Walking the walk: EOC session reveals real-world payoffs of getting governance right

Talks on good governance, while essential, seldom set hearts racing.

The European Olympic Committees (EOC) therefore deserves major credit for delivering a panel discussion on the topic that achieved an exceptional 92.3 per cent satisfaction rating from respondents.

Jointly developed by the IOC, Olympic Solidarity and the EOC EU Office, the fireside chat on “Basic Principles and Potential Improvements in Good Governance” took place during the 45th EOC Seminar and Olympic Solidarity Forum, held on 3 and 4 October 2025 in Malta.

Its theme explored how Olympic stakeholders are bridging the gap between theory and practice to turn good governance into a catalyst for growth and credibility.

A departure from typical podium-style presentations, the session was designed to encourage greater exchanges and peer learning among the 49 participating European NOCs.

“The aim [was] simple: to create the right environment for NOCs to interact openly, exchange experiences and take home practical knowledge that will benefit their daily work,” said EOC President and IOC Executive Board member Spyros Capralos.

As the leader of the Olympic Movement, the IOC has been the primary driving force behind governance reform over the last 20 years. It has empowered NOCs to strengthen their own governance structures through resources such as the NOC Governance Platform, used by more than 90 per cent of NOCs worldwide since its launch in 2016.

Underpinning it all are the “Basic Universal Principles of Good Governance within the Olympic Movement”, introduced by the IOC in 2009 and last updated in 2022 to give all NOCs the guidelines necessary to lead with greater integrity and accountability.

Four NOC representatives provided real-world lessons on governance reforms during the interactive panel discussion: EOC Executive Committee member and British Olympic Association Vice-Chair Annamarie Phelps; Head of International Relations at the NOC of Slovakia Petra Gantnerova; NOC of Liechtenstein Secretary General Beat Wachter; and Olympic Federation of Ireland CEO and Secretary General Peter Sherrard.

Acknowledging the responsibility NOCs have in leading by example and positioning themselves as guardians of the Olympic values within their territories, the panellists revealed how sustained governance reforms have become a powerful driver of credibility, trust and growth at their NOCs.

The strengthening of governance frameworks over time has helped the NOCs – irrespective of size – unlock new public and private funding opportunities, reinforce confidence among stakeholders, and expand their roles and responsibilities.
In Ireland and Liechtenstein, reforms produced tangible institutional gains, including a significant increase in funding and stronger relationships with public authorities and partners. In Slovakia, practical examples showed how structural reforms like independent oversight mechanisms, clearer leadership rules and stronger sports legislation can help modernise institutions while enhancing accountability.

Meanwhile, in the UK, experience showed that good governance starts at the top. Simply having rules and regulations in place is insufficient; they must be rigorously upheld by those in charge. This requires a leadership group that is genuinely representative of the sports they govern – one that regularly consults with key stakeholders and employs experts to deliver core strategies. Ultimately, NOCs must champion good governance across their member federations to ensure that such a culture permeates the entire system.
A common message emerged across all the contributions: that good governance is not a one-off achievement but an ongoing commitment that requires continuous effort, cooperation and learning.

The speakers emphasised that getting started on governance reforms need not be daunting, as all the tools, standards and best practices already exist. The real challenge lies in adapting them effectively to national contexts and applying them consistently over time.

Following a robust Q&A session, the seminar concluded with the shared understanding among NOCs, the EOC and its EU Office, and the IOC that good governance is not an end in itself, but a driver of trust, performance and sustainability. It strengthens risk management, enhances an organisation’s attractiveness to partners and sponsors, and ultimately contributes to a more resilient Olympic Movement.