YOUTUBE

Τρίτη 15 Δεκεμβρίου 2020

Ν. Μάλλιαρης, Το φαινόμενο Μαραντόνα

 


Συνέντευξη στον Νίκο Ταυρή- Εφημερίδα "δρόμος της αριστεράς"

Στις 25 Νοεμβρίου έφυγε από τη ζωή ο Ντιέγκο Αρμάντο Μαραντόνα, για πολλούς ο καλύτερος ποδοσφαιριστής όλων των εποχών. Αμέτρητα άρθρα έχουν γραφτεί από τότε για αυτόν τον ξεχωριστό αθλητή, μα πρωτίστως αντιφατικό άνθρωπο. Ο Ντιέγκο λατρεύτηκε και στη ζωή και στον θάνατο. Και αυτό γιατί όπως έγραψε και ο διάσημος Ουρουγουανός συγγραφέας Εντουάρντο Γκαλεάνο: «Ο Ντιέγκο Μαραντόνα δεν λατρεύτηκε μόνο για τα μοναδικά ζογκλερικά του, αλλά επειδή ήταν ένας θεός βρώμικος, αμαρτωλός. Ο πιο ανθρώπινος από τους θεούς». Θα προσπαθήσουμε και εμείς να συμβάλουμε στην «εξήγηση» του φαινομένου Ντιέγκο Μαραντόνα. Για αυτό τον λόγο μιλήσαμε με τον παλαίμαχο ποδοσφαιριστή Νίκο Μάλλιαρη, εκ των βασικών διοικητικών στελεχών του Πανελλήνιου Συλλόγου Αμειβομένων Ποδοσφαιριστών (ΠΣΑΠ) του οποίου διετέλεσε και γενικός γραμματέας, και πρόεδρο του «Επίσκυρον», ενός χώρου πολιτιστικής παραγωγής και πνευματικής ανάταξης με επίκεντρο τον αθλητισμό και το ποδόσφαιρο (episkyron.gr).

Ποια είναι η γνώμη σου για το φαινόμενο Μαραντόνα;

Η προσωπικότητα Ντιέγκο Μαραντόνα άνθισε στην Λατινική Αμερική, που στο λαϊκό στοιχείο αλλά και σε ηγέτες όπως ο Μπολιβάρ, ο Χοσέ Μαρτί, ο Αλιέντε, ο Τσε, ο Κάστρο, ο Τσάβες, ο Μοράλες κ.α. κυριαρχεί η αγάπη για τον ποδόσφαιρο, το ενδιαφέρον, η ανεκτικότητα, η συγχώρεση προς τους ανθρώπους και επιδιώκεται η εξύψωση μέσω της προσφοράς ‒ πνευματικής, κοινωνικής, πολιτικής, οικονομικής, ιδεολογικής, ακόμα και φιλοσοφικής. Ηγέτες που πρώτα ήταν άνθρωποι και μετά επαναστάτες και κομμουνιστές και έτσι «δενόταν» μια κυβέρνηση με την κοινωνία. Σε αντίθεση με άλλες παρόμοιες εξουσίες διεθνώς που κατέρρευσαν.

Αυτό αναπτύχτηκε ιστορικά στη Λατινική Αμερική, αυτό υπήρχε και στο συλλογικό ασυνείδητο των λαϊκών ανθρώπων εκεί. Μαζί με τους αγώνες να απαλλαγούν από τους αποικιοκράτες και τους ιμπεριαλιστές, τους Ισπανούς, τους Αμερικάνους κ.ο.κ. Ακόμα και η καθολική εκκλησία εκεί, σε πολλές περιπτώσεις, είναι πιο κοντά στον κόσμο.

Ο Ντιέγκο αυτά εισέπραξε. Και μέσα σε αυτό το περιβάλλον γαλουχήθηκε. Και ξεχώρισε, γιατί είχε το χάρισμα να ξεχωρίζει ‒ πέρα από το αδιανόητο ποδοσφαιρικό ταλέντο που είχε. Είχε το χάρισμα να είναι αρχηγός και να νιώθει μέσα από το ποδόσφαιρο και την αγάπη του για αυτό. Ο Ντιεγκο πάντα μιλούσε για αγάπη, αγαπούσε το ποδόσφαιρο και ένιωθε ότι το υπερασπιζότανε, με το παιχνίδι του και τη συμπεριφορά του. Υπερασπιζότανε το λαϊκό ποδόσφαιρό, αυτό που παίζεται στις αλάνες, στις γειτονιές, στις φαβέλες ‒ ανεξάρτητα αν έφτασε να παίζει στα κορυφαία στάδια του κόσμου. Αυτό ήταν το βίωμα του αλλά και η ποδοσφαιρική και η κοινωνική του παιδεία.

Θα μας το αναλύσεις λίγο παραπάνω αυτό;

Στο ποδόσφαιρο της Λατινικής Αμερικής επέδρασαν μεγάλοι πνευματικοί άνθρωποι που κυριολεκτικά λάτρευαν το ποδόσφαιρο όπως ο Μαρκές, ο Μπόρχα, ο Γκαλεάνο κ.α. Ειδικότερα το ποδόσφαιρο της Αργεντινής το επηρέασαν και μεγάλες προσωπικότητες όπως ο Σέζαρ Λουίς Μενότι, διεθνής ποδοσφαιριστής, και προπονητής της εθνικής Αργεντινής που κατέκτησε το Μουντιάλ του 1978. Αστός στην καταγωγή, εξελίχθηκε σε εμβληματικό προπονητή και είχε τη φιλοσοφία του ποδοσφαίρου της αγάπης, του αθλήματος που το χαιρόμαστε, που χαιρόμαστε με τα αποτελέσματα ‒ δεν τα εκβιάζουμε, μόνο και μόνο για να νικήσουμε. Υπήρχε και ο Κάρλος Μπιλάρδο, που ήταν προπονητής της εθνικής Αργεντινής στο Μουντιάλ του 1986 ‒ το Μουντιάλ όπου κατέκτησε ο Μαραντόνα. Ο Μπιλάρδο ήταν με τη λογική ότι το ποδόσφαιρο πρέπει να το χρησιμοποιήσουμε. Και για να νικούν οι ομάδες πρέπει να χρησιμοποιούν όλα τα μέσα ‒ ξύλο, βρισίδι, διαιτητές.

Με τη σειρά τους οι παίκτες είχαν τη δυνατότητα να αποκτήσουν εφόδια από ανθρώπους με γνώσεις και επίπεδο, και να συγκρίνουν ελεύθερα τι θα πιστέψουν και τι θα ακολουθήσουν. Έπαιρναν πράγματα από ανθρώπους καλλιεργημένους που δεν έβλεπαν το ποδόσφαιρο σαν το «όπλο της επανάστασης» –όπως έλεγε και ο Τσε– και όχι σαν το «όπιο του λαού» όπως γινόταν π.χ. στο Ανατολικό Μπλοκ. Και έτσι αναδείχτηκαν τρομεροί παίκτες στην Αργεντινή, όπως ο Βαλτάνο, ο Μπιέλσα, ο Μπατιστούντα και ένα σωρό άλλοι. Εκπληκτικοί άνθρωποι, όπως και ο Χουάν Ραμόν Ρότσα που έχουμε εδώ ‒ και το σύστημα του Παναθηναϊκού δεν τον γούσταρε, γιατί έβγαινε και μίλαγε.

Και ο Ντιέγκο ήταν ο πιο συγκρουσιακός και ο πιο λαϊκός από όλους. Βασισμένος σε όλες αυτές τις επιρροές ‒και τις αθλητικές και τις πολιτικές‒, στην ποδοσφαιρική του ανέλιξη και στο χρήμα που πλέον είχε, άρχισε να νιώθει ότι αυτός είναι ο «Θεός του Ποδοσφαίρου» και ότι είναι αυτός που πρέπει να το υπερασπιστεί από τους πολιτικούς, τους επιχειρηματίες και τα διάφορα κατεστημένα. Αυτό ενισχύθηκε ακόμα περισσότερο όταν άρχισε να συνομιλεί με τον Κάστρο, τον Τσάβες και τους υπόλοιπους κομμουνιστές και ριζοσπάστες ηγέτες της Λατινικής Αμερικής ‒ που τον εκτίμησαν, τον αποδέχτηκαν. Δεν τον απέρριψαν επειδή ήταν «αγράμματος», αντιφατικός, λαϊκός και ποδοσφαιριστής. Τον αγκάλιασαν σε αντίθεση με ό,τι γινόταν και γίνεται εν μέρει από τις αριστερές ελίτ και τις «ορθόδοξες» γραφειοκρατίες.

Έτσι ο Ντιέγκο έβγαινε μπροστά και μίλαγε: Ενάντια στη διαχείριση του ποδοσφαίρου από τους εξουσιαστές και τα κατεστημένα, τύπου Χαβελάνζε, Μπλάτερ, Πλατινί, FIFA και UEFA. Ο Ντιέγκο δεν «μάσαγε», ήταν της άποψης ότι θα πάω μέσα στο γήπεδό τους, θα τους τα «πάρω», θα τα πω στο κοινό τους, θα επιβληθώ και θα παραμείνω ο Μαραντόνα ‒ ο λαϊκός υπερασπιστής της μπάλας. Αυτό βέβαια δεν άρεσε στην εξουσία του ποδοσφαίρου αλλά το ανεχόταν και προσπαθούσε να τον χρησιμοποιήσει επικοινωνιακά ‒ όπως ο Σ. Κόκκαλης που τον είχε φέρει σαν μέρος της προπαγάνδας ότι φτιάχνει τον Ολυμπιακό με μέλη σαν την Boca Juniors.

Ο Ντιέγκο έβγαινε μπροστά και μίλαγε: Ενάντια στη διαχείριση του ποδοσφαίρου από τους εξουσιαστές και τα κατεστημένα, τύπου Χαβελάνζε, Μπλάτερ, Πλατινί, FIFA και UEFA

Τι προσπαθούσαν να ανεχτούν δηλαδή;

Προσπαθούσαν να ανέχονται ότι ο Ντιέγκο δεν έκρυψε ποτέ την καταγωγή του, αντίθετα όσο αύξανε η επιρροή του ποδοσφαιρικά, τόσο πιο πολύ ήθελε να την προβάλλει. Δεν έγινε κομφορμιστής, αυτό που κάνανε/κάνουν διάφοροι «ριζοσπάστες», «κομμουνιστές» και διανοούμενοι στα σαλόνια της εξουσίας. Δεν άλλαξε τη συμπεριφορά του αλλά στηριζότανε στη λαϊκή του καταγωγή και στις λαϊκές παραδόσεις όπως αυτός τις αντιλαμβανόταν. Και από ένα σημείο και έπειτα μιλούσε και αντιαμερικανικά και αυτό ενοχλούσε ακόμα πιο πολύ.

Πιστεύεις ότι αυτά τα στοιχεία του ο Μαραντόνα τα περνούσε και στις ομάδες που έπαιζε;

Επιδίωκε και τα πέρναγε αυτά και στις ομάδες του. Και ενώ υπήρχαν, π.χ. στην εθνική Αργεντινής και παίκτες πιο μορφωμένοι από αυτόν, από αστικές οικογένειες, καταφέρνανε και «δένανε» και έφερναν το επιθυμητό αποτέλεσμα. Και όλα αυτά πέρα από την αγάπη, είχαν στηθεί και στο τρίπτυχο πατρίδα-θρησκεία-οικογένεια, όσο και αν αυτό μπορεί να μας φαίνεται παράξενο. Π.χ. στο Μουντιάλ του Μεξικού το 1986, μιλούσαν οι παίκτες μεταξύ τους για τον πρόσφατο πόλεμο των Μαλβίνας (Φώκλαντ) ενάντια στην Αγγλία και τους εμψύχωνε ο Ντιέγκο για να νικήσουν. Ο πατέρας του Μαραντόνα μαζί με οικογενειακούς φίλους, είχε στήσει μια ψησταριά μέσα στο προπονητικό κέντρο της Πόλης του Μεξικού και ψήνανε κρέατα, τραγουδούσανε, ενθάρρυναν την ομάδα για να παίξουν καλά και να νικήσουν – όπως κάνουν οι οικογένειες στις λαϊκές γειτονιές της Αργεντινής.

Και με τη θρησκεία. Ο Ντιέγκο παντού φόραγε σταυρουδάκι, έκανε το σταυρό του, μίλαγε για τον Θεό ‒ έτσι είχαμε και «Το χέρι του Θεού». Όχι όμως τον Θεό τον εξουσιαστή, τον τιμωρό που πάει με τους ισχυρούς της γης. Αλλά τον Θεό που συμπονάει, συγχωρεί και βοηθά τον άνθρωπο, γιατί αυτός Τον έφτιαξε και θέλει ο άνθρωπος να χαίρεται τη ζωή, να χαίρεται το δίκαιο και την ελευθερία του. Και κανένας αριστερός ηγέτης της Λατινικής Αμερικής δεν σνόμπαρε τον Ντιέγκο επειδή ήταν θρήσκος. Γιατί εκεί η θρησκεία αντιμετωπίζεται σαν μέρος της ζωής του κόσμου και όχι σαν ο εχθρός των κομματικών γραφειοκρατιών.

Επίσης ο Ντιέγκο υπερασπιζόταν την ομάδα. Τότε, πριν το Μουντιάλ, η κυβέρνηση Ραούλ Αλφοσίν ήθελε να διώξει τον Κ. Μπιλάρδο από προπονητή. Ο Μαραντόνα, παρόλο που είχε άλλη ποδοσφαιρική φιλοσοφία από τον Μπιλάρδο, είπε στην κυβέρνηση: «Μην τολμήσετε γιατί έχει χτιστεί μια σχέση, μια ομάδα. Αν μπείτε παραμονές προετοιμασίας και το διαλύσετε, καταστρέφεται η ομάδα. Εμείς οι παίκτες κάνουμε κουμάντο.» Και έτσι έγινε και τελικά κατέκτησαν το Μουντιάλ, σαν μια ομάδα.

Αναφέρεσαι συνεχώς σε μια αντίθεση που υπάρχει ανάμεσα στους αριστερούς και κομμουνιστές ηγέτες της Λατινικής Αμερικής και στους αντίστοιχους του υπαρκτού σοσιαλισμού. Γιατί αυτό;

Γιατί υπάρχει μεγάλη διαφορά. Για τους ηγέτες της Λατινικής Αμερικής το ανέλυσα. Ήταν πρώτα άνθρωποι και μετά αριστεροί και κομμουνιστές. Αυτό δεν ίσχυσε στο υπαρκτό σοσιαλισμό και δεν ισχύει και τώρα σε πολλά αριστερά κόμματα. Διακηρύσσαμε τότε ότι θα απελευθερώσουμε τον άνθρωπο και θα φτιαχτεί στον υπαρκτό σοσιαλισμό ο νέος τύπος ανθρώπου, ο κομμουνιστής. Πουθενά δεν έγινε αυτό. Αντιθέτως κυριάρχησαν οι προσωπικές διαφορές που μετεξελίχτηκαν σε εσωκομματικό μίσος, διαγραφές, εξορίες και εγκλήματα. Έγινε σύστημα η ανέλιξη διάφορων «τύπων» που μετά την κατάρρευση «μεταμορφώθηκαν» σε ολιγάρχες ή/και μαφιόζους. Παραβιάστηκε η δημοκρατία, η ελευθερία και όλες οι αρχές του μαρξισμού. Και φτιάχτηκε ένα μοντέλο που στηριζόταν στον φόβο, που δεν νοιαζόταν για τον άνθρωπο αλλά για τους κομματικούς γραφειοκράτες ‒ πάντα στο πνεύμα: «Ό,τι είναι καλό για το κόμμα είναι καλό και για την κοινωνία». Εύκολα πεταχτήκαν όλα στα σκουπίδια ‒ η πατρίδα, η οικογένεια, η θρησκεία, η αγάπη. Αλλά με αυτόν τον τρόπο αποκόπηκαν οι κομμουνιστικές «πρωτοπορίες» από την κοινωνία και κατέρρευσαν μέσα στις κομματικές τους αυταπάτες και ψέματα.

Από την άλλη, στη Λατινική Αμερική βλέπουμε το πως θα έπρεπε να λειτουργεί η συλλογικότητα και ο κομμουνισμός σύμφωνα με τις μαρξιστικές και δημοκρατικές αρχές. Επέζησαν οι διάφορες αριστερές κυβερνήσεις, μέσα στην αντιφατικότητα τους και με τις ιδιαιτερότητές τους.

Τα παραπάνω εξηγούν και τη δυσανεξία της Αριστεράς να μπλεχτεί ουσιαστικά με τον αθλητισμό;

Φυσικά. Για δύο λόγους. Πρώτον γιατί υποτιμούσαν τα κομματικά/γραφειοκρατικα επιτελεία τον άνθρωπο και ιδιαίτερα τον λαϊκό άνθρωπο και θεωρούσαν το ποδόσφαιρο το «όπιο του λαού». Και δεύτερον γιατί η Αριστερά, και εδώ στην Ελλάδα, και στην Ευρώπη, είχε ‒και έχει‒ ενσωματωθεί. Η λογική είναι να είμαστε μέρος της διαχείρισης της εξουσίας. Για ποιο λόγο να μπλέξουμε με τους «λούμπεν» που ασχολούνται με τη μπάλα; Έτσι και αλλιώς το ποδόσφαιρο το διαχειρίζονται άλλοι ‒ολιγάρχες και μαφιόζοι‒, η μοιρασιά έχει γίνει και εμείς δεν χρειάζεται να ασχοληθούμε.

Πρέπει να πάμε ενάντια στο πνεύμα του «δήθεν» και των «πρέπει» των εξουσιών για να αναδειχθούν οι πανανθρώπινες αξίες που έκφραζε και ο Μαραντόνα. Που πάλευε χωρίς να κρύβεται όπως οι υποκριτές της εξουσίας

Όμως έτσι πήγαν και ενάντια στον άνθρωπο…

Ακριβώς. Χτύπησαν όλα τα ζωτικά στοιχεία του ανθρώπου: Την αγάπη, το συναίσθημα, την ελευθερία, την αγωνιστικότητα, το πάθος και, κυρίως, την αντιφατικότητα. Γιατί μέσα στο μυαλό των γραφειοκρατών υπάρχει ο άνθρωπος που δεν έχει πάθη, δεν φοβάται, δεν έχει ανάγκη τον Θεό και είναι δοσμένος στο κομματικό καθήκον ‒ βέβαια μόνο στο μυαλό τους γιατί στην πράξη οι ηγεσίες και τα στελέχη έκαναν ακριβώς τα αντίθετα.

Ε, λοιπόν πρέπει να πάμε ενάντια σε αυτό το πνεύμα του «δήθεν» και των «πρέπει» των εξουσιών για να αναδειχθούν οι πανανθρώπινες αξίες που έκφραζε και ο Μαραντόνα. Που πάλευε χωρίς να κρύβεται όπως οι υποκριτές της εξουσίας. Που δεν προσκυνούσε, δεν ενσωματωνόταν, που ένιωθε φορέας ποδοσφαιρικής και κοινωνικής εξουσίας και έδινε συγκρούσεις ως υπερασπιστής και εκφραστής του καλού ποδοσφαίρου, του δίκαιου, της ισότητας και της ελευθερίας των καταπιεσμένους και των αδικημένων. Και όλα τα κατέκτησε μόνος, με τα ταλέντα του και την προσπάθειά του μέσα στα γήπεδα. Δεν του χαρίστηκε τίποτα και από κανέναν. Και τα απολάμβανε όλα: Τα λεφτά, τη δόξα, την ακριβή ζωή, τις καταχρήσεις, με όχημα την λαϊκότητά του και τα απωθημένα των φτωχών παιδικών του χρόνων, όπως αυτός βέβαια τα αντιλαμβανόταν.

Όμως ό,τι και να του καταμαρτυρούν, είναι δύσκολο να τον αποκαθηλώσουν. Ο λαϊκός άνθρωπος, που εμφορείται από ιδέες και ιδανικά, καταγράφεται στη συνείδηση των κόσμου. Τα ψεύτικα εξουσιαστικά οικοδομήματα καταρρέουν, εξαφανίζονται και γελοιοποιούνται.

Ναι, γιατί την αντιφατικότητα του Μαραντόνα την αγκάλιασε ο κόσμος…

Ο κόσμος νιώθει τον Μαραντόνα συνάνθρωπό του, φίλο του, εκφραστή του. Γιατί τον εμπνέει και τον γοητεύει. Και μάλιστα ποιος; Ο «αγράμματος», ο «άξεστος», ο αντιφατικός. Που δεν κρύβεται, που βγάζει τον εαυτό του σε κοινή θέα.

Δηλαδή και εμείς πρέπει να παίξουμε μπάλα όπως ο Ντιέγκο;

Αυτό είναι το ζητούμενο. Όπως έκαναν και κάνουν οι Λατινοαμερικάνοι. Οι μεγάλες πνευματικές και πολιτικές προσωπικότητες της Λατινικής Αμερικής μίλαγαν με τις ώρες με τον Ντιέγκο. Γιατί, πέρα από την αγάπη και τον σεβασμό που του είχαν, καταλάβαιναν και την επιρροή που ασκεί το ποδόσφαιρο. Και όλοι αγαπούσαν το άθλημα και ό,τι προσφέρει το ποδόσφαιρο σαν συλλογικότητα.

Μπορούμε λοιπόν να παίξουμε μπάλα στο πνεύμα του Ντιέγκο, του Μενότι, του Ρότσα, του Δεληκάρη, του Χατζηπαναγή, του Κούδα αλλά και του Αναγνωστάκη, του Θεοδωράκη, του Χατζηδάκη, του Καζαντζίδη, του Γκάτσου, του Μικρούτσικου. Να φέρουμε στο επίκεντρο της ζωής την αγάπη και να ενδυναμώσουμε την αρμονική συνύπαρξη των ανθρώπων.

Κ. Γογγάκη, Η γοητεία της ατέλειας της ανθρώπινης φύσης: Ντιέγκο Μαραντόνα

 


(Αναδημοσίευση από την ηλεκτρονική έκδοση του" Εθνους" )

Τι το ιδιαίτερο είχε ένα απλό και πάμπτωχο αγόρι, που ήξερε μόνο να παίζει ποδόσφαιρο, ώστε να αγαπηθεί τόσο, και να διαδοθεί το όνομά του πέρα κι από τα όρια της γειτονιάς και της χώρας του;

Μέρος Α΄. Η άνοδος

 

Στη φτωχή γειτονιά της Λανούς που γεννήθηκε ο Diego Armando Maradona την 30ή Οκτωβρίου 1960, κανείς δεν προφήτευσε ότι η ημέρα εκείνη θα είχε τόση σημασία για την Αργεντινή. Ούτε και μπορούσε κανείς τότε να προβλέψει πως ο νεογέννητος Diegito θα προσέδιδε μια λάμψη στην περιοχή και την γειτονιά, για την οποία θα μιλούσε στη συνέχεια ολόκληρος ο κόσμος. Συνήθως τα ξεχωριστά άστρα φωτίζουν έναν σπουδαίο επιστήμονα. Έναν μεγάλο καλλιτέχνη. Έναν χαρισματικό ηγέτη. Τι το ιδιαίτερο είχε ένα απλό και πάμπτωχο αγόρι, που ήξερε μόνο να παίζει ποδόσφαιρο, ώστε να αγαπηθεί τόσο, και να διαδοθεί το όνομά του πέρα κι από τα όρια της γειτονιάς και της χώρας του;

 

 Ο χρόνος και ο τόπος που αυτός γεννήθηκε και έζησε, είχαν την ιδιαίτερη σημασία τους. Ο Maradona ξεχώρισε σε μια πολύ συγκεκριμένη κοινωνική και πολιτική συγκυρία, χαρακτηριστικό της οποίας ήταν η έντονη ταξική ανισότητα. Η Λατινική Αμερική, και ιδίως η Αργεντινή βίωνε την περίοδο εκείνη τις μεγάλες πολιτικές συγκρούσεις και τις χουντικές δικτατορίες, που ως επιγέννημα είχαν τα εξαιρετικά εθνικοαπελευθερωτικά κινήματα. Η πείνα, η δυστυχία, η ανέχεια, ο φόβος, η προδοσία, οι διώξεις, η απειλή, η αβεβαιότητα αποτελούσαν την ωμή πραγματικότητα των καιρών. Μοναδικά ίχνη ελπίδας αποτελούσαν οι αντιφρονούντες, το αντάρτικο, η διαμαρτυρία, η πολιτική αντίσταση. Δεν είναι τυχαίο που μια τέτοια περίοδος γεννά έναν Ερνέστο Τσε Γκεβάρα, τον μεγαλύτερο Αργεντινό επαναστάτη του 20ού αιώνα.

