While earlier reports laid important foundations, this latest edition introduces a clearer ESG framework, improved governance structures and a growing emphasis on measurable outcomes. It signals a shift away from isolated initiatives towards a more integrated, strategic model of sustainability.

Speaking to Global Sustainable Sport (GSS), Sustainability Manager Timon Lanz was candid about that evolution:

“The first two ones were very much CSR concentrated… a lot of just what we do good, and let’s talk about it. We didn’t have a lot of data, and we didn’t communicate it transparently… this is actually the first detailed one.”

A Shift to Data and Transparency

At the core of the new report is a commitment to transparency. Where previous iterations focused largely on storytelling, the 2024/25 publication introduces a more rigorous structure aligned with Global Reporting Initiative (GRI) principles, alongside a clearer articulation of risks, targets and performance indicators.

The report incorporates a double materiality assessment, ensuring that BSCYB evaluates both its impact on society and the environment, and the risks those issues pose to the organisation itself. Quantitative metrics—from emissions baselines to social participation data—are beginning to sit alongside qualitative insights, allowing for greater comparability over time.

For Lanz, this shift is essential to credibility:

“For me, reporting is just 90% transparency… not just talking about what we do good, but also where data got worse and what we want to improve.”

This willingness to acknowledge gaps, rather than present a polished narrative, represents a notable step forward in a sector often criticised for selective disclosure.

A Club-Led Approach Rooted in Bern

BSCYB’s sustainability journey has not been imposed externally. It has evolved organically, driven by the club, its fans and its local context.

“It basically started from within the club… but also from the fans, who brought ideas and expectations,” Lanz explained.

This origin is reflected in the club’s strategy, which is structured around six bespoke pillars tailored to its identity and its stakeholders. The approach is deliberately accessible, embedding sustainability into the language of the club rather than abstract corporate frameworks.

The report positions BSCYB as more than a football club—as a social, cultural and economic anchor within Bern, responsible not just for performance on the pitch, but for its broader societal footprint.

People and Community at the Core

BSCYB’s strongest area of impact remains its social programmes, consolidated under the #YBFOREVERYONE initiative.

Rooted in more than 30 years of work in anti-racism and more recently in inclusion, the programme continues to evolve through structured initiatives focused on access, participation and community engagement. The report highlights measurable outcomes, including:

• Over 2,250 tickets provided annually to disadvantaged individuals
• More than 1,160 hours of inclusive football activity
• Ongoing education programmes connecting schools and communities to the club

These initiatives reflect a long-term commitment to embedding inclusion within the football ecosystem.

“Inclusion on the pitch is best achieved through grassroots football… people should be able to play at their local club,” Lanz said.

This focus aligns with a broader shift across sport, where the most impactful organisations are those extending beyond elite competition into community structures.

Environmental Ambition: Plan 2030

Alongside its social work, BSCYB is strengthening its environmental strategy through its Plan 2030 framework.

The club has set clear targets:

• A 50% reduction in Scope 1 and 2 emissions by 2030
• Alignment with the city of Bern’s net zero ambition by 2045

With ownership and operational control of the Wankdorf Stadium, BSCYB has a level of influence that many clubs lack.

“It’s all in our hands,” Lanz noted.

This control is already translating into measurable outcomes. The club has established an emissions baseline of approximately 4,800 tonnes CO₂e and implemented operational changes, including significant reductions in food waste.

Importantly, BSCYB is beginning to address more complex impact areas, such as fan travel, signalling a move towards a more comprehensive environmental footprint.

Economic Impact and Regional Value

BSCYB’s sustainability narrative is also shaped by its role as a major economic actor within Bern and Swiss football.

According to the Swiss Super League economic impact study, professional clubs generate CHF 1.29 billion in revenue, CHF 665 million in value creation, and support 4,385 full-time jobs across Switzerland. Around 78% of this value comes from within the Region of Bern, underlining the local economic significance of football.

The wider ecosystem is equally significant. Fans contribute CHF 81.7 million in matchday spending, while league activity generates approximately 143,000 overnight stays, linking football directly to tourism and regional economies.

BSCYB sits at the centre of this activity. With average attendances of over 29,000 per match, the club leads the league, reinforcing both its economic and social reach.

For Lanz, the priority is translating this scale into measurable impact:

“The goal is to quantify your impact as a club… what’s your contribution to society through this?”

The data confirms that clubs like BSCYB are not just sporting organisations, but regional engines of employment, spending and social cohesion. The challenge now is ensuring that this economic power is aligned with long-term sustainability outcomes.

From Progress to Proof

The publication of BSCYB’s third sustainability report represents a clear step forward—but also highlights the scale of the challenge ahead.

The club has established a stronger framework, improved transparency and begun embedding sustainability into governance structures. Yet, as Lanz acknowledges, the journey is far from complete:

“There’s still a lot missing… sustainability has no end date.”

This openness signals a shift towards continuous improvement rather than perfection—an approach increasingly seen as essential for credible sustainability reporting.

Positioning for Purpose and Impact

This progress is already being recognised. Within the forthcoming Global Sustainable Sport Purpose & Impact (P&I) Index, BSC Young Boys is set to feature among the Top 100 most purposeful sports organisations in the world.

The ranking reflects not just activity, but direction—rewarding organisations that demonstrate a transition from narrative to measurable impact across governance, community, environment and economic contribution.

BSCYB’s third sustainability report provides the foundation for that recognition. It captures a club moving from CSR to ESG, from storytelling to data, and from intent to impact.

If the next phase delivers against the targets now set out, BSC Young Boys will not simply be reporting on sustainability—they will be helping to define it.