of board members
already in office

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 18. The organisation shall review and modify board representation to ensure diversity of
thought, broad and proper inclusion of all relevant stakeholders as well as a substantial
proportion of independent director(s).

BRONZE SILVER GOLD

- Encourage diversity in the - Establish a board charter - Exchange good governance
boardroom to reflect that of or a board code of conduct, practices with other boards
society, for instance in terms outlining board principles on a regular basis, for
of diversity in age, sex, and practices instance in and across sports
religion, ethnicity, locally, nationally, regionally
geographic representation, - Undertake a formal review and/or internationally
etc. of the independence and
diversity credentials of the - Implement a quota for
- Integrate independent board of the organisation at minimum number of
board members into the least once a year in a way independent directors and
board based on merit, for that includes external input diversity of directors to
instance by establishing a ensure diversity and
nominations committee with independence in the
at least one external, boardroom
independent member and
with a mandate to nominate
the most qualified
candidates for election or
appointment, while taking
into account the extent to
which they would add
diversity and complement
experience and expertise of
board members already in
office

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 19. The organisation shall establish minimum requirements of the role of the directors,
including terms of office and clear job descriptions.

BRONZE SILVER GOLD

- Define a role of the board vis- - Establish a board - Carry out a board skills
à-vis operational management charter or a board code of audit once a year
without overlap, taking into conduct, outlining board
account that the role of the principles and practices - Set up board members for
board ought to be to provide high-performance, for
control and strategic direction - Evaluate performance instance by ensuring proper
rather than manage the of the board and its induction, on-going self-
organisation. members at least once a education and training by
year in a way that international level
- Establish terms of office that includes external input professionals
make the boardroom fit for
purpose, for instance by
designing structural
requirements that support
effective and efficient decision-
making, including:

a) number of board members;

b) desired experience,
expertise, skills, network
and qualities of character in
the board – for board
members individually and
collectively;
c) proportion of board
members to be subject to
election or appointment
every year; and
d) maximum number of years
for an individual to be able
to stay in office
e) minimum number of years a
director can run for election
again after he/she has
completed the maximum
term
- Develop detailed job
descriptions for key roles in the
board, including areas of

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 operational management
oversight

20. The organisation shall ensure that a clear and auditable separation of functions is made
between a) the governing, regulatory, and administrative roles of the organisation and;
b) the execution of its commercial activities.

BRONZE SILVER GOLD

- Separate the governing, - Formally implement a - Ensure that the governing,
regulatory and ‘Chinese Wall’ between regulatory and
administrative functions of relevant departments to administrative functions of
the organisation from the ensure that this separation an organisation, and the
commercial arm by: of function is absolute and execution of its commercial
protected activities are carried out by
a) creating a clear different legal entities.
separation of - Conduct an annual audit to
departments and independently certify the
personnel on each side adequate separation of the
and~ functions
b) avoiding associated
conflicts of interest

- Put into place adequate

procurement rules to pre-
empt and handle conflicts of
interest, for instance by
outlining a process for
always purchasing goods and
services of a certain value
based on objective criteria
for a documented evaluation
of at least three competitive
suppliers’ price, quality and
ability to deliver on time

- Publish terms of reference

for the board, or a list of
matters reserved for the
board

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www.siga-sport.com | Sport Integrity Global Alliance 23
Part III: External Cooperation
SIGA sporting organisations benefit from engagement with a broad coalition of partners within
the SIGA community, and beyond. The following universal standards shall guide the
organisation’s efforts to support a deeper collaboration between and among other partners who
share a similar commitment to the adoption of standards in the sport sector.

21. Through SIGA, the organisation shall work together with relevant governing bodies,
international authorities and commercial partners to advance the adoption of SIGA Core
Principles and Universal Standards worldwide.

BRONZE SILVER GOLD

- Coordinate activities with - Cooperate and coordinate - Actively encourage, by
relevant sporting governance related making it a condition of
organisations, governments, activities with other collaboration, organisations,
international organisations sporting organisations, governments, international
and other relevant governments, international organisations and other
stakeholders to advance the organisations and other relevant stakeholders to
adoption of the SIGA Core relevant stakeholders and advance the adoption of the
Principles and Universal relevant sport related SIGA Universal Standards
Standards organisations
- Form strategic alliances
- Encourage sponsors, with key stakeholder groups
broadcasters and other to further fuel the successful
commercial organisations implementation of the SIGA
involved in the sports Core Principles and Universal
industry to make Standards
compliance with the SIGA
Universal Standards a
condition to entering into a
commercial contract

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 22. Through SIGA, the organisation shall strengthen cooperation with governments, inter-
governmental organisations, law enforcement and relevant regulatory authorities to
prevent and eradicate the influence of criminal practices, networks and organisations.

BRONZE SILVER GOLD

- Coordinate activities with - Incorporate law - Employ a dedicated law
relevant entities at all enforcement and enforcement and
levels of government, regulatory expertise into regulatory expert to assess
particularly at the level of the heart of the the threats and risks of
law enforcement and anti- organisation, either by criminal infiltration into the
corruption regulation to hiring an expert into a organisation and to educate
eradicate the influence of compliance or integrity staff about its dangers
criminal practices, networks team or unit, or through ad
and organisations hoc sessions or seminars. - Encourage governments,
international organisations
- Provide for appropriate - Develop know-how on the and sporting organisations
investigation of threats to importance of the impact of to regulate and discipline,
sports integrity organised crime on sports each one in accordance
integrity through with its sphere of
- Cooperate with relevant organisation of awareness competences, the
public authorities on seminars or programs conditions upon which
integrity matters access to sporting
competitions, state aid and
public grants, funding
resulting from the
commercial exploitation of
sporting competitions and
respective rights, as well as
development and solidarity
funds may be granted,
suspended, refused and
withheld from sporting
organisations that do not
comply with the SIGA
Universal Standards and
mandatory legislative
norms

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