 Το όνειρο των παιδιών της περιόδου εκείνης, της κατατρεγμένης Λατινικής Αμερικής, είναι η φυγή. Η διαφυγή προς έναν κόσμο ελεύθερο, που δεν καταπιέζει τον άνθρωπο, που δεν φυλακίζει τον αντίπαλο, που δεν προσκυνά τον τύραννο. Και που έχει τη δυνατότητα να ζει κανείς με αξιοπρέπεια, χωρίς να πεινάει. Ο φτωχός, όμως, όσο και να ονειρεύεται, είναι αναγκασμένος να υποτάσσεται στην άδικη μοίρα των μεγάλων στερήσεων. Όπως ο πατέρας του, ο Ντιέγκο Μαραντόνα «Τσιτόρο». Είχε τόσα στόματα να θρέψει. Τόσες υποχρεώσεις απέναντι στην πολυμελή οικογένειά του. Και, παρότι δούλευε ακατάπαυστα, δεν μπορούσε να καλύψει τις ανάγκες. Παρόμοια και η μάνα του, η Ντάλμα Σαλβαδόρα Φράνκο «Δόνια Τότα». Μια γυναίκα λαϊκή, που χαμογελούσε στα παιδιά της για να μη τη δουν δακρυσμένη. Ετοίμαζε κάποιο φαγητό, αλλά όταν ερχόταν η ώρα να φάνε, την πονούσε κάθε φορά το στομάχι και δεν της κατέβαινε ούτε μπουκιά, όπως έλεγε στα παιδιά της. Κι αυτά, μέσα στην αθωότητά τους, δεν μπορούσαν να καταλάβουν το κρυφό της ψέμα, ότι δηλαδή το ισχυριζόταν επειδή δεν επαρκούσε το φαγητό. 

Τα παιδιά περίμεναν κάποιο θαύμα, το οποίο θα ερχόταν και θα τους άλλαζε ξαφνικά τη ζωή. Θα αποκτούσαν χρήματα, δόξα, φήμη, θα αποκτούσαν δύναμη, και έτσι θα ξέφευγαν από τη μοίρα των γονιών τους. Ο Diegito στα τρίτα του γενέθλια πήρε ως δώρο μια μπάλα. Και η μπάλα εκείνη έγινε το παιχνίδι κι η παρέα του. Κάθε βράδυ, επί έξι ολόκληρους μήνες, την έχωνε κάτω από την τρύπια φανέλα του, από φόβο μην του την κλέψει κανείς, και κοιμόταν μαζί της. Όλη τη μέρα παιχνίδιζε μ’ εκείνη, και το βράδυ μαζί της ονειρευόταν. Δεν την αποχωριζόταν από την αγκαλιά του. Ήταν η μεγάλη του αγαπημένη.

Και όντως. Η μπάλα εκείνη τον έσωσε. Αυτή του έδωσε το οξυγόνο και τα φτερά να πετάξει. Οι δυο τους έγιναν ένα. Εξοικειώθηκε τόσο μαζί της που αντί να παίζει, να κλωτσάει, να τη χτυπάει, εκείνος τη χάιδευε, την κανάκευε, και χόρευε μαζί της. Έτσι δεν είπαν για τις ρυθμικές ασκήσεις που έκανε, μόνος του με τη μπάλα, στις 19 Απριλίου 1989, κατά τη διάρκεια της προθέρμανσης στο Κύπελλο της UEFA μεταξύ της Μπάγιερν Μονάχου και της Νάπολι, μπροστά σε 70.000 θεατές, υπό τους ήχους του «Live is Life»; Το Αυστριακό συγκρότημα Opus όταν είδε το βίντεο και τον χορό του Maradona με το τραγούδι τους, συγκινήθηκαν πολύ και του εξέφρασαν την ευγνωμοσύνη τους.

Η ποδοσφαιρική πορεία του ξεκίνησε ενωρίς. Το ταλέντο του το ανακάλυψαν ήδη από τα επτά του, οπότε και εντάχθηκε στην «Αρχεντίνος Τζούνιορς». Από εκεί και πέρα η πορεία εξελίχθηκε, με μια συνεχή τάση ανόδου, ώσπου έσπασε τα σύνορα της πατρίδας του. Είχε γίνει το θαύμα. Το αστέρι είχε δείξει το ταλαντούχο αυτό αγόρι, που ζούσε μέχρι τότε στη Βίλα Φιορίτο (μια παραγκούπολη στα νότια προάστια του Μπουένος Άιρες, όπου μεγάλωσε). Και εκείνο, με το χάρισμά του, ακολούθησε το δρόμο της επιτυχίας. Έτσι έγινε ένα σύμβολο. Ο Diego συμβόλισε προς όσους άφησε πίσω στις παράγγες, αλλά και σε ένα λαό εξαθλιωμένο και καταπιεσμένο, τη δικαίωση. Τους είπε ότι το θαύμα έρχεται, σπάνια μεν, αλλά είναι δυνατό. Τους είπε ότι μπορεί να ελπίζουν σε μια ξαφνική αλλαγή. Ότι το όνειρο είναι εφικτό. Και ότι όπως συνέβη σ’ εκείνον, θα μπορούσε να συμβεί στον καθένα η ωραία ανατροπή.

Ο Diego υπήρξε μια προικισμένη προσωπικότητα στον χώρο του ποδοσφαίρου. Η ευλυγισία, η εκρηκτικότητα, τα αντανακλαστικά του, ο απόλυτος έλεγχος της μπάλας, συγκροτούσαν όλα εκείνα τα χαρίσματα που έπρεπε να διαθέτει κανείς σε αυτόν τον τεχνικό χώρο για να ξεχωρίσει. Ήταν ένας μη συνηθισμένος παίκτης. Ήταν σαγηνευτικός. Η ταχύτητά του εντυπωσιακή. Οι αντιδράσεις του αιφνιδιαστικές, απρόσμενες. Δεν ήταν ποτέ τυπικά ενταγμένος στο πλαίσιο της συλλογικότητας μιας ομάδας, αλλά ήταν «του ενός». Αυτό το δυναμικό σκηνικό, με το οποίο γέμιζε μόνος του, αν και μικρόσωμος, το γήπεδο ολόκληρο, απορροφούσε το βλέμμα και το ενδιαφέρον όλων. Ήταν ο αδιαμφισβήτητος πρωταγωνιστής. Κι αυτό το γνώριζε και το απολάμβανε.

Λίγο ενωρίτερα από το γκολ που επιτεύχθηκε με το «ιερό» του χέρι, η στρατιωτική δικτατορία του Χόρχε Βιδέλα είχε οδηγήσει την Αργεντινή στα πρόθυρα της οικονομικής καταστροφής. Ο νέος Πρόεδρος Ραούλ Αλφοσίν, προσπαθούσε να λειάνει όλα τα δυσάρεστα που είχε προξενήσει η δικτατορία, επιχειρώντας να οικοδομήσει την εμπιστοσύνη μεταξύ του κράτους και των πολιτών. Μια παρόμοια προσπάθεια κατέβαλε και η Εθνική Ομάδα Ποδοσφαίρου Αργεντινής, θέλοντας ταυτόχρονα να εξιλεωθεί στα μάτια του κόσμου για την εκκωφαντική αποτυχία του Μουντιάλ του 1982. Τα δύο γκολ του Maradona με τα οποία το 1986 η Εθνική Αργεντινής νίκησε την Εθνική Αγγλίας στον προημιτελικό του Παγκόσμιου Κυπέλου στο Μεξικό, ήρθαν να σφραγίσουν τη νέα εποχή της ομάδας και της χώρας, και γράφτηκαν με πηχυαίους τίτλους στην ιστορία του ποδοσφαίρου.

Η επικράτηση αυτή, την επαύριο της νίκης των Άγγλων στα νησιά Φόκλαντ, μετά δηλαδή την ταπεινωτική ήττα της Αργεντινής το 1982, και με νωπές τις μνήμες του πολέμου, αποτέλεσαν την παρέμβαση της «θείας Δίκης» για τον λαό της χώρας. Η σκληρή στάση της Θάτσερ είχε εξοργίσει και ταπεινώσει το εθνικό γόητρο της Αργεντινής, αλλά ο «από μηχανής θεός» μέσω του «μαγικού» χεριού και στη συνέχεια του ποδιού του Maradona επέφερε την τιμωρία, αποδίδοντας την Νέμεσιν. Ένας ολόκληρος λαός οικειοποιήθηκε την επιτυχία αυτή, παίρνοντας μέσω του ποδοσφαίρου και του Diegito τους το αίμα τους πίσω. Το γκολ εκείνο είχε αντηχήσει στις ψυχές των Αργεντινών σαν ηχηρό χαστούκι στην υπερφίαλη Αγγλία. «Στο γκολ έβαλα εγώ το κεφάλι μου και ο Θεός το χέρι του», είπε αργότερα ο ίδιος, και για το λόγο αυτό το γκολ ονομάστηκε «Το χέρι του Θεού!». Ήταν μια από τις απόλυτες περιπτώσεις που η νίκη στο ποδόσφαιρο έλαβε εθνική χροιά και ταυτίστηκε μια ολόκληρη χώρα μαζί της. Ο Maradona ενδύθηκε τότε σημειολογικά με το ένδυμα και τις διαστάσεις του εθνικού ήρωα, ενώ το αριστερό του χέρι φετιχοποιήθηκε, αποτελώντας πλέον ιερό και λατρευτικό φετίχ, που έφτασε στην «Εκκλησία» του αργότερα να το προσκυνούν.

Η συμβολή του Maradona στην «εκταφή» της Ιταλικής «Νάπολι» από την αφάνεια, υπήρξε, επίσης, καθοριστική. Η τιμή της αγοράς του, γιατί περί αυτού πρόκειται, αποτέλεσε ένα ακόμη αίτιο για να μυθοποιηθεί η εικόνα του,  καθώς αυτή ήταν η δεύτερη φορά που κατέρριψε το ρεκόρ της πιο ακριβής μεταγραφής, μετά απ’ όταν έπαιξε στη Μπαρτσελόνα. Οι Ναπολιτάνοι τον υποδέχτηκαν ως «Σωτήρα», και επίσης τον θεοποίησαν, καθώς εξαρτήθηκαν από την ποδοσφαιρική του μαεστρία για να τους αναστήσει. Ο σκοπός ήταν και πάλι συμβολικός, καθώς μέσω του ποδοσφαίρου εκφραζόταν η αντιπαλότητα των φτωχών και περιφρονημένων Νότιων με τους πλούσιους και επαρμένους Βόρειους. Η νίκη των Ναπολιτάνων αποτελούσε ζήτημα τιμής, και θα έκαναν τα πάντα για να αντιστρέψουν αυτή την υποτιμητική έξαρση των Βορείων εναντίον τους. Και αυτό το κατάφερε ένας κοινός θνητός, μέσω του πιο λαϊκού αθλήματος, ένας εξωστρεφής Αργεντινός που είχε παρόμοιο ταπεραμέντο με αυτούς και τους έμοιαζε. Λόγω της μαγικής προσφοράς του Maradona, τον θεώρησαν έναν ζωντανό θεό, που ό,τι ήθελε θα το έριχναν στα πόδια του. 

Ο Maradona ψηφίστηκε ως ο καλύτερος ποδοσφαιριστής του 20ού αιώνα μαζί με τον Πελέ. Εκτός, όμως, από τον χαρισματικό αθλητή, εξέφρασε και έναν ασυμβίβαστο λαϊκό ήρωα. Συμβόλισε την τιμωρία του αδικημένου και την αποτίναξη από τον ζυγό, διαφώνησε με τους δυνατούς, δεν φοβήθηκε να εναντιωθεί σε όποιον πρέσβευε την εξουσία. Δεν δίστασε ακόμη και να επικρίνει δημοσίως τον Πάπα, για τα πλούτη του που θα έπρεπε να αποδοθούν στους φτωχούς. Επικαλέστηκε τον Τσε. Αγάπησε τον Φιντέλ Κάστρο, με τον οποίο ήταν φίλοι, υποστήριξε τον Ούγγο Τσάβες. Επέκρινε την Κίνα για την στάση της απέναντι στο Θιβέτ κατά τους Ολυμπιακούς Αγώνες στο Πεκίνο, αρνούμενος να μεταφέρει την ολυμπιακή δάδα. Μπορεί ο ίδιος να ζούσε ως καπιταλίστας, μπορεί η ζωή του να ήταν μες στη χλιδή, αλλά στην θεωρία δεν σταμάτησε ποτέ να υποστηρίζει αυτή την πλευρά του κόσμου, των ταπεινών. 

Μέρος Β΄. Η πτώση

Ο Maradona είχε δύο αντιφατικά πρόσωπα, τα οποία έφερε ταυτόχρονα και εξίσου. Ο μέγιστος παίκτης ήταν γεμάτος προτερήματα αλλά και γεμάτος μειονεκτήματα. Υπέπεσε σε όλες τις υπερβολές και όλα τα πάθη. Διέπραξε κάθε είδους λάθος. Από την ομάδα της Μπαρτσελόνα, ήδη, δοκίμασε πρώτη φορά τα ναρκωτικά. Η Νάπολι του πρόσφερε τα πάντα, που ήταν όμως και η καταστροφή του, καθώς του κόπηκαν τα πόδια. Ήταν σαν να του χάρισαν την πιο όμορφη και πλούσια ανθοδέσμη, που μέσα της όμως είχε κεκαλυμμένη μία βόμβα, που τον ανατίναξε. Η Μαφία τον περιέβαλε με την ύπουλη στοργή που συνηθίζει να «ναρκώνει» τα στελέχη της. Εκείνος, πλέοντας μέσα στα πλούτη, ζητούσε να τον προμηθεύει με βαριά ναρκωτικά, κοκαΐνη, και με «ιδιαίτερες» γυναικείες υπάρξεις ως συνοδούς. Η Camorra - το συνδικάτο εγκλήματος της ιταλικής Μαφίας - παντοδύναμη, του τα διέθετε γενναιόδωρα, αρκεί να τον έχει ως υποχείριό της. Ο ίδιος είχε πια προ πολλού διαβεί τον Ρουβίκωνα, και χανόταν κυνηγώντας χίμαιρες.

Το κυνήγι των χιμαιρών συνεχίστηκε, αλλά κατά τη διάρκεια της εξάρτησής του από τα ναρκωτικά, ο ίδιος επέφερε βαριά χτυπήματα στην εικόνα και τη φήμη του. Πέρασαν τεράστια ποσά από τα χέρια του, τα οποία όμως σκόρπισε, χωρίς να τα αξιοποιήσει χτίζοντας λ.χ. ένα σχολείο ή ένα ίδρυμα. Έπαιξε ποδόσφαιρο στην πολυτελή φυλακή του Κολομβιανού βαρώνου κοκαΐνης Pablo Escobar. Ήταν τεχνικός σύμβουλος του Αλ-Σααΐντι, γιού του Καντάφι, στη Λιβύη. Οι επιλογές του συχνά ήταν αψυχολόγητες. Δεν φρόντισε, συνεπώς, για την υστεροφημία του. Έσπειρε παιδιά παντού, με όλη την απερισκεψία που φανερώνει η φράση του «Οι δύο κόρες μου, Ντάλμα και Γιαννίνα, είναι νόμιμες. Τα άλλα παιδιά ήταν αποτέλεσμα των χρημάτων ή των λαθών μου». Παρά την αμετροεπή του στάση, ωστόσο, απέναντι στην ίδια την ζωή, ο κόσμος ενώθηκε στη σκηνή του θανάτου, και όλες οι ηλικίες, σε όλα τα μέρη της γης, τον χαιρετούσαν ως αγαπημένο και οικείο άνθρωπό τους.

Ο κόσμος έχει ανάγκη από είδωλα. Με μια πρωτεϊκή ανάγκη δημιουργεί σύμβολα, που είναι κάτι μεταξύ μύθου και πραγματικότητας. Όσο πιο χαμηλό μορφωτικό επίπεδο, μάλιστα, διαθέτει κάποιος, τόσο πιο υψηλά τοποθετεί το ίνδαλμά του και τόσο πιο άκριτα συνεχίζει να το θεωρεί μυθικό. Το είδωλο είναι γεμάτο συνήθως με τις φαντασιώσεις και τις προβολές εκείνου που το επέλεξε. Ο Maradona, βέβαια, όσους συμβολισμούς κι αν έχει, δεν μπορεί λ.χ. να νοηθεί ως θεός. Δεν μπορεί να νοηθεί ως ο αιώνιος θεός, ο τρομερός, ο άμεμπτος, και υπό την έννοια αυτή δεν αποτελεί το πρότυπο του αυθεντικού, του θρησκευτικού θεού. Ίσως όμως ν’ αποτελεί κάτι σαν έναν Ολύμπιο θεό, καθώς στο πλαίσιο του ανθρωπομορφισμού, όλοι οι Ολύμπιοι θεοί των αρχαίων Ελλήνων δεν ήταν τέλειοι, αλλά είχαν πληγές, μεταπτώσεις, ακρότητες και πάθη. Έτσι οι άνθρωποι τους αγαπούσαν περισσότερο, γιατί είχαν τις ίδιες αδυναμίες

Ο Maradona ήταν ένας άνθρωπος χοϊκός. Από χώμα δηλαδή, από ύλη, και σε πλήρη αντιδιαστολή προς ό,τι είναι άυλο, πνευματικό. Αυτό σημαίνει ότι ήταν θνητός, φθαρτός και άλογος, μη διαφέροντας σε τί­ποτε από τα άλογα ζώα. Κι ήταν ίσως φυσικό να μη μπορεί να αποβάλλει τον χοϊκό άνθρωπο, υψώνοντας τη διάνοια από τα γήινα και φθειρόμενα. Είχε όλες τις γήινες αντιφάσεις. Όταν όμως ξεπερνάς τα όρια, διαπράττεις Ύβριν, και επέρχεται η Νέμεσις, η τιμωρία, την οποία και ο ίδιος υπέστη. Το μεγαλύτερο κακό το έκανε στον εαυτό του, καθώς δεν έζησε τη ζωή ως δώρο, αλλά ως κατάρα. Ο ίδιος έκλαιγε, υπέφερε, μετανοούσε, και ύστερα ξαναγύριζε στην ίδια κόλαση που αρνιόταν. Έτσι, πλήρωσε, εν ζωή, την κάθε του αμαρτία και την όποια περιφρόνηση του μέτρου.

Ο Maradona δεν εμπίπτει στην κατηγορία του κοινωνικού συμβόλου. Δεν ήταν αυτός ο ρόλος του. Και βέβαια δεν εμπίπτει στη σφαίρα της ηθικής συνείδησης. Δεν μπορεί να ιδωθεί υπό την οπτική της πλατωνικής ηθικής, της καντιανής ηθικής. Δεν εκφράζει μια ιδεολογία, δεν αποτελεί τον ηγέτη μιας θεωρίας, δεν εκφράζει τους διανοούμενους, ούτε καν την πολιτική ορθότητα. Δεν ήταν αυτός ο ρόλος του. Αλλά γίνεται αποδεκτός μέσα στη θεώρηση της συγκεκριμένης συγκυρίας που έζησε, κρατώντας την ταυτότητα του καταλυτικού λαϊκού ήρωα. Ως μυθικός άνθρωπος και ως νεκρός, δεν κρίνεται πλέον αντικειμενικά, καθώς η αχλύ του μύθου, που αλλοιώνει τα ρεαλιστικά στοιχεία, τον έχει συνοδεύσει εκεί, όπου όλες οι εικόνες χλωμιάζουν, και όλα συγχωρούνται.

Ο άνθρωπος αυτός, ο Diego Maradona, παρά τις αδυναμίες του, παρά το χάσιμο της αίγλης του, κατάφερε εντέλει, με το θάνατό του να συνταράξει τον πλανήτη. Μάλιστα, όσο οξύμωρο κι αν αυτό ακούγεται, είχε στείλει και το δικό του κοινωνικό μήνυμα για τα ναρκωτικά, στην προσπάθειά του να προστατεύσει τους νέους από αυτή την κοινωνική γάγγραινα: «Στα παιδιά λέω αυτό: Πείτε όχι στα ναρκωτικά! Δεν είστε ο εαυτός σας με αυτά, η κοινωνία θα σας βάλει στην άκρη, το ίδιο και η οικογένειά σας. Το έμαθα από τον «γέρο» μου, γιατί δεν είμαι αγενής, μεγάλωσα φτωχός αλλά με αξίες στο σπίτι μου. Όταν είχα την οικογένειά μου και την αγάπη των γύρω μου, είχα τα πάντα. Όταν έπαιρνα ναρκωτικά, δεν είχα τίποτα».

Ας μη κρίνει, συνεπώς, κανείς μας τον άλλο με στοιχεία απολυτότητας ή αυθεντίας. Δεν μπορεί να μην αγαπάς έναν οικείο επειδή έχει αδυναμίες και πάθη, ή ξεχνώντας ότι η ανθρώπινη οντότητα είναι ατελής. Ίσως, μάλιστα, η γοητεία της ανθρώπινης οντότητας είναι η ατέλεια. Οι ταπεινοί και οι καταφρονεμένοι θέλησαν αυτός να αποτελεί τη δεδομένη στιγμή τον εκπρόσωπό τους. Επέλεξαν αυτόν να είναι ο ήρωας των μαζών. Και γίνεται αποδεκτός ως μέρος του ατελούς της φύσης, που αλλάζει όψεις, και είναι αντιφατική και σπαταλάει ενέργεια. Γιατί η φύση δεν είναι πάντα γλυκιά και όμορφη.

ΙΔΕΑΔ, Το αδιέξοδο του ποδοσφαίρου και η παγκόσμια ημέρα της αγάπης

 Με την ανοικτή επιστολή μας στον πρωθυπουργό είχαμε προειδοποιήσει εγκαίρως για την νομική ανοησία αλλά και την πολιτική αστοχία του μνημονίου με την ΦΙΦΑ. Ο τραγέλαφος με την "ολιστική μελέτη", το μπάχαλο με την διαιτησία και τον ξένο αρχιδιαιτητή των "μεγάλων" του ποδοσφαίρου, ο νεοεμφανιζόμενος οχετός καταγγελιών, ύβρεων, μηνύσεων κλπ, το διαφαινόμενο νέο αδιέξοδο με τις εκλογές της ΕΠΟ μας υποχρεώνουν και πάλι να υπενθυμίσουμε:  

"Κύριε Πρωθυπουργέ.

 Μάταια αναζητείτε συμμάχους σε  FIFA και  UEFA στον πόλεμο κατά της ανομίας του ελληνικού ποδοσφαίρου...Σε συμμαχίες ισχυρών εντός του ποδοσφαίρου μας επίσης δεν μπορούμε πλέον να προσβλέπουμε. Διότι είναι αυτοί οι ίδιοι που δημιούργησαν και συντηρούν την ανομία...  Αν πράγματι ενδιαφέρεστε για την απαλλαγή της κοινωνίας από την δυσωδία που αποπνέει σήμερα το ποδόσφαιρο, απλώς αναζητείστε και απελευθερώστε από την αδράνεια τις υγιείς δυνάμεις της κοινωνίας του ποδοσφαίρου."

Και με αφορμή την χθεσινή παγκόσμια ημέρα της αγάπης συμπληρώνουμε: Κανένας καθηγητής, νομικός σύμβουλος, υπουργός ή και πρωθυπουργός δεν μπορεί να νομοθετήσει για την έξοδο του ποδοσφαίρου από τον βούρκο, αν δεν το γνωρίζει και δεν το αγαπά. Διότι...

«  Πώς να ξέρεις τι είναι αγάπη αν ...»

                                                ......................................

Πώς να ξέρεις τι είναι αγάπη

αν δεν υπήρξες οπαδός μιας ομάδας;

 

Πώς να ξέρεις τι είναι ευχαρίστηση

αν δεν έκανες το γύρο του θριάμβου εκτός έδρας;

 

Πώς να ξέρεις τι είναι αλληλεγγύη

αν δεν βγεις μπροστά για έναν συμπαίκτη σου

που τον χτύπησαν από πίσω;

 

Πώς να ξέρεις τι είναι εξευτελισμός

αν δεν σου έχουν περάσει

τη μπάλα κάτω από τα πόδια;

 

Πώς να ξέρεις τι είναι πανικός

αν δεν σε αιφνιδίασαν σε μιά αντεπίθεση;

 

Πώς να ξέρεις τι είναι μοναξιά

αν δεν έχεις βρεθεί

κάτω από τα τρία δοκάρια στα έντεκα βήματα;

 

Πώς να ξέρεις τι είναι λάσπη

αν ποτέ δεν έκανες τάκλινγκ

στα πόδια του αντιπάλου;

 

Πώς να ξέρεις τι είναι μουσική

αν δεν έχεις τραγουδήσει ποτέ

μπροστά στο πέταλο;

 

Πώς να ξέρεις τι είναι αδικία

αν δεν δείξει κόκινη κάρτα

ένας διαιτητής που παίζει έδρα;

 

Πώς να ξέρεις τι είναι μίσος

αν ποτέ δεν έχεις βάλει αυτογκόλ;

 

Πώς να ξέρεις τι είναι αϋπνία

αν ποτέ δεν έχεις υποβιβαστεί;

 

Πώς να ξέρεις, αγαπημένε φίλε,

πώς να ξέρεις πώς είναι η ζωή,

αν δεν έχεις παίξει ποτέ ποδόσφαιρο;

 

Bάλτερ Σααβέδρα, Αργεντινός δημοσιογράφος


Δευτέρα 23 Νοεμβρίου 2020

ΙΔΕΑΔ, Η ολιστική μελέτη της ΟΥΕΦΑ για το ελληνικό ποδόσφαιρο ( Οκτώβριος 2020 )

 Παραθέτουμε την περιβόητη ( πάντως μόλις 50 και όχι 1000 σελίδων, όπως κάποιοι διαφήμιζαν) ολιστική μελέτη για το ποδόσφαιρο επισημαίνοντας επιγραμματικά τα εξής:

1. Ως προμετωπίδα της υπογραμμίζεται ότι η εφαρμογή των συστάσεων που περιέχει εναπόκειται στην αποκλειστική διάκριση της ανεξάρτητης και αυτόνομης ελληνικής ομοσπονδίας.

2. Ως γενική  σύσταση της ΟΥΕΦΑ αναδεικνύεται η προσαρμογή της ΕΠΟ στις δέκα γενικές αρχές καλής διακυβέρνησης (κεφ.2.4) και στις 14 αρχές για την ποδοσφαιρική ομοσπονδία του μέλλοντος ( κεφ.13 )

3. Ως ειδικές συστάσεις διακρίνουμε: την διενέργεια ειδικής συνέλευσης της ΕΠΟ για την διαμόρφωση της νέας σύνθεσης της Γ.Σ. και του εκλογικού συστήματος ( κεφ.4.2), την αντιπροσωπευτικότερη σύνθεση της εκτελεστικής επιτροπής ( κεφ. 4.3), την ενδυνάμωση της επιτροπής επαγγελματικού ποδοσφαίρου ( κεφ. 4.7 ), την διατήρηση  τακτικών δικαστών, επιλεγομένων, όμως,  από την ΕΠΟ ( κεφ.4.8), την ανεξαρτησία της διαιτησίας και της ΚΕΔ, χωρίς όμως να μνημονεύεται ο τρόπος επιλογής των μελών της ( κεφ. 5.2-5.3-5.8). Στο θέμα των προπονητών ποδοσφαίρου δεν αναγνωρίζει τους πτυχιούχους ΤΕΦΑΑ με ειδικότητα ποδόσφαιρο, αλλά απαιτεί ακόμη και την πανεπιστημιακή εκπαίδευση κάτω από την αιγίδα της ΕΠΟ !!! ( κεφ.7.2).Ως προς την καταπολέμηση των στημένων αγώνων, βίας, ντόπιγκ και διαφθοράς ( κεφ. 10-11) επαναλαμβάνει εν πολλοίς γνωστές σε όλους συστάσεις και ευχές.  

Study of Greek Football

arising from the declaration of intent between

THE HELLENIC REPUBLIC

and

THE UNION DES ASSOCIATIONS EUROPEENNES DE

FOOTBALL

(UEFA)

and

THE FEDERATION INTERNATIONALE DE FOOTBALL

ASSOCIATION

(FIFA)

October 2020

Table of Contents

1. INTRODUCTION

1.1 Background

1.2 Purpose of the report

2. FOOTBALL GOVERNANCE STRUCTURE

2.1. FIFA

2.2. UEFA

2.3. National associations

2.4. UEFA’s ten good governance principles

2.5. Independence of national associations

3. FOOTBALL IN GREECE

3.1. Recent history

3.2. Football landscape – football facts, figures and finance

3.3. Media landscape

4. HELLENIC FOOTBALL FEDERATION

4.1. Hellenic Football Federation structure

4.2. HFF congress and elections

4.3. Executive committee

4.4. HFF president

4.5. Standing committees

4.6. Audit, governance and compliance committee

4.7. Professional football committee

4.8. Disciplinary matters

4.9. Regional football associations

4.10. Chief executive officer (CEO)

4.11. Technical director

4.12. Human resources

5. REFEREEING

5.1. UEFA Convention on Referee Education and Organisation

5.2. HFF central referees committee (CRC)

5.3. Independence

5.4. Violence against and protection of referees

5.5. Regulations

5.6. Budget

5.7. Referee development

5.8. Referees’ union

6. FOOTBALL DEVELOPMENT

6.1. Participation and grassroots

6.2. National player development strategy

6.3. National teams

7. COACHES

7.1. Coaches Union

7.2. Coach Education

8. PLAYERS’ UNION

9. PROFESSIONAL LEAGUES

10. INTEGRITY

10.1. Matchfixing

10.2. Antidoping 86

11. SAFETY AND SECURITY

12. FINANCIAL OVERVIEW

13. FRAMEWORK FOR THE FUTURE OF FOOTBALL IN GREECE

13.1. Model for the future of the HFF

14. EXECUTIVE SUMMARY

15. THE WAY FORWARD

16. ANNEXES

FIFA and UEFA would like to underline that the contents of this study are of a

recommendatory nature. FIFA and UEFA strongly encourage the implementation of the recommendations contained in the study as they would help Greek football overcome some of its most important challenges.

However, FIFA and UEFA acknowledge that the endorsement and implementation of the recommendations are ultimately left to the discretion of the Hellenic Football Federation as an independent and autonomous association.

1. INTRODUCTION

On 25 February 2020, the Hellenic Republic, the Union des Associations Européennes de Football (UEFA) and the Federation International de Football Association (FIFA) signed a declaration of intent. The result of wide‐ranging discussions between the Greek government and UEFA/ FIFA, the declaration serves to facilitate cooperation with the Hellenic Football Federation (HFF), the national governing body for football in Greece, aimed at the development of Greek football.

This cooperation is based on recognition of football’s importance in Greek society, its benefits for the physical and mental health of the Greek people, and its role in contributing to social values such as education and citizenship, as well as economic activity.

UEFA and FIFA are pleased to work collaboratively with the Greek government and to have compiled this study, which helps to map a pathway to a better future for Greek football, with consequential benefits for Greece as a society and a nation.

1.1 Background

Football occupies a special place for the Greek nation and its people. The passion with which football is regarded in Greece is unique. Football has an impact on many aspects of Greek society and is recognised by almost every Greek citizen. Loved by many of its people, football is in Greece’s DNA. In more recent times, however, football in Greece has also been affected by a number of negative influences that have hindered the natural and progressive development of the game.

Greek football has numerous stakeholders and a variety of influencing factors. The breadth of stakeholders reflects the scale of the game, which is mirrored in the levels of participation, interest, media coverage, opinion and commentary on football. Football in Greece faces many serious challenges both on and off the field. Among the key aspects for the future of Greek football are the links between all parts of the game and its stakeholders, which ensure it is actively promoted and can flourish in a sustainable way in the best possible environment. The aim now is to harness this passion for and commitment to the game by adopting a common strategy for the HFF and Greek football as a whole, supported by all its stakeholders. The potential impact that the broad range of stakeholders in Greek football can have if they work together is an important weapon in breaking down many of the barriers to a successful football landscape. These stakeholders can also play a key role in working with the HFF not just to develop the game itself but to reach out to all its supporters. While this study is the result of collaboration between FIFA and UEFA and the Greek government, the fans, clubs, media, sponsors and regional associations all have an important role to play and are all part of the future of football in Greece. UEFA recognises the very significant contribution that Greece and its football community have made to the European game over many decades and is fully supportive of the HFF’s efforts to deliver change going forward. The relevance of football to the people of Greece is significant and UEFA is committed to playing its part in the future, long‐term success of football in the country

1.2 Purpose of the report

This report reflects the work conducted by FIFA, UEFA and their partners and agents on a range of significant topics affecting Greek football. It also makes reference to examples of international best practice, general European football benchmarks and international comparisons. The study serves to evaluate and quantify the issues and challenges facing Greek football in the fundamental areas affecting the game and the HFF. It also forms the basis of a framework for the sustainable future of Greek football and a methodology with which this vision can be fulfilled. This holistic study considers key questions affecting Greek football and promotes a framework for the future in which Greek football can serve as a case study for positive change. The matters addressed in this report include:

football governance structures

analysis of football in Greece

football development – participation levels, national teams and the professional game

integrity issues – match‐fixing, anti‐doping and disciplinary matters

safety and security – violence in Greek football

refereeing

the financial landscape of football

HFF organisational structures

The insights gathered by UEFA and FIFA and shared in this report include strong material data concerning issues which, if addressed, can lead to a better future for Greek football. The study also makes reference to international benchmarks and best practice across other national associations within the UEFA and FIFA football family, as well as Football Federations of the Future (FFF), an initiative launched by UEFA, its 55 member associations and multiple stakeholders, including sponsors, broadcasters, governments and experts from around the globe, in order to formulate what a national association could or should look like by 2024 depending on a number of factors. The report outlines a future for the growth and development of football in Greece via a framework that represents international best practice and charts a path forward with all relevant stakeholders for the benefit of all those interested or invested in football in the country.

2. FOOTBALL GOVERNANCE STRUCTURE

Football is played at both amateur and professional levels all across Europe. Football activity is like no other, it is arguably the only true global game and its influence cuts across economic, political and cultural spheres Association football is controlled by the Fédération Internationale de Football Association (FIFA) and organized in accordance with the Laws of the Game.

UEFA – the Union of European Football Associations – is the governing body of European football. It is an association of associations and the umbrella organisation for 55 national football associations across Europe.

2.1. FIFA

FIFA is at the apex of the global football pyramid, followed by six broadly confederations that are recognised by but not actually members of FIFA. Each of these regional confederations organises its own national team and club competitions. Below the confederations are the individual national associations which, as well as being members of FIFA, are members of their respective confederations. They organise their own leagues with clubs from their respective countries. FIFA, a not‐for‐profit association based in Switzerland, is governed by the Swiss Civil Code and has 211 member associations.

FIFA only recognises one national association and one league pyramid in any one country, thus preserving the global pyramid of world football. The key advantage of this pyramid is that it provides a stable operating and regulatory environment for football development and competitions, as reflected in FIFA’s responsibility for drawing up a single, coordinated, annual international match calendar that facilitates the organisation of international cup and national team competitions. Critically, it is the maintenance of the integrated football pyramid with the agreement of all football’s key stakeholders that has helped football become the world’s most popular participation and spectator sport.

Moreover, it has given rise to several hugely successful commercial revenue‐generating activities from which national football associations have benefited.

FIFA’s overarching goal, enshrined in its statutes, is “to improve the game of football constantly and promote it globally in the light of its unifying, educational, cultural and humanitarian values, particularly through youth and development programmes” (FIFA Statutes, September 2020, Article 2(a)).

As the governing body of world football, FIFA performs a number of important regulatory roles in collaboration with the regional confederations and national associations:

1. Ensuring compliance with the Laws of the Game

2. Regulating players’ statuses and transfers

3. Ensuring that there is only one association and league structure per member country, thus guaranteeing the operating integrity of the global football pyramid

4. Maintaining, together with the relevant confederations, football’s independence from undue political interference by third parties (for example, interference in the election of national association officials.

5. Regulating and protecting the health of national team competitions. Clubs are compelled to release

players called up for national team competitions unless they are injured

6. Regulating players’ agents

Organisation of FIFA

The supreme legislative body of FIFA is the FIFA Congress, which is made up of representatives of all 211 member associations.

The FIFA Council is the key strategic and oversight organ chaired by the FIFA President and comprising a total of 37 members. The FIFA Council was established in 2016, replacing the 24‐member FIFA Executive Committee, and is described as a non‐executive, supervisory and strategic body that sets the vision of FIFA and global football.

The office of FIFA president is an executive position that can be held for a maximum of three four‐year terms. FIFA fulfils an important role in organising and policing the Laws of the Game in partnership with IFAB, holds an important football development function via the FIFA Forward programme and the organisation of a range of international football competitions, has proved highly successful in developing revenue generation from the FIFA World Cup, enabling it to make substantial solidarity payments to its member associations, and implements important regulatory functions in collaboration with the regional confederations and national associations.

2.2. UEFA

UEFA is the governing body of European football and one of the six regional confederations recognised by FIFA. UEFA membership is open to national associations situated in the continent of Europe (based in a country which is recognised as an independent state by the majority of members of the United Nations). Each of its 55 members has the same rights, regardless of its population size or economic power. UEFA is a not‐for‐profit association and, like FIFA, recognises only one association and one league pyramid in any country, thus preserving the global pyramid of football in Europe.

UEFA’s primary objective is the promotion of football in Europe, based on the principles of sporting solidarity (redistribution of resources from the elite professional game to the grassroots) as part of a sporting pyramid, working in partnership with its member associations and FIFA. Its other objectives include to deal with all questions relating to European football, promote football in a spirit of unity, solidarity, peace, understanding and fair play, without any discrimination on grounds of politics, race,

religion, gender or any other reason, safeguard the values of European football, promote and protect ethical standards and good governance in European football, maintain relations with all stakeholders involved in European football, and support and safeguard its member associations for the overall well‐being of the European game.

Organisation of UEFA

The UEFA Statutes form the basis for the implementation of regulatory policy across UEFA’s 55 member associations through the principle of subsidiarity, whereby the national associations implement the decisions of the UEFA Congress in a manner consistent with local conditions.

The most important UEFA organ is the UEFA Congress, which elects the president, the Executive Committee and the European members of the FIFA Council. Moreover, the UEFA Congress sets the operating framework for the president and the Executive Committee. A series of committees made up of national association representatives advise on the drafting and implementation of UEFA policy.

The organisational structure of UEFA

UEFA and the stakeholder engagement principle

Historically, UEFA has formed part of a tiered hierarchical organisational structure that also includes the national associations and clubs. However, in response to the changing environment of European football, it has also developed a complementary lateral structure with various stakeholders (leagues, clubs, players and supporters).

Two key vehicles for implementing UEFA’s stakeholder engagement strategy are the UEFA Executive Committee and the Professional Football Strategy Council.

The UEFA Executive Committee is UEFA's supreme executive body. It comprises the UEFA president and 16 other members, including‐ at least one female, elected by the UEFA Congress, as well as two members elected by the European Club Association (ECA) and one member elected by European Leagues, ratified by the Congress, all with the same rights and duties as the other Executive Committee members.

The Professional Football Strategy Council is chaired by the UEFA president and made up of representatives of the European Leagues (EL), the European Club Association (ECA), FIFPRO Division Europe (the European part of the players’ union) and the four UEFA vice‐presidents

UEFA’s role in football development

One of UEFA’s key objectives is to develop football in Europe and one of the ways in which it achieves this is by organising football competitions (men’s, women’s, youth, futsal, etc).

Over the years, UEFA has launched several programmes aimed at supporting its member associations, including financially. The largest of these is the HatTrick programme, which was launched in 2004 and is UEFA’s major vehicle for football development.

Financial instability has been a key challenge for European football for many years. In order to help clubs, become financially sustainable, UEFA introduced the UEFA club licensing system and financial fair play.

The UEFA Grow programme was launched in 2015 and is UEFA’s strategic consultancy service for national associations, overseeing best‐in‐class templates for national association development such as Football Federations of the Future. UEFA has a number of other important regulatory functions, such as combatting betting fraud and doping, promoting home grown players, protecting young players and promoting the principles of integrity, dignity, health and respect for rules, referees, opponents and supporters. Furthermore, UEFA operates an extensive portfolio of football and social responsibility (FSR) initiatives through a selection of five‐year strategic partnerships that strive for zero discrimination and maximum diversity, foster social integration and reconciliation, and promote active and healthy lifestyles and football for all, as well as funding a range of football foundations and charity programmes. Racism and other forms of discrimination continue to be widespread in Europe. Minority groups facing such intolerance across the entire continent and in football are persistently subjected to verbal and physical violence and exclusion. The national associations play a crucial role in adopting a synchronised approach in line with UEFA’s FSR strategy.

Both UEFA and its member associations therefore use football as a widely acknowledged tool for promoting diversity and inclusion, as supported by the United Nations, the European Commission and Council of Europe agencies. They encourage an inclusive culture and practice in football which endorses and promotes the fair treatment and meaningful involvement of each individual, while embracing differences such as ethnicity, age, gender, religion, sexual orientation, culture, national origin, income or ability.

UEFA HatTrick

UEFA’s HatTrick assistance programme is one of the largest solidarity and development programmes ever established by a sports organisation.

HatTrick was launched in 2004 thanks to the UEFA EURO that took place in Portugal. It is based on the simple idea of ploughing a large proportion of EURO revenue into football development in three (hence its name) different ways: investment, education and knowledge‐sharing. By 2024, the HatTrick programme will have made a remarkable €2.6 billion available to its member associations.

Over the past 15 years, HatTrick has had a significant impact on the football landscape in the 55 countries of UEFA’s member associations. It has helped to build several national team training centres and association head offices. Many national stadiums in Europe have also received HatTrick funding, either for their basic construction or for renovation work designed to modernise them and ensure the safety of players and spectators. Moreover, these investments have had a snowball effect, with statistics showing that, for every €1 distributed by HatTrick, other bodies such as national associations, clubs, local authorities and government bodies invest €3.5 of their own.

Besides ensuring that as many Europeans as possible can aspire to play football, HatTrick provides annual solidarity funding to UEFA’s 55 member associations to support their participation in the UEFA youth, women's and amateur football competitions, help cover their administrative costs, encourage them to run good governance projects and integrity activities, and implement the UEFA club licensing system and various UEFA conventions and charters.

Furthermore, through the introduction of the UEFA Women's Football Development Programme, the UEFA Elite Youth Player Development Programme and the UEFA Football and Social Responsibility Programme, HatTrick has underlined the importance that UEFA places on these sectors.

As the governing body of European football, UEFA considers growth and development an absolute prerequisite to maintaining a sustainable and highly successful football environment for all and HatTrick is a major tool for this direction.

UEFA financial fair play – protecting the game

Faced by serious and worsening financial conditions in European club football, UEFA’s Executive Committee unanimously approved a financial fair play concept to promote the game’s well‐being in September 2009. The concept, developed and supported by the entire football family, recognises the need for Europe‐wide action to restrict some of the worst excesses of the game. The regulations governing Financial Fair Play, first introduced in June 2010, are periodically updated to reflect changes in the football environment, although the fundamental principles and objectives remain the same:

To improve the economic and financial capability of the clubs, increasing their transparency and

credibility

To place the necessary importance on the protection of creditors and to ensure that clubs settle their

liabilities with employees, social/tax authorities and other clubs punctually

To introduce more discipline and rationality in club football finances

To encourage clubs to operate on the basis of their own revenues

To encourage responsible spending for the long‐term benefit of football

To protect the long‐term viability and sustainability of European club football

The rules are built around two main areas: an obligation for clubs to balance their books over a period of time, and an obligation for clubs to meet all their transfer and employee payment commitments at all times.

Role of club licensing

The successful implementation of the financial fair play rules would not have been possible without the years of experience gained by UEFA, national associations and clubs in applying the financial part of UEFA club licensing.

However, three main distinctions should be drawn between club licensing and financial fair play.

While UEFA’s club licensing system criteria are designed to enable an assessment of an individual club’s financial sustainability in the short term, financial fair play considers the wider systemic effect of a club’s financial actions in the longer term.

While club licensing is primarily administered by the governing bodies in each UEFA national association, financial fair play is monitored by an external body – the two‐chamber Club Financial Control Body (CFCB).

While a club licensing decision is binary, i.e. a licence is either granted or not, the CFCB has a range of disciplinary measures that it can apply if the requirements are not met. These are documented in full in the Procedural Rules governing the CFCB.

Impact

The financial results of European clubs have improved in each year since the introduction of financial fair play, with club balance sheets strengthening significantly (net equity doubling) and net debt to revenue plunging from €1.7 billion loss in 2011 to €600 million profit in 2017. The facts speak for themselves and answer many of the critics who considered the project too ambitious and challenging to implement. The results also explain why the project continues to receive almost universal support among football stakeholders. It is important to recognise financial fair play for what it is and is not, a financial control system designed to reduce the worst excesses rather than an attempt to make clubs more equal or address other challenges faced by club football.

2.3. National associations

A national association is an organisation, generally of an associative nature, composed of regional associations, clubs and leagues. As the exclusive governing bodies of national football, national associations are responsible for the development, promotion, control and regulation of the domestic game at all levels, from grassroots to international competition.

These responsibilities are shared, typically in a two‐tier system of governance, by elected officials sitting on the executive committee/board, who are responsible for strategic decisions, and the management team, which takes operational responsibility.

A clear separation of powers (legislative, executive, judicial and administrative) is the cornerstone of any national association’s governance structure. The main bodies of a national association are the following:

A supreme legislative body (congress) consisting of an assembly of the members of the national

association, which meets regularly;

An executive body with members elected or appointed to their positions by the legislative body,

responsible for making executive decisions on matters that do not fall within the sphere of responsibility of the legislative body or any other body;

Independent judicial bodies, which take decisions on any disciplinary and ethical issues;

An administrative body responsible for operational and administrative work within the national

association under the direction of a general secretary.

Special duties and decision‐making powers that do not fall within the sphere of responsibility of the

aforementioned bodies should be attributed to other bodies (e.g. electoral committees, audit, governance and compliance committee, club licensing bodies and national dispute resolution chamber) and specified in the statutes and regulations of the national association.

The members of the various bodies of a national association should act responsibly and professionally while performing their tasks and duties. In particular, they should at all times:

a) act in good faith and with due diligence and care, in the best interests of the national association, its stakeholders and employees, and the general public;

b) treat all membership groups and stakeholders equally and fairly;

c) act in accordance with the highest ethical standards and the relevant regulations, codes and decisions

of the national association, UEFA and FIFA;

d) withdraw from a debate and from taking any decision if there is any risk or possibility of a conflict of interest.

National association governance

National football associations are legally recognised as not‐for‐profit or voluntary organisations. This implies that any economic activity in which they engage should be for the purpose of, or in connection with, carrying out their objectives and mission in accordance with their statutes.

National associations core mission is to develop and preserve the game of football in their territory, and profit is therefore not an aim in itself but a means to an end.

Unlike other industries, football requires a sophisticated approach that is tailored in a way that optimises its revenues yet redirects most of its profits into solidarity payments to support initiatives such as the development of grassroots sport, investment in personnel and construction of infrastructure.

National associations are obliged to follow clear procedures and principles of good governance.

In 2018, UEFA’s Executive Committee approved ten good governance principles that each association is strongly encouraged to follow. Since 2020, UEFA has also been supporting the implementation of these principles financially via the HatTrick programme. It also funds projects launched by its member associations to improve specific areas of governance that need development. Such projects should reflect and contribute to the member association’s strategic goals to improve its governan

2.4. UEFA’s ten good governance principles

1. Clear strategy

It is a good governance principle that, nowadays, national associations should not only run day‐to‐day business but also have a clear business strategy. A published strategic plan should ideally be implemented for both the short and medium term, e.g. for one to five years, and should be the result of an inclusive internal and external process. It is recommended to evaluate the strategic objectives on an annual basis, to ensure that the strategy corresponds to the national association’s statutes and, for the sake of transparency, to publicly communicate it, ideally through the national association website. Without a strategic plan with measurable objectives, the president and executive body/board cannot be properly held accountable by the members. The development of a clear strategy should also be seen as an opportunity for both elite and amateurs to consult and identify common goals.

2. Statutes

National associations are encouraged to revise and modernise their statutes. Desirable minimum requirements are outlined in UEFA Circular letter no. 11/2009 and certain mandatory provisions to be implemented at national level may be found in the relevant provisions of the FIFA and UEFA Statutes. It would be recommended to establish fixed terms for both the president and board/executive committee members (e.g. term and/or age limits). In addition, a system of checks and balances should be in place to avoid excessive concentration of power in one person while, at the same time, adequate arrangements should ensure continuity in the work of relevant bodies (for example, partial renewals to have at least one third of members in office at each renewal).

Executive committees/boards of the national associations should have balanced gender representation (diversity) and it is, therefore, recommended to have a fair representation of women in these bodies and, ideally, in the corresponding bodies of leagues and clubs as well.

The statutes should provide for a clear separation of powers (e.g. legislative/executive, executive/administrative, and independent judicial bodies), a definition of rights and obligations of the members, a clear indication of responsibilities and decision‐making bodies, as well as minimum provisions related to ethics. The statutes should also guarantee a democratic process with free elections, stakeholder consultation, regular general assemblies and definition of roles and powers of the president, board/executive committee and administrative body.

Finally, it is recommended that the revision process for statutes takes place in specific working groups (where necessary including FIFA and UEFA).

3. Stakeholder involvement

Stakeholders (i.e. clubs, leagues, players, coaches, referees, supporters) but also other interest groups, such as political bodies, media and relevant NGOs, are important partners for the overall development of football at national level. Therefore, it is recommended to recognise and consult them on a regular basis. National associations are free to decide on the precise degree of stakeholder involvement, be it at board/executive committee, standing committee or working group level and stakeholders are expected to work closely with the national associations in order to support mutually agreed objectives. In countries where professional football exists, social dialogue should be formalised and national associations are expected to ensure that the minimum requirements for standard player contracts are implemented at national level, as unanimously agreed by the XXXVI Ordinary UEFA Congress, in Istanbul, on 22 March 2012.

It could also be assessed whether the relationship between professional and grassroots football could be based on a contractual agreement, in the framework of which the reciprocal activities are being negotiated.

4. Promotion of ethical values, integrity and good governance

Ethical values and good governance should be incorporated as statutory objectives. There should be an overall strengthening of ethical principles, in particular, the principles of integrity, honesty, fiduciary responsibility, loyalty, and sportsmanship. Rules should be put in place to avoid, or mitigate (e.g. through disclosure), conflicts of interests, and to tackle the threat of corruption, whether it be as a result of offering or accepting gifts, bribes, or any other abuse of office. There should be robust internal control procedures to combat such phenomena and, in particular, to ensure that all bidding and voting is always transparent and compliant. These principles must apply to everybody, e.g. members, stakeholders, staff and volunteers. National associations are invited to specifically address ethics matters either in their disciplinary rules or via a specific code of ethics. Furthermore, the bodies applying such rules must be protected from any form of undue pressure or political interference, meaning that the independence of these bodies, as well as their secretariats, must be guaranteed.

Finally, national associations are invited to invest in relevant communication, training and education

programmes (e.g. compliance/ ethics/integrity training, women’s leadership programme).

5. Professionalism of committee structures

The standing committees of national associations play an important role as they contribute to the development of the national game. Consequently, national associations should ensure that their statutes and regulations contain clear definitions regarding the work, responsibilities, and composition of the committees, including appointment rules and members’ qualifications. The number of committees and frequency of meetings should correspond to the real needs of each national association. In addition to the independent judicial bodies (which are mandatory), national associations are encouraged to have at least the following committees in place: competitions, women’s football, grassroots and finance. Due consideration should be given to the reality of each

country and the structure of each national association. National associations are also encouraged to have a fair gender representation and balance of interests in their standing committees and to appoint external technical staff or experts, if needed. Finally, it is of outmost importance that a clear mechanism/procedure is in place so as to allow a proper

communication flow between the committees and the relevant board/executive committee.

6. Administration

The administration of each national association is the body that delivers the day‐to‐day business. To guarantee a high quality of work, it is recommended to protect the administration from undue political influence on operational matters and daily decisions. Moreover, it is recommended to have an open, clear and transparent hiring process, to ensure that the most competent candidates are recruited to work in the administration and, in so doing, to protect the overall interests of the national association.

As the image of the administration reflects the image of the national association, there should be clear guidelines/regulations in place for the use of social media, confidentiality matters, accepting/offering gifts etc.

7. Accountability

To enhance accountability, it is recommended to establish a clear process regarding signatory rights in national associations. In particular, for certain documents of major importance, it is recommended to implement a ‘double signature system’ in order to ensure that important contracts cannot be signed off by a single person. As national associations may be exposed to financial losses in view of the various commercial businesses they run, it is highly recommended to have in place an adequate insurance. This is in line with the general need for a proper risk management programme to be in place. For sales or purchases above a certain limit, national associations should envisage having tender processes to provide greater accountability and better protect their own financial interests. In defining the applicable thresholds, the specificity of each country would be taken into account. Finally, internally, there should be a clear definition of budgets and responsibilities/competence for

each division and unit.

8. Transparency in financial matters and corporate documents

Transparency is one of the most important principles of good governance, especially when it comes to financial matters. A national association which is transparent will have a better image and will protect itself more effectively from any accusation of mismanagement or undue influence. This is appealing, both to the general public and to business partners, such as sponsors but also political bodies (both as potential funders and regulators). For this reason, it is strongly recommended to have transparent structures and strict financial controls, both at internal (i.e. the internal control system, including internal audit) and external (i.e. independent company) level.

In addition to the audited annual report and accounts, other related as well as relevant corporate documents should be made publicly available where possible, ideally on the national association website, provided such documents do not conflict with the overarching interest of the national associations or data protection law. It is recommended to include specific sections where the following documents are made available for download: statutes, regulations, strategy, background information on the president/general secretary/board members, committees composition, clear explanations of general assembly and other bodies’ key decisions (and ideally also meeting agendas), media releases, circular letters, annual activity report and financial information (as provided to members), sustainability report, procedure and forms for registration of intermediaries.

Finally, organisational structures and contact details of national associations’ members (e.g. regional

associations, clubs etc.) should be available on the website and updated when necessary.

9. Compliance

National associations are always expected to have a system and resources that check that they comply with their own statutes and regulations, as well as all general civil and criminal laws to which they are subject.

All national associations should have a compliance policy and culture. Policies such as respect, transparency, health and safety, equality/ diversity, protection of minors, match‐fixing, doping, human rights, fair play and solidarity, and the fight against racism, discrimination, and data protection are of major importance and should be reflected in the national association’s strategy and operations. From time to time, UEFA invites its national associations to adopt certain campaigns or policies with specific resolutions approved by the UEFA Congress (e.g. resolutions ‘European football united against racism’ and ‘European football united for the integrity of the game’ unanimously adopted respectively by the XXXVII Ordinary UEFA Congress on 24 May 2013 in London and the XXXVIII Ordinary UEFA Congress held on 27 March 2014 in Astana).

10. Volunteer programmes

As the overall goal of all national associations should be to stimulate participation in football, it is recommended to have in place volunteer programmes that will increase the number of people active in all different aspects of the game, especially young people. Not only will this lead to a better image of national associations, but it will also establish a stronger foundation for the future development of football. Especially the significance of honorary engagements at the grassroots level of football should be emphasised and acknowledged by the national associations.

2.5. Independence of national associations

Regardless of their size, national associations must remain politically neutral and fully independent. of public authorities and the commercial sector, although they may receive direct and/or indirect public funding such as lottery funding and investment in sports infrastructure. They must manage their affairs independently and without undue influence from third parties. It is therefore mandatory that executive committee/board members are elected freely in a democratic manner and steps should be taken to ensure that they do not have any vested interests in political activities and/or commercial operations. The need for independence is clearly highlighted in the FIFA and UEFA Statutes, and is one of the key requirements for retaining membership in the football world.

FIFA and UEFA Statutes

FIFA

Article 14.1(i)

Member associations’ obligations

1. Member associations have the following obligations:

i) to manage their affairs independently and ensure that their own affairs are not influenced by any third parties in accordance with art. 19 of these Statutes;

Article 19

Independence of member associations and their bodies:

1. Each member association shall manage its affairs independently and without undue influence from third parties.

2. A member association’s bodies shall be either elected or appointed in that association. A member association’s statutes shall provide for a democratic procedure that guarantees the complete independence of the election or appointment.

3. Any member association’s bodies that have not been elected or appointed in compliance with the provisions of par. 2, even on an interim basis, shall not be recognised by FIFA.

4. Decisions passed by bodies that have not been elected or appointed in compliance with par. 2 shall not be recognised by FIFA.

UEFA Statutes

Obligations of Member Associations

Article 7bis (2)

Member Associations shall manage their affairs independently and with no undue influence from third parties. Member Associations shall provide in their statutes for a democratic procedure guaranteeing that their executive body is freely elected and that their other bodies are elected or appointed in a completely independent way. Any body or decision from a body that has not been elected or appointed in compliance with such a procedure, even on an interim basis, shall not be recognised by UEFA.

A member association that fails to fulfil the above may be suspended or expelled by the FIFA Council and Congress and/or by the UEFA Congress and the UEFA Executive Committee.

3. FOOTBALL IN GREECE

3.1. Recent history

The Greek national team caused a global sensation by winning UEFA EURO 2004 after entering the tournament as the ultimate underdog. Unfortunately, Greek football never managed to build on this success and experienced tremendous challenges during the years that followed.

2006

On 3 July 2006, FIFA sent an official letter to the Hellenic Football Federation, informing it that its Emergency Committee had suspended it following multiple counts of undue political interference since 2004, violating the principle of independence.

FIFA and UEFA had reaffirmed these principles several times via various channels and in meetings with the Greek government. However, despite these repeated communications and the government’s promise to amend the law, it had failed to do so, resulting in the suspension of the HFF.

This meant that all HFF members (clubs, players, officials, etc.) were suspended from all international football activity (participation in international competitions at all levels, organisation of international matches in Greece, etc.).

The Greek prime minister subsequently invited the FIFA president to Greece for emergency constructive dialogue, during which a consensus was reached and the controversial amendments to the sports law were withdrawn, bringing Greek football back into the international fold.

2015

Greek football was thrown into turmoil once again in 2015, when similar incidents to those that had occurred in 2006 brought the HFF to the brink of international football’s exit door once more. However, following discussions and consultations, a suspension was avoided at the very last minute.

In 2016, following the resignation of the HFF president and executive committee members due to judicial procedures against them and other football officials, new elections were scheduled. However, these elections never took place because the Greek arbitration tribunal decided to cancel them and dismissed the entire executive committee.

A 20‐member interim committee was also appointed by the Greek arbitrational tribunal and under national law instead of the HFF statutes.

FIFA and UEFA decided to set up a normalisation committee in order to lead the HFF back onto the right track and organise new elections.

The normalisation committee was in place for a year and oversaw HFF elections in August 2017. FIFA and UEFA continued to monitor the HFF by appointing a monitoring committee and an independent expert based at the HFF’s headquarters.

3.2. Football landscape – football facts, figures and finance

The UEFA intelligence centre has carefully assessed 700 sets of financial submissions from European top‐division clubs every year for the last 13 years. Where required to produce like‐for‐like comparisons, adjustments have been made and changes to financial reporting at national level have been requested. In addition, the UEFA intelligence centre tracks many different aspects of club football, including:

ownership

attendances

match results

playing squads

rankings

TV markets

In the following pages, the development of Greek football is put in context, starting with analysis of Greek club finances and Greek club and national team results over the last ten years. Greece’s results are then compared with those of four countries with a similar population size

3.2.1. Tenyear club revenue evolution, Europe v Greece

European club football has seen its revenue grow by an impressive 80% over the last decade, an average of 8% a year. By comparison, Greek clubs’ combined revenue has decreased by 28% over the same period. Out of 55 countries in Europe, Greece is one of only three whose top‐tier clubs have seen their revenue drop over this period.

This decrease is even more dramatic when the figures are broken down into revenue streams, since it occurred despite a significant €25 million increase in UEFA competition distributions between 2009 and 2018. Domestic TV revenue was broadly stable but sponsorship and other revenue (donations, grants) both decreased substantially, while gate receipt revenue collapsed from €65 million in 2009 to just €17 million in 2018. UEFA competition revenues, which depend on sporting results and are therefore, by nature, unpredictable, have made up a third of all club revenues in the last two years, showing a high level of dependence.

3.2.2. Tenyear club bottomline profitability, Europe v Greece

The introduction of financial controls at European level (financial fair play), combined with rising revenues and higher transfer profits, have turned annual net losses of €1.7 billion into net profits across the last three years when the figures for all 700 European top‐division clubs are combined. The picture for Greece remains a lossmaking one, albeit better than the record losses of 2011. Across the decade, Greek clubs have averaged combined losses of €39 million per year.

3.2.3. Peer group assessment, Greece

For further context, figures for four peer group leagues are presented. These leagues were selected because they have either a similar population size to Greece (Belgium, Austria and Portugal) or cultural commonalities (Cyprus). The revenue growth in these leagues is smaller than the TV ‘big market’‐driven revenue growth but nonetheless all four have seen their revenue increase by between 26% and 57%.

3.2.4. Number of clubs reaching UEFA club competition group stages

Over the years, Greek clubs have been fairly successful in qualifying for the group stages of UEFA club

competitions (which is when the prize money increases substantially). However, the overall trend is negative, and the 2019/20 season was the first time that only one Greek club qualified for the group stages. By contrast, Portugal had five, Belgium four and Austria three clubs in the group stages.

For the 2020/21 season, Olympiacos FC (starting as of Champions League playoff round), PAOK FC (starting as of Champions League second qualifying round), AEK Athens FC (starting as of Europa League third qualifying round), Aris Thessaloniki FC and OFI Crete FC (starting as of Europa League second qualifying round) have qualified for European club competitions. However, the COVID‐19 crisis has resulted in the qualifying rounds for the 2020/21 group stage being delayed until September/October.

3.2.5. UEFA club coefficients in the past fifteen years

The UEFA club coefficient rankings (based on results from the last five years) reflect the general downturn in performance of Greek clubs, which have fallen from 8th to 18th place in the last fifteen seasons. In the meantime, the Austrian and Belgian club rankings have improved, and Cyprus has overtaken Greece for the first time. The club coefficient rankings are extremely important as they dictate how many Greek clubs can access the lucrative UEFA club competitions and at what stage of the qualifying competition they will enter.

3.2.6. FIFA/ CocaCola World Ranking for men’s national teams in the past 15 years

Greece’s position in the FIFA men’s national team rankings has fallen dramatically from 20th to 60th over the last 15 years. EURO 2004 success is now a distant memory. Some countries with comparable populations (Portugal and Belgium) are currently in the top ten in the world. This highlights that there are player development issues in Greek football, rather than just financial and integrity‐related problems.

3.2.7. Match attendances in Greece

Attendances are a somewhat crude, but nonetheless important measure of the health of club football. Greek average league attendances remain below those of most comparable leagues (Belgium, Portugal, Austria and Cyprus). However, the 2019/20 season saw a further resurgence in average attendances, with an average of almost 6,500 before the competition was halted. This remains one ray of light in a generally bleak picture, with this figure set to be the highest average since the 2009/10 season.

By contrast, Greek national team matches have seen a sharp decrease in average attendances over the last two years, reflecting disappointing on‐pitch performances and less attractive opponents.

3.2.8. Tenyear Greek club capital injections/equity increases

There is a common saying, often used in club football, that ‘the more you put in, the more you get out.’ However, large financial losses off the pitch have been coupled with diminishing returns on it.

According to audited figures received and analysed by UEFA, Greek club owners have injected equity or raised capital of €352 million in the last decade. This has been needed to plug the considerable gap between income and expenditure. The ‘big 4’ Greek clubs are responsible for 90% of these equity injections. Owner injections and capital increases are considerably higher than in all the peer group countries. By comparison, Belgian clubs have had €138 million of injections, Cypriot clubs €34 million and Austrian clubs just €5 million over the ten‐year period. There is therefore a high level of dependence on club owners acting as benefactors.

Summary

To summarise, Greek football has had a very poor decade. Despite enormous owner injections/bailouts, international performances have deteriorated, and club revenues have shrunk while those in the rest of Europe have grown.

Although club attendances are moving in the right direction, there remains a strong reliance on betting‐driven sponsorship markets and UEFA prize money distributions for revenue.

3.2.9. Current environment

As the data in the previous section indicates, since the Greek national team’s victory at UEFA EURO 2004, the football landscape in Greece and internationally has changed very significantly. Unquestionably, the opportunity provided by that historic achievement was not capitalised upon and the chance to grow the game incrementally was missed during that decade. In more recent years, many issues outside the HFF’s control have also affected the game and its development.

Enormous societal, economic, legislative and technological changes have occurred in the 16 years since the national team’s greatest success. The changing landscape, including the advent of new technologies, has enabled many of UEFA’s national associations to grow and develop successfully.

For some other national associations, including the HFF, the pace of external change and other factors have proved a very difficult challenge.

As the data in this study clearly shows, Greek football and its future development have reached a critical point for all those involved in the game. In summary, the current environment in which football seeks to survive and grow includes a number of factors, including:

1. Only one in three Greek people regard football as their favourite sport. Winning the interest and respect of the remaining two thirds of the population is a serious challenge, since football faces significant competition from other sports. While awareness of football is strong, the negativity associated with the game has diminished its popularity.

2. Football development, the core task of the HFF, needs greater attention and resourcing. To ensure a best‐in‐class professional game, all aspects of football will benefit from being better connected – from the grassroots through to elite player and club development.

3. The HFF is in a very challenging position structurally and requires organisational remodelling at a

number of levels in order to ensure a better and brighter future.

4. Financial issues are affecting football across the globe and the situation in Greece is extremely

concerning. As in other countries, the position before COVID‐19 was already difficult and has been

greatly exacerbated by the impact of the pandemic.

5. The passionate involvement of other stakeholders shows that there is great feeling for the game, but this very often results in negativity. Fans, sponsors, media, clubs and the political system all have an influence on the direction, image and sustainability of football in Greece, but the public perception of the game still needs to be enhanced.

6. The main focus is on the professional game and the men’s national teams. This interest and passion

need to harness, grown and spread across other areas of football.

Although football has a special place in Greek history, its popularity has been adversely affected by many factors over recent years. Consequently, the fact that only one third of the Greek population considers football its favourite sport means that, while awareness of the game is high and media coverage substantial, twice as many Greeks consider another sport their favourite.

While interest in football and media coverage of the men’s game are high, the game’s image has suffered in recent years because of negative phenomena such as match‐fixing and violence. The net result is that football’s overall image as a sport in Greece is badly tarnished, with the sport now ranked only 12th in this respect.

Another area of concern in relation to the future of Greek football is participation, where there is significant room for growth. Almost one in four adults and more than one in three children take part in the game at some level. These participation rates indicate that over 60% of children and 75% of adults are not taking the opportunity to play football.

Favourite Sport

Other Sport Football

Adult participation in football

Children participation in football

Not Participating Participating

Not Participating Participatin

3.3. Media landscape

As in many other countries, the media landscape in Greece is experiencing a sustained period of change and challenge. With a population of more than 11 million, Greece has a huge number of media outlets, including television, print media, new media and radio. The environment is extremely competitive, with both traditional and new media outlets competing for diminishing financial revenues from consumers. Consequently, the situation in terms of survival, market position and sustainability is very challenging for many media organisations. The financial position of the industry in general is dominated by falling sales, diminishing profits, loss of advertising revenue and pressure on costs. The rapid growth of new media in recent years and the advent of new technologies have served to increase the pressure on traditional media outlets, which further harms the sector’s viability. While there continues to be a wide selection of TV and print media services, less than half the Greek population now consider these ‘traditional’ media as an important source of information. While television remains a key medium, social media have grown very significantly. Facebook users in Greece now number more than 6 million (almost 60% of the population), while other platforms such as Instagram and Messenger have a combined reach of 7 million. These digital avenues and the general tendency to find information online are replacing more traditional, journalism‐based news services for many people in Greece.

Media ownership in Greece is complex, with cross‐ownership of media outlets a key feature of the media landscape. Greek football is influenced by these ownership structures and media owners’ relationships with football clubs. Across every sector – TV, radio, print and online media – football clubs’ relationships with the media are overt, very visible and very strong. Consequently, a lot of media coverage of the game is targeted in a very divided way. The perception of Greek football that results from this coverage is always based on one particular perspective and depends on the media outlet. Commentary on football matters in Greece is rarely regarded as neutral. This polarised coverage produces an image of football created by what, effectively, are rival media outlets. While media all over the world have a duty to report news to their audience, the style of this coverage and its influence

on a particular club’s agenda are key characteristics of the media in Greece. Some parts of the media are also dominated by sensationalist headlines and less than balanced reporting designed to further the cause of a particular club or entity. It is inevitable that the type of coverage produced by some media outlets puts pressure on match officials and judicial bodies within the game.

Within this environment, communication is a key tool for influencing the public and forming more positive opinions of the game in Greece. New technologies are increasingly playing a part in the growth not only of interest in the game in general but also of participation, club membership and involvement at all levels. The efforts of the HFF and other stakeholders to promote the game, convey a positive image, highlight grassroots activities and develop the game as a whole are not at all effective and the dominant messages tend to focus on negative aspects of the game. The levels of hatred among rival supporters are not only reported by the media but may well be fuelled and driven further by the one‐sided coverage of many media organisations.

4. HELLENIC FOOTBALL FEDERATION

4.1. Hellenic Football Federation structure

The HFF’s structure should be aligned with that of other modern‐day European football associations.

The suggested structure provides a clear distinction of hierarchy and responsibilities within the association. It should be understood that the role of the executive and standing committees is to strategically guide the association and provide advice in certain areas. Operational tasks should only be performed by the chief executive officer/general secretary and the rest of the administration exclusively and without any interferences.

Future steps

Implementation timeline – March 2021

The above organigramme shows the recommended hierarchical structure of the association, along

with the reporting structure and other connections between the various committees and officials. It

highlights the importance of the independence of the Central Referees Committee (CRC), to which the

referees unit reports exclusively.

Technical matters, including the national teams and football development, should fall under the

exclusive responsibility of the technical director.

The importance of appointing a deputy chief executive officer or deputy general secretary, as

previously recommended by FIFA and UEFA, is also demonstrated in the above diagram. Such position

should be institutionalised in the HFF statutes and regulations.

4.2. HFF congress and elections

The congress is the supreme controlling organ of a national association. Congresses may be ordinary or extraordinary. Ordinary congresses take place at least once a year, depending on the statutes of the association. The congress, which should be composed of representatives of all relevant football stakeholders of the country, ensuring an adequate and fair balance in terms of voting power, is responsible for electing the association president and the executive committee members. Further responsibilities of the congress include amending the statutes, approving annual accounts and the annual budget, electing or ratifying members of the independent bodies, and admitting and suspending members.

The HFF congress is currently composed of 69 delegates:

One delegate from each of the 53 regional amateur football associations (EPS)

One delegate from the Panhellenic Futsal Clubs Association

One delegate from each of the 14 Super League clubs

One delegate from Super League 2 and the Football League

According to the HFF statutes (June 2019 version), “membership to Hellenic Football Federation is granted to bodies established and operating in Greek territory, having a set seat and being responsible for organising and implementing football activities at local or Panhellenic level” (Art. 10 of the HFF statutes) . Accordingly, further football stakeholders may be admitted as congress members. The admission procedure for new members is laid out in Articles 10 and 11 of the HFF statutes.

FIFA and UEFA have identified inadequate representation of national football stakeholders in the HFF congress. The HFF should therefore initiate constructive dialogue and discussion among all football stakeholders aimed at ensuring that they are fairly represented in the HFF congress. These changes are required following last season’s restructuring of Greek professional football involving Super League 2 and the Football League, and in order to address the absence of important members of the football family such as the players’ union, women’s football, coaches, etc.

As a first step, FIFA and UEFA strongly recommend including the following entities, which are already listed as potential members in the HFF statutes:

the Panhellenic Football Players’ Association

the Panhellenic Women’s Football Clubs’ Association

the Panhellenic Referees’ Association

the Panhellenic Coaches’ Association

the Panhellenic Beach Soccer Clubs’ Association

Furthermore, the balanced representation of all stakeholders in the HFF congress should be re‐evaluated by the Greek football stakeholders family. The HFF must ensure that all parties, including coaches and players at both amateur and professional levels, are fairly represented in order to ensure democratic representation in the HFF. Equally, gender representation and the inclusion of female delegates in the HFF congress should be promoted and ensured.

It is important to note that any change to the composition of the congress requires the relevant amendments to the HFF statutes and therefore must be approved/ratified by the HFF congress itself in accordance with its obligation to manage its affairs independently and without undue influence from third parties.

HFF elections

In their statutes, national associations must provide for a democratic procedure guaranteeing that their executive body is freely elected and that their other bodies are elected or appointed in a completely independent way. Elections within a national association must be held by secret ballot.

A national association must adopt a specific set of binding rules (e.g. an electoral code) governing the election or appointment of its officials on a regular basis.

Elections are regulated in the HFF statutes, Appendix C of the regulations governing the implementation of the statutes and the HFF electoral code.

HFF executive committee elections currently take place every four years, usually in accordance with the national law in October of the year of the Olympic Summer Games. However, following a review of the relevant national law provisions elections in 2020 are to take place in November or December. Generally, it is recommended that this law be amended in order that elections can be held immediately after the end of the football season and at least 30 days before the start of the new season. This will enable the new committee to plan and start the new season accordingly. The congress also elects the HFF’s judicial bodies and its audit, governance and compliance committee.

The electoral committee (Article 54 of the HFF statutes) is in charge of organising and supervising the election process. It comprises three members (plus two substitute members) elected by the HFF congress.

UEFA highly recommends that the newly formatted audit, governance and compliance committee (4.6) should replace and incorporate the role and responsibilities of the electoral committee, to streamline the electoral process.

Candidates for elected positions should be subject to transparent eligibility checks to ensure that the exercise of their duties and office are not compromised if they are elected. The eligibility checks should be carried out by the audit, governance and compliance committee, acting as the electoral committee (as mentioned above) and include a screening and self‐disclosure process of the candidates. The results of the eligibility checks should be communicated well ahead of the elections in good time prior to the election.

FIFA and UEFA strongly advise their member associations, including the HFF, not to amend their congress  representation and/or electoral system shortly prior to an electoral congress. Such changes should be made in adequate time following constructive dialogue among all football stakeholders and congress approval.

Congress approval is mandatory for any statutory changes of the association.

Future steps:

Implementation timeline – 2021 HFF congress

The entities already listed in the HFF statutes should be admitted as members provided they

meet the necessary requirements. The HFF should assist these entities concerned with this process.

The number of delegates representing Super League 2 and the Football League after last year’s

restructuring of the competitions, and the above‐mentioned football stakeholders, should be reconsidered to ensure they are adequately represented.

The HFF should initiate constructive dialogue with all football stakeholders concerning the

admission of additional members to the HFF congress

4.3. Executive committee

The executive committee provides strategic oversight as the national association’s executive body. Its members are elected or ratified by the congress. Chaired by the association president, it is typically responsible for any matter that does not fall under the competence of another body of the national association. Executive committee members must not be delegates of the congress, members of the general secretariat or any independent judicial body. National associations should establish transparent and unambiguous regulations regarding the work of the executive committee, namely:

the manner in which it takes decisions;

the requisite majorities and the voting system;

the frequency of its meetings;

executive committee meeting agendas and minute‐taking;

the supply of documents and information to the executive committee members;

other operational aspects of meetings (chairing, guests’ participation, media, etc).

Term limits should be set out for executive committee members.

HFF executive committee

The HFF executive committee consists of 17 members:

the HFF president;

the deputy president, representing the regional amateur football associations;

the first vice‐president, representing the regional amateur football associations;

the second vice‐president, who is also the president of Super League 1, ex officio;

the treasurer, nominated by and representing the regional amateur football associations;

three members nominated by and representing Super League 1;

the president of Super League 2 and the Football League, ex officio;

eight members nominated by and representing the regional amateur football associations.

Only the president and the 11 members representing the regional football associations (upon nomination of the regional football associations) are elected directly by the HFF congress. The presidents of the Super League and of the Super League 2 and Football League are ex officio members of the executive committee, whereas the three members representing the Super League are elected by the Super League. Steps should be taken to ensure that major football stakeholders are represented in a balanced and adequate manner in the executive committee – also taking into account the importance of gender equality in football – following constructive dialogue and congress approval of relevant amendments of the HFF statutes. However, this should not be done by increasing the number of executive committee members, which is already high with 17 members. Meetings of the executive committee are always attended by the CEO and/or his or her deputy and members of the HFF administration according to the needs.

Meetings of the executive committee are not open to the public. The president as well as the executive committee may however invite third parties to attend:

a. meetings on a regular basis as observers

b. all or part of a meeting if deemed necessary depending on the agenda

These parties may include representatives from coaches’ union, players’ union, women’s football and other football stakeholders.

Furthermore, the Central Referees Committee chairman must be present at executive committee meetings whenever an item related to refereeing matters is included in the agenda.

Currently, there are no female members on the executive committee. A more balanced gender representation on the executive committee should be ensured, e.g. by attributing at least one position reserved to a female member. Moreover, it is recommended that the executive committee should delegate decision‐making powers on matters relating to professional football to the Professional Football Committee (cf. chapter 4.7) Term limits are a well‐established good governance tool and widely applied in football associations nowadays. It is therefore strongly recommended to introduce term limits for the members of the HFF executive committee. The HFF executive committee meets at least every two months and a press conference should be held following each meeting in order to present its decisions and answer any questions. This will assist the public’s perception

of the integrity of its decisions and of football in general. Similarly, as with the president, term limits should be introduced for executive committee members. In addition, adequate arrangements could be foreseen in order to ensure continuity of the work – i.e. partial renewals in order to have at least on third of members in office at each renewal. As mentioned, at chapter 4.2, eligibility checks should be carried out on all candidates for the HFF executive committee in order to verify their background and ensure that the exercise of their duties will not be compromised if they are elected. As indicated previously, these checks, consisting of a screening and selfdisclosure process, should be carried out by the audit, governance and compliance committee. Decisions are reached by a simple majority (more than 50%) of the votes cast, with the president having the casting vote in the event of a tie.

The emergency committee deals with all matters requiring an immediate decision between two executive committee meetings. It is composed of the president, the two vice‐presidents, the treasurer and one other executive committee member chosen by the president on a case‐by‐case basis.

Executive committee members should be bound by a code of procedure and communication in order to guarantee the confidentiality of the meetings and decision‐making.

Future steps

Implementation timeline – 2021 HFF congress

Ensure adequate representation of major football stakeholders and gender equality representation

in football in the executive committee without increasing the number of the members

Draw up executive committee rules including a code of procedure and communication

Ensure the confidentiality of executive committee meetings

Term limits should be introduced for the members of the executive committee

Executive committee should delegate some of its decision‐making power on matters relating to

professional football to the PF

4.4. HFF president

The president’s primary role should be to represent the association’s interests as the legal head of the

organisation. The HFF president represents the HFF and chairs its congress and meetings of its executive and emergency committees as well as other committees of which he/she is appointed chair. According to the current HFF statutes, the president is primarily responsible for:

implementing the decisions passed by the congress and the executive committee through the

administration;

ensuring the effective functioning of the HFF bodies in order that they achieve the objectives described in the statutes;

supervising the work of the administration;

relations between the HFF and its members, FIFA, UEFA, political bodies and other organisations.

The HFF president should also be responsible for relations between the HFF and international organisations, other Greek football stakeholders (leagues, clubs, etc) and other sport stakeholders (Greek Olympic Committee, etc). He should also be responsible for relations between the HFF and public authorities The president should implement the decisions of the HFF congress and executive committee as well as ensure that the HFF implements the strategy approved by the congress.

The president should carry out these responsibilities in consultation with the HFF executive committee. The 2019 HFF congress adopted a recommendation from UEFA and FIFA that the president should be able to act as executive president in order to dedicate sufficient time to deal with all the challenges facing the HFF.

The president should implement a number of good governance reforms to ensure the HFF is built on solid foundations and can consolidate its communication and collaboration with key football stakeholders. It would be an asset if the president of the federation has a good knowledge of one of the official FIFA/UEFA languages.

4.5. Standing committees

Standing committees are advisory bodies to the executive committee covering specific thematic areas. Their members are appointed by the executive committee and should be knowledgeable about the relevant thematic area. Standing committees should conduct their business according to specific regulations issued by the executive committee. Unless explicitly granted, standing committees do not have any decision‐making powers. They report back and can make recommendations to the executive committee.

HFF standing committees

The HFF standing committees are as follows:

Finance committee

Audit, governance and compliance committee

Competitions committee

Technical committee

Referees’ committee

Women’s football committee

Medical committee

Players’ status committee

Stadium and security committee

Professional football committee

Except for the audit, governance and compliance committee and the referees’ committee, at least one member of each standing committee should be a member of the executive committee. Standing committee members, who must fulfil certain independence criteria, are appointed by the executive committee with the exception of the members of the audit, governance and compliance committee, who are elected by the HFF executive committee and ratified by the congress. Furthermore, it must be noted that the members of the audit, governance and compliance committee must fulfil certain independence criteria, similarly with the judicial organs.

Committee members should have the capacity, experience and knowledge required to fulfil the tasks and responsibilities of their respective committees. Relevant skills, education, experience and integrity are the main attributes required.

At present, HFF committee members interfere in the operations of the HFF administration on a daily basis, telling HFF employees how to fulfil their duties. It should be made clear that committee members should not in any way interfere with the association’s day‐to‐day business and operations and that their function is clearly separate from that of the HFF administration.

The number of HFF standing committees should not be increased any further. If necessary, ad‐hoc committees may be established for specific purposes for a limited period of time (see Good Governance principle 5, page 16). Furthermore, unless otherwise stipulated in the HFF statutes and regulations, standing committees should stick to their function as advisory bodies to the executive committee.

organizational regulations, in which the new HFF’s organisational Each committee’s function and terms of reference should be governed by the amended HFF structure should be clearly defined.

The HFF organisational regulations should also stipulate the terms of reference of:

the emergency committee;

the professional football committee;

match officers and instructors;

the audit, governance and compliance committee;

the CEO/general secretary and administration.

Future steps

Implementation timeline – 2021 HFF congress

Establish new HFF organisational regulations that clearly define, among other things, the terms of

reference of HFF committees. Each committee’s responsibilities, size and expertise should be reviewed and evaluated. A proper communication flow between the standing committees and the ExCo should be ensured by establishing clear procedures.

4.6. Audit, governance and compliance committee

In order to oversee, guide and monitor the HFF’s activities in terms of good governance, compliance and risk management, an audit, governance and compliance committee with the participation of external experts should be established. This committee should be the transformation of the current Audit and Compliance committee of the HFF.

The audit, governance and compliance committee should provide advice and make recommendations to the executive committee on the most appropriate corporate governance policies for the HFF, review developments in corporate governance generally (in regard to policies adopted or implemented by sports governing bodies), and recommend standards that it considers appropriate and in the HFF’s best interests, reflecting generally accepted principles of good corporate governance, while encouraging dynamic and flexible management without creating undue administrative burdens.

Furthermore, the committee should oversee the HFF’s efforts to comply with all relevant laws and regulations, monitor compliance programmes, policies and procedures required to respond to the HFF’s various compliance and regulatory risks, and promote the lawful and ethical conduct of all HFF staff and officials. The audit, governance and compliance committee should also examine the HFF’s financing processes, including its relationship with other entities , the award of commercial contracts and selection of commercial partners, as well as the selection of suppliers and service providers, the distribution of funds to, and use of funds by, regional associations, and the structure and operation of related charitable bodies. It should also provide input with regard to HFF policies on social responsibility, human rights, gender equality and any other corporate responsibility activities that may affect the HFF’s business operations or public image, particularly in light of social or political trends and/or public policy issues.

It is recommended that the audit, governance and compliance committee is to be composed of five members elected by the executive committee and ratified by the congress for a four‐year term. The HFF president should nominate the chairman and vice‐chairman, whose appointment should be ratified by the executive committee. Members should have a professional legal, financial or management background and be well respected in Greek football and Greek society. Members of the Audit, Governance & Compliance Committee must fulfil a set of independence criteria to be eligible.

The independent members of the Audit, Governance and Compliance Committee as well as any of their immediate family members shall have no relationships or circumstances which could affect their ability to discharge their functions effectively and impartially. In particular, they must not at any time in the four years prior to their appointment or during their term of office, have been:

a) a member of the HFF Executive Committee or any other HFF body;

b) a member of the executive or supervisory body of any HFF regional amateur association;

c) a paid official or employee of HFF or any HFF member regional associations.

This committee should also act as the HFF electoral committee, with responsibility for checking the eligibility of candidates prior to HFF elections (as mentioned at 4.2). The audit, governance and compliance committee should report regularly to the HFF executive committee and to HFF congress on an annual basis. FIFA and UEFA are willing to offer further assistance with the establishment and definition of the exact terms of reference of this committee.

Future steps

Implementation timeline – 2021 HFF congress

Establish the audit, governance and compliance committee in line with the above terms and

mandate.

4.7. Professional football committee

The composition and operation of the professional football committee (PFC) is extremely important for the smooth running of and cooperation between the HFF and professional football stakeholders In accordance with

Article 52 of the HFF statutes, the PFC deals with professional football matters, in particular the relationship between clubs, players and leagues, as well as with issues relating to the general interest of professional club football. FIFA and UEFA have found that the PFC is not operating as it should or meeting regularly.

The PFC should discuss and deal with:

professional football competitions (leagues and cup);

professional football calendars;

competition regulations regarding professional football;

venues for the Cup and Super Cup finals;

any changes to professional competition formats or structure.

Following our recommendation at the chapter 4.2 (Executive Committee) the HFF executive committee should delegate some decision‐making competences pertaining to professional football matters to PFC directly. Therefore, any changes related to professional football i.e. competition regulations, competition formats, leagues structure, promotion, relegation etc. should be decided by the professional football committee.

Furthermore, the PFC should:

identify ways of improving collaboration between the various stakeholders of Greek football;

work with the existing professional football consultative bodies on all relevant issues;

ensure that football remains united, with the professional and amateur game coexisting within current                                                         sports structures;

discuss other financial and commercial aspects related to professional football;

discuss matters related to the professional players contracts’ minimum requirements and other

professional players matters.

Under the current statutes, the PFC is composed of the HFF president, the Super League president, four executive committee members, four Super League members and the Super League 2/Football League president. In order to enhance the committee’s status and ensure that players are represented too as key stakeholders of professional football, it should be composed of:

the HFF president (as chair);

four HFF executive committee members, who represent the HFF interests and should include the deputy president, first vice‐president and the treasurer, with the fourth member to be nominated by the president and ratified by the executive committee;

four professional football clubs from Super League 1 representing the professional clubs’ interests.

These clubs should be the four biggest clubs based on sporting merit, i.e. total number of Greek top division championships (Panhellenic Championship, Alpha Ethniki and Super League). In the event that two clubs are ranked equally, then the one with the most national cup titles should qualify;

two representatives of the two top professional leagues (Super League 1 and Super League 2)

representing the professional leagues interests. These should be the presidents of the two professional

leagues;

Two representatives of the players union representing professional football players interests. One of the two representatives should be the Union’s president and the second one to be selected by the

union. PFC meetings should be chaired by the HFF president and should always be attended by the CEO and/ or his or her deputy (without any voting rights). Members of the HFF administration may be invited to participate according to the needs If necessary and working groups may be set up within the PFC to carry out specific tasks or examine specific issues. Such working groups may include external participants (who are specialists in the issue concerned).

The PFC should be informing the Executive Committee about the decisions taken regarding all the above mention matters related to Professional football. Furthermore, the Chairman may invite third parties to attend if he deems necessary on account of the agenda.

Future steps

Implementation timeline – 2021 HFF congress

Amend the mandate, composition and operational structure of the PFC in the HFF statutes as outlined above.

HFF ExCo should delegate some decision‐making competences pertaining to professional football

matters to PFC.

4.8. Disciplinary matters

List of judicial bodies

The judicial bodies of the HFF include the Disciplinary Committee, the Ethics Committee, the Disciplinary Prosecution of Football (i.e. Prosecutor of football related offences) [not previously listed as a judicial body] and the Appeals Committee.

Composition and relationship with the judiciary

The Disciplinary Committee, the Ethics Committee and the Appeals Committee are each composed of five (5) members. The Disciplinary Prosecution of Football (i.e. Prosecutor of football related offences) is composed of two members.

The chair of the Disciplinary Committee, the chair of the Ethics Committee and the Chair of the Appeals Committee and the members of the Disciplinary Prosecution of Football (i.e. Prosecutor of football related offences) are seconded to the HFF by the relevant authorities on a permanent (i.e. full‐time) basis during their term of office.

The members of the Disciplinary Committee and of the Ethics Committee are judges from the Court of First Instance. The members of the Appeals Committee are judges from the Court of Appeal. The members of the Disciplinary Prosecution of Football (i.e. Prosecutor of football related offences) are public prosecutors. Members of the judicial bodies of the HFF should receive specific training on the specificity of football and dispute resolution in football.

Term of office and appointment

The term of office of the members of the judicial bodies is four (4) years. The members of the judicial bodies are elected by the HFF Congress upon proposal of the Executive Committee and chosen from a list of judges submitted to the HFF by the relevant authorities. Staggered terms of office should be implemented to allow for transfer of knowledge.

Decisionmaking process

With the exception of the Disciplinary Prosecution of Football (i.e. Prosecutor of football related offences), the judicial bodies meet and decide in a three‐member composition, composed of the chair or the vice‐chair and two (2) Members.

Positive/negative conflicts of competence between the judicial bodies and with third parties

The role and responsibilities of the judicial bodies within the HFF provide for clear attribution of competences, in order to avoid positive or negative conflicts of competence. This should also be coordinated with third parties, such as the League. For instance, the competence to prosecute defamatory statements (Article 20A of the HFF Disciplinary Code) during the championship could be reattributed to the League.

Disciplinary Prosecution of Football (i.e. Prosecutor of footballrelated offences)

The Disciplinary Prosecutor of Football (i.e. Prosecutor of football related offences) should have the exclusive authority to submit cases to the Disciplinary Committee. Other bodies of the HFF should also be allowed to submit complaints to the Disciplinary prosecutor for football who might decide to submit the case to the disciplinary committee. These bodies may be defined in the regulations as the HFF ExCo, Central Refereeing Committee, Players’ Union, Referees Union, Super League via its president, etc. At the case that the disciplinary prosecutor do not refer a case to the disciplinary committee, the immediate involved body could refer the case to the appeals committee for re evaluation. In recent years, defamatory, provocative or discriminatory statements by clubs, officials, etc. have tended to go

unpunished. Since the media play a very important role in Greek football and statements or articles frequently create tension around a football match, the championship or even an individual person, the disciplinary framework and code should be applied more strictly. Clamping down on defamatory statements will help soothe an already tense football environment.

Future steps

Implementation timeline – March 2021

The terms of office of the members of the judicial bodies should be staggered in order to guarantee continuity in matters requiring sport‐specific knowledge and experience.

Appoint sports judges and prosecutors if possible.

Mandatory training to all members of Judicial bodies for the football specificities at least twice a year to assist the members on the decision‐making process.

Reattribute competence to prosecute defamatory statements related to the league to the League disciplinary bodies

4.9. Regional football associations

There are 53 regional amateur football associations (EPS) in Greece. Their organisation and operation are regulated in Appendix B of the regulations governing the implementation of the HFF statutes.

The members of the regional football associations are the football clubs of the respective region. Each club is entitled to one delegate at the regional football association congress, which, inter alia, elects the executive committee of the regional football association. The eligibility criteria for executive committee members are stipulated in Article 2 of Annex B of the regulations governing the implementation of the HFF statutes. To supplement the regulations governing the regional associations, it is recommended that the HFF, as the governing body of Greek football, following dialogue with the regional associations, establish a code of good governance for the regional amateur football associations to ensure they are effectively governed and ready to meet the challenges of modern football. Strong governance will promote success at all levels as it will ensure a proper structure, transparency and integrity. The code of good governance for the regional amateur football associations should be aligned with the good governance principles recommended by UEFA and applied by the HFF. The regional amateur football associations are the backbone of football in Greece and their priority should be to develop grassroots football and increase mass participation. Each regional amateur association should have in place a strategy for developing football and increasing participation in its region based on its specific situation but aligned with the HFF’s national football development strategy.

The HFF should support the regional amateur associations by all possible means, e.g. by sharing knowledge, assisting with administration, planning, etc. and offering financial support via several development programmes. FIFA and UEFA fully support the central referees’ committee’s decision to cancel the appearance fees that referees previously had to pay to the regional associations. Greece was the only country to operate such a system, which is contrary to the principles of good governance and the necessary independence of refereeing. The HFF and the Hellenic Republic must create a support programme for the regional associations that includes all the above elements, possibly with additional support from the relevant authorities, so football, governance, participation and infrastructure can be properly developed across all regions. HFF administration representative should be appointed to be dealing with regional football matters.

Future steps

Implementation timeline – March 2021

Create a structured programme of HFF and government support for the regional football associations. This programme should be aligned with the HFF’s strategy for football and infrastructure development in order to develop regional associations.

Create a financial support programme providing HFF and government funding to the regional associations under certain criteria and conditions.

4.10. Chief executive officer (CEO)

The position of chief executive officer does not currently exist in the HFF statutes or organigramme.

UEFA and FIFA recommend creating this role with the task of leading the HFF into a new era with a focus on the commercial side of the game.

The CEO is the highest‐ranking executive in an organisation with primary responsibilities that include making major corporate decisions, managing the overall operations and resources of the organisation and acting as the main point of communication between the executive committee and corporate operations. The CEO is appointed by the Executive Committee upon recommendation of the President.

The CEO should:

be responsible for leading the association’s operations and administration;

ensure the effective delivery of the association’s strategic and business plan;

develop and implement the association’s policies and procedures;

implement commercial strategies in order to grow profitability;

establish and monitor operational plans and financial control systems;

ensure that the association has adequate resources (including staff with the right skills and expertise) and is organised/structured to successfully deliver the approved strategy and performance;

manage the association staff (recruitment and performance management);

develop and manage relations with contractors and business partners;

ensure that the association is compliant with all relevant legislation and safeguarding provisions;

submit progress reports to the president and executive committee;

develop and maintain a positive and productive relationship with key stakeholders.

The CEO should review and evaluate the association staff and restructure where necessary. This task should be the responsibility of the CEO rather than the executive committee or other standing committees, as is currently the case. Additionally, a new collective bargaining agreement should be set in place with the employees’ union. The new agreement should not only guarantee employee benefits, as is already the case, but also safeguard the association, its working principles and the roles and responsibilities of employees and employer. Furthermore, the CEO should be responsible for drawing up internal regulations and a staff manual. FIFA and UEFA recommend that the CEO has a good knowledge of one of the official FIFA/UEFA languages.

Future steps

Implementation timeline – March 2021

UEFA and FIFA strongly recommend the appointment of a qualified, professional and experienced CEO to develop the association, focusing on commercial aspects.

4.11. Technical director

Technical development is a key function for a national association. All football‐related departments should be supervised by a qualified, professional technical director who will build the concept of football development in line with the association’s strategy. This concept will cover all levels of football (grassroots, youth education, national youth teams, etc.), including the men’s national team as the association’s flagship and coach education programmes.

The FIFA Handbook for Technical Directors contains the following detailed description of the role and

responsibilities of a technical director:

“The technical director is the person in charge of defining and leading the national technical development programmes, therefore preparing the football of the future. He proposes to the general secretary, the president and the executive committee (ExCo) a longterm vision and develops a technical strategy over several years in order to improve the level of the game within the country and achieve identified targets on and off the pitch. He and his department are likewise in charge of the implementation of all activities related to technical development,

as well as the control, monitoring and assessment. In other words, he is for the technical side what the general secretary is for the management side.”

The technical director’s key responsibilities should include the following tasks:

National teams

o Oversees all matters related to national teams (men’s and women’s)

o Nominates candidates for the position of national team coach

o Maintains direct contact with the national team coaches

o Coordinates training, travel and matches in consultation with the relevant departments

Mass football:

o Encourages the expansion of football and promotes the practice of football by as many people as possible (from grassroots to elite for men and women)

o Acts as a vector for football’s educational values

o Encourages the expansion of women’s football, beach soccer and futsal

o Adapts the forms of organisation of competitions to age categories, time of the season, sporting infrastructure, skill levels, etc.

Coach education

o Organises courses for coaches and instructors

o Defines a coach licensing system (Pro, A, B, C, D) in line with the needs of the association and

the parameters set forth by the confederation

o Makes sure that clubs observe their obligation to use qualified/certified coaches (linked to the

member association’s club licensing system)

Elite football (men and women)

o Prepares the future of national football and works to improve the standard of play in national

competitions (senior and youth)

o Reinforces the competitiveness of national youth teams

o Helps to identify, train and protect talented young players

o Assists with setting up training camps for the various national youth teams

o Provides input for club competition rules (foreign players, young players, format of the competition, number of teams, etc.

Research and documentation

o Promotes technical analysis at various levels

o Gathers and manages as much information as possible on developments in football

o Studies major competitions and organises thematic seminars

o Produces documents on technical issues and audiovisual presentations

o Sets up a documentation centre and audiovisual service

Future steps

Implementation timeline – March 2021

The technical director should be an experienced former footballer, preferably one who has

played at the highest national level and worked as a coach and instructor. Additionally, they must hold an international coaching licence, ideally a UEFA Pro diploma. They should be accepted and recognised by football stakeholders as having leadership, strategic and networking skills as well as organisational abilities.

The appointment of a qualified technical director and the enhancement of the technical department is recommended by FIFA and UEFA.

4.12. Human resources

Employees are the assets of an organisation, contributing effectively to its successful functioning. They must strive hard to deliver their best and achieve their assigned targets within the stipulated timeframe. HFF staff should be led by the CEO/general secretary while executive committee members must not interfere with their daily work. They should be allowed to perform and deliver their tasks as set by their superiors in accordance with their employment contracts.

The evaluation of the current staff and clear definition of job descriptions with duties and responsibilities for all employees should be permanently performed. Additionally, the collective bargaining agreement between HFF and employees, at the case that it will not be cancelled, should be discussed and amended so to protect the interests of all parties.

UEFA has provided detailed guidance to the HFF human resources department (see Annex 8), highlighting key issues and proposed improvements.

Future steps

Implementation timeline – March 2021

HFF executive committee members must not interfere with the employees’ day‐to‐day

work.

Implement the pending reforms proposed by the UEFA HR department (it is understood

that some of the suggestions have already started to be implemented).

5. REFEREEING

5.1. UEFA Convention on Referee Education and Organisation

Refereeing is one of the most sensitive areas of football.

In view of the sensitivity and importance of refereeing in football, UEFA identified the need to:

promote the role of match officials and refereeing specialists in football at both international and

national level;

improve the quality of match officials and refereeing specialists at all levels of the game by incorporating specific rules aimed at standardising and enhancing their status and education as well as the way refereeing is organised within the different UEFA member associations;

define the legal and professional status of match officials and ensure that the refereeing organisations within the UEFA member associations remain uninfluenced by other bodies such as governments, leagues or clubs;

recognise the essential role that match officials and refereeing specialists have to play in football in

order to uphold the values of fair play and protect both the players and the game;

maintain and improve refereeing from grassroots level upwards, wherever possible;

recognise the responsibility of the UEFA member associations to appoint reliable and suitably qualified match officials and refereeing specialists for their competitions and education and development programmes.

Based on the above, UEFA created and promoted the UEFA Convention on Referee Education and Organisation, which national associations should follow in order to:

a) guarantee a unified level of education for match officials and refereeing specialists by setting minimum standards to ensure a comprehensive set of education and development programmes running from

grassroots to professional football;

b) continuously improve the quality and status of match officials and refereeing specialists by using

appropriate tools and measures for that purpose;

 c) establish a refereeing organisation within the UEFA member associations that is not controlled or influenced by other bodies such as governments, leagues or clubs;

d) provide a framework for defining the legal and professional status of match officials in the UEFA member associations.

Each national association that is party to the convention has specific rights and obligations to pursue the aims outlined above.

Rights and duties of UEFA member associations that are parties to the convention

1. When a UEFA member association signs the convention, it becomes a party to the convention and

agrees to respect the provisions laid down in the convention and its annexes.

2. UEFA member associations that are parties to the convention:

STUDY OF GREEK FOOTBALL – OCTOBER 2020 58

a. are responsible for handling their own refereeing matters in accordance with the minimum

standards defined in the annexes to the convention;

b. agree to be regularly assessed by UEFA to ensure that these standards are duly fulfilled;

c. undertake to inform UEFA promptly in writing of any change in their own refereeing education and/or organisation.

Greece has been an official member of the UEFA Referee Convention since May 2010.

5.2. HFF central referees committee (CRC)

FIFA and UEFA foreign experts were appointed in 2017, 2018 and 2020 to help the central referees committee (CRC) restructure the HFF refereeing department and ease the tension around refereeing. Their tasks and responsibilities included reviewing the HFF’s refereeing structure, organisation, strategies and programmes for all levels of the game in line with the overall strategy set out in FIFA’s Regulations on the Organisation of Refereeing in FIFA Member Associations and the UEFA Referee Convention. As both FIFA’s Regulations on the Organisation of Refereeing in FIFA Member Associations and the UEFA Referee Convention suggest, the CRC must be an integral part of the national association structure with exclusive responsibility for all matters relating to refereeing in the territory of the national association, totally and absolutely independent of the leagues, clubs, regional associations and government. The newly appointed CRC reviewed and amended the HFF refereeing regulations and worked on the overall structure of refereeing and referee development in the country.

Furthermore, as mentioned in section 4.10, the CRC should be eligible to submit cases of defamatory or controversial statements against its members to the football prosecutor.

CRC chairman and members

UEFA and FIFA, based on their evaluation of current conditions, have proposed that the CRC should appoint foreign experts for the next two seasons in order to carry out further planning, restructuring and development of refereeing in Greece.

Furthermore, the CRC chairman must attend HFF Executive Committee meetings particularly whenever an item related to refereeing is included in the agenda.

Current refereeing structure

The current structure of refereeing in Greece is aligned to the FIFA and UEFA guidelines. Based on the specific situation of Greece, further developments and modifications may be needed in order to guarantee the independence of referees at all levels. The CRC is the highest ranked refereeing committee in Greece.

It is responsible for appointing referees in the top three leagues as well as for referee promotion, demotion and education/training. Every regional association has its own referees committee that manages referee appointments, promotion, demotion and education at local level.

The referee categories in Greece are now as follows:

male referees are divided into categories C6, C5 and C4 for regional association competitions, and

categories C4 Advanced, C3, C2 and C1 for national competitions;

male assistant referees are divided into categories ARC1, ARC2 and ARC3;

female referees and assistant referees can be included in any of the aforementioned categories;

female referees and assistant referees are also divided into categories WomC1 and WomC2 for national women’s competitions.

Male categories C6, C5 and C4 fall under the remit of the regional association referees’ committees.

The CRC is responsible for the appointment, promotion, demotion and education/training of referees in category C4 Advanced and above (C3, C2 and C1).

This structure is in line with the international standards set out in FIFA’s regulations and the UEFA Referee Convention.

The CRC regulations (see Annex 6) describe in detail all the processes and procedures regarding the various referee categories, including promotion and demotion.

5.3. Independence

It is important to highlight the need for referees to be independent. Therefore, the CRC and the regional referees’ committees must be completely independent, both practically and technically, of all other football stakeholders, including associations, leagues, clubs and political bodies. These committees must act autonomously when drafting, approving and implementing refereeing regulations, including provisions on the ranking, promotion, demotion, exclusion and development of referees. Furthermore, the provision – unique in European football – in the refereeing regulations requiring referees to pay a percentage of their appearance fees to their regional football association has been withdrawn. This provision raised serious doubts about the independence of referees, as well as ethical considerations. FIFA and UEFA strongly support the removal of the requirement for referees to pay a percentage of their fees to the regional football associations. This will safeguard the independence and autonomy of referees and refereeing in Greece.

5.4. Violence against and protection of referees

Appropriate discussions concerning the safety and security of referees should be initiated with all the relevant bodies and authorities. Unfortunately, many physical attacks and violent incidents targeting referees have been reported in Greece in recent years without any real measures being taken (by either the state or the HFF) to protect referees or convict those responsible. Attacks on referees, such as those reported in 2018 and 2019, cannot be tolerated. Furthermore, defamatory, abusive and controversial statements about referees by club officials, media and supporters are an everyday occurrence. Here again, no concrete action has been taken to prevent this. Referee protection and safety measures will help to strengthen referees’ self‐esteem and improve their performances on the pitch. Additionally, many threats against referees appointed for specific matches have been reported in recent years, either before or after the matches concerned. Such incidents should be treated confidentially and appropriately by the relevant authorities in order to protect the safety (most importantly) and integrity of refereeing. Moreover, we have witnessed that in recent years an increased number of court cases against the CRC and match officials brought by football clubs in Greece. As per Law 5 of the Laws of the Game, the referee has full authority to enforce the 17 laws. Their decisions are final and not subject to appeal. Football is considered a fast‐moving game and referees could not reasonably be expected to avoid errors of judgement, oversights or lapses.

A referee owes a duty of care and the standard of care is reasonable in all the circumstances.

Therefore, a law amendment is needed which will protect match officials and from being subject to lawsuits regarding sporting errors. No match officials will want to take up refereeing of any sport in Greece if there is constant threat of lawsuits for decisions made on the field of play.

5.5. Regulations

Since foreign experts were appointed to the CRC in 2017, numerous amendments have been made to the HFF refereeing regulations. Refereeing regulations (as stated by FIFA and UEFA in official letters sent to the HFF) must be exclusively composed and drafted by the CRC. They should only be presented to the executive committee and other bodies for information and endorsement.

This strengthens the independence of refereeing from any other football body or stakeholder.

Amendments to the refereeing regulations made under the guidance of FIFA and UEFA experts in recent years have concerned matters such as:

the rights and obligations of match officials;

restructuring of referee categories;

readjustment of referee ranking tables;

the abolition of appearance fee payments to regional associations;

a new performance assessment process;

creation of the refereeing academy;

creation of a national development and training plan;

implementation of a talent and mentoring programme.

5.6. Budget

The CRC must have an annual budget and be fully responsible for its management. This budget should cover match officials’ match fees, travel and accommodation, academy activities and other expenses. The salaries of the CRC members, academy director, fitness coach and refereeing department employees should also be included in the budget since the department will operate under the full supervision of the CRC chairman. Income‐generating activities for referees can be further investigated and explored. Kit sponsorships and/or agreements with travel and accommodation services will contribute a significant sum to the overall referees committee and department budget.

As a guideline, the budget for academy activities (seminars, written and fitness tests, training and development, instructors’ allowances) should be approximately 10% of the overall refereeing budget, including the UEFA Convention amount.

5.7. Referee development

Referee development is key for the development of the game as a whole. FIFA and UEFA refereeing experts have planned and launched several referee developments programmes in Greece over the last few years. These plans should be further developed in the years to come.

National education and development programme

In accordance with the HFF refereeing regulations, the CRC is responsible for:

the technical physical and mental preparation of referees, assistant referees and referee observers;

the national training and career progression programme for referees, assistant referees, observers and instructors;

referee registration, integration and detection programmes, supporting and promoting international refereeing, referee training and improvement;

developing and maintaining a distance learning platform for complementary and continuous training;

promoting and organising training and retraining activities;

STUDY OF GREEK FOOTBALL – OCTOBER 2020 62

coordinating training courses for referees, observers and instructors with the regional association

referees committees;

organising referee instructors training courses.

2020–2024 strategic education and development master plan

The 2020‐2024 strategic education and development master plan for refereeing in Greece should be designed to develop refereeing in Greece. The programme, will cover all levels and aspects of refereeing, aims to improve refereeing within all the regional associations as well as the HFF. It will run for up to five seasons (from December 2020 to the 2024 UEFA EURO in Germany). The purpose of this Intervention Proposal for the Strategic Education and Development Master Plan of Greek Refereeing is to enable Greece's top ten refereeing to be topped in 2024.

National training centre programme

The national training programme (NTP) aims to create training centres for football referees across the regional associations, providing specialist supervision with physical, technical and, where possible, psychological preparation of referees.

The main objectives of this programme are:

1. to create training centres for football referees in all 53 regional associations;

2. to promote the implementation of an integrated training plan (physical, technical and mental preparation) at national level under the coordination of the CRC academy.

National promising talents and mentors’ programme

The national promising talents and mentors programme will include UEFA CORE activities and will operate at two levels (advanced and elite). It will have the following objectives:

to identify and select referees with high potential for development;

to promote the enhancement of referees’ technical, physical and mental performances;

to accompany, encourage and develop life skills so referees can understand and adapt more successfully to the dynamic context of refereeing.

5.8. Referees’ union

Just like other major football stakeholders such as players, coaches and clubs, referees need a strong union to protect them and their interests as well as represent them in football decision‐making bodies. The referees’ union must have adequate representation and voting rights at the HFF congress. It should be represented in HFF committees, panels and any other football body that makes decisions related to football development. Furthermore, as mentioned previously, it should be able to submit cases of defamatory or controversial statements against its members to the football disciplinary prosecutor.

Future steps

Implementation timeline – March2021

Ensure that the CRC and regional referees committees are completely independent of any other

football stakeholder

Develop the strategic education and development master plan (2020‐2024)

Establish a strong referees’ union

Initiate appropriate discussions on referee safety and security with all relevant bodies and

authorities

To propose the necessary amendments to the law in order to protect match officials and from

being subject to lawsuits regarding sporting errors

Continue and develop the national training centre programme

Continue and develop the national promising talents and mentors program

6. FOOTBALL DEVELOPMENT

6.1. Participation and grassroots

The elite level of the game cannot flourish without a healthy base and the fundamentals of this base lie in grassroots participation. Grassroots is defined as the non‐professional amateur football in all age and ability groups. In order to develop a strong professional game, competitive international teams and well coached players and officials, grassroots development is therefore very important. Essentially, Greece has the potential to get many more children playing football, which would create a happier, healthier Greek population and a greater chance of success for Greek football on the international stage. Grassroots football is the start of the journey for professional players and investment in it is essential for the game as a whole to succeed. At a fundamental level, grassroots football includes children’s football, schools and youth football, amateur football, football for disabled players, football for veterans and walking football. In short, grassroots football is football played by the masses at a level where participation and a love of the game are the driving forces and where elite players of the future nourish their ambitions. Grassroots football also benefits society as a whole by instilling values including teamwork, social development, health, fitness and personal fulfilment. It is also the starting point for educational, social and sporting development. UEFA invests heavily in grassroots football to ensure that everybody has the opportunity to be involved in the game and research shows that when young grassroots players have positive experiences, their lifelong participation as players, coaches, leaders, volunteers and fans is more likely. UEFA has developed the

UEFA GROW ‘Social Return on Investment’ model, which is an econometric formula proving the business case for investing in grassroots football participation.

Through the UEFA Grassroots Charter, a quality mark focusing on grassroots football, and the UEFA GROW programme, UEFA supports and stimulates the development of grassroots football at national level by setting standards and providing tailored assistance. In addition, each national association receives annual earmarked funding to continually develop and improve its grassroots activities. UEFA’s grassroots programme encourages national associations to put philosophies and activities in place that will help to ensure the future of the game in tandem with the growth and development of elite level players. The HFF has not had a strong tradition in grassroots development in the past. Over recent years, however, the situation has improved, and the association now recognises the importance of grassroots football in Greece. In 2020, the HFF was awarded UEFA Silver status for its work on grassroots programmes. These programmes, which benefit from significant UEFA/FIFA support and funding, include:

Pass to Schools: The key goal of this project is to provide football education inside and outside the school environment and to attract students aged 5–14 to football;

Play – Enjoy – Learn: This new programme focuses on the development of grassroots club leaders, coaches, parents and volunteers. One of its key aims is to improve links between grassroots clubs and schools;

Coach Education: The key aims of this programme are to create links between training and work environments, to provide high‐level coach education based on individual skills in real‐life situations (reality‐based learning) and to restructure existing coaching courses;

STUDY OF GREEK FOOTBALL – OCTOBER 2020 65

It’s a woman’s game: This project is focused on women’s football development and involves activities for girls, new female coaches, schoolgirls and women’s grassroots clubs;

Hello Football Friend: This project aims to attract boys and girls to the football family and promote fair play. It also contributes to the development of grassroots football in general and the regional football associations;

Same field: This social project aims to spread the enjoyment of the game among vulnerable social groups (e.g. disabled people, refugees, juvenile offenders) and to help them integrate into Greek football, society and culture. The programme also creates greater links between the HFF and NGOs in order to promote the social benefits of football;

Football is medicine: This programme is aimed at people under 40 and focuses on their participation in football. It is run in collaboration with the physical education and sports science department of Thessaly University and the Danish Football Association;

Training the Future: This programme focuses on developing talented new players, encouraging them to participate in amateur and professional leagues and introducing them to the spirit of the national team. It also aims to create an appropriate educational environment for elite youth players (women and men) and to ensure that youth players (women and men) receive a good football education (technical, tactical, social, life in sport, nutrition) and learn important values.

The aforementioned programmes represent important grassroots football activities and helped the HFF to achieve gold status under the UEFA Grassroots Charter for the first time in its history in the ’terms’ and ‘always fair play’ categories. While it is encouraging that the HFF has put in place certain grassroots activities, in order to create a long‐term, well‐structured and successful future for Greek football, continuous focus and support in terms of resources are required.

Effective grassroots programmes are a fundamental cornerstone of the elite player development system. They are, however, a long‐term commitment for any national association as a means of broadening the player base and ensuring as many talented players as possible are recognised and given the opportunity to develop. Good grassroots activities are essential for nurturing talent from an early age and providing a growing pool of future top‐level players. The status of the Greek national teams in international competition can be significantly enhanced by a stronger focus on grassroots development. The Greek men’s national team was ranked 53rd in the official FIFA/Coca‐Cola World Ranking in September 2020, while the women’s national team was ranked 62nd. The direct links between a national association’s grassroots activities and its international teams’ success can be demonstrated by the relationship between two key aspects within any country – the number of participants and the ratio of coaches to participants. The goal is to achieve the maximum number of participants at an early age to ensure the broadest base of players are available from which to identify talent that can then be developed and nurtured. In order to bring talented youngsters through to the elite level, the number of coaches must be high and, critically, the ratio of coaches to players should be as high as possible. To assess the current situation in Greek football, the following is instructive

In the men’s game, at grassroots level, Greece has one coach for every 99 players, while other countries such as Austria, Belgium, the Czech Republic and the Netherlands have an average of one per 25. Fewer than 10% of all Greek males aged under 18 participate in club football. At elite level, the Greek national teams (senior, U21, U19 and U17) are ranked 17th in Europe overall, below those of Austria, Belgium, the Czech Republic and the Netherlands. A similar but even more acute picture is evident in the women’s game, where less than a third of one percent of females under 18 play the game. With an average coach/player ratio of 1:99, the Greek women’s teams are, on average, ranked 28th at European level. Many aspects of grassroots football in Greece can be improved and developed with the involvement of all relevant bodies and organisations. Proposals to enhance the grassroots programme include:

extending participation opportunities in a fully nationwide way resources to clubs and schools in all 53 regions in cooperation with the government. Clubs across the country require comprehensive regulation of standards together with a mentoring approach and a resource development support structure;

improving links between clubs and schools across the country in a systematic, coordinated manner in order to enhance player development on the pathway to professional football;

strengthening the partnership between the Greek government and the HFF in terms of school football programmes in order to release greater resources and adopt a more nationwide approach to this project;

expanding coach education programmes to develop more coaches and a better coach training

environment in each region, building on the current, more centralised model.

The HFF would also benefit from help with gaining, coordinating and utilising insights based on the data currently collected from all its programmes. An IT system incorporating all regional programmes and activities would add value to the HFF’s grassroots work. Closer relations with other bodies, organisations and NGOs would help the HFF to develop and grow grassroots programmes

Although women’s and girls’ football are already part of the HFF’s strategy, its development will benefit if it is given higher priority.

Future steps

Implementation timeline – 2021 HFF congress

Enhance the grassroots programme in Greece, incorporating the above proposals, with the support of

all stakeholders.

6.2. National player development strategy

A national player development strategy for female and male players should be set in place, based on the HFF’s overall strategy. The strategy should be based on the player development principles presented in the diagram below. It is important for coaches and academies to take into account the specificities of each age group in order to correctly guide a footballer from the youngest age category through to the professional game. The HFF should also establish a national academies manual that will help the academies to set up their training schedules and plans in accordance with the strategy for girls and boys. The national academies manual should contain:

general guidance on running a football academy in line with the HFF strategy;

minimum requirements;

age groups and development plans;

coach education requirements;

processes and procedures for HFF approval.

The above diagram explains the different stages of player development

Technical directors, coaches and academies all over the country should plan their development programmes in accordance with the HFF strategy and manual. Additional youth competitions and training camps should be held in order to give players more opportunities to showcase their talent and skills. These competitions will also help familiarise young footballers with the competitive environment inherent in professional football so they are adequately prepared for the transition to the professional game.troduction/ fun phase

Player development involves:

the HFF

regional associations

coaches

schools

football clubs/academies

The HFF should invest in player development by establishing the right mix of values, school and sport. Access to a high‐quality development programme should therefore be one of its priorities. At the same time, the HFF must enhance its youth development tools and structures and contribute to the creation of an appropriate educational environment.

Moreover, implementation of the strategy should include the launch of a national youth academy certification process for club academies, private academies and schools. The main purposes of this will be to:

improve the quality of the player development process;

unify and align the quality of the academies;

improve organisation in the clubs;

improve inclusion of female players into the system

improve strategic thinking in the clubs regarding player development;

promote the full development of players, including social aspects, personality, etc.;

improve the overall status of youth development in club structures.

Special attention should also be paid to infrastructure and appropriate training and competition venues, which may be evaluated as part of the national youth academy certification process. Academies will be categorised using a points system, with a focus on:

adherence to the national manual;

infrastructure;

equipment;

educational tools offered;

etc.

Any HFF financial contribution to youth development programmes may be based on this evaluation and certification process.

Future steps

Implementation timeline – 2021 HFF congress

Establish the national player development strategy in line with the HFF strategy for both gender

6.3. National teams

The national teams, especially the men’s national team, are the most valuable asset of a national association. Unfortunately, Greece failed to take advantage and build on its success at UEFA EURO 2004 and dropped down the FIFA rankings. The national teams should be under the competence of the technical director, who will also be responsible for selecting national team coaches and drafting the national team development strategy. The national team development strategy should be a major element of the HFF strategy and should also be aligned with the national player development strategy described in the previous section as well as with the Women’s Football Strategy that is currently being developed. The technical director must also ensure that the national teams operate in accordance with professional and organisational standards. This should include correct planning of player development and competition reforms that will enable coaches, scouts and technical directors to identify future national team players. One of the keys to national team success is the national training centre. National associations should provide a base for the national team that meets the highest possible standards, including:

a training centre;

a fitness and rehabilitation centre;

association headquarters;

meeting and conference facilities;

a stadium for friendly matches;

accommodation for national team players.

FIFA and UEFA, through their Forward and HatTrick programmes respectively, provide significant support to national associations for the construction and development of national training centres. They also offer expertise on how to create a training centre that meets the needs of a modern football association.

Future steps

Implementation timeline – 2021 HFF congress

Set up a professional talent identification process for girls and boys

Create a national team base (training centre with all the necessary facilities)

7. COACHES

7.1. Coaches Union

While the Panhellenic Union of Coaches in Greece (PEPP) does not cover the entire Greek territory – a few groups of coaches, especially in the regions (namely Attica), created their own “unions” – it is the biggest national umbrella union with affiliated coaches from 37 EPS out of 53. The Union should undertake efforts and hold productive dialogue with all parties with the objective of establishing a strong community representing the coaches interests effectively in Greece. The HFF statutes list PEPP as a potential member. It is recommended, as mentioned in previous chapters, that the Union is included as a full HFF member with voting rights on the HFF Congress (cf. chapter 4.2. on the HFF

Congress). In addition, following the full membership recognition and in cooperation with the HFF Technical Director and the HFF Coaching department, the Union’s President may be invited to report to the HFF Executive Committee on key matters of concern to coaches and to attend the respective meetings regarding such matters. It is understood that steps have been taken by PEPP for the official membership registration at HFF. PEPP represented by President Ilias Logaras, General Secretary Evangelos Prokos and Treasurer Ioannis Kontas held repeated admission meetings with HFF. The process should be completed, according to the statutes of HFF, in order to be ratified by the next HFF Congress.

7.2. Coach Education

As the situation is now in Greece regarding coaches, it is understood that

The revised UEFA Coaching Convention (2020 edition) was approved by the UEFA Executive Committee on 2 March 2020 upon proposals from the UEFA Development and Technical Assistance Committee and the UEFA Jira Panel, and has been signed by the HFF.

The vision is to continue setting high coach education standards and improve coach education in all UEFA member associations, resulting in better coaches and, ultimately, better players, and thereby enhance the overall quality of the game.

The key new features of the 2020 Coaching Convention are as follows.

(i) The new UEFA diplomas (C, Youth B and Goalkeeper B) have now been included [Article 24(2)].

(ii) The content, duration and organisation of the courses have been reviewed, including the way students are assessed and further admission criteria, with greater focus on candidates’ practical experience

[Articles 9, 11 and 15–27].

(iii) The evaluation of competence and recognition procedures for holders of non‐UEFA qualifications issued by a non‐European national association or an independent course provider subject to EU law has been taken into account [Article 7].

(iv) National qualifications for coach educators have become an obligation – a very important step for the future of coach education [Article 13].

(v) The further education policy has been updated, with a competence‐based approach, adjusted number of hours for the holders of multiple diplomas and more flexibility to recognise further education courses run by other organisations [Articles 28–30].

(vi) The convention has been aligned with the UEFA HatTrick V regulations, so UEFA member associations must submit an annual coach education plan and report on the status of coach education and the use of the UEFA incentive payment [Article 6(2)(s)].

For practical reasons, all convention parties will have a three‐year transition period to introduce the mandatory C diploma course, the mandatory national coach educator qualification and the recognition of competence procedures, all of which need to be incorporated into national regulations.

The coaching experience requirement must be respected in each licence category, as regulated by the HFF and in line with the convention minimum criteria or above, if applicable.

By signing the UEFA Coaching Convention (2020 edition), the HFF formalised its agreement with the revised content.

Elearning opportunities for the UEFA diploma courses

In light of the continued impact of COVID‐19 and the importance of following the recommended guidelines to limit its transmission, UEFA member associations are encouraged to conduct parts of their UEFA diploma courses in online formats. The convention parties must ensure that parts conducted online are as interactive as possible and allow for discussion with all participants in order to enable the peer learning elements of their coaching courses to continue happening. Therefore, e‐learning modules or courses are defined as online courses whose content is fully interactive, i.e. the learners are required to respond in some form. Passive viewing or reading of material is not classified as elearning. Thus, documents, videos or PowerPoint presentations in themselves would not constitute e‐learning in the context of UEFA coach education unless they were associated with tasks the learners had to perform online. E‐learning actively involves engaging the learners.

Fitness for Football

Reactivation of the HFF’s specialist courses for football fitness coaches is strongly recommended. The roll‐out phase went well and served as a best practice example for other associations. It is not known why these courses are currently on hold in Greece.

STUDY OF GREEK FOOTBALL – OCTOBER 2020 73

Coach education staff

The continuity of the HFF’s educational staff must be ensured, especially with the contracts of key people due to expire at the end of the year.

Cooperation with universities

Regarding cooperation with universities, UEFA has met all relevant bodies in Greece, i.e. the ministry of education, competent universities and the HFF, on numerous occasions. Cooperation at UEFA B licence level was agreed, provided that the HFF monitored the courses and ensured the minimum content was respected, and that the courses were delivered under the auspices of the HFF. This should be promoted further, ensuring that the HFF’s authority is respected. Furthermore, it should be remembered that external bodies cannot issue UEFA qualifications. Only the national football association, as the signatory of the UEFA Coaching Convention, is entitled to do so.

Future Steps

Implementation timeline‐ 2021 HFF Congress

Create a single, united and strong Panhellenic Coaches Union

Inclusion of Coaches Union as member of the HFF and adequate representation in the HFF Congress

Identify areas of mutual priority where concrete cooperation projects can be undertaken (e.g. education and career transition, fight against match‐fixing, anti‐discrimination, creditor protection

mechanism, player health, etc.)

Future Steps

Implementation timeline – 2021 HFF Congress

Create one united and strong Panhellenic Union of Coaches

Inclusion of the Coaches Union as member of the HFF and adequate representation in the HFF

Congress

HFF should continue the Coaches education and development as per the UEFA coaching convention

HFF is encouraged to investigate possibilities of holding on line educational courses taking into

consideration the current impact of COVID‐19 pandemic.

8. PLAYERS’ UNION

Panhellenic Professional Football Players Association (PSAP)

PSAP was established in 1976 to represent the interests of professional football players in Greece. One year after its creation PSAP became a member of FIFPRO. Membership at PSAP is open to all active professional footballers participating in Greece’s professional football competitions, i.e. Super League and Super League 2/Football League. Former professional players can also become members under certain conditions. During the 2019/20 season, PSAP incorporated 1’172 members. In 2019, George Bandis was elected President of PSAP. In January 2008, a Collective Bargaining Agreement (CBA) was signed between PSAP and the three highest football leagues in Greece (Super League‐1, Super League‐2 and Football League). The HFF acts as a third party to the CBA in order to ensure the implementation of the agreements reached through the collective negotiations of the social dialogue. The main component of the CBA are the Regulations on the Status and Transfer of Players (RSTP), which were agreed upon by the stakeholders. The RSTP also include a standard player contract. Disputes between clubs and players can be submitted to the Appeals Committee for the Resolution of Financial Disputes (PEEOD) as established in the RSTP. The chairperson and deputy chairperson of the PEEOD are active higher judges. The other members of the PEEOD are appointed equally by players and the clubs concerned. Rulings of the PEEOD can be appealed before the Court of Arbitration of the HFF. The relationship between the HFF and PSAP can be characterised as difficult. Tensions arose recently in relation to the partial revision of the RSTP. The HFF did not take up a strong role in coordinating the discussions and amendments were often proposed by the Super League‐1 without a comprehensive consultation process with PSP. Eventually, however, a proper dialogue was established and the amendments to the RSTP were agreed by all partners in July 2020. In addition, during the COVID‐19 pandemic the temporary suspension of the HFF’s judicial bodies led to a backlog in open disputes creating further tensions between the HFF and PSAP. In the meantime, the judicial bodies are operational again. While social dialogue is established through the CBA, there is no formal and structural involvement of PSAP in the organisational structure of the HFF. PSAP is neither represented in the HFF Congress nor on the HFF Executive Committee. Furthermore, PSAP is excluded from the Professional Football Committee (PFC), a standing committee of the HFF that deals with professional football matters, including the relationship between clubs, players and leagues.

The HFF statutes list PSAP as potential federation member. It is recommended, as mentioned in previous chapters, that PSAP should be included as a full HFF member with voting rights on the HFF Congress (cf. chapter 4.2. on the HFF Congress and Elections). In addition, the PSAP President should be systematically invited to make direct presentations to the HFF Executive Committee on key matters of concern to PSAP (such as players employment and playing conditions) and to attend the respective meetings regarding such matters. Similarly, the formal representation of professional players on the PFC should be ensured given that it deals with matters with a direct and immediate impact on professional players. The PFC can only act as a credible vehicle for social dialogue if in addition to the HFF, the leagues and the clubs, the players are adequately represented too. The PFC should also establish a structured yearly workplan to frame the discussions of the social dialogue.

Future Steps

Implementation timeline‐ 2021 HFF Congress

Inclusion of PSAP as member of the HFF and adequate representation of PSAP in the HFF Congress

Ensure PSAP’s representation on the PFC and, generally, engage with PSAP prior to implementing

any major changes that materially affect professional players’ employment conditions (e.g. RSTP)

Identify areas of mutual priority where concrete cooperation projects can be undertaken (e.g.

education and career transition, fight against match‐fixing, anti‐discrimination, creditor protection

mechanism, player health, etc.)

Ensure at all times full compliance of the NDRC with the international requirements set forth in

FIFA Circular 10

9. PROFESSIONAL LEAGUES

There are three professional football leagues in Greece, namely the Super League, Super League 2 and Football League.

Super League

While the first national championship was held over 60 years ago in 1959, the current Super League was founded in 2006 as a Limited Liability Association with the main objective of organising and managing the highest national football league in Greece. Its members are the 14 football clubs participating in the Super League, down from 16 following a reform of professional competitions in 2019. Mr Leonidas Boutsikaris (Vice‐President of Panathinaikos) was elected as president of the Super League on 19 June 2020 and chairs the Board of Directors which is composed of representatives of the 14 clubs and one representative of the Hellenic Football Federation (HFF). In general, there is merit in reviewing the governance model of the Super League with a view to creating more stability (for instance by introducing a CEO who manages a proper administration and by differentiating

between a General Assembly composed of club delegates and a Board elected by the General Assembly).

The competition format of the Super League is divided in two. In the first half of the season, the 14 clubs play each other in a 26‐game home and away series. The top 6 clubs then compete in a 10‐game series to determine the champion and the qualification for UEFA competitions. The bottom 8 clubs play a 14‐game series at the end of which the bottom one is relegated to the Super League 2 and the second‐last plays a promotion/relegation playoff match (home and away) against the runner‐up of the Super League 2. Broadcasting rights are negotiated individually by each club. Greece is one of the very few European countries where this is still the case. This practice is a challenge for many clubs given the nature of the Greek broadcasting market. A centralised approach to the marketing of broadcasting rights by the Super League should be assessed in view of its potential of positively impacting revenue distribution and the overall competitive balance of the league.

The Super League is a member of the HFF. The 14 clubs have one delegate each at the HFF Congress. Within the 17‐member HFF Executive Committee, the Super League is represented with 4 members, i.e. the Super League President (ex officio) and 3 other members who are directly elected by the clubs of the Super League. Furthermore, the Super League has 5 members (President and 4 additional members) on the HFF Professional Football Committee. While the Super League is well represented in the organisational structure of the HFF, the division of responsibilities between the HFF and the Super League lacks clarity. There is no legal instrument defining the respective rights and duties of the two entities. This leads to recurring issues between the Super League and the HFF in relation to their respective competences. To address this problem a binding contractual arrangement should be reached between the two entities.

Super League 2/Football League

The second (Super League 2) and third highest (Football League) Greek professional leagues form one legal entity– the Football League is a de facto semi‐professional league since amateur players can be registered. Both the Super League 2 and the Football League are presided by Mr Leonidas Leoutsakos. There is one Board of Directors under his chair, composed of 12 club representatives of the Super League 2, 3 representatives of the Football League and 1 representative of the HFF.

The Super League 2 competition was established in 2019 as the second highest league in the country replacing the Football League which is now the third highest Greek football league. The Super League 2 consists of 12 clubs whereas the Football League has 14 clubs. The champion of the Super League 2 is promoted to the Super League and the bottom two clubs are relegated to the Football League. The Super League 2 runner‐up plays a play‐off match (home and away) against the 13th ranked Super League 1 club for promotion/relegation. The top two clubs of the Football League are promoted to the Super League 2. The competition format of the Super League 2 and the Football League is subject to ongoing debate. A working group comprising the Super League 2/Football League and the HFF under the auspices of the Deputy Minister for Sports and Culture has been set up to discuss the matter. In particular, the current format raises sustainability question given the large number of participating clubs. As a result of these ongoing debates, planning and predictability for the competitions is a challenge. The Super League 2 and Football League is a member of the HFF and is represented by its President on the HFF Congress, the HFF Executive Committee (ex officio) and the Professional Football Committee. The restructuring of the Super League 2 and Football League competitions in 2019 should spawn an evaluation of the representation of the Super League 2/Football League at the HFF Congress. Jointly the two leagues now comprise 26 clubs, which should be adequately reflected in the number of delegates at the HFF Congress. The double function of the Super League 2/Football League President as delegate to the HFF Congress and member of the

HFF Executive Committee must be revised to ensure a strict separation of powers between the executive and legislative bodies of the HFF. Instead, clubs participating in the Super League 2 and Football League competitions should be allowed to elect a certain number of representatives to the HFF Congress directly. Finally, under Greek law the competition format of the professional leagues must ultimately be approved by the Sports Ministry. This legal requirement is not compatible with the obligation of member associations and its members to manage their affairs independently. The format of the football competitions should be left at the sole discretion of the football stakeholders.

Future Steps

Implementation timeline –2021 HFF Congress

The number of delegates allocated to the Super League 2 and Football League should be reviewed to ensure that their representation is adequate and balanced following the restructuring of the

competitions introduced in 2019.

The delegates allocated to the Super League 2 and Football League should be elected/nominated by the clubs competing in the two competitions.

To ensure a strict separation of powers, the Super League 2/Football League President should only be represented as member of the HFF Executive Committee without being a delegate at the HFF Congress.

Implementation deadline – June/July 2021

The relevant provisions in Greek law should be amended to ensure that the decision on the

competition format of the professional leagues is left at the sole discretion of the football stakeholders.

HFF and the Super League should sign a contractual arrangement which establishes binding rights and obligations for both entities vis‐à‐vis each other.

An assessment of the Super League’s governance model should be carried out with a view to

increasing its stability (distinction between a General Assembly, a Board and an administration led by

a full‐time CEO).

An impact study should be carried out on the possible centralisation of TV rights by the Super League.

An analysis of Greek professional competitions should be carried out to establish a clear and

predictable format for the competitions over the next few years and a transparent and objective

system with clear deadlines to introduce changes to it.

10. INTEGRITY

10.1. Matchfixing

In recent years, football has been confronted with an increasing number of incidents linked to the manipulation of results which impact negatively on the integrity of the game and its competitions. These ‘match‐fixing’ incidents have coincided with a rapid development of the gambling market, particularly in the online environment.

Match‐fixing is often closely associated with corruption, fraud and money laundering. While the criminal aspects of such behaviour are a matter for the authorities, UEFA has enacted a number of measures, including a betting fraud detection system and an education programme, to combat the risk of match‐fixing. UEFA has also enacted a legal framework, applicable to all its competitions, to tackle match‐fixing. Rules relating to match‐fixing have been added to its various competition regulations. With regard to its competitions, UEFA has adopted a strict approach in its admission criteria since 2007, based on Article 50.3 of the UEFA Statutes:

The admission to a UEFA competition of a member association or club directly or indirectly involved in any activity aimed at arranging or influencing the outcome of a match at national or international level can be refused with immediate effect, without prejudice to any possible disciplinary measures.”

This general provision has been introduced within the UEFA Champions League and UEFA Europa League regulations.

Article 12 of the UEFA Disciplinary Regulations states that:

“1. All persons bound by UEFA’s rules and regulations must refrain from any behaviour that damages or could

damage the integrity of matches and competitions and must cooperate fully with UEFA at all times in its efforts to combat such behaviour.

2. The integrity of matches and competitions is violated, for example, by anyone:

a. who acts in a manner that is likely to exert an unlawful or undue influence on the course and/or result of a match or competition with a view to gaining an advantage for himself or a third party;

b. who participates directly or indirectly in betting or similar activities relating to competition

matches or who has a direct or indirect financial interest in such activities;

c. who uses or provides others with information, which is not publicly available, which is obtained through

his position in football, and damages or could damage the integrity of a match or competition;

d. who does not immediately and voluntarily inform UEFA if approached in connection with

activities aimed at influencing in an unlawful or undue manner the course and/or result of a

match or competition;

e. who does not immediately and voluntarily report to UEFA any behaviour he is aware of that may fall within the scope of this article.”

To ensure UEFA’s match‐fixing regulations are fully understood, it is vital that all participants, including players, officials and referees, are made fully aware of the anti‐fraud rules, including their duty to report improper approaches. UEFA conducts on‐site and e‐learning education programmes for players, referees and match officials to inform, educate and provide all those involved with general advice on the issues surrounding sports betting. Briefing sessions and workshops are organised all year round alongside UEFA tournaments. UEFA also works very closely alongside Europol and, since 2014, both UEFA and Europol have been operating under a joint Memorandum of Understanding to combat match‐fixing at European level. Europol is the European Union’s law enforcement agency whose main goal is to help achieve a safer Europe for the benefit of all EU citizens. The scope of the memorandum includes the mutual provision of expertise and constant consultation in the areas of match‐fixing in football and related organised crime, as well as the exchange of information and know‐how related to those areas. Europol and UEFA pledge to cooperate in joint activities and in implementing relevant projects, and to exchange information on suspected match‐fixing cases and the methods used by individuals or criminal organisations tomanipulate matches. Europol provides expert assistance and advice to UEFA and its 55 member associations on key aspects of contemporary criminal organisation in the area of match‐fixing. Europol also assists EU law enforcement authorities in analysing data from sports corruption investigations. UEFA follows a strict zero‐tolerance policy and serious sanctions (including lifetime bans from football) have been imposed in cases where players, officials or referees were found guilty of breaching these provisions. Close cooperation involving the exchange of information between public authorities and sports bodies is essential. Indeed, it is vital that criminal investigations can benefit from a good insight into the unique features of the sports sector and sports betting markets. At the same time, disciplinary measures taken by sports authorities (often using information made available as a result of a state criminal investigation) can serve as an effective deterrent for those in the sports community. The effective application of sporting sanctions will generally depend on the existence of a close working relationship between sports bodies and state authorities, so that intelligence obtained in the context of criminal investigations is readily imparted to sports bodies for the purposes of their own disciplinary procedures.

Greece

The situation regarding match‐fixing in Greece is at a critical stage. The record of incidents over the past ten years is one of the worst in Europe. The current situation, reflecting data since 2010, can be summarised as follows:

According to the information at UEFA’s disposal, Greece is one of the UEFA member associations most affected by match‐fixing incidents, with around 200 matches reported as suspicious since 2010.

According to UEFA’s calculations, since the 2016/17 season, Greece has had by far the highest number of alleged match‐fixing incidents among European national associations, with 122 reported incidents. The next closest associations had around 90 incidents eac

Over this period, five clubs have been involved in 57 of the 122 suspicious matches, accounting for

approximately 47% of all such matches since the 2016/17 season.

During the 2019/20 season, there were 12 suspicious matches in Super League 2 and the Greek Cup

before matches were suspended due to COVID‐19, placing Greece among the national associations most affected by match‐fixing in the 2019/20 season.

According to Transparency International, corruption levels, while improving in recent years, are still

evident in wider Greek society, and this is among the reported causes of widespread match‐fixing. Other factors include the reported regular delays in payment of player salaries in the 2nd division – the former Football League now so‐called Super League 2; and

Given the high level of international betting on matches in all tiers of the Greek football pyramid, the current football environment is deemed conducive to pervasive match‐fixing.

Best practices to combat matchfixing

Across the integrity spectrum, a series of best practice guidelines includes recommendations for action at national and international level in areas such as education and prevention, a national legal framework, national integrity structures such as the national platform , sports betting monitoring, risk assessment and management, intelligence and investigations, prosecutions and sanctioning, financial transparency, and international engagement. Such reference documents, outlined in Annex 3, include the following:

European Commission: Expert Group on Match Fixing – State of Play on the fight against match fixing

UEFA Resolution: European Football United for the Integrity of the Game;

Effectiveness of European Countries’ Laws and Regulations Dealing with Match‐Fixing, UEFA Research

Grant Programme, Comenius University Bratislava, supported by the Slovak FA;

European Commission: Preventing criminal risks linked to the sports betting market. Pilot project: New integrated mechanisms for cooperation between public and private actors to identify sports betting risks;

FIFA Specific Recommendations to Combat Match Manipulation: Guidelines for FIFA member

associations;

FIFA Integrity’s Practical Handbook for FIFA Member Associations;

UK Sports Betting Integrity Forum (SBIF): Integrity Considerations for Sports Governing Bodies.

Proposals to combat the threat of matchfixing in Greek professional football

In the context of the above best practices, the following proposals are designed to suppress match‐fixing activity in Greece more effectively, build the capacity of those empowered to tackle it, and foster collaboration with stakeholders who can help develop sustainable solutions. With this in mind, these proposals, which are set out in greater detail in Annex XXXX, would be tailor‐made to Greece’s situation and based on national or international best practices.

Centralised national integrity structure(s)

A new governmental structure should be established in Greece to oversee the implementation of integrity provisions, host the main national platform and coordinate all integrity and anti‐match‐fixing activities. This would help to reinforce an ethically sustainable sports culture in cooperation with other parties such as the FINCIS (Finnish Centre for Integrity in Sports) in Finland, which is responsible for implementing international treaties on anti‐doping activities, combating the manipulation of sports competitions and safeguarding spectator comfort and safety. The national gambling regulator (Hellenic gaming commission) should be empowered to monitor online sports betting in a centralised manner, as in England and France, and act as a contact point for betting operators to report suspicious matches to the national regulator. The involvement of the relevant authorities, including the Hellenic national police force, is key. We recommend the establishment of a focal point of contact that holds responsibility for and centralises all criminal investigations related to betting fraud, integrity crimes such as match‐fixing and all sports‐related misconduct. These reforms would put the Greek authorities in a better position to respond to the emerging links between football corruption and organised crime as outlined in a 2019 European Commission report to the European Parliament on supranational risk areas for money‐laundering and financial terrorism. Additionally, the government and the ministry responsible should adopt an intra‐governmental approach and work closely with the betting industry and the relevant sports governing bodies (SGBs) to mitigate threats and protect the integrity of sport and betting in Greece. In the United Kingdom, for example, the Gambling Commission (the national regulator) has established the Sports Betting Integrity Unit (SBIU), which deals with reports of betting‐related corruption. A non‐governmental organisation (NGO) should be established to protect integrity in sport by coordinating measures to tackle match‐fixing and betting fraud in Greece, including education, prevention, awareness‐raising and an ombudsman’s office to receive reports of match‐fixing in Greek football.

National platform and dedicated integrity structures

Article 13 of the Convention on the Manipulation of Sports Competitions (the Macolin Convention) establishes the framework of a national platform. Key priorities for the development of a national platform for the Hellenic Republic include the facility to host coordination meetings at a dedicated location, the platform’s mandate and key competencies, financing of the platform and operation of the platform. Suggested platform members include representatives of:

Ministry of Sport focal point (e.g. Integrity Advisor/Expert; other SPOC)

Dedicated Integrity Officers of all relevant national sports organisations

Dedicated Ministry of Justice – National Police; focal point/expert from law enforcement

Dedicated Ministry of Justice – Prosecutor; focal point from national prosecutors’ office

Dedicated Ministry of Finance – Anti‐Money Laundering/Fraud focal point/expert

Dedicated Ministry of Interior (if applicable)

Dedicated Betting Regulatory Authority – Hellenic Gaming Commission

Dedicated representation from state lottery, OPAP; and betting operators, e.g. Stoiximan

In this regard, close collaboration between all stakeholders at national level is key, and internal processes and mechanisms for the exchange of information between members of the national platform are extremely important.

Steering group for implementation

A dedicated steering group should be established to ensure a comprehensive approach to the fight against match‐fixing in Greek football. The steering group should include an implementation adviser/expert in each field, e.g. a UEFA‐appointed special integrity adviser (SIA) for Greece with expertise in high‐level policy, programme implementation and operations including investigations and intelligence, dedicated to match‐fixing. It should also include high‐level representatives of UEFA (MD and integrity officer), the HFF (integrity officer, ethics committee chairman, dedicated investigator and others), the ministry of sport, other government departments, the police, the public prosecution service, betting regulators and other key stakeholders. The steering group should be monitored by an independent expert (e.g. a special integrity adviser) mandated to work in close cooperation with all professional football stakeholders. The steering group (or task force) should submit KPIs and necessary proposals to the Greek government, outlining additional concrete measures to be taken to prevent match‐fixing in Greek football.

National sports law

A criminal justice response to match‐fixing would demonstrate that manipulation of sport is not a simple breach of sporting rules, but also an offence against the public in a broader sense. Legislation to establish match‐fixing as a criminal offence is needed to complement independent sporting sanctions such as bans, relegation and other penalties. The current lack of uniformity in criminalisation measures and legislative approaches calls for more streamlined action to develop standard‐setting instruments and facilitate convergence in criminal justice responses.

Recommendations to amend Greek national sports law should include the criminalisation of specific match‐fixing offences and the amendment of very light sentences (e.g. in Greece, the maximum penalty is six months’ imprisonment). The amendment of Greek national sports law should include provisions for financial right to return from the socalled betting “integrity fee” and specific criminalisation of non‐betting‐related match‐fixing. The offences of ‘sports betting fraud’ and ‘manipulation of professional sports competitions’ should be added to national legislation and should carry heavy penalties. National sports law should also allow sports governing bodies to share information under applicable data sharing agreements.

Special sports prosecution service

A Cooperation model should be established between public prosecution services and a special sport justice prosecutor assigned to the HFF and/or to sport in general, as has been successfully trialled in Italy.

International engagement

This comprehensive proposal requires oversight, accountability and a robust implementation plan based on milestones and key performance indicators (KPIs). The implementation plan should set out short‐, medium‐ and long‐term solutions, with a significant focus on international engagement and implementation. Greece recently ratified the Macolin Convention on the Manipulation of Sports Competitions. Following this important step, comprehensive implementation is required at various levels. An implementation plan should therefore be established in coordination with all relevant national stakeholders. In addition, the national platform should participate in transnational cooperation and exchange of information with the Council of Europe’s Network of National Platforms (known as the Group of Copenhagen). United Nations Convention against Corruption (UNCAC): Greece is also a state party to the United Nations Convention against Corruption (UNCAC). At the 8th session of the Conference of the States Parties to the United Nations on the Convention against Corruption, resolution 8/4 on safeguarding sport from corruption was adopted. Greece, among other signatories, ratified this resolution and must therefore endeavour to implement it fully. An implementation plan should be established in coordination with the relevant national stakeholders and UNODC. EUROPOL Analysis Project Sports Corruption: A dedicated representative of the Hellenic ministry of justice should be assigned to Europol as focal point to the Analysis Project (AP) on Sports Corruption – a EUROPOL mission area focused on certain types of crime and supports current investigations into sports corruption, including fraud, and associated criminal activities. A high‐level coordination meeting should also be convened at Europol or UEFA headquarters with representatives of Europol (deputy or assistant director and member of the Analysis Project Sports Corruption unit), UEFA, the Hellenic ministries of justice, sport and the interior, and the HFF, for an allhands “state of play” meeting to establish a plan of action. INTERPOL Match‐Fixing Task Force: A dedicated point of contact at the Hellenic ministry of justice or national police force should be named to INTERPOL as a specific point of contact (SPOC) for the Interpol Match‐Fixing Task Force. The capacity of the SPOC and the dedicated Hellenic national police force should be enhanced through Interpol capacity‐building and training programmes.

Prevention

The UK Sports Betting Group Code of Practice recommends that “participants are fully aware of the relevant rules, regulations and sanctions in their sport in relation to betting. As a minimum, it is recommended that any standard training programmes for participants include a section on betting integrity. Where a sport is considered at significant risk, it is recommended a dedicated betting integrity education programme is introduced.”

According to information documented by UEFA, the HFF ran comprehensive education and prevention workshops for all 36 Greek first‐ and second‐division clubs between 2015 and 2018. Analysis shows that 41% of the clubs that had received standard prevention training continued to be involved in suspicious matches. More specifically, 15 of the 36 clubs that received match‐fixing prevention training appear to have continued to manipulate matches after receiving integrity training. In conclusion, the training, education and prevention programme in Greek football needs to be comprehensively reviewed in order to improve its efficiency.

Special whistleblower provisions

Under a previous recommendation, an independent ombudsman was established to review and coordinate and a review of whistleblower mechanisms at all levels of Greek professional football.

It is recommended that these mechanisms should be fully implemented in line with the EU Directive on the protection of persons who report breaches of Union law (Whistleblower Protection Directive).

To this end, a comprehensive and confidential reporting mechanism, in Greek and English, should be established throughout Greece for all stakeholders (e.g. players, referees, officials) to report corruption and match‐fixing. We recommend engaging FIFPro Europe and the Football Players Union Greece should be involved as potential stakeholders in order to secure political buy‐in when developing local whistleblower mechanisms and protection.

HFF changes to competition structures, disciplinary provisions and expert sporting panel

The recent changes to the format of Super League 2 should be upheld and an assessment of the entire Greek league system (Super League, Super League 2, Football League and Gamma Ethniki) should be conducted. In this regard, potential structural amendments should be considered to ensure that sporting integrity is preserved. Alternative competition structures (like those in Belgium and Scotland) can reduce incidents of “Il systema” (e.g. in Italy) or dead‐rubber’ matches that have no effect on a club’s league position. Often occurring at the end of the season, when points are bought by clubs in need and sold by clubs with nothing to play for, the competitive nature of these matches is sometimes undermined. A full review of the HFF disciplinary regulations should be conducted in order to make sure that the relevant integrity provisions are established. In this regard, the regulations may be amended to include adequate minimum sanctions related to any breach of the regulations on betting and corruption related to match‐fixing, prohibition of betting, sharing of inside information, etc. Potential sentencing guidelines for appropriately adjudicated clubs could be based on the following model. For a first violation, the club responsible will be sanctioned with the deduction of X points and a fine of €XX,000. For a second violation, the club responsible will be automatically disqualified from the competition. In addition, all potential income derived from the club’s participation in the competition will be withdrawn. For a third violation, the club will be excluded from HFF competitions for a minimum period of X years. In addition, a fine of €XXX,000 will be imposed. Establishment of an expert panel for sporting performance review: The Experts Group for sportive performance evaluation is an independent group of experts qualified to analyse players’ actions on the pitch or, when applicable, refereeing decisions in matches or incidents of alleged match‐fixing. The panel could be composed of expert coaches, former players, sports analysts or other experienced professionals with knowledge of how matches are fixed through deliberate underperformance. The panel could be appointed by the HFF or another body, with organisational matters managed by an independent match‐fixing committee. Such a panel has been

established by the Ukrainian Association of Football.

National integrity officer and network of regional/organisation integrity officers

A full‐time, dedicated integrity officer should be employed either by the HFF or independently at ministry level to lead and maintain the HFF’s integrity initiatives and action plan. He or she should also be part of a unit with dedicated staff including, at the very least, a dedicated investigator and an information/intelligence coordinator or analyst. A network of local, regional and national integrity officers should be established throughout the Greek football pyramid, from the HFF to the 53 regional football associations and the Greek league system (Super League, Super League 2, Football League and Gamma Ethniki) in accordance with a betting risk assessment. An independent ombudsman’s office should be established to review and coordinate whistleblower mechanisms at all levels of Greek football. In summary, confidence in Greek football is being eroded as a result of serious integrity issues. The perception of football among ordinary Greek citizens is being adversely affected. There is a need to address this issue and start to repair the damage done over recent years. The game’s reputation has a major impact on the level of interest in football and the future development of the game.

Future steps

Implementation timeline – March 2021

Establish a national integrity platform and structures as outlined above

Create a special sports prosecution service and whistleblower provisions, and amend

national sports law

Adoption of a Special Sports Prosecutorial Service

Implement international engagement and prevention programmes

Amend HFF integrity structures

Establish a network of national and regional integrity officers

10.2. Antidoping

The World Anti‐Doping Agency (WADA) is the international agency charged with coordinating and promoting the fight against doping in sport. Its key activities include education, the development of anti‐doping capacities and ownership of the World Anti‐Doping Code, which contains anti‐doping rules for all sports organisations and public authorities around the world. UEFA is one of more than 660 sports organisations to have accepted and comply with the World Anti‐Doping Code. UEFA has signed cooperation agreements with almost 30 European national anti‐doping organisations (NADOs).

Under these agreements, UEFA and the NADOs coordinate their anti‐doping programmes and testing activities, exchanging information and intelligence. The code clearly defines the role, responsibilities and jurisdiction of each anti‐doping organisation and states that all must act in a spirit of partnership and collaboration in order to ensure the success of the fight against doping in sport and the promotion of clean sport. The agreements also ensure that UEFA has a full picture of the doping tests conducted on players across Europe at national level. In order to promote an anti‐doping environment, UEFA strives to ensure that its education and testing programmes remain at the cutting edge of science and recognised good practice in all areas of prevention and detection. Its ambition is to maintain, to the greatest degree possible, the integrity of the sport and to protect the health of all athletes in the game. Any player participating in a UEFA competition may be required to undergo a doping control at any time. Doping controls may include samples of blood and urine, as well as screening for substances such as EPO and human growth hormone. No advance information is given as to when controls will take place – they can either be incompetition (after a match) or out‐of‐competition (at a team training session, or even at players’ homes). A key part of UEFA’s testing strategy is the athlete biological passport. UEFA runs both blood and steroidal passport programmes, which monitor players’ biomarkers, in blood and urine, over time; variations in either the blood or steroid profile may be indications of doping, as well as providing intelligence for target testing.

In addition, UEFA stores all samples collected in the UEFA Champions League, UEFA Europa League, UEFA Super Cup and UEFA European Championship for up to ten years in order to allow re‐analysis at any time, in particular when required due to specific intelligence, or when new analytical techniques become available. This long‐term sample storage allows anti‐doping rule violations to be prosecuted up to ten years after they have been committed, and as such, provides a significant deterrent effect.

UEFA’s doping controls are all conducted by UEFA’s own doping control officers (DCOs), a group of 55 medicaldoctors from 27 different countries. New DCOs follow UEFA’s in‐depth training programme, while all DCOs undergo regular auditing to ensure improvements where necessary in the quality of doping controls, and a uniformly high standard of procedure.

Regulations

All national associations must establish rules requiring all players preparing for or participating in a competition or activity authorised or organised by the national association, and all player support personnel associated with these players, to agree to be bound by anti‐doping rules in conformity with the Code as a condition of their participation.

Testing

National associations are not signatories to the WADA Code and, therefore, must not conduct testing on their own. They must coordinate testing with their NADO and/or international federation (IF) and ensure that the NADO or IF is the testing authority. Any testing that is conducted under the documented authority of the IF/NADO must be analysed at a WADAaccredited or WADA‐approved laboratory. National associations must recognise the authority of the NADO in their country and assist as appropriate with the NADO’s implementation of the national testing programme for their sport. This includes assisting the NADO in establishing their testing pool of national representative teams and/or players and, if requested, obtaining whereabouts information concerning these teams and/or players.

Result management

All national associations must report any information suggesting or relating to an anti‐doping rule violation to UEFA and to their NADO and cooperate with investigations conducted by any anti‐doping organisation (ADO) with the relevant authority. Any national level anti‐doping rule violation case discovered by the national association must be adjudicated by an operationally independent hearing panel in accordance with the WADA International Standard for Results Management. A decision of an anti‐doping rule violation made by an ADO, an appellate body or the Court of Arbitration for Sport (CAS) is automatically binding upon all UEFA’s member associations. Any consequence or sanction imposed on players, teams or other persons must be enforced by the national associations.

All national associations must have disciplinary rules in place to prevent player support personnel who are using prohibited substances or prohibited methods without valid justification from providing support to any player under the authority of the national association.

Education

All national associations must conduct anti‐doping education in coordination with their NADO. Financial support is provided for this through UEFA’s HatTrick funding. The national association should recognise their NADO as

the authority on anti‐doping education within their respective country.

 

Enforcement

If UEFA becomes aware that a national association has failed to comply with, implement, uphold and enforce the UEFA Anti‐Doping Regulations within its area of competence, it has the authority to take disciplinary action including, but not limited to:

exclusion of all, or some, members of the organisation concerned from specified future events or all events conducted within a specified period of time;

withdrawal of recognition of the organisation concerned and of its members’ eligibility to participate in UEFA activities, and/or a fine;

withholding of some or all funding or other financial or non‐financial support from the organisation

concerned.

Future steps

Implementation timeline – March 2021

Draft a national strategy in consultation with the governmental authorities in accordance

with WADA, FIFA and UEFA regulations.

11. SAFETY AND SECURITY

UEFA’s goal is to ensure that football matches are played in a safe, secure and welcoming environment. Safety and security are key priorities for UEFA as it works with all its partners to ensure a strong focus on providing a suitable environment for players, officials, media and fans at all matches. Societal conflicts across the world can often find a home in football, increasing the challenge for the national associations, leagues and relevant authorities. UEFA’s Stadium and Security Strategy Programme 2017–21, comprising seven key elements, drives UEFA’s efforts to keep ahead of the risks and incidents. Through this programme, UEFA works closely with national associations which are experiencing the greatest problems. Policy reviews form an integral part of this work, the outcome of which is an action plan for a country to take forward. While risks and incidents in European football are an ongoing issue and a cause for concern, the situation in Greece is particularly serious.

In addition to the range of regular support, seminars and services that it provides to assist all national

associations, UEFA, in conjunction with the Council of Europe Standing Committee, carried out a joint

consultative visit to Greece in 2017 to focus on the issues and progress all stakeholders’ involvement in identifying solutions and instigating a path forward to address the core problems. As a follow‐up to this important visit, UEFA met with members of the Greek government in July 2018 to seek to accelerate an action plan for Greece. In January 2019, UEFA hosted the Football Violence and Disorder Expert Seminar. At the seminar, which was attended by over 200 representatives of national associations and public authorities, four themes of current concern were identified by participants: intimidation of officials, uncontrolled areas in stadiums, organised fights away from stadiums and the dangers of pyrotechnics. The participants discussed and evaluated 26 strategies and relevant measures taken across the 55 national associations. They also identified the current obstacles to progress in their own countries and discussed 12 proposals designed to help shape the way forward.

The two main conclusions of the seminar were that there was an urgent need for countries:

to implement effective government‐led exclusion strategies, i.e. effectively keeping troublemakers

away from football matches; and

to introduce an independent national system of government‐led stadium safety certification/licensing and inspection, i.e. clubs, stadium owners and public authorities should have full control of all areas of the stadium.

During the 2018/19 season, UEFA incidents monitoring showed that incidents were reported, either inside or outside the stadium, at 58% of UEFA Champions League and UEFA Europa League matches. Some 14% of matches had incidents that were serious or worse. Sadly, statistics suggest that the situation in Greece is among the very worst in Europe. In September 2019, more than 360 participants from national associations, clubs, police and public authorities attended the annual UEFA Stadium and Security Conference in Athens. UEFA was pleased that, during this conference, the Greek government agreed to set up a task force to address safety and security issues in Greek football.

UEFA incidents analysis shows that, over the three seasons from 2016 to 2019, Greece had the second worst home record of all 55 national associations in UEFA Champions League and UEFA Europa League matches. A copy of the latest and fully up‐to‐date incidents monitoring report for Greece is attached. This shows how serious the problem is at UEFA competition matches in Greece as well as highlighting serious issues at domestic matches.

The 2018 Council of Europe report, among other things, highlighted the need for:

a government‐led national multi‐agency co‐ordination group;

a new integrated and comprehensive, multi‐agency strategy;

a new legislative framework;

improved stadium safety certification and stadium safety management operating arrangements;

an obligation for all stadiums hosting professional football matches to have a designated, trained and assessed as competent stadium safety officer with responsibility for all in‐stadium safety and security;

more effective arrangements for ensuring that all stadium safety and security personnel, and supporter liaison officers, are trained and assessed as competent to undertake their various tasks;

a review of football policing operations to ensure that strategic and tactical decisions reflect established European good practice;

more effective inclusion and, importantly, exclusion (banning order) arrangements.

UEFA provides support wherever possible and its wide‐ranging programme includes the following services:

National safety and security strategy summit (completed?);

Joint training for stadium safety/security managers and police commanders;

Various masterclasses (e.g. pyrotechnics and violence and disorder);

Stewarding ‘train the trainer’ programme;

Match visits for safety/security assessments.

The situation is clearly not improving, and it is now more important than ever for the Greek authorities to make strides in this area.

Future steps

Implementation timeline – March 2021

Ratify the 2016 Council of Europe Convention, signed on 3 July 2016

Implement the recommendations and action plan of the 2017 Council of Europe report

Work with UEFA and its pan‐European partners to implement the programme drawn up by UEFA in 2018

12. FINANCIAL OVERVIEW

In 2019, HFF faced a crisis of both insolvency and illiquidity, precipitated by a weak financial governance framework within the organisation. Due to negative equity, high levels of debt and month‐on‐month overspend, the Federation could have not been considered a going concern far into 2020. Immediate restructure and financial planning were required at that time. In 2020, FIFA therefore decided to provide HFF with resources to assist them in managing their current financial

governance situation. To this end, FIFA mandated PricewaterhouseCoopers (PwC), an international audit and advisory company, with the overall project to assess the financial situation of the HFF and to come up with specific recommendations. The project objective was to analyse the current state of HFF’s Finance Division, identifying business needs and technological requirements. In addition, PWC was asked to highlight areas for improvement to establish the “Target Operating Model” based on key business processes. The project included three different phases:

1) Review of current state;

2) Benchmarking evaluation;

3) Recommendation and roadmap.

Review of current state and benchmarking evaluation

The analysis revealed a lack of organisational structure and clear allocation of tasks within the Finance Division of HFF, resulting in very high operational costs. The majority of decision‐making processes within the Finance Division are informal, without underlying policies. This applies to the budgeting process, as well as payment approvals, reporting, etc. Moreover, the analysis showed that certain employees within the Finance Division perform task related to other functional areas such as procurement, administrative operations, etc. The review by PwC further disclosed that the management of HFF lacks the necessary decision‐making support from its Finance Division. While the reporting mechanism is clearly established, there is no regular reporting and vital items of concern such as discussions over credit, liquidity issues, etc. The Finance Director and Chief Accountant are heavily involved in day‐to‐day general accounting and tax compliance tasks, without capacity to be a finance business‐partner for the management

Recommendation and Roadmap

As an overall objective, the finance division of the HFF should focus on strategic planning and monitoring the targets set by the HFF management. To this end, the following steps shall be taken:

a. Processes: Setting up standardised, simplified and documented end‐to‐end finance procedures with efficient control points and real time financial reporting.

b. Organisational structure: Defining roles and responsibilities and establishing ownership and

accountability of the tasks performed within the finance division.

c. Systems: Abolishing manual execution of tasks, paper‐based transactions and heavy dependence on Excel, and instead utilising existing hardware with updated systems. PwC highlighted the following prerequisites for increased efficiency:

Cultural change;

Employees skills;

Harmonisation of processes with enhancement of systems utilisation;

Appropriate technological infrastructure;

Management support and change dynamic.

These prerequisites shall be combined with concrete actions, such as:

Timely month end closing;

Monitoring of budget Implementation and variances (budget vs actual) on a monthly basis;

Strategic and business planning preparation;

Frequent preparation of financial reports and statements;

New formalised policy for how payments are created, approved and paid, transferring this responsibility fully to the administration and obliging regular reporting by the administration to the executive committee on all financial matters. In order to move forward with the implementation of the above key points, FIFA and UEFA had jointly appointed a consultant to remain on‐site at the HFF, with a broad mandate to oversee the reform process, including the improvement of the HFF’s financial governance framework. It is concluded that some of the required improvements have already been executed in close collaboration with FIFA, UEFA and their consultant. However, further action will need to be taken, in particular related to the reorganisation of the finance division of the HFF, the upskilling of its employees and the documentation of finance processes, as well as their optimisation.

Future steps

Implementation timeline – March 2021

All the suggestions and recommendations included above and as per the PWC report

provided to HFF to be followed

13. FRAMEWORK FOR THE FUTURE OF FOOTBALL IN GREECE

Football throughout the world is changing, and UEFA and its 55 member associations are adapting to this dynamic environment. The future health of the sport in each country is dependent on the ability of the national governing body to position itself for the future in its country and globally.

UEFA’s member associations are being encouraged to adapt to these changes in order to survive, succeed and flourish for the benefit of football and all its stakeholders. To achieve this, UEFA has developed Football Federations of the Future (FFF). The purpose of FFF is to provide all national associations with a framework through which they can determine and define their own vision for the

future of football in their country, based on its unique circumstances and strategic priorities. UEFA hopes that FFF will enable it to bring about a clarity of purpose and help establish a vision that defines and articulates its ambition for the future of football across Europe. From the national associations’ perspective, FFF is a blueprint that enables governing bodies such as the HFF to establish a clear vision and strategic direction for the future of football in their own country.

Stakeholders within football

In order to safeguard the success and sustainability of football in each country, the national associations must understand that the game needs many different stakeholders to play their part. Clubs, regional associations, local and national governments along with fans, media and the general public all have an influence over how the game is developed. The FFF model for national associations is based on the fact that football’s stakeholders are themselves changing. In this fluid environment, for football to continue to grow across Europe, it is essential that national associations understand how they must adapt in order to overcome challenges which arise and take advantage of the opportunities in this ever‐evolving and increasingly competitive environment. Football Federations of the Future provides them with a framework to achieve this. The FFF model enables each national association to understand how it must develop across 14 core business development pillars, to ensure it has the necessary knowledge, expertise and skills to be able to continue to grow and develop football over the coming five‐year period. The model is built around the basic principle that each national association is unique. While many of the issues affecting the HFF are also faced by other national associations, its specific challenges are unique to Greece. The model, which has been developed by UEFA in collaboration with all its members, is designed to be equally applicable and beneficial to every member association, irrespective of its size, level of resources, individual strategic priorities and wider socio‐economic and cultural environment. UEFA has been providing substantial support to the HFF under the umbrella of the existing GROW programme and Football Federations of the Future, in essence, provides a long‐term, sustainable vision for this programme.

Over recent years, through UEFA GROW, UEFA has been working with the HFF, offering tailor‐made consultation services in the areas most relevant to football organisations. Football Federations of the Future builds on this by creating a clear, easy‐to‐follow framework for how national associations can best grow football in their country.

Five main areas of growth are identified as part of the UEFA GROW programme. The respective benefits of these are as follows:

Strategic planning sits at the very heart of UEFA GROW. It helps national associations to develop a strategic plan for the whole organisation, painting a clear picture of where the organisation is going and defining clear and strategic medium‐ to long‐term objectives.

Image: UEFA gives national associations access to independent research looking into the current state of football in their respective markets.

This data covers a number of different topics, including the general popularity of the sport, the perception of the various national teams, and the image of the governing body itself. This independent review forms the basis for setting up an action plan to address the issues identified through research.

Participation: Following a thorough review of existing data, UEFA GROW supports the national association in drafting a growth plan for participation and retention, which includes the definition of clear yearly targets for different age categories for both men’s and women’s football. The plan also details the corresponding responsibilities and required programmes and budgets.

Engagement: All national associations use digital channels and social media to communicate with their key audiences. Under the Engagement pillar, UEFA GROW is helping national associations to develop a universal digital marketing and FRM (football relationship management) strategy with clearly defined targets for reach and engagement.

Revenues: National associations need sufficient funds in order to invest in football development and thus be able to grow the game. UEFA GROW supports the associations in setting up a clear commercial strategy and fiveyear commercial plan with key performance indicators and timings to develop all areas of the commercial strategy. All of UEFA GROW’s pillars are intrinsically linked. If an association has a good reputation in its country, more people are likely to play, attend or watch the sport. This could ultimately lead to increased revenue possibilities and digital engagement opportunities. Following discussions with the national associations, it became clear that UEFA GROW could offer assistance and expertise in other areas of football development. Therefore, a decision was taken in 2016 to add supporting pillars in order to address areas such as brand management and engagement with audiences and stakeholders at all levels.

Additional pillars offer support across the following domains:

Communications: This pillar is about helping to create a clear strategic communications plan that looks to improve the image of the association and helps it deliver the right messages to the right stakeholders.

Insights: The field of data and insights is becoming increasingly relevant for national associations. UEFA GROW provides a number of different services, including giving access to data, sharing best practices and providing benchmarking information. The overall objective is to help national associations become more insight‐ and datadriven organisations.

Brand: A brand is much more than just a logo and, as such, an increasing number of national associations are requesting support from UEFA GROW to help them optimise their potential or to help them with other (re)branding projects. Creating a clear brand position for each product will increase the value and revenues that can be derived from the brands.

Public affairs: This pillar focuses on assisting national associations in developing clear strategies for how to form partnerships with government and other public authorities. This is becoming increasingly important as football widens its societal role and scope.

Education: An education programme linked to the national association’s strategy ensures all staff are equipped with the skill sets and knowledge needed to achieve the organisation’s goals.

IT: It is important that national associations understand their IT capabilities and needs, not only so they can put in place the necessary services, systems and people to function effectively, but also so they are sufficiently aware and flexible to adapt to future trends.

Media rights and content: Through a well‐structured media rights and distribution strategy, national associations are able to achieve the optimum balance between reaching new and existing audiences and driving revenue across multiple platforms.

Governance: Effective governance is a key element in ensuring that national associations function properly and are transparent in their operations and accountable for their actions.

Financial sustainability: By putting in place the necessary regulatory framework, national associations are able to protect the long‐term viability and stability of club football for the benefit of future generations.

13.1. Model for the future of the HFF

The Football Federations of the Future model has the potential to transform the HFF and the future development of football in Greece. The evolution of progress across each of the areas within the model will work to varying timeframes and the model itself will be different for Greece than for other countries. Ultimately, Football Federations of the Future is built around the principle of self‐assessment, with UEFA always willing and available to support the HFF. Each pillar within the framework is important and the model provides a step‐by‐step guide to ensure national associations are able to obtain maximum value from each pillar, with each pillar ideally being considered individually and decisions taken in isolation from those made across other pillars. FFF is designed to help the HFF to identify opportunities and understand how far, in broad terms, it should develop each area of its business operations over the next five years. It is designed to be flexible and enable the

national association to plot a future vision that best supports its individual business objectives.

Ultimately, the framework outlined can be the tool that enables the HFF, in cooperation with UEFA and all its stakeholders, to map out a vision and strategy for the game in Greece that ensures the future success of football at all levels.

Future steps

Implementation timeline –March 2021 to September 2022

The HFF should draft its long‐term strategy with the support of FIFA and UEFA experts as well as local professionals.

The HFF should adopt a long‐term plan in accordance with the principles of FFF.

14. EXECUTIVE SUMMARY

Clearly, Greek football is not in the position which the nation’s passion for and commitment to the game merits.

At international level, Greek football has fallen significantly below European averages across a range of areas and parameters. Its overall situation can best be summarised as follows:

The importance of Greek football to a range of stakeholders – fans, clubs, government, media and

the general public – is clear and remains robust. Public awareness of the sport remains very high.

The image of football is constantly seen as negative, which will have a long‐term impact on

participation, sponsorship, revenue generation and the stability of the game.

There are significant and repeated problems with safety and security (violence) and integrity

(match‐fixing, etc.).

The international status of Greek football, as benchmarked with other nations and UEFA/FIFA,

leaves room for significant improvement in many different areas.

The challenges are many and the solutions require solid cooperation between UEFA, FIFA, the HFF

and the Greek government. There are a number of specific steps and recommendations that will

contribute to a better future for Greek football.

Greek football faces significant financial and commercial challenges. Improving the game’s image

will be crucial to boost revenue and protect its future sustainability.

The long‐term future of Greek football requires a stronger focus on core HFF activities, including

football development planning aimed at safeguarding the game’s future by bringing through

talented players into the professional game.

The HFF will benefit from refocussing and restructuring to ensure it can develop the best possible

roadmap for football within a dedicated framework that will serve all elements of the game from

grassroots to the elite professional level.

A number of very specific governance issues are affecting the running of Greek football. These need

to be addressed in order to give the prospect of a future legacy and a better platform for success.

The Greek government has a key role to play in supporting football and improving its image.

Through legislation and structural remedies, it can address important issues of integrity within the

game and violence around it, always by respecting the principle of self‐governance of the Hellenic

Football Federation

All stakeholders in Greek football have an opportunity to build better social, community and

educational experiences for Greek citizens, both male and female.

With little positive legacy to show from the past 20 years, Greek football needs to come up with a

new vision, develop a new standard for football and create a joint legacy with all key football

stakeholde

15. THE WAY FORWARD

The issues highlighted in this report and summarised above demonstrate the need for all key stakeholders, including the HFF, FIFA, UEFA and the Greek government, to play their part in solving a variety of problems within their respective remits. It is clear that the HFF must take the lead role as the governing body of football in Greece and implement the numerous reforms and development plans outlined in this report in order to improve football in Greece. In addition, specific proposals emanating from the study include the following.

All stakeholders must act on the recommendations and proposals outlined in this report.

Each section of this report contains recommendations for the improvement of individual aspects of football in Greece. The main actions required are summarised within each section with a proposed timeframe for implementation under the ‘Future steps’ heading. Each section also contains further suggestions and recommendations that also need to be considered and implemented. Together, the fulfilment of these measures will significantly improve Greek football. It is hoped that the implementation of these actions and recommendations will enable all key football stakeholders to set out and agree a clear path to a brighter future for Greek football.

Greek football strategy

The creation of a long‐term strategy that will guide the HFF and Greek football as a whole for many years to come is absolutely crucial. This strategy should be drafted in consultation with all major football stakeholders, such as the regional associations, players, clubs and referees. It should ensure that the HFF remains true to its values as the governing body of Greek football and showcase its determination to launch progressive initiatives and programmes over the coming years. The strategy should focus, among other things, on improving football’s image, increasing participation, improving good governance at all levels, and providing more and equal opportunities in football.

The strategy should urge all football stakeholders to work together in a spirit of cooperation and togetherness, with the overall well‐being of Greek football always at the forefront.

FIFA and UEFA will help the HFF set a framework for the reforms.

FIFA and UEFA will assist the HFF with its implementation of the Football Federations of the Future (FFF) programme. Part of UEFA’s GROW initiative, FFF covers all aspects required to produce a framework for the development of the game and the HFF as football’s national governing body in Greece. FFF will provide the HFF with a blueprint to develop a clear vision and strategy for football in Greece and a pathway to overcome challenges and take advantage of opportunities in the period to 2025. In the HFF’s case, Football Federations of the Future is built around the basic principle that the situation in Greece is unique.

The HFF reforms will help the association to build better structures for the future development of the game. They will also enable it to enhance the image of football, increase revenue opportunities and, ultimately, grow participation, raise coaching and development standards, and produce more and better players at all levels of the game.

HFF should invest every possible effort to revise its organisational structures

The renewed focus stemming from Football Federations of the Future will enable the HFF and other key stakeholders to understand how the national association needs to develop across its essential core business development pillars, to ensure it has the necessary knowledge, expertise and skills to be able to continue to grow and develop football over the coming period. Resources will be required to work through the different elements of the Football Federations of the Future programme. Specifically, the HFF will be required to implement best practice governance and administrative structures in line with European standards in the following areas:

Congress and committee structures;

All major football stakeholders to be represented adequately in the main football decision‐making

bodies;

Administration management and staff;

National football development plan;

Refereeing;

Disciplinary matters;

Grassroots development;

Elite football;

Finance and governance.

Moreover, the inclusion of the key stakeholders will consequently result in a more representative and enlarged HFF supreme controlling organ.

The Greek government must address the issues around the integrity of the game in order to urgently combat the threat of matchfixing, corruption and violence in Greek professional football

The government must address the match‐fixing issues raised in the integrity section of this report in the following

areas:

Centralised national integrity structures;

National platform and dedicated integrity structures;

National steering group and international engagement;

Steering group for implementation;

Special sports prosecution service;

Prevention mechanisms;

Special whistleblower provisions;

Ratify the Council of Europe Convention on the Manipulation of Sports Competitions, which was signed on 3 July 2016, implement the recommendations and action plan contained in the 2017 Council of Europe report and work with UEFA and its pan‐European partners to implement the programme proposed by UEFA in 2018;

Amend the relevant law to ensure the protection of match officials from being subject to lawsuits

regarding sporting errors.

The Greek government must support football development programmes

The Greek government should offer support similar to that provided in other comparable European countries, whose governments support grassroots programmes run by the national association to raise the standard of future elite players. In turn, the government can use these activities to fulfil its UN sustainable development goal targets by supporting community and social initiatives.

Government support could involve:

investing in national sports infrastructure projects. It is that will be given a National football training

center that will accommodate the needs of all National football teams;

supporting the HFF’s efforts to access EU funding for youth football;

investing government betting revenue in the development of grassroots football programmes for men and women;

financing the activities and infrastructure of regional amateur football associations.

FIFA, UEFA, the HFF and the Greek government must commit to working together for the benefit of football by applying the recommendations in this report.

Specifically, they should give careful consideration to all aspects of this report in a positive, collaborative manner in order to implement its recommendations. They should agree to meet annually.

16. ANNEXES

Annex 1 Declaration of intent

Annex 2 Safety and security report

Annex 3 Proposals to combat the match‐fixing in Greek professional football

Annex 4 FIFA & UEFA anti‐doping regulations

Annex 5 Technical director’s handbook (FIFA)

Annex 6 HFF refereeing regulations 2020

Annex 7 UEFA Football Federations of the Future guide

Annex 8 UEFA HR recommendations to the HFF

Annex 9 UEFA Referee Convention 2020

Annex 10 UEFA Coaching Convention 2020

Annex 11 FIFA Statutes 2020

Annex 12 UEFA Statutes 2